Attachment 18-Workforce Feedback

t & / >
Focus ESC XID Group Ref

2012 Gas Safety Plan Focus Group Feedback
$WWDFKPHQW:RUNIRUFH)HHGEDFN
IBEW
2 MGMT
3 MGMT
4 5 6
Cont Cont Cont
7 MGMT 8 ESC
9 MGMT
10 MGMT
Employees are concerned regarding the quality of the Contractor Mgmt Process improvements are being implemented and discussions deliverables produced by contractor companies. Are contractors continue on where gaps exist and identification of actions to familiar with the PG&E procedures? address issues and concerns. QA/QC, Training and Codes and Standards are involved in this effort. Contractor skill sets and talent that is used to supplement the Training Short- and long-term plans are in place to build a best-in-industry employee workforce requires validation. gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field. Contractor skillsets require validation. Training Short- and long-term plans are in place to build a best-in-industry gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field. Processes and Standards: I haven't been exposed to these Contractor Mgmt No Action Required standards but this could be due to the fact I am with an offsite vendor Distribution of New Procedures:____has not seen written Contractor Mgmt Revamping of contractor and procedures process will address procedures this and is in process Distribution of New Procedures: We have never seen or Contractor Mgmt Revamping of contractor and procedures process will address addressed safety and hazards management standards during this and is in process contract Project closeout documents (i.e. as-builts, maps, etc.) are not Documentation and Process improvements are in place and metrics have been adequately completed in a timely manner. Information established to track and measure performance for continued improvement. Documents uploaded into ECTS are not named, filed or indexed Documentation and Implemented a tiered document typing in December 2012. in a way that is easily searchable. Information Indexing data is being added to new documents being loaded into ECTS. The team is currently looking at a possible solution for documents that were in ECTS prior to the change in December. The new packaging is multi-page with new index information on location and material. Ineffective indexing and filing of documents on ECTS. Documentation and Implemented a tiered document typing in December 2012. Information Indexing data is being added to new documents being loaded into ECTS. The team is currently looking at a possible solution for documents that were in ECTS prior to the change in December. The new packaging is multi-page with new index information on location and material. Current revisions of documents are difficult to identify within Documentation and ECTS only has the latest version of the document. There is ECTS. Information currently a tech analysis of TIL underway - once completed a process for revisions in the DMS (document management system) will be implemented.
Issue
Issue Group
Status Update
Work Methods Implementation Work Methods Implementation
Organization Assigned
Contractor Training OQ
Sub Cat
Work Methods Implementation
OQ
Standards, Policies Contractor Mgmt and Procedures Standards, Policies Contractor Mgmt and Procedures Standards, Policies Contractor Mgmt and Procedures Asset Knowledge Management Asset Knowledge Management Document Control Document Control
Asset Knowledge Management
Document Control
Document Control
t & / >
11 13
ESC ESC
12
ESC 6
As-built mark-ups to drawings located on ECTS cannot be Documentation and updated. Information Operational data is not consistent from one database to the next. Documentation and Information Document Routing: Project documents being routed for approval Documentation and Information should not be able to be changed. The former document routing system EDRS prohibited changes to the attached documents, but the new system EDMS makes it possible to add, change or remove attachments. When technical documents are being approved, better control of the documentation and various revisions must be in place than provided for in EDMS.
Issue
Issue Group
This is correct. Currently ECTS is defined as a permanent Asset Knowledge repository. In the future this capability will be implemented. Management Databases are being replaced and updated via the various Asset Knowledge projects to address data integrity and availability. Management EDMS is not a document routing system for approval of Asset Knowledge documents. EDMS is a system used for the storage of Management engineering manuals, guidelines and various types of engineering drawings. EDMS is not and will not be taking the place of EDRS.
Status Update
Document Control Database Consistency Document Control
Sub Cat
14 IBEW
15 MGMT 16 MGMT 17 MGMT 18 MGMT 19 MGMT 20 IBEW 21 MGMT 22 MGMT
Three different tracking databases (FM, PLM, SAP) are being Documentation and Databases are being replaced and updated via the various utilized since employees have limited confidence in SAP's ability Information projects to address data integrity and availability. In addition, our to manage maintenance and assets. Mariner Corrective Maintenance effort calls for moving all maps to SAP and using SAP as not only the repository location, but for ensuring maps are completed within compliance windows, regarding of survey cycle time. Existing systems are not integrated with GIS system. Documentation and The implementation of the Pathfinder and Mariner projects will Information address this issue. The organization will adopt SAP. However SAP, and other legacy Documentation and The implementation of the Pathfinder and Mariner projects will databases (PLM and GasFM), are all routinely utilized. Information address this issue. GIS does not contain all the information yet regarding MAOP, but Documentation and the effort is on-going. Information Accessibility of records electronically on GIS. Documentation and Information The MAOP effort is not integrated with the integrity management Documentation and Information effort and databases Timely receipt of operating manuals is needed. Equipment goes Tools into service before operating manuals are obtained.
.
Database Consistency
Asset Knowledge Management Asset Knowledge Management
Records Accessability Database Consistency Records Accessability Records Accessability Database Consistency Other Other Other
All employees do not have the same access rights within the SharePoint environment to share information. Implementation of technology and development of electronic forms will reduce the number of errors by employees.
Tools Tools
Asset Knowledge Management Asset Knowledge Management Asset Knowledge Management Guidance documents from standards, procedures, training and Projects Engineering and Design any applicable qualifications should be in place when something goes into operations. PG&E is currently taking steps to address gaps in this process. Access rights to SharePoint sites is controlled by the site owner. Asset Knowledge Requests can be made to add access. Management The mobile technology is being implemented by process. Gas Asset Knowledge Distribution leak surveyors have the Android tablets for Management documenting results. Deployment of the Locate and Mark Android table will start in December. The deployment of the Preventative Maintenance process (valves, regulation equipment, and corrosion equipment) is scheduled to be complete by October 2013. Corrective Maintenance forms (A-Form) should be deployed in the 3rd and 4th quarter of 2013.
The implementation of the Pathfinder and Mariner projects will address this issue. The implementation of the Pathfinder and Mariner projects will address this issue. These efforts are integrated
t & / >
23 MGMT
Field availability of maps and GIS on tablets
Issue
Issue Group
Tools
Asset Knowledge We have updated the maps available on the tablet as of 6/23. Management Conducted pilot of M&C users to get user feedback on the type of mobile computer and feedback on the map viewer application. Based on this feedback 450 General Dynamics model 8200 ruggedized notebook computers have been ordered (order placed on 12/15). Deployment is scheduled to start in February 2013 with completion forecasted for 5/1/2013. Process improvements are in place that will address this as implementation continues. Asset Knowledge Management
Status Update
Electronic Maps
Sub Cat
24
ESC
11
25
ESC
12
Custody of Records. Batch closing of old jobs, or allowing Documentation and various groups of employees to close out jobs, can lead to data Information quality problems in PG&Es records. The Mapping department should have sole custody of records once they are submitted, and sole ability to close out jobs (e.g. other employees or contractors). Other Underground Locating: Currently, estimators cannot call for USA (underground facility location) of third-party facilities for engineering purposes. USA is only called for at the time of construction. This raises obvious issues of potentially unsafe designs that cannot be addressed until construction begins. ESC recommends changing work procedures so as to make USA available to estimators and engineers so that third-party underground facilities can be located prior to construction.
Document Control
Estimators cant use USA services because its against the law and would be a violation of the member service agreement. USA services can only be used for actual excavations 2-14 days prior to construction start. USA North is a local program that provides contact information for utilities with facilities in the area in question but they do not send anyone out to the site. In some cases we do contract with Utilaquest who will do field marking however this service is costly. Additionally there is concern in using this service as there is the potential for negative impacts to cities as Utiliquest uses pink paint and chalk to mark and some cities might not appreciate the pink paint markings throughout their cities. This service is typically used for more complicated jobs such as a job in San Francisco. Process improvements are in progress to address Developed a dedicated website, giving first responders online access to valuable pipeline data, including pipeline location, pressure, and other component-level information. Created public web pages for customers with detailed gas system and safety information, including the location of gas transmission lines.
Engineering and Design
USA
26 MGMT 27 MGMT
Material traceability must be improved from the time of purchase Documentation and to location of installation. Information Provide first responders with access to the Distribution system Emergency maps. (Fire Chiefs already have access to the Transmission Response system maps [6700miles]).
Asset Knowledge Management Emergency Preparedness
Material Traceability Other
t & / >
28 MGMT
Operational drills (above and beyond "table top" and "functional" exercises) needed on the district side.
Issue
Issue Group
Emergency Response
29
ESC
17
30 MGMT 31 MGMT
