PG&E Corporate Responsibility and Sustainability Report 2023

Workforce Safety Strategy

PG&E’s workforce safety strategy is rooted in standardized management systems—both our existing ISO 55001 certified asset management structure and the addition of ISO 45001 health and safety requirements—to drive continuous improvement in our public and workforce safety performance over time. Focus areas include:

Safety Culture

Implement safety leadership training and a safety recognition program.

Safety Excellence Management System

Design, document, and implement a clear, actionable workforce and public safety plan and management system.

Build on our existing ISO 55001 certified Asset Management System and add requirements from the ISO 45001 Occupational Health and Safety System.

Risk Management

Identify and assess hazards at the task level.

Improve risk management standards consistent with leading practices and focused on risk reduction.

Simplify, clarify, and make our safety technical standards more protective and consistent with leading industry practice.

Contractor Safety Management

Enhance the development of tactical contractor safety plans, with accountable leaders to oversee the work.

Implement an enterprise contractor safety stand down process.

Serious Injury and Fatality (SIF) Management

Improve the investigation process with a focus on what failed, engineering and human behavior controls, and how the organization and culture contributed to the event.

Transportation Safety

Implement technology to block the use of mobile devices while driving.

Pilot an in-cab camera system to alert drivers to road hazards and reduce distracted driving.

Occupational Health

Educate coworkers about best practices and determine solutions by using wearable technology to collect data on high-risk tasks.

Deploy industrial athlete specialists to provide field-based coworkers with education and early symptom intervention to avoid injuries.

Prevent musculoskeletal injuries through education and rapid response to discomfort cases and workstation evaluations.

We also continue to take a multifaceted approach to protect the safety of the public through our operations. These public safety efforts—which involve numerous departments and coworkers—include vegetation management, electric grid sectioning, process safety for gas and electric operations, and asset management.




Safety Governance and Leadership

We have combined our Safety and Risk organizations under the leadership of our Executive Vice President, Chief Risk Officer and interim Chief Safety Officer (CSRO), with the aim to further integrate our risk and safety management responsibilities. We are committed to significantly improving our safety performance by strengthening our risk-based focus, so we understand our risks, prioritize our work, and use controls to reduce them, and continuously measure and improve risk reduction.

The CSRO reports to the PG&E Corporation CEO and is responsible for setting our safety and risk strategy, establishing governing standards for safety and risk management, and supporting our operational teams as they execute their work.

The PG&E Corporation and Pacific Gas and Electric Company Boards of Directors are responsible for oversight of safety. The Boards oversee the business and affairs of PG&E by providing oversight on corporate policies and goals and holding management accountable for results. This requires directors who are independent, meet criteria defined by the Board and our regulators, and participate actively in the Board and its committees.

The Safety and Nuclear Oversight (SNO) Committees of the PG&E Corporation and Pacific Gas and Electric Company Boards oversee matters relating to safety, risk, wildfire safety, and operational performance. The Committees receive regular safety reports from management that include performance metrics, reporting on serious incidents, and actions to improve employee, contractor, customer, and public safety. Areas of focus for the SNO Committees include:

• Safety programs, promotion of safety culture, and long-term and short-term safety plans
• Wildfire risk reduction and performance against the wildfire safety commitments made by the Utility
• Operational performance and risks related to the Utility’s nuclear, generation, and gas and electric transmission and distribution facilities
• Cybersecurity

2022 Milestones

Employee Safety

Improving Safety Culture:

• We continued to prioritize having our leaders spend time with our front-line crews in the field. Across PG&E, the time supervisors spent in the field with their crews during 2021 averaged 61%, which is an increase from 52% at end-of-year 2020. We implemented a leadership and engagement standard to set expectations for leadership. We also continued our Safety Connections program, which encourages these safety conversations.
• We developed an enterprise safety communication network, including our grassroots team members, and held monthly meetings with a focus on improving awareness about safety incidents and lessons learned, and improving the effectiveness of safety communications.
• We introduced a “Start with Six” program that identifies the six essential elements to delivering an effective pre-job tailboard. Topics include physical and mental ability to work, having the required tools, and on-site COVID protocols.

Reducing Serious Injuries:

• We updated or developed technical standards for various priorities, including ergonomics, excavations, job hazard analysis, and motor vehicle safety.
• We continued to improve our capabilities with investigating incidents, completing more than 98% of our SIF investigations in 30 days or less.
• We completed more than 150,000 field safety observations, including about 95,000 with contractor crews and about 60,000 with employee crews.

Improving Motor Vehicle Safety:

• We launched a new mobile app to enable coworkers to document 360-degree safety walkarounds of their vehicles; coworkers documented more than 16,000 walkarounds.
• We launched a scorecard to measure unsafe driving events such as hard acceleration and hard braking and provide an individual driver score, which includes parameters to trigger coworker corrective actions.
• We completed two technology pilots—one blocking mobile devices while driving and another introducing an in-cab camera system to reduce distracted driving. Both are being further implemented in 2022.

Strengthening Ergonomics and Preventing Injuries:

• We’ve conducted about 19,000 virtual home office ergonomic evaluations since March 2020. We also launched a new machine learning predictive model that identifies high-risk coworkers, so we can prevent or reduce serious ergonomic symptoms and injuries.
• We enhanced our “industrial athlete” program by supporting injury management plans with tailored stretch and flex programs, workshops, and coaching sessions—completing 18,000 trainings.
• We used software to analyze industrial ergonomic high-risk tasks and began developing solutions to reduce risk—identifying solutions for more than half of the 32 tasks we analyzed in 2021.
• We focused on how to lift safely, and more than 1,100 supervisors completed tailboards on this topic with their teams, reaching about 11,000 coworkers.

Measuring Progress

Tragically in 2021, three team members from our contractor workforce lost their lives while working for PG&E and another three sustained serious injuries. No one should lose their life or sustain a serious injury while at work.

We saw promising signs of progress by ending 2021 with a 25% reduction in our Days Away, Restricted, and Transferred (DART) rate and an 11% drop in the Occupational Safety and Health Administration (OSHA) recordable rate compared to 2020. We also saw improvement in our contractor DART and OSHA recordable rates.

The data below provides PG&E employee safety statistics for 2019 through 2021:

Additional Employee Safety Statistics

	2020	2021	2022
Serious Injuries and Fatalities Rate	0.00	0.02	0.00
Serious Injuries and Fatalities Count	0	4	0
Timely Reporting of Injuries	75.7%	67.2%	70.6%

• 1. 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. 1
• 2. The DART Rate measures how frequently DART cases (injuries that results in days away, restricted or transferred duty) occur for every 200,000 hours worked, or for approximately every 100 employees. 2
• 3. The SIF rate measures how frequently SIF events occur for every 200,000 hours worked, or for approximately every 100 employees. A SIF event includes fatalities, life threatening injuries, and life altering injuries.3
• 4. The SIF actual count includes fatalities, life threatening injuries, and life altering injuries.4
• 5. 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.5

Although the total DART rate for contractors decreased by 26% over the prior year, there were a significant number of SIF incidents related to vegetation management and electric construction work. To address this, we analyzed the key contributors and are creating management plans for high-risk work. The data below provides PG&E contractor safety statistics for 2019 through 2021: