Corporate Responsibility and Sustainability Report 2022

Our Approach

We take a multi-pronged approach to developing our talent within PG&E. Through our talent identification efforts, robust training offerings at PG&E Academy, and targeted efforts at building workforce pipelines such as PowerPathway™, PG&E remains poised to have the talent needed to meet the evolving needs of our business.

We provide our coworkers a range of technical training on the knowledge and skills required to perform their jobs safely using approved tools and work procedures. These courses help prepare our workforce as we integrate new technologies, systems, and processes into our operations. Consistent with PG&E’s commitment to ensuring all coworkers are qualified to perform their assigned tasks over the duration of their careers, PG&E offers a range of skill refresher and coworker development courses.

In addition, PG&E’s long-term strategic planning includes coworker and leadership development, as well as succession planning. While always embracing new voices, we also work to promote from within and have a target to fill 75% of management vacancies in the positions of director-level and higher with internal candidates.

2021 Milestones

• Graduated our 14th year of PowerPathway: We continued to partner with local workforce development organizations to develop local diverse talent invested in our communities. We held programs for gas and vegetation management teams—one of which was a veteran-focused program in support of gas pipeline inspections—through our partnership with Swords to Plowshares, a San Francisco Bay area organization that supports veterans.
• Continued our internship program with COVID-19 safety requirements: Using a remote model, we successfully brought on 110 summer interns in various lines of business. To promote diversity in our recruiting efforts, we actively partnered with our Engineering Network Groups and external partners such as the National Society of Black Engineers, Society of Hispanic Engineers, and Society of Women Engineers.
• Skill Development Partnership with Cal Poly: As part of the decommissioning of our Diablo Canyon Power Plant, we have partnered with California Polytechnic State University on a one-of-a-kind collaboration focused on upskilling plant coworkers for future careers. This program is part of the more than $11 million that was approved by the CPUC for retraining coworkers in advance of the plant’s planned closure in 2025.
• Cultivated leadership among coworkers through leadership development programs: PG&E delivers award-winning leadership development programs that work to maximize coworker and leader effectiveness through innovative development opportunities targeted to all levels within PG&E. Courses such as New to Leadership at PG&E, Safety Leadership, and Leading the Energy Network of Tomorrow prepare leaders for the challenges they face in the ever-changing utility industry. In 2021, we delivered over 5,890 leadership and professional development student training days.

Measuring Progress

We encourage our employees to develop their skills by exploring new opportunities within PG&E. We also attract new talent to build our expertise in critical areas. In 2021, nearly 2,800 new employees joined PG&E and more than 6,400 employees moved into new roles. By promoting health, wellness, professional development, teamwork, and an ability to perform well for our customers, we achieve stability and a low voluntary turnover rate—5.8% in 2021.

As part of our continuing commitment to our coworkers, PG&E delivered more than 1,270,000 hours of technical, leadership, and coworker training in 2021. This included more than 57,000 hours of training delivered via our Virtual Learning courses, which help us extend learning and training opportunities to our coworkers where they work and in a remote setting.

To measure success, coworkers who participate complete surveys and provide feedback on how much the training has increased their knowledge. For courses that teach technical skills or reinforce skills that involve high-consequence tasks, every coworker is required to pass an assessment that covers both knowledge and skills gained.

At PG&E Academy, our in-house organization charged with enhancing the skills and qualifications of our coworkers, we introduced a five-point scale survey in 2014, asking coworkers to rate their ability to use training on the job. In 2021, training effectiveness was 4.61, exceeding our goal.

Training Effectiveness

• Goal
• Result

Year over year, we also strive to increase the number of PowerPathway programs offered in the Bay Area to help ensure we reflect the communities we serve. In 2021, PowerPathway held four cohorts with 77 graduates—84% were ethnic minorities, 26% were veterans, and 9% were women. PG&E hired 83% of PowerPathway graduates in 2021. There have been 1,130 graduates since the inception of the program in 2008.