Earthquake and Major Event Response: The current emergency plan training is limited to an annual discussion and tabletop exercise for the designated ICS command staff. For PG&E to efficiently and effectively respond to real disasters, all PG&E employees who will be part of the disaster response and mitigation should participate in real exercises with other utilities and governmental agencies, using the ICS model. Distribution Engineers in particular play a critical role in the initial emergency response and assessment of Level 1-4 emergencies. Our current system relies on the one engineer responsible for the area affected by the emergency to be available. A robust on-call system would ensure that appropriately equipped planning engineers would be immediately available to begin the plan to assess and mitigate the emergency, and maintain service to as many Core and Noncore customers as possible. Emergency Equipment Inventory is crucial to serving customer needs. PG&E should consider growing their joint response with first responders to ensure the correct parties are addressing emergency events.
Emergency Response
Partnered with first responders and public safety officials to greatly increase practice drills, training programs, workshops and educational resources. In 2012, we conducted 411 workshops with first responders. The Emergency Preparedness Team in collaboration with Gas Transmission Operation Specialists completed three field based and two table-top emergency exercises. A joint Division/District emergency exercise was conducted with Diablo Division and Los Medanos District, involving field and Operation Emergency Center (OEC) components. All exercises involved Gas Distribution and/or Gas Transmission staff, Government Relations, External Communications, Energy Solutions and Service, Engineering, and local first responders. Worked with the Milpitas and Roseville fire departments to run full-scale emergency scenario exercises. Partnered with first responders and public safety officials to greatly increase practice drills, training programs, workshops and educational resources. In 2012, we conducted 411 workshops with first responders. The Emergency Preparedness Team in collaboration with Gas Transmission Operation Specialists completed three field based and two table-top emergency exercises. A joint Division/District emergency exercise was conducted with Diablo Division and Los Medanos District, involving field and Operation Emergency Center (OEC) components. All exercises involved Gas Distribution and/or Gas Transmission staff, Government Relations, External Communications, Energy Solutions and Service, Engineering, and local first responders. Worked with the Milpitas and Roseville fire departments to run full-scale emergency scenario exercises. Feedback provided to Tools and Equipment Team
Status Update
Emergency Preparedness
Training
Sub Cat
Training
Emergency Response Emergency Response
Transmission M&C Distribution M&C Partnered with first responders and public safety officials to Emergency greatly increase practice drills, training programs, workshops and Preparedness educational resources. In 2012, we conducted 411 workshops with first responders. The Emergency Preparedness Team in collaboration with Gas Transmission Operation Specialists completed three field based and two table-top emergency exercises. A joint Division/District emergency exercise was conducted with Diablo Division and Los Medanos District, involving field and Operation Emergency Center (OEC) components. All exercises involved Gas Distribution and/or Gas Transmission staff, Government Relations, External Communications, Energy Solutions and Service, Engineering, and local first responders. Worked with the Milpitas and Roseville fire departments to run full-scale emergency scenario exercises
Other Training
t & / >
32 Cont
Emergency Response: Contractors are instructed to contact the PG&E inspecton team for any event or damage to a gas line. Consider risk associated with phasing out equipment from job sites. All rigs do not carry the same inventory of emergency equipment.
Issue
Contractor Mgmt No Action Required Tools Tools
Issue Group
Status Update
Contractor Mgmt Equipment Equipment
Sub Cat
33 MGMT 34 MGMT
Careful consideration is given when it is determined that a tool or Projects Engineering equipment needs to be phased out. This is typically done in and Design connection with approvals of new or replacement tools. Transmission M&C Work has been done in the last couple of years to ensure that crew first responders all have the appropriate equipment to respond based on facilities in their area. Employees should work with their supervisors or superintendents if they identify tools that may be needed. Gas Technical teams which include members that represent the Transmission M&C Distribution M&C end users, are involved in approving new tools and instruments (refer to TD-4001P-03. Simpler tools are evaluated by the Grassroots team which is also a cross functional team that includes representation of end users. Refer to TD-4001P-04 Updated maps for the tablets were made available on 6/23/12 Asset Knowledge Management Conducted pilot of M&C users to get user feedback on the type of Asset Knowledge Management mobile computer and feedback on the map viewer application. Based on this feedback 450 General Dynamics model 8200 ruggedized notebook computers have been ordered (order placed on 12/15). Deployment is scheduled to start in February 2013 with completion forecasted for 5/1/2013.
35 IBEW
Employees feedback enhances equipment selection process.
Tools
Equipment
36 MGMT 37 IBEW
Tablet technology does not currently support mapping software. Field employees do not have laptops, and thereby do not have access to work processes and documents in the field.
Tools Tools
Electronic Maps Laptops
38 IBEW
Field service employees do not have access to job aids at the job site due to a lack of computers at job sites.
Tools
Conducted pilot of M&C users to get user feedback on the type of Asset Knowledge Management mobile computer and feedback on the map viewer application. Based on this feedback 450 General Dynamics model 8200 ruggedized notebook computers have been ordered (order placed on 12/15). Deployment is scheduled to start in February 2013 with completion forecasted for 5/1/2013. Conducted pilot of M&C users to get user feedback on the type of Asset Knowledge Management mobile computer and feedback on the map viewer application. Based on this feedback 450 General Dynamics model 8200 ruggedized notebook computers have been ordered (order placed on 12/15). Deployment is scheduled to start in February 2013 with completion forecasted for 5/1/2013. Process improvements are in progress to address Process improvements are in place that will address this as implementation continues. Process improvements are in progress to address Asset Knowledge Management Asset Knowledge Management Asset Knowledge Management
Laptops
39 IBEW
Since crew trucks are not equipped with computers, crews do not have access to maps at job sites.
Tools
Laptops
40 IBEW 41 IBEW 42 ESC 9
No historical data of leaks for specific segments of pipe.
Documentation and Information Mapping should be tied into leak surveys Documentation and Information Documentation and Gas Leak Survey. PG&E is moving towards a new mobile technology for recording Gas Leak Survey information. The new Information work procedures must recognize that all survey records are validated and stored by the Mapping department.
Leaks Leaks Leaks
t & / >
43
ESC
Scheduling and tracking of leak inspections are currently organized on an excel spreadsheet.
Issue
Issue Group
Leaks
In 2012 both the GEMS and SharePoint were linked up with all maps. In addition, the Mariner project calls for moving all maps to SAP and using SAP as the repository as well as ensuring maps are completed within compliance windows. In 2012 both the GEMS and SharePoint were linked up with all maps. In addition, the Mariner project calls for moving all maps to SAP and using SAP as the repository as well as ensuring maps are completed within compliance windows. Implementing stringent quality controls, observing and measuring field work to ensure it is being done to the highest standard, including ensuring complete job packages. Quality assurance teams are in the field immediately re-surveying pipeline sections after leak surveys are complete to ensure results are thorough and accurate; evaluating repaired gas leaks; evaluating Locate and Mark field work; visiting customers homes after Gas Service Representatives have finished repairs to ensure all work was done to the highest standards; and re-excavating field work to inspect and evaluate work quality through the Re-Dig program Implementing stringent quality controls, observing and measuring field work to ensure it is being done to the highest standard, including ensuring complete job packages. Quality assurance teams are in the field immediately re-surveying pipeline sections after leak surveys are complete to ensure results are thorough and accurate; evaluating repaired gas leaks; evaluating Locate and Mark field work; visiting customers homes after Gas Service Representatives have finished repairs to ensure all work was done to the highest standards; and re-excavating field work to inspect and evaluate work quality through the Re-Dig program The Leak Grade QC Program has been implemented and involves going out after a leak survey has been performed to resurvey and compare the results to the results of the leak surveyor. Moving from 5 year to 3 year surveys - included in GRC request
Status Update
Sub Cat
Leaks
44 MGMT
Leak survey schedules must be consolidated. Schedules are currently maintained on two different platforms: Excel spreadsheets and SharePoint sites. Departments (Division and GC) address leaks differently. Inconsistency may result in potential hazards going unaddressed.
Leaks
Gas Distribution
Leaks
45 IBEW
QA/QC
QA/QC
Leaks
46 MGMT
Leak survey procedures differ between departments. Employees express concern regarding the differences since the systems are different, leaks may go unaddressed or unnoticed.
QA/QC
QA/QC
Leaks
47 MGMT 48 MGMT
Lack of standardization on how leaks are prioritized and graded. Leak surveys are conducted infrequently (i.e. 60 months). Consider surveying for leaks on pipelines of a certain age or material more frequently.
QA/QC Leaks
Gas Distribution Gas Distribution
Leaks Leaks
t & / >
49 MGMT
Leak reports, recorded on A-forms, are incomplete, have conflicting information, or are not written with sufficient specificity.
Issue
Issue Group
QA/QC
Implementing stringent quality controls, observing and measuring field work to ensure it is being done to the highest standard, including ensuring complete job packages. Quality assurance teams are in the field immediately re-surveying pipeline sections after leak surveys are complete to ensure results are thorough and accurate; evaluating repaired gas leaks; evaluating Locate and Mark field work; visiting customers homes after Gas Service Representatives have finished repairs to ensure all work was done to the highest standards; and re-excavating field work to inspect and evaluate work quality through the Re-Dig program Process improvements are in progress to address
Status Update
QA/QC
Sub Cat
Leaks
50 MGMT 51 IBEW 52 IBEW
53 MGMT
54
ESC
