PG&E Corporate Responsibility and Sustainability Report 2018

PG&E Chapter 11 Update

Workforce Safety

PG&E offers regular training to increase the technical skills of our employees in the field and the leadership abilities of those who oversee team members.

Our Approach

PG&E employs a broad spectrum of workplace safety efforts, aligned under our Occupational Health and Safety Plan, with several key aspects:

  • Enhancing safety leadership through improved crew leader training, so we are using safety observations to target areas of potential concern, as well as initiating grassroots groups of employees to identify solutions to safety challenges.
  • Improving employee safety and health by addressing possible musculoskeletal disorders, sprains, strains and other causes of cumulative and acute injury. This includes integrating health and wellness into our safety programs to allow for a more comprehensive approach to safety. Such programs include our Industrial Athlete Program and our 24/7 Nurse Care Line, which provides immediate access to a trained medical professional if employees experience discomfort or pain, or are injured on the job.
  • Enhancing contractor safety programs, including standardized training, field observations and reviews of safety performance, as well as verification of contract employees’ training and qualifications.
  • Continuing to improve our Motor Vehicle Safety Program through our phone-free driving standard and by continuing to expand vehicle safety technology throughout PG&E vehicles, informing employees of changes to motor vehicle laws and customizing our training based on the type of vehicle being driven and the driving conditions typically encountered.
  • Establishing a Safety Management System, which when complete will include controls and governance for a comprehensive set of safety and health-related processes for the workplace and will focus on public, employee and contractor safety.

We also provide appropriate recurrent safety training to employees, officers, and Board members, covering topics that are tailored to their organizational roles. Among other things, PG&E has on a regular basis provided enhanced safety training for the position of chief safety officer. The training requirements for the chief safety officer have been incorporated into the onboarding plan for the position to ensure that all holders of the position have the necessary background to perform the job. Training enhancements for each organization’s Field Safety Specialists have been incorporated into a five-year training cycle to support skills and knowledge maintenance, and to ensure they are up to date on current methods and procedures and have a working knowledge of key regulatory requirements. We have also established a state-of-the art gas operations and safety training center in Winters, California.

PG&E has also developed safety education curriculum for members of the PG&E Corporation and Pacific Gas and Electric Company Boards of Directors, appropriate for the Boards’ oversight role over safety and considering that a majority of PG&E’s Board was newly appointed during the past year. Recent topics targeted toward newer Board members have included, among other things, general information about safety programs and culture, as well as more targeted safety training regarding the One PG&E Safety Plan, and hazards and associated mitigations for field work in connection with operations (including field safety observations, health and safety at PG&E, and site visits).

Historically, the tailored safety education curriculum also has included topics such as safety leadership, methods for open communication and review that support PG&E’s efforts to foster and reinforce safety improvements through a learning culture; the Board’s role in safety leadership and governance; and a general overview of safety considerations in high-risk operations. Training has been provided both by in-house resources and nationally recognized safety experts from outside PG&E. PG&E also has been streamlining and standardizing its methods for identifying and tracking required training. Completion of required training is tracked for individual employees, and training status is reported to supervisors and to other leaders.

2018 Milestones

Employee Safety

PG&E made progress in employee safety with a number of highlights:

  • Continued our emphasis on creating a “speak up for safety” culture. Steps taken in 2018 include a new safety dashboard for all supervisors of field personnel with targeted data on their teams’ injuries and motor vehicle performance. Leaders are now able to coach their team members using the weekly data to address gaps and help their team members prevent safety events.
  • Reduced serious safety injuries and potential incidents. PG&E has been working to identify the conditions that carry the greatest potential for serious injury on the job, lowering the occurrence of potential and actual serious safety incidents by 24 percent in 2018.
  • Continued the Corrective Action Program (CAP) as a way to report and track follow-up on potential safety concerns. Employees from across the enterprise submitted more than 40,000 issues and improvements through CAP in 2018, with a resolution satisfaction score from submitters of 3.5 out of 5.
  • Collaborated with the California Highway Safety Patrol (CHP) on motor vehicle safety. During the six-month collaboration, CHP inspected our commercial vehicle fleet for safety issues, and PG&E received the highest possible rating at its conclusion.
  • Continued technical training for field employees. We delivered more than 49,000 days of training on courses specifically focused on safety and compliance. We also continued our construction of a Substation Training Center that, when it opens in 2019, will focus on electric substation operations and maintenance.

