Diversity, equity, inclusion & belonging

At PG&E, we’re committed to fostering a culture where diversity, equity, inclusion, and belonging (DEIB) are integrated into our work. This includes helping ensure that our coworkers always feel safe on the job, that their voices and ideas are heard, and that everyone experiences a sense of belonging and can bring their whole selves to work. We also remain focused on representing the broad diversity of the communities we serve.

Our approach

PG&E’s efforts to foster a culture and workforce of diversity, equity, inclusion, and belonging are led by the Vice President, Chief Talent, Culture, and Inclusion Officer at Pacific Gas and Electric Company, with support from the senior leadership team.

The People and Compensation Committee of PG&E Corporation’s Board of Directors reviews our DEIB practices and progress. This oversight helps ensure that our principles are embedded throughout the lifecycle of our talent management programs. 

Key elements of our approach include engaging coworkers from day one, emphasizing the importance of DEIB through our onboarding and leadership development courses, and mentoring and targeted coworker development for diverse talent. In addition, our Employee Networks continue to be at the forefront of PG&E’s efforts, as they have been for 50 years.

Coworker experience

From day one, we ground all coworkers in our commitment to our DEIB “stands” at new hire orientation. These stands reinforce our commitment to creating a culture where all coworkers feel they belong:

• Diversity Matters: PG&E has a workforce that reflects the hometowns we serve.
• Equity Delivers: PG&E removes barriers to level the playing field for all coworkers.
• Inclusion Bonds: All coworkers and their ideas matter at PG&E.
• Belonging Sustains: Coworkers are known, valued, respected, supported, and connected.

Employee networks

PG&E’s Employee Networks date back five decades and, today, consist of Employee Resource Groups (ERGs) and Engineering Network Groups (ENGs) that help promote our business objectives and support a culture of DEIB by:

• Supporting an environment of inclusion and belonging that values and respects diversity in our workforce and hometowns.
• Promoting positive relationships with the hometowns and customers we serve.

These networks help create an environment where every coworker can feel welcome and contribute to our overall business success. They assist in welcoming and mentoring new and existing coworkers, provide professional and career workshops, host social networking events, help recruit our future workforce, and offer community support through volunteerism, scholarships, customer education, and an environment for collaboration.

ERG and ENG members come from every level and job function and participate across 27 chapters throughout our service area. Nearly 40% of all ERG and ENG members belong to more than one group. This provides an opportunity for allyship among the different groups and communities represented. Nearly half of PG&E’s officers are executive sponsors, each of whom serves as an advisor and mentor—providing strategic guidance to align their mission and action plans to the needs of the business.

Each year, our ERGs and ENGs support community organizations through charitable contributions and volunteerism. While these groups began as grassroots organizations, they’ve evolved into groups that create awareness and educate our workforce about culture and experiences. In turn, they also serve as ambassadors for our DEIB efforts at PG&E.

2023 milestones

• Continued to engage ENGs in the hiring process to help recruit and retain science, technology, engineering, and mathematics (STEM) talent at national conferences and educational institutions.
• Awarded more than 95 scholarships, totaling nearly $145,000, through our ERGs and ENGs. The winners received awards ranging from $1,000 to $6,000 for exemplary scholastic achievement and community leadership.
• Celebrated 10 Heritage and Celebration months—reflecting the many cultures and populations of our workforce. This included Generations at Work, our most inclusive month celebrating five generations that work at PG&E.
• Delivered a monthly all-coworker DEIB learning series to build foundational knowledge and awareness of fundamentals and concepts. Topics included micro-aggressions and micro-affirmations, bystander intervention, inclusive language in the workplace, and empathy in the workplace.
• Recognized coworkers who embody our DEIB principles through our annual Diversity and Inclusion Awards, which honor coworkers for demonstrating inclusive leadership.

Measuring progress

Building upon our stands, PG&E’s multi-year strategy embeds the principles of DEIB into the fabric of who we are and what we do—integrating them into the fundamental systems, processes, and structures that guide and inform our work. Our long-term goal is for leaders and coworkers to understand their role in causing a culture where all coworkers find it enjoyable to work with and for PG&E and feel they belong.

• The target outcome of our strategy and initiatives is U.S. top quartile (78%) for overall DEIB performance by 2027; at top quartile, 7 out of 10 coworkers will feel they belong at PG&E.
• DEIB performance is measured in our “Joy at Work” survey using four nationally benchmarked questions. In 2023, PG&E achieved a baseline score of 71% for DEIB performance, and our target for 2024 is 75%.

We provided the baseline DEIB performance survey results to leaders and their teams to inform DEIB action plans to be developed and executed by our functional areas.

We continue to pursue diversity among leadership positions—supervisors and above—through a combination of external hiring, internal promotions, and lateral moves. In our recruiting process, we continue to increase our focus on diverse candidates and improve our interview and selection process. We report progress monthly and discuss organizational efforts in business process review sessions.

PG&E’s workforce statistics are provided below according to U.S. Equal Employment Opportunity Commission (EEOC) categories.

1. The voluntary turnover rate included a one-time program, which provided a financial incentive for coworkers in certain departments and job classifications who were retirement-eligible to voluntarily separate from the company.