Documentation and Process improvements are in place and metrics have been Information established to track and measure performance for continued improvement. Maps are not frequently updated and crews are working off of old Documentation and Updated maps are available via QMS on the mapping Kiosks. maps due to unavailability of mappers at certain field locations. Information The Kiosks get a nightly upload of the updated maps. The Kiosks were rolled out thorugh the service territory in the Q4 of 2012 along with training to Construction and other appropriate stakeholders in the division offices. Process improvements are in place and metrics have been established to track and measure performance for Mapping. Maps require validation. Documentation and Updated maps are available via QMS on the mapping Kiosks. Information The Kiosks get a nightly upload of the updated maps. The Kiosks were rolled out thorugh the service territory in the Q4 of 2012 along with training to Construction and other appropriate stakeholders in the division offices. CAD is not furnished with a standard catalog of templates and Tools New CAD Specialist is on board to identify need and implement BOMs. solutions. GT CAD program (Microstation) has a standardized "cell library" which contains minimum standardized tools. GD Tool (GEMS) contains minimum standardized symbology as well. New tools will be evaluated and provided as needed. Full scope has not yet been determined. Hard copies of maps are difficult to locate due to relocation of documents and lack of check-in/check-out procedure Maps and Historical Data: If PG&E has the data, PG&E will make it available upon request.
Customarily leaks should be addressed within 10 days. Due to incomplete information, form errors or prioritization, the 10-day timeframe is seldom attainable. Maps are not completed on a timely basis and because the projects run out of budget.
Leaks
Asset Knowledge Management Asset Knowledge Management Asset Knowledge Management
Leaks Maps Maps
Asset Knowledge Management Asset Knowledge Management
Maps
Other
55
ESC
56 Cont
Asset Knowledge Documentation and Updated maps are available via QMS on the mapping Kiosks. Management Information The Kiosks get a nightly upload of the updated maps. The Kiosks were rolled out thorugh the service territory in the Q4 of 2012 along with training to Construction and other appropriate stakeholders in the division offices. Contractor Mgmt No Action Required Asset Knowledge Management
Maps
Contractor Mgmt
t & / >
57
ESC
16
58 IBEW 59 IBEW 60 IBEW 61 MGMT
Traceability protocol: PG&E has recently introduced a Materials Documentation and Process improvements are in progress to address Traceability procedure; however it only applies to Transmission Information facilities. This should be expanded to apply to Distribution facilities as well. The Aldyl-A situation is a good example of the need to be able to track certain types of materials through the system from ordering to installation, and keep record of their location for the long term. Histories on markers are not maintained. Documentation and Histories are not maintained, however the Pipeline Centerline Information Project will capture all of these by end of 2013. Markers will also be replaced. Greater number of markers may be useful for aerial survey Other Improvement efforts are underway for markers Frequency of patrolling has decreased (limited only to visual). Inconsistency in the application of processes for similar tasks across the company. Other QA/QC Frequency of patrolling has not decreased. Patrol methods may have changed, (aerial substituting for ground patrol) but we flew and patrolled over 58,000 miles in 2012, a considerable uptick from 2011. Implementing stringent quality controls, observing and measuring field work to ensure it is being done to the highest standard, including ensuring complete job packages. Quality assurance teams are in the field immediately re-surveying pipeline sections after leak surveys are complete to ensure results are thorough and accurate; evaluating repaired gas leaks; evaluating Locate and Mark field work; visiting customers homes after Gas Service Representatives have finished repairs to ensure all work was done to the highest standards; and re-excavating field work to inspect and evaluate work quality through the Re-Dig program Feedback provided to QA/QC Team Feedback provided to QA/QC team
Issue
Issue Group
Status Update
Material Traceability
Sub Cat
Transmission Integrity Management Transmission Integrity Management Transmission Integrity Management QA/QC
Document Control Patrol Patrol Consistent Processes
62 MGMT 63 ESC 14
64 MGMT
Additional QA/QC needed on valve maintenance (Valves are sometimes covered by paving crews). Hazard Checklist: PG&E should develop a hazard checklist for capital station and gas regulation projects to ensure that the project designs and construction have sufficiently addressed cyber-security, seismic safety, fire protection, personnel safety and similar facility engineering risks. Processes are needed to validate the information on the MAOP documentation.
QA/QC QA/QC
QA/QC QA/QC
General Estimating and Design General
QA/QC
Feedback provided to QA/QC Team
QA/QC
t & / >
65
ESC
QA/QC for estimates/designs: PG&E needs a system to ensure that all standards are being followed and that all parts of drawings and documents are included with every job package.
Issue
Issue Group
QA/QC
Implementing stringent quality controls, observing and measuring field work to ensure it is being done to the highest standard, including ensuring complete job packages. Quality assurance teams are in the field immediately re-surveying pipeline sections after leak surveys are complete to ensure results are thorough and accurate; evaluating repaired gas leaks; evaluating Locate and Mark field work; visiting customers homes after Gas Service Representatives have finished repairs to ensure all work was done to the highest standards; and re-excavating field work to inspect and evaluate work quality through the Re-Dig program Feedback provided to QA/QC team
Status Update
QA/QC
Estimating and Design
Sub Cat
66
ESC
QA/QC for estimates/designs: It is especially important for PG&E to do its own QA/QC on designs done by outside contractors. In many instances currently, designs are made, approved and built without any review by PG&E personnel. Ironically, contractor review is already in place for Distribution facilities (i.e. all Applicant Design jobs are reviewed by a PG&E ADE) but not for Transmission facilities. No internal assurance structure to ensure that appropriate checks and balances are in place pertaining to the deliverables developed by engineering contractors. Each job site performs tasks differently
QA/QC
QA/QC
Contractors
67 68
ESC ESC
QA/QC QA/QC
Feedback provided to QA/QC Team Implementing stringent quality controls, observing and measuring field work to ensure it is being done to the highest standard, including ensuring complete job packages. Quality assurance teams are in the field immediately re-surveying pipeline sections after leak surveys are complete to ensure results are thorough and accurate; evaluating repaired gas leaks; evaluating Locate and Mark field work; visiting customers homes after Gas Service Representatives have finished repairs to ensure all work was done to the highest standards; and re-excavating field work to inspect and evaluate work quality through the Re-Dig program
QA/QC QA/QC
Contractors Consistent Processes
69 IBEW 70 MGMT
Field issues are reported to Sr. Engineers who are responsible for ensuring the matter has been addressed/mitigated. Oftentimes no action is taken. High rate of turnover (in GC) for personnel who have been extensively trained.
Other Resources & Staffing
PG&E is in the process of developing the Corrective Actions QA/QC Program which will capture field and other issues related to gas operations and will provide the structure to ensure all issues reported get resolved appropriately. Both topics are being handled through the next GRC, Chapter 6, Investment Planning whereby we are asking that our 5 year leak survey cycle move to 3 years. In addition, we are asking that all high risk pipe be surveyed annually (which is above and beyond our current Public Assembly requirements).
Reporting of Issues Other
t & / >
71 MGMT
Supervisors are overburdened with clerical administrative work.
Issue
Resources & Staffing
Issue Group
Investment Planning The Sacramento Process Improvement Deep Dive / Pilot is currently underway to evaluate the end-to-end operational process from job initiation to job close, identify opportunities to streamline and optimize the current process, and standardize the work flow going forward. the pilot will provide a clearer picture of where work comes from and how it flows; facilitate load balancing and advanced planning of work and resources. The pilot is taking a phased approach to allow for focus on specific work stream separately. Leak management and pipeline replacement have been identified as the first work streams to be addressed and are targeted for 2013 Q1. The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this. The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this. Investment Planning Investment Planning
Status Update
Sub Cat
Other
72 MGMT 73 ESC 10
Resource constraints addressing pipeline capacity issues due to re-prioritization of tasks. Mapping presence in Chico: Chico is currently the only Division Headquarters without any permanent gas mapping technicians assigned to it. A local Gas Mapping presence is required for timely leak inspection and mitigation. In addition to Leak Survey personnel numerous other work groups that are located in the Division headquarters rely on the mapping group, such as Transmission and Distribution Engineering, Transmission and Distribution Estimating, GC and Division Construction, Mark and Locate, and others. These groups rely both on having maps readily accessible and also on their relationships with the Mapping Technicians in the office. Given the state of PG&Es records, the best way to ascertain the most up to date information about gas facilities is usually to ask the local mapping technicians, and this is unlikely to change for some time. If PG&E finally develops and implements a fully centralized computer database of maps and records, by which an employee in a remote office can access all the information currently available in a Division Mapping office, then perhaps the physical location of the Mappers would be less important. Until that time, ESC recommends maintaining a presence Gas Mapping Technicians in Chico. Insufficient personnel to respond to leak surveys and respond to (typical) regional work in addition to emergency responses. Field resources are unavailable to address leaks when they are identified. When field resources prioritize leaks, other priority tasks are neglected. Insufficient manpower availability to address leak survey and repair. Insufficient resources available to support leak survey and leak repair initiatives.
Resources & Staffing Resources & Staffing
Other Other
74
ESC
Resources & Staffing Resources & Staffing Resources & Staffing Resources & Staffing
75 MGMT 76 MGMT 77 MGMT
