Inclusion & belonging

We remain committed to fostering a positive workplace culture where all coworkers are respected, supported, and feel they belong at PG&E.

Our approach

PG&E’s efforts to foster a culture and workforce of inclusion and belonging are led by our Senior Vice President, Talent, Culture, and People, with support from the senior leadership team. 

The People and Compensation Committee of PG&E Corporation’s Board of Directors reviews our inclusion and belonging 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 inclusion and belonging 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 over 50 years.

Coworker experience

From day one, we ground all coworkers in our commitment to our “belonging pillars” at new hire orientation:

• PG&E has a workforce that reflects the hometowns we serve.
• PG&E removes barriers to level the playing field for all coworkers.
• All coworkers and their ideas matter at PG&E.
• 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 stronger culture 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 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 different cultures and experiences. In turn, they also serve as ambassadors for our belonging and inclusion culture at PG&E.

2024 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 100 scholarships, totaling nearly $200,000, through our ERGs and ENGs. The winners received awards ranging from $1,000 to $6,000 for exemplary scholastic achievement and community leadership.
• Celebrated 11 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. 
• Recognized coworkers who embody our belonging pillars through annual awards, which honor coworkers for demonstrating inclusive leadership.

Measuring progress

PG&E’s multi-year strategy embeds our belonging pillars 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 creating 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 inclusion and belonging performance by 2027; at top quartile, 7 out of 10 coworkers will feel they belong at PG&E.
• Inclusion and belonging performance is measured in our “Joy at Work” survey using four nationally benchmarked questions. In 2024, PG&E achieved a score of 72% and our target for 2025 is 76%.

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

We also continue to provide our coworkers with programs that support career growth so that our leadership team reflects the communities we serve. 

PG&E’s workforce statistics are provided below.

1. This 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.