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High-performance culture

We believe we have one of the best workforces in the industry and that our high-performance culture continues to be our differentiator. Our culture is central to our success in bringing stakeholders together and improves our competitive position as we look ahead.

As part of our unwavering dedication to our company values — do the right thing, champion people and shape the future — we remain committed to building a diverse and inclusive workplace at our operations in the U.S. and Mexico, where we embrace different views, backgrounds and experiences and where employees feel valued and empowered to bring their authentic and best selves to work. We continue to demonstrate that commitment through concrete actions to advance that culture and maintain a workplace that evokes engagement and is rich in opportunities for all employees to reach their full career potential. And while the ethnic diversity metrics highlighted in our report do not include our employees in Mexico due to our use of definitions established by the U.S. Equal Employment Opportunity Commission (EEOC), their diverse perspectives and backgrounds play a key role in the success of our company and contribute on a daily basis to our high-performing culture.

In early 2021, we announced an action plan centered on five strategic pillars, each part of a broader, multi-faceted and multi-year plan to continue to drive sustainable change in the areas of diversity, equity and inclusion.

Leading from the top

  1. Accelerating engagement
  2. Creating opportunity
  3. Driving conscious inclusion
  4. Partnering with communities

Since then, we have worked to achieve targeted goals under each pillar.

Leading from the top
  • Appointed a senior vice president of diversity and community partnerships with direct input to the CEO of Sempra.
  • Created new positions at SDG&E and SoCalGas for directors of diversity, equity and inclusion. These directors work closely with Sempra’s senior
  • vice president of diversity and community partnerships to help ensure alignment across our companies.
  • Embedded diversity and inclusion (D&I) into annual leadership goals and executive compensation structure. Additional details can be found in Environment.
Accelerating engagement
  • Held employee forums to discuss D&I topics, including hatred and violence and mental health and resilience. Facilitated numerous virtual events focused on D&I issues at our operating companies.
  • Piloted employee resource groups for women, Hispanic and Latino, Black and African American and veteran employees and their allies.
  • Launched accelerated leadership development programs for under-represented groups, including an impact leadership development program for director-level employees at Sempra and Sempra Infrastructure with an inaugural cohort made up of 80% diverse participants. SDG&E launched a Leader Within development program with the inaugural cohort made up of 72% diverse participants.
Creating opportunity
  • Formed task forces to align and further de-bias applicant review, selection and promotional practices, including piloting diverse interview panels consisting of at least one woman and one person of color for identified manager positions.
  • Increased participation in diversity mentorship programs and evaluated efficacy of sponsorship program for under-represented populations. Sempra’s M-Power mentoring program grew from 168 to 304 participants overall, while women and participants of color increased from 136 to 241, an increase of 81% and 77% respectively. At SDG&E and SoCalGas, the VALOR program supports veteran employees transitioning to a post-military career through recruitment, onboarding and development.
  • Established metrics to identify and help reduce any gaps in populations under-represented in leadership and the overall employee population. Sempra, SoCalGas and SDG&E released D&I reports outlining the make-up of their workforce and incorporated these findings into succession planning processes.
Driving conscious inclusion
  • Updated respect, anti-harassment and psychological safety training to be online. SoCalGas and SDG&E incorporated unconscious bias training into interview training and as part of the talent review and succession planning process.
  • Trained all officers and directors across all companies on conducting meaningful conversations about race. Online trainings on respect and D&I fundamentals were launched in the first quarter of 2022.
  • SDG&E delivered training on overcoming unconscious bias to 100% of employees.
Partnering with communities
  • Established external advisory groups across our operating companies and continued to leverage existing community advisory councils. Additional details on stakeholder engagement can be found in Social.
  • Through Sempra’s Supporting Social Justice employee giving campaign and SDG&E’s Energy for Others multi-year giving campaign, contributed to charitable organizations supporting communities of concern. Nearly one quarter of the Sempra family of companies’ charitable giving in 2021 directly benefited Black communities.
  • Analyzed and expanded California utility supplier diversity spend with respect to Black and African American-owned businesses. For example, SoCalGas increased spend with Black and African American-owned businesses by 49%. Read more about our commitment to supplier diversity in Social.
  • Increased requirement that outside advisors (law firms, banks, etc.) assign diverse individuals to Sempra work. Sempra requests outside counsel, many of which are large law firms that are not minority owned, to track the time that women, people of color and LGBTQ staff spend on its legal matters and incentivizes firms that employ diverse talent.

Supplier diversity

Our companies are also committed to supplier diversity as a core business value and an integral strategy that fosters innovation, cost-effectiveness and competition in our supply chain. We promote an inclusive supplier base that represents our customers, stakeholders and the communities we serve. Sempra California has a long history of partnering with Diverse Business Enterprises (DBEs) to supply them with goods and services they need to serve their customers. By building a diverse supply chain, they help create an inclusive culture – and can often achieve better business outcomes.

Supplier DBE categories we support include minority, minority women, women, service-disabled veteran and lesbian, gay, bisexual and transgender. In 2021, Sempra California achieved high levels of spending with DBEs. SDG&E and SoCalGas collectively purchased 39.1% (or $936 million) and 42.4% (or over $973 million), respectively, of goods and services from diverse suppliers, far exceeding the CPUC’s goal of 21.5%.

For more details refer to the 2021 SDG&E and SoCalGas Annual Supplier Diversity reports. In Texas, Oncor is also dedicated to supporting small, minority and woman-owned businesses. In 2021, Oncor’s diverse suppliers accounted for 13% (or over $351 million) of its procurement spend.

We look to our suppliers as partners in creating a culture and environment that fosters improvement and innovation across every area of our business. That means challenging the status quo, embracing supplier diversity and broadening our collaboration efforts with our suppliers and community-based organizations. In addition to managing the environmental impact of suppliers of parts and services, we also work to manage and reduce the impacts of electricity and gas suppliers.

Supplier diversity highlights

  1. For data reported to the U.S. Equal Employment Opportunity Commission (EEOC) please see https://www.sempra.com/sustainability-content-library.
  2. Race and ethnicity as defined by the U.S. EEOC includes race and ethnic categories that are not applicable to our employees in Mexico and therefore those employees are not reflected in this data.
  3. Company leadership includes Directors and Officers.
  4. Due to rounding, percentages do not add up to 100. Employees with unknown race or ethnicity also account for a small percentage of these figures.
  5. See Introduction for reporting boundary.

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