The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this. The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this. The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this. The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this.
Investment Planning Investment Planning Investment Planning Investment Planning
Leaks Leaks Leaks Leaks
t & / >
78 IBEW
Appropriately trained/staffed personnel do not address leak reports Emergency events may be effected by the lack of staggered shifts or weekend crews (for each division). Crews need to travel long distances to access leak reports in remote locations. Firefighters are sometimes the first responders when leaks are reported and subsequently attempt to mitigate the leak. Manpower availability for post-earthquake response does not seem adequate. Operationally not able to meet the maintenance frequency demands stipulated in the standards due to resource constraints.
Issue
Resources & Staffing Resources & Staffing Resources & Staffing Resources & Staffing Resources & Staffing Resources & Staffing Resources & Staffing
Issue Group
79 MGMT 80 MGMT 81 MGMT 82 IBEW 83 MGMT 84 ESC 15
Staffing Plan: PG&E is required by SB 705 to plan for an adequately sized workforce. PG&E has indicated that it does not intend to develop a plan for workforce size based upon actual numbers of employees or amount of work. ESC recommends that PG&E use the following time points to examine the past, present and needed future staffing levels: pre-Business Transformation (2005); pre-San Bruno (2008); current (2012) and future. Such numbers should include the amount of contractors and hiring hall or other temporary employees so that it captures the entire workload. The plan should also address employee retirement projections and other attrition factors in advance rather than waiting to backfill vacant positions. Additional staffing required in mapping, estimating, distribution engineering, field engineering, project controls, material engineering, drafting. High rates of retirees. Influx of new talent required.
The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this. The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this. The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this. The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this. The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this. The Workforce Strategy and Development Plan and the Sacramento Process Improvement Deep Dive/Pilot will address this. Developing the Gas Operations Workforce Strategy and Development Plan to provide the necessary analysis to create and implement a workforce strategy which addresses both the near term and long term challenges faced by the organization. Churn and attrition will be one of the considerations.
Status Update
Investment Planning Investment Planning Investment Planning Investment Planning Investment Planning Investment Planning Investment Planning
Sub Cat
Leaks
Emergency Response Leaks Leaks Emergency Response Other Plan
85 IBEW
Developing the Gas Operations Workforce Strategy and Development Plan to provide the necessary analysis to create and implement a workforce strategy which addresses both the near term and long term challenges faced by the organization. Churn and attrition will be one of the considerations. Developing the Gas Operations Workforce Strategy and Development Plan to provide the necessary analysis to create and implement a workforce strategy which addresses both the near term and long term challenges faced by the organization. Churn and attrition will be one of the considerations.
Investment Planning
Plan
86 MGMT
Identifying metrics needed to reach staffing goals.
Investment Planning
Plan
t & / >
87 MGMT
Identify goal hire dates on an organization chart.
Issue
Issue Group
Developing the Gas Operations Workforce Strategy and Development Plan to provide the necessary analysis to create and implement a workforce strategy which addresses both the near term and long term challenges faced by the organization. Churn and attrition will be one of the considerations. Developing the Gas Operations Workforce Strategy and Development Plan to provide the necessary analysis to create and implement a workforce strategy which addresses both the near term and long term challenges faced by the organization. Churn and attrition will be one of the considerations. Developing the Gas Operations Workforce Strategy and Development Plan to provide the necessary analysis to create and implement a workforce strategy which addresses both the near term and long term challenges faced by the organization. Churn and attrition will be one of the considerations. Developing the Gas Operations Workforce Strategy and Development Plan to provide the necessary analysis to create and implement a workforce strategy which addresses both the near term and long term challenges faced by the organization. Churn and attrition will be one of the considerations. Developing the Gas Operations Workforce Strategy and Development Plan to provide the necessary analysis to create and implement a workforce strategy which addresses both the near term and long term challenges faced by the organization. Churn and attrition will be one of the considerations.
Status Update
Investment Planning
Sub Cat
Plan
88 MGMT
The proper systems are not in place to define adequacy of staffing.
Investment Planning
Plan
89 MGMT
Resource planning is challenging without the proper systems in place to identify the backlog of work.
Investment Planning
Plan
90 MGMT
Skilled resources, with the right level of experience, are difficult to find.
Investment Planning
Other
91
ESC
Employees are concerned about the aging of the current workforce. New staff needed to transition (knowledge transfer) with new staff with current staff. 3 Bulletins: When standards are changed, training programs also need to be updated to stay current.
Investment Planning
Plan
92
ESC
93
ESC
No centralized group or single point of contact (SPOC) to call with questions pertaining to procedures who will also be responsible for logging issues and dispensing solutions.
Improvements are also underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Standards, Policies The Codes and Standards team is a centralized group that has and Procedures document stewards and/or coordinators responsible for each guidance document. Users can send emails utilizing the Companys TIL DocTR system or send emails to Gas TDM Mail to get in touch with the subject matter expert. The Codes and Standards team also keeps track of issues by each technical team.
Training
Standards, Policies and Procedures
Delivery
SPOC/SME
t & / >
94
ESC
Some task-based job aids are not up to date.
95
ESC
Standards, Policies Develop/Update Standards, Policies Codes and Standards and the Work Methods Implementation and Procedures and Procedures team are assigned to keep these job aids updated. Users who notice out-of-date documents need to use the Companys TIL DocTR system or send emails to Gas TDM Mail to get in touch with the subject matter expert. Employee input into work procedures: Work procedures must be Standards, Policies Employee input is an important part of developing effective work Standards, Policies Develop/Update and Procedures developed with input from the workers who will be using them. and Procedures procedures. The Company has expanded the number of gas technical teams to help facilitate user input from 12 teams to 16 teams, covering most gas operations subject matter. These teams involve over 142 persons. The ESC and the IBEW each have representatives on all these teams. In addition, Codes and Standards department has been requiring the listing of technical stakeholders and user reviewers in the Guidance Document Analysis document used for each Utility Standard and Procedure. Need a group or SMEs that can provide consistent guidance on Standards, Policies The Codes and Standards and Work Methods Implementation policies, procedures and standards, i.e., technical support and Procedures teams work together to provide consistent guidance on various topics. Complicated issues are raised to the appropriate gas technical team for discussion and resolution. Ensure that procedures are complete and effective when they are distributed to employees Standards, Policies and Procedures SPOC/SME
Issue
Issue Group
Status Update
Sub Cat
96
ESC
97
ESC
Standards, Policies Procedures are ready to use upon publication and are effective Standards, Policies Develop/Update and Procedures and Procedures per the implementation plan described in the Tailboard. The Companys gas operations section has a comprehensive standard and procedures for developing its guidance documents, which is currently undergoing some updates to better coordinate and improve. The Codes and Standards and Work Methods Implementation teams follow procedures to ensure that technically-verified, user-reviewed, human-factored, professionally written documents are produced. TIL Efforts are underway to replace the TIL with a new document management system called Documentum which will improve the document retrieval process. The Guidance Document Working Group, which includes a cross section of employees, has been part of the effort to capture end user feedback. The timeline for transitioning the TIL to Documentum has not been finalized yet but a tentative target is set for 2nd quarter of 2013. Standards, Policies and Procedures Updates
98
ESC
Bulletins: The existing Technical Information Library must be kept up to date when new standards are issued
99
ESC
Bulletins: Materials and vendors change frequently and this is not Standards, Policies The Company published Update # 65 to the Gas Standards and Standards, Policies Develop/Update and Procedures reflected in the (documents in) TIL or any other centralized place. and Procedures Specifications manual on November 26, 2012, which included several updates on new, revised, or canceled materials, especially in the regulation and metering sections. In addition, the Company published a revision to a new Numbered document (N01), which lists approved manufacturers and factories to commonly used materials in Applicant Installation jobs to ensure all personnel involved in new business work are aware of the approved suppliers. Gas Codes and Standards section successfully limited the number of active bulletins published in 2012 to only 4 bulletins by year end and incorporated information from many existing bulletins into final guidance documents.
t & / >
100 ESC
Denote which areas of the procedures have been updated when new revisions are published.
Issue
Issue Group
Training
Improvements are underway in how we communicate changes to Standards, Policies and Procedures our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Efforts are underway to replace the TIL with a new document management system called Documentum which will improve the document retrieval process. The Guidance Document Working Group, which includes a cross section of employees, has been part of the effort to capture end user feedback. The timeline for transitioning the TIL to Documentum has not been finalized yet but a tentative target is set for 2nd quarter of 2013. Standards, Policies and Procedures
Status Update
Delivery
Sub Cat
101 ESC