Contractor Safety

We expect our contract workers to share our commitment to safety excellence. To that end, PG&E established a Corporate Contractor Safety Program that requires contractors performing medium- and high-risk work to meet minimum prequalification requirements in order to perform work for or on behalf of PG&E. All primary contractors and subcontractors performing medium- and high-risk work, roughly 2,200 individual contractor companies, have been assessed using a thorough pre-qualification safety review process. In addition, we implemented web-based safety training for both contractors and employees in 2018.

We have also implemented procedures for oversight that PG&E performs for contractors performing medium- and high-risk work along with conducting oversight at job sites in the field and post-project evaluations as part of the Contractor Safety Program. PG&E also conducted two contractor safety forums, which featured presentations on various PG&E safety initiatives, with an emphasis on high-priority contractor initiatives, such as Start When Safe, a pilot program to improve safety in vegetation management performed by contractors.

Measuring Progress

PG&E uses a variety of metrics to track our performance on workplace safety. In 2018, we met our targets for three of them—exceeding the Lost Workday Case Rate target by 6 percent, the Serious Preventable Motor Vehicle Incident Rate target by 20 percent and the Timely Reporting of Injuries Rate target by nearly 5 percent.

The table below provides complete PG&E employee safety statistics for 2016 through 2018:

Employee Safety Results
2016 2017 2018
Total Lost Workdays Footnote 1 5,144 6,306 4,716
Total Lost Workday Cases Footnote 2 97 114 90
Total Lost Workday Case Rate Footnote 3 0.402 0.487 0.392
Total OSHA Recordables Footnote 4 653 729 675
OSHA Recordable Rate Footnote 5 2.706 3.111 2.940
Timely Reporting of Injuries Rate Footnote 6 67.3% 69.3% 74.9%
Serious Injury and Fatality Corrective Action Index Footnote 7 N/A 2.0 1.6
  • 1. Total Lost Workdays is an internal PG&E metric that counts the number of workdays lost in the current year due to occupational injury or illness for all years of injury (current and all prior years). Data published prior to 2017 provided the number of days away, restricted or transferred, leading to a one-time update for 2015 and 2016.1
  • 2. Total Lost Workday Cases is the number of nonfatal occupational injury and illness cases that (1) satisfy OSHA requirements for recordability, (2) occur in the current year and (3) result in at least one day away from work.2
  • 3. Total Lost Workday Case Rate is the number of Lost Workday Cases incurred per 200,000 hours worked, or for approximately every 100 employees.3
  • 4. Total OSHA Recordables is the number of injuries and illnesses that meet OSHA requirements for recordability—those that (1) are work-related, (2) are new cases and (3) meet one or more OSHA general recording criteria.4
  • 5. The OSHA Recordable Rate measures how frequently OSHA recordable occupational injuries and illnesses occur for every 200,000 hours worked, or for approximately every 100 employees.5
  • 6. Timely Reporting of Injuries is the percentage of work-related injuries reported to our 24/7 Nurse Care Line within one day of the incident.6
  • 7. For serious injuries and fatalities, this index measures the percentage of corrective actions completed on time and the quality of corrective actions as measured against an externally derived framework. PG&E did not track this metric in 2016.7

The following table provides motor vehicle safety statistics for 2016 through 2018:

Motor Vehicle Safety Statistics
2016 2017 2018
Total Serious Preventable Motor Vehicle Incidents Footnote 1 42 42 27
Serious Preventable Motor Vehicle Incident Rate Footnote 2 0.280 0.287 0.188
  • 1. Number of Serious Preventable Motor Vehicle Incidents occurring that the driver could have reasonably avoided.1
  • 2. Number of Serious Preventable Motor Vehicle Incidents occurring that the driver could have reasonably avoided, per 1 million miles driven.2

We also tracked the effectiveness of our vehicle safety technology via two behaviors: hard braking and hard acceleration, both of which decreased in 2018.

PG&E also actively tracks a number of leading indicators—which can inform adjustments to be made before a potential incident occurs—to help us more deeply embed safety in our operations and to encourage employees to both speak up and seek treatment for injuries of any type. These include:

  • Corrective Action Program participation rate
  • Percent of Corrective Action Program issues closed on time
  • Percent of anonymous Corrective Action Program submissions