Bulletins: Ensure that the TIL contains updated documents at the time bulletins are sent out.
TIL
Updates
102 ESC 103 IBEW 104 IBEW
Conduct updates for Gas and Electric procedures separately. Gas Transmission Standards reflect different information from work processes and bulletins. There is currently no SPOC that can be contacted to ask questions about new/revised procedures.
Standards, Policies This recommendation is pretty much in place for nearly all Standards, Policies Develop/Update and Procedures procedures. The few gas and electric combined procedures will and Procedures be separated and issued separately. Standards, Policies Going forward, both gas transmission and distribution documents Standards, Policies Develop/Update and Procedures are handled in the same way, so this problem will be addressed. and Procedures Standards, Policies Standards, Policies Specific points of contact are listed in the guidance documents and Procedures and Procedures themselves, as well as in the TIL. Codes and Standards department is available to clarify the point of contact for any document. An email to Gas TDM mail can also be used to obtain assistance in any instance where a document owner is not clear. SPOC/SME
105 IBEW 106 IBEW
There are no field-service specific procedures Procedures that are being written are being authored by personnel that are far removed from the task (no current experience)
Standards, Policies The Company published an entire manual for Gas Field Services Standards, Policies Other and Procedures and Dispatch in 2011, involving many 58 specific guidance and Procedures documents for GSR and Dispatch personnel. Standards, Policies Codes and Standards department have hired industry experts to Standards, Policies Develop/Update and Procedures assist new personnel in the department with their learning curves. and Procedures These partnerships have helped accelerate their experience levels. In addition, all subject matter areas have cross-functional technical teams to ensure high quality documents are produced.
t & / >
107 IBEW
Manuals that have been distributed now have outdated information; should be provided with replacement pages when procedures have been updated.
Issue
Standards, Policies Keeping any paper manual updated is very difficult, and all users Standards, Policies Develop/Update and Procedures and Procedures need to update their manuals as new documents are issued. In addition users need to check the Companys online Technical Information Library (TIL) to ensure they have the latest version of the document per the Companys Safety and Performance Fundamentals Handbook (page 44). The Company recently published significant paper updates to the Gas Standards and Specification, Gas Transmission, and Gas Distribution O&M Manuals. Complete update packages for the other gas manuals are being planned in 2013. An alternative to the paper manuals is to use the TIL or the update manual CDs. We are also working on new methods to improve delivery of this information. Standards, Policies New and revised documents have the authors clearly identified. Standards, Policies Develop/Update and Procedures An email to Gas TDM mail can also be used to obtain assistance and Procedures in any instance where a document owner is not clear. Standards, Policies and Procedures SPOC/SME
Issue Group
Status Update
Sub Cat
108 MGMT 109 MGMT 110 MGMT 111 MGMT 112 MGMT
Owners (authors) of policies and procedures are not explicitly listed on documentation Policies and procedures must be applied and interpreted with consistency by dedicated technical experts.
Standards, Policies Codes and Standards and Work Methods Implementation and Procedures sections are now staffed in most subject matter areas with dedicated technical experts, or have access to consultants or other company personnel that provide needed expertise. Associating too many attachments with the main procedure can Standards, Policies We agree, which is the reason that particular document (S4110) be cumbersome, overwhelming and confusing (i.e. 4110) and Procedures is being re-organized and completely updated to implement the Companys leak survey and response program. History log associated with procedures do not clearly state changes to the document.
Standards, Policies Develop/Update and Procedures
Standards, Policies Guidance Document Analysis documents are prepared for each Standards, Policies Develop/Update and Procedures Utility Standard and Procedure which provide the background for and Procedures the changes. A change log is also included within each document. Standards, Policies Develop/Update Bulletins are reactively communicated due to an incident or gap Standards, Policies In 2012, only four bulletins were published and remained and Procedures in one of the previously published procedures. and Procedures published at the end of the year. The preferred approach is to update the base standard or procedure and issue with an effective communication plan. Procedures are one-size-fits-all. More skills training required. Training Short- and long-term plans are in place to build a best-in-industry Standards, Policies gas technical training program and ensure that our workforce is and Procedures qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field. Delivery
113 MGMT
114 MGMT
Procedures are drafted for engineering level employees. Employee at all levels should be able to easily comprehend the procedures.
Standards, Policies Each Utility standard, procedure, job aid undergoes extensive and Procedures user review to help ensure the document is worded in a way that users can understand and follow.
Standards, Policies Develop/Update and Procedures
t & / >
115 MGMT
Excessive time is required to gain consensus on changes to existing documents. Results in delays in completing tasks on a timely basis. The SPOC/owner/author of a document is difficult to identify. Inconsistency associated with the guidance pertaining to questions on procedures.
Issue
Standards, Policies The gas technical teams are in place to help gain consensus on and Procedures complicated issues. It does take some time in the process to obtain user review and we are working on improvements in managing the overall standards development process.
Issue Group
Status Update
Standards, Policies Develop/Update and Procedures SPOC/SME SPOC/SME
Sub Cat
116 MGMT 117 MGMT
Standards, Policies New and revised documents have the authors clearly identified. Standards, Policies and Procedures An email to Gas TDM mail can also be used to obtain assistance and Procedures in any instance where a document owner is not clear. Standards, Policies Improvements are also underway in how we communicate Standards, Policies and Procedures changes to our standards. We are increasing our focus to and Procedures provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Standards, Policies and Procedures Standards, Policies and Procedures
118 MGMT 119 MGMT 120 MGMT 121 MGMT 122 MGMT 123 MGMT 124 ESC
Define the steps for re-pressurization (not just de-pressurization). Standards, Policies Gas Standard A-34 covers pressure testing. It has undergone a and Procedures major revision and will be issued early in 2013. Consistency in the clearance process needed between the Distribution and Transmission systems. People dont know who to contact with questions pertaining to policies and procedures. Standards, Policies Transmission Clearance Procedure has been revised. and Procedures Distribution Clearance Procedure is currently being revised.
Other Other
SPOC/SME Standards, Policies New and revised documents have the authors who can answer Standards, Policies and Procedures and Procedures questions clearly identified. An email to Gas TDM mail can also be used to obtain assistance in any instance where a document owner is not clear. Delineation between roles and responsibilities pertaining to leak Standards, Policies Need more information on this issue. This issue will be forwarded Standards, Policies Other survey and patrolling territories are not clearly defined between and Procedures to the Integrity Management Department for resolution. and Procedures the Transmission and Distribution groups. Multiple subsections and attachments within a procedure (ex. Standards, Policies We agree, which is the reason that particular document (S4110) Standards, Policies Develop/Update 4110) make them cumbersome to navigate. and Procedures is being re-organized and completely updated to implement the and Procedures Companys leak survey and response program. Field personnel responsibilities are not consistent with policies and procedures. PG&E procedures are frequently authored by non-PG&E employees. Standards, Policies The Company needs some more information as to where this mis- Standards, Policies and Procedures alignment is occurring. and Procedures Other
Standards, Policies Develop/Update Standards, Policies Although PG&E does sometimes use contractors (many are and Procedures and Procedures former PG&E employees) to develop draft procedures and as technical writers (who attend PG&E training on guidance documents), PG&E personnel are involved in the development and approval of the procedures. For example, procedures undergo a usability review by the affected target audience of PG&E employees. There are also a cross section of PG&E employees including representatives from the IBEW and ESC) on the Technical Teams that review and approve documents. Standards, Policies and Procedures Other
125 MGMT
No dedicated team defined to integrate elements of the code into Standards, Policies The teams working on developing and revising policies and the policies and procedures on a routine basis. and Procedures procedures are responsible for ensuring code is appropriately address when necessary.
t & / >
126 MGMT
Policies and procedure should delineate which design Standards, Policies Many documents do indicate whether a document is Standards, Policies requirements are code requirements versus which are reliability and Procedures implementing a section of the code or a Company commitment to and Procedures requirements. a government regulator. It is important that all design requirements in any official Company guidance document is followed, as the gas safety regulatory code (49 CFR 192) incorporates all guidance document requirements as being part of the code. Therefore all requirements must be followed. Bulletins: Every bulletin should have a contact person listed on it. Standards, Policies New and revised documents have the authors clearly identified. Standards, Policies and Procedures Also have a centralized group for support and standards for and Procedures The Codes and Standards and Work Methods Implementation technical design. teams work together to provide consistent guidance on various topics. A framework has not been developed to assist engineers in their Standards, Policies New and revised documents have the authors clearly identified. Standards, Policies decision making process when standards are vague and require and Procedures Improvements are also underway in how we communicate and Procedures interpretation. changes to our standards. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups.
Issue
Issue Group
Status Update
Sub Cat
Other
127 ESC 128 MGMT
SPOC/SME SPOC/SME
129 ESC 130 ESC 13
131 MGMT
Reference documents and deliverables for Distribution and Standards, Policies TIL is being transitioned in 2013-14 timeframe to a more robust Standards, Policies Develop/Update Transmission are developed on different, incompatible software and Procedures platform that can address this good suggestion. and Procedures platforms. Standards, Policies Other Seismic Standards. PG&E should evaluate the feasibility of Standards, Policies The Company considers seismic safety as an important and Procedures developing standards for seismic safety of its designs. and Procedures component to its standard designs. As an example, in Update 65, the use of flex lines on gas meter sets was an important update topic to ensure that ground movement is accounted for in these designs. Gas Control System Control More (strategic) pressure and flow monitoring points should be System Control Upon completion of the Automated Valve Program, PG&E will made available. have real-time knowledge of pipeline pressures at least every 5-8 miles on large diameter pipelines in Class 3 and 4 areas. The transmission automated valve field site installations include new pressure and flow data being transmitted to the SCADA system providing additional information that will be utilized by new SCADA control tools and technologies to provide PG&Es Control Room operators with better situational awareness of pipeline conditions. The increased number of new field transmitters will result in a 100 percent increase from PG&Es current number of pressure transmitters connected to SCADA.
t & / >
132 MGMT
Reactive approach to over pressurization: High-High alarms are currently defined as 3 psig over MAOP.
Issue
System Control The Over Pressure Elimination (OPE) Team has developed a Gas Transmission and Distribution corrective action plan based on a comprehensive review of past over pressure excursions including root cause analysis, system loading analysis, work procedures and standards, and existing equipment evaluations. The implemented corrective actions will improve pipeline safety on the transmission and distribution gas systems through operational, procedural, and enhanced training improvements. Transmission and distribution regulator station pressure reductions were initiated in 2012. Transmission pressure reductions for backbone and local transmission have been completed on identified systems. Continued equipment analysis and completed PSEP work will allow for additional pressure reductions on the transmission system. Distribution pressure reductions will be completed by 12/31/13. System Control When the need for pressure reductions is identified, Gas Control provides the specifics for the pressure reduction changes to the appropriate maintenance group. Additionally, the Pressure Reduction fact sheet is provided via email regularly to Gas Operations organizations. Maintenance supervisors should be contacted for this information if an employee is not receiving it. System Control The Over Pressure Elimination (OPE) Team has developed a Gas Transmission and Distribution corrective action plan based on a comprehensive review of past over pressure excursions including root cause analysis, system loading analysis, work procedures and standards, and existing equipment evaluations. The implemented corrective actions will improve pipeline safety on the transmission and distribution gas systems through operational, procedural, and enhanced training improvements. Employed an outside contractor to perform low pressure appliance testing to provide viable data to support raising the low pressure MAOP limit. Analysis has been completed and set points have been adjusted. TIL Efforts are underway to replace theTIL with a new document management system called Documentum which will improve the document retrieval process. The Guidance Document Working Group, which includes a cross section of employees, has been part of the effort to capture end user feedback. The timeline for transitioning the TIL to Documentum has not been finalized yet but a tentative target is set for 2nd quarter of 2013.
Issue Group
Status Update
Gas Control
System Control
Sub Cat
133 MGMT
Communication of dropped pressures to the maintenance department in the field.
Gas Control
System Control
134 MGMT
Low pressure systems are not part of the program.
Gas Control
System Control
135 IBEW
The technical library should be updated by dedicated resources.
Updates
t & / >
136 IBEW
The technical library (TIL) is difficult to navigate. Word search functionality is minimally useful.
Issue
Issue Group
TIL
Efforts are underway to replace theTIL with a new document management system called Documentum which will improve the document retrieval process. The Guidance Document Working Group, which includes a cross section of employees, has been part of the effort to capture end user feedback. The timeline for transitioning the TIL to Documentum has not been finalized yet but a tentative target is set for 2nd quarter of 2013. Efforts are underway to replace theTIL with a new document management system called Documentum which will improve the document retrieval process. The Guidance Document Working Group, which includes a cross section of employees, has been part of the effort to capture end user feedback. The timeline for transitioning the TIL to Documentum has not been finalized yet but a tentative target is set for 2nd quarter of 2013. Efforts are underway to replace theTIL with a new document management system called Documentum which will improve the document retrieval process. The Guidance Document Working Group, which includes a cross section of employees, has been part of the effort to capture end user feedback. The timeline for transitioning the TIL to Documentum has not been finalized yet but a tentative target is set for 2nd quarter of 2013. Efforts are underway to replace theTIL with a new document management system called Documentum which will improve the document retrieval process. The Guidance Document Working Group, which includes a cross section of employees, has been part of the effort to capture end user feedback. The timeline for transitioning the TIL to Documentum has not been finalized yet but a tentative target is set for 2nd quarter of 2013. Efforts are underway to replace theTIL with a new document management system called Documentum which will improve the document retrieval process. The Guidance Document Working Group, which includes a cross section of employees, has been part of the effort to capture end user feedback. The timeline for transitioning the TIL to Documentum has not been finalized yet but a tentative target is set for 2nd quarter of 2013. Efforts are underway to replace theTIL with a new document management system called Documentum which will improve the document retrieval process. The Guidance Document Working Group, which includes a cross section of employees, has been part of the effort to capture end user feedback. The timeline for transitioning the TIL to Documentum has not been finalized yet but a tentative target is set for 2nd quarter of 2013. No Action - part of Management and Union discussions
Status Update
Navigation
Sub Cat
137 MGMT
Keyword searches in the TIL are not effective.
TIL
Navigation
138 MGMT
Current structure of TIL makes conducting keyword searches challenging.
TIL
Navigation
139 MGMT
TIL contains outdated documents (including reference materials and employee lists)
TIL
Updates
140 MGMT
TIL keyword searches are challenging.
TIL
Navigation
141 MGMT
Training is not currently provided on the TIL. The keyword search functionality lacks effectiveness.
TIL
Navigation
142 MGMT 143 IBEW
Develop job aids to communicate expectations for routine field tasks. Consider apprenticeships for specialized positions
Training Other
Work Methods Implementation HR
Training HR
t & / >
144 ESC
Bulletins: Primary communication of new procedures to employees is via email bulletin. New work procedures should not be distributed solely via email.
Issue
Issue Group
Training
145 ESC
Changes to procedures occur frequently. How to ensure they are communicated to the site on a timely basis.
Training
146 ESC
Bulletins: PG&E should provide in-person classes for design and record-keeping personnel, at least lead personnel (i.e. ADEs and Lead/Principal Mapping Technicians), periodically to review changes and what they mean.
Training
147 ESC
Desire for more channels (i.e. in-person, webinar, etc.) to train employees on changes made to procedures.
Training
148 ESC
Guidance tailboards do not have wide distribution. Distribution is dependent on supervisors sharing the tailboards with their respective groups.
Training
Improvements are also underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Improvements are also underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Improvements are also underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Improvements are also underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Improvements have been implemented to address this
Status Update
Delivery
Sub Cat
Delivery
Delivery
Delivery
Delivery
t & / >
149 ESC
Consider periodic meetings of ADEs/SMEs to ensure that accurate information on new or revised procedures is being disseminated properly.
Issue
Issue Group
Training
Improvements are underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Improvements are underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. No Action - part of Management and Union discussions
Status Update
Delivery
Sub Cat
150 ESC
Improve process to update training materials as procedures change
Training
Delivery
151 ESC
152 IBEW
Lead Field Engineers: There are currently no lead personnel in Field Engineering (the classifications Field Engineering Technician, Senior FET and Field Engineer). Lead Field Engineers should be identified to receive regular training on updated gas standards and be the main contact person and mentor for other Field Engineering personnel. New procedures are not broadly communicated or distributed.
Other
HR
Training
Improvements are underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Improvements are underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups.
Delivery
153 IBEW
Tailboards and emails are the primary form of communication of new procedures .
Training
Delivery
t & / >
154 IBEW
New procedures have been rolled out without training.
Issue
Issue Group
Training
Improvements are underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Providing updates to targeted audiences is part of the improvements that are taking place in our efforts to revamp the standards/procedures/bulletin process. Short- and long-term plans are in place to build a best-in-industry gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field. Feedback provided to Training Short- and long-term plans are in place to build a best-in-industry gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field. Short- and long-term plans are in place to build a best-in-industry gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field.
Status Update
Delivery
Sub Cat
155 IBEW 156 IBEW
Employees are sent high volumes of procedures/bulletins that are not applicable to their jobs Consider in the field training/hands-on to ensure workers are properly trained on the updates to the new procedures. Consider periodic training/testing on the procedures (similar to gas service school).
Training Training
Delivery Delivery
157 IBEW 158 IBEW
Employees are not being cross-trained for tasks due to lack of budget, they are kept on the same tasks from job to job. Employees do not receive training in a timely manner because training centers are full.
Training Training
Cross Training Delivery
159 MGMT
Employees receive training on "tribal knowledge" and further propagate it through training new personnel with the incorrect information
.
Training
Delivery
t & / >
160 MGMT
Updates to procedures are distributed via email. Adequate training is not provided to employees on updated procedures.
Issue
Issue Group
Training
Improvements are underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Improvements are underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. This will be part of the overall training plan as part of continuous improvement. Current improvements focus on ensuring first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Short- and long-term plans are in place to build a best-in-industry gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field. Short- and long-term plans are in place to build a best-in-industry gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field.
Status Update
Delivery
Sub Cat
161 MGMT
Training should be provided annually on routine field duties similar to the way safety compliance training is required.
Training
Delivery
162 MGMT 163 MGMT 164 MGMT
Effectiveness of training should be measured through internal performance metrics, voluntary employee feedback or testing modules. Supervisors are not sufficiently trained on changes to policies and procedures to train their direct reports. Decentralized training leads to inconsistency in guidance.
Training Training Training
Work Methods Implementation Work Methods Implementation Work Methods Implementation
Delivery Delivery Delivery
165 MGMT
To raise the overall competency of the organization, structured training is needed.
Training
Delivery
t & / >
166 MGMT
Supervisors require training on tailboards in order to effectively pass along guidance to their direct reports.
Issue
Issue Group
Training
Improvements are underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Each employee is responsible for being familiar with the employee handbook. Feedback provided to Training
Status Update
Delivery
Sub Cat
167 MGMT 168 ESC 169 MGMT 170 MGMT
All Field employees are not familiar with the Employee Safety Handbook. Materials handling training required for warehouse employees. Lack of universal understanding of offerings of the available databases. People need to be trained to be able to effectively use the new equipment that is being implemented.
Training Training
Documentation and Databases are being replaced and updated via the various Information projects to address data integrity and availability. Training Short- and long-term plans are in place to build a best-in-industry gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field. Training Training Feedback provided to Training Improvements are underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Beginning in January 2013, employee OQs will be tracked in SAP to improve access to OQ records and to facilitate linking employees OQs to the job notifications that are dispatched from SAP.
Work Methods Implementation Work Methods Implementation Work Methods Implementation Work Methods Implementation
Training Specific Database Consistency Training
171 MGMT 172 MGMT
New SAP users do not receive the same training that was offered to initial users received extensive training, Tailboards are not an effective method to disseminate training or information.
Specific Delivery
173 MGMT
Ensure that all people have the appropriate OQs.
Training
OQ
t & / >
174 MGMT
Employees and contractors are not periodically tested on training modules for competency.
Issue
Issue Group
Training
Short- and long-term plans are in place to build a best-in-industry gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field. Partnered with first responders and public safety officials to greatly increase practice drills, training programs, workshops and educational resources. In 2012, we conducted 411 workshops with first responders. The Emergency Preparedness Team in collaboration with Gas Transmission Operation Specialists completed three field based and two table-top emergency exercises. A joint Division/District emergency exercise was conducted with Diablo Division and Los Medanos District, involving field and Operation Emergency Center (OEC) components. All exercises involved Gas Distribution and/or Gas Transmission staff, Government Relations, External Communications, Energy Solutions and Service, Engineering, and local first responders. Worked with the Milpitas and Roseville fire departments to run full-scale emergency scenario exercises. Short- and long-term plans are in place to build a best-in-industry gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field. Feedback provided to Training Feedback provided to Training
Status Update
Delivery
Sub Cat
175 MGMT
Annual field exercises needed to simulate real-life scenarios and lessons learned with key stakeholders.
Emergency Response
Training
176 MGMT
The on-call supervisors in Gas System Maintenance (GSM) do not have the correct training to address afterhours leak reports.
Training
Delivery
177 ESC 178 MGMT
Insufficient training on MAOP. ETP does not provide adequate training. Inconsistent language: MOP vs. MAOP.
Training Training
Specific Specific
t & / >
179 ESC
Required computer based training modules are focused on nonwork related subject matters (i.e. heat exhaustion, ergonomics, etc.)
Issue
Issue Group
Training
Short- and long-term plans are in place to build a best-in-industry gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field. Improvements are underway in how we communicate changes to our standards. The latest update of the Gas Standards and Specifications manual published in December includes a more robust communication strategy to clearly outline the significant changes to stakeholders. We are increasing our focus to provide a greater level of support, added access to subject matter experts, and better communications tools. We also want to ensure that first line supervisors are given the information and background they need to be comfortable in communicating and discussing these changes with their workgroups. Completed training and operator qualifying over 200 employees for pipeline patrolling. This effort covered the entire system with 23 training and qualification sessions at 7 locations. Completed OQ for Gas Service Reps (GSRs) qualifying 599 GSRs on 3,359 OQ covered tasks including Pipe Squeezing, Mechanical Repairs, Distribution Pipe Coatings, Atmospheric Corrosion/Monitor, and Leak Grading. Short- and long-term plans around training will better support the needs of new staff members to create workforce that is qualified and competent to perform the work. Our gas technical training program will include greater use of technology and digital media in performing training (video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field). To address centralized training, short- and long-term plans are in place to build a best-in-industry gas technical training program and ensure that our workforce is qualified and competent to perform the work. Our gas technical training program will have top-notch instructors, facilities, curriculum, tools and training strategies including greater use of technology and digital media in performing training. We are looking into 3-D simulations for the visual weld inspection course, video demonstrations of work activities, and leveraging tablet computers to store training job aids and instructions for use in the field.
Status Update
Delivery
Sub Cat
180 MGMT
Since updates are captured in bulletins, there is no mechanism for differentiating significant changes and lower priority changes.
Training
Delivery
181 MGMT
Require routine refresher courses for Operator Qualifications (OQs).
Training
OQ
182 MGMT
New staff members require extensive training to develop a useable skill set.
Training
Training
183 MGMT
Centralized training needed in addition to on the job training.
Training
Training
t & / >
184 MGMT
When retirees are brought back to PG&E, they tend to revert back to old cultural standards.
Issue
Issue Group
Training
All employees, including retirees who come back as contractors are required to perform work according to our standards, policies and procedures. Plans are being implemented to ensure that our workforce is qualified and competent to perform the work. No Action - part of Management and Union discussions Part of current process improvements Feedback provided to appropriate organizations Feedback provided to appropriate organizations
Status Update
Contractor Training
Sub Cat
185 ESC 186 ESC 187 IBEW 188 IBEW 189 ESC
Work Jurisdiction: PG&E should recognize and respect existing work jurisdiction between existing job classifications. This reduces conflict and provides clarity in roles and responsibilities. No uniformity for requirement for soils reports PG&E has different committees each doing their own work, but the committees are not coming together to cross-reference.
Other Other Other Other Other
HR Engineering and Design Standards, Policies and Procedures Distribution M&C
HR Soils Report Committee Collaboration
190 ESC
Industrial customers are visited once every 60 months. No uniformity to the gas services they receive. Traffic Control Plans: Traffic Controls Plans are important for both public and employee safety at construction sites. Currently PG&E has no consistent method of creating these plans in compliance with municipal regulations, and plan quality varies widely. Responsibility for plans is not understood or agreed upon. Some plans are done in-house, others by contactors. PG&E often forgets to create this plan until the construction is about to begin, resulting in a rushed job which can be lower quality and is always more expensive. PG&E should bring this work in-house and ensure consistent responsibility and work process. Construction Schedule: Schedules need to have safety built in, instead of creating pressure for short cuts. Current construction schedule for pipeline replacement and hydro testing is overly aggressive.
2012 Focus Group Categories:
Industrial Customers Projects Engineering Traffic Control All cities have different requirements for traffic control plans. and Design Some cities require a traffic control plan and others do not. For those cities that do require traffic control plans, some require informal plans while others require formal plans. Cities also have varied requirements for who can develop the traffic plans. In some cases, PG&E can create the plan, while in other cases; it must be done by a city approved contractor. In situations involving CalTrans, a civil engineer must develop the plan . Part of current process improvements PSEP Construction Scheduling
Other
MGMT - Management Employees ESC and IBEW - Union Employee CONT - Contractor Questionnaire

Attachment 18-Workforce Feedback

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t & / >

Focus ESC XID Group Ref

Cont Cont Cont

Work Methods Implementation Work Methods Implementation

Work Methods Implementation

Asset Knowledge Management

Asset Knowledge Management

Document Control Database Consistency Document Control

15 MGMT 16 MGMT 17 MGMT 18 MGMT 19 MGMT 20 IBEW 21 MGMT 22 MGMT

Asset Knowledge Management

Asset Knowledge Management Asset Knowledge Management

Focus ESC XID Group Ref

2012 Gas Safety Plan Focus Group Feedback

Field availability of maps and GIS on tablets

Engineering and Design

Asset Knowledge Management Emergency Preparedness

Material Traceability Other

Emergency Response Emergency Response

Contractor Mgmt No Action Required Tools Tools

Contractor Mgmt Equipment Equipment

Employees feedback enhances equipment selection process.

Electronic Maps Laptops

40 IBEW 41 IBEW 42 ESC 9

No historical data of leaks for specific segments of pipe.

Leaks Leaks Leaks

Focus ESC XID Group Ref

2012 Gas Safety Plan Focus Group Feedback

Asset Knowledge Management

Gas Distribution Gas Distribution

50 MGMT 51 IBEW 52 IBEW

Asset Knowledge Management Asset Knowledge Management Asset Knowledge Management

Leaks Maps Maps

Asset Knowledge Management Asset Knowledge Management

Focus ESC XID Group Ref

2012 Gas Safety Plan Focus Group Feedback

58 IBEW 59 IBEW 60 IBEW 61 MGMT

Asset Knowledge Management

Document Control Patrol Patrol Consistent Processes

General Estimating and Design General

Feedback provided to QA/QC Team

Estimating and Design

Contractors Consistent Processes

Other Resources & Staffing

Reporting of Issues Other

Supervisors are overburdened with clerical administrative work.

Resources & Staffing

Resources & Staffing Resources & Staffing

75 MGMT 76 MGMT 77 MGMT

Investment Planning Investment Planning Investment Planning Investment Planning

Leaks Leaks Leaks Leaks

79 MGMT 80 MGMT 81 MGMT 82 IBEW 83 MGMT 84 ESC 15

Emergency Response Leaks Leaks Emergency Response Other Plan

Resources & Staffing

Identifying metrics needed to reach staffing goals.

Resources & Staffing

Identify goal hire dates on an organization chart.

Resources & Staffing

The proper systems are not in place to define adequacy of staffing.

Resources & Staffing

Resources & Staffing

Resources & Staffing

Resources & Staffing

Standards, Policies and Procedures