2. 2016 Goals Update

3. CEWD Mission Build the alliances, processes, and tools to develop tomorrow’s energy workforce
Industry Solutions – Regional Implementation
Career Awareness
Education
Workforce Planning and Metrics
Structure and Support
9:15 – 10:00 – 45 minutes
Go over goals in 4 different areas
2015 Accomplishments

4. What’s new in Career Awareness?
Troops - Utility Industry Workforce Initiative, Veterans in Energy Professional Society
Youth - Get Into Energy / Get into STEM FIRST initiative
Getting Started – independent study GIE Math and Test Prep
Veterans Only Career Information Day Toolkit

5. Four Super Regional Competitions
+ Robot Doctors
+ Active social media campaign
= Energy Career Awareness

8. Career Awareness Independent study on GIE Math Can add scholarships
Anything else to add?

9. What’s new in Education?
NEW EIF Assessment system
Employability skills
Middle School Fundamentals of Energy

10. What’s new in Workforce Planning?
Survey Results and Demand Reports
Workforce Planning Template with new templates / tools
Contractor Demand Analysis Toolkit
– knowledge risk assessment tool

11. What’s new in Support? Implementing Strategic Planning for Consortia
HS Energy Academy Community
Career Clusters Community

12. Strategic Workforce Planning
10:00 – 12:00 with break

13. Essential Elements of Strategic Workforce Planning
Reference summary
Talk about changes
Cross functional collaboration in the middle
Set up assessment
What are you doing well and where are the gaps?

14. Assessment Exercise Are You Ready
What is your organization’s performance in the area of strategic workforce planning? Where are your strengths? Where are your gaps and opportunities for improvement?

15. Business Planning – Assessing Readiness
Does the organization have a business plan, or leadership model, and is workforce planning part of that document?
Is your workforce planning integrated with business operations/finance organization?
Does the organization’s strategic focus support continuous workforce planning? Is it in a procedure?
Are the roles for formulating and implementing workforce planning in the organization clearly understood? No
Extent
Little
Some
Great
Very Great Extent 1 2 3 4

16. Workforce Analytics– Assessing Readiness
Does the organization have a dashboard or information that focuses on projected attrition by organization and/or critical jobs?
Does your organization have a 5 year hiring plan?
Are the projected staffing needs instilled in the line organization? Does the line own the data?
Has the organization implemented a comprehensive knowledge risk assessment process and is it linked with their workforce planning analytics? No
Extent
Little
Some
Great
Very Great Extent 1 2 3 4

17. Workforce Development– Assessing Readiness
Does your organization have a well defined and implemented pipeline program?
Does your organization have a succession planning program for key leaders and is it used to fill future talent needs?
Does your organization have programs to develop new talent in a timely manner?
Does your organization have a robust knowledge transfer program in place? No
Extent
Little
Some
Great
Very Great Extent 1 2 3 4

18. Execution & Metrics– Assessing Readiness
Does the organization have KPI’s that measures over all program results?
Are actions taken to check and adjust program results arising from the KPI’s?
Are the KPI’s regularly shared within the line organization?
Does your organization measure employee performance through a systematic process? Are actions taken based on poor performance? No
Extent
Little
Some
Great
Very Great Extent 1 2 3 4

19. Assessment Results Score Results Comments 0 to 33
Program not effective or in place
Develop recovery plan
34 to 43
Program is in the beginning stages of development
Review program actions and check to ensure initiatives are meeting future needs
44 to 53
Program is maturing and meets a majority of objectives
Continue to check and adjust as needed
54 to 64
Program is fully matured and is meeting most if not all WFP objectives
Continue to benchmark and share lessons learned with the industry

20. Essential Elements of Strategic Workforce Planning

21. Industry Game Changers
Game changers are external and internal factors that can have significant influence on a company’s workforce needs. For example, the change in generation mix and carbon management with the closing of coal plants across the country has set up an internal pipeline of skilled workers who can be reskilled for jobs within their company - jobs that might have previously been filled with new workers graduating from technical schools. That has a ripple effect for the companies and their educational partners.
Grid modernization is another example. If you think about the buzz words in the industry, how often do we hear about the impacts of Smart Grid? But in reality, many of the requisite skills needed are similar to reading meters; they may be attaching a new piece of equipment to a pole and learning how to read a new device, but do they need to go back to school or is that something that can be trained for internally in the company?
A potentially significant example of an internal game changer is a merger or an acquisition. Are you going to need the same number of lineworkers when your company merges with another utility? Chances are yes, but there may be workforce implications to other job families, for example, dispatch systems.
So we look at what the workforce implications are of these game changers as well as ones that are unique to our members. With one or more in play, will it increase, decrease, or keep your workforce requirements about the same? Will current workers need new skills or will their current skills transfer? If they need new skills, where will they get them? The whole point of all of this is before you start setting up programs, take the time to understand what’s happening in your state and your company, whatever it happens to be. Frequently, we’re focusing on game changers at the state energy workforce consortium level, because it’s generally not something that impacts only one company. Change in state policy or federal regulation likely affects multiples companies.

22. The Electric Distribution System in Transition
The structure and operation of distribution systems will change as smarter infrastructure is built and new distributed technologies are deployed.
Ultimately, power will flow in 2 directions across distribution systems.
Investing in a safe and reliable power grid is critical to the deployment of new technologies.
The continued deployment of digital smart meters—with close to 65 million installed in about half of all U.S. households to date—is one key building block of a smarter, stronger grid. At PG&E, with more than 10 million in our system, it’s been a real game changer for us.
Industry investments that hasten the integration of new technologies—such as small-scale wind and solar, energy storage, microgrids, and other devices in our homes and businesses—are another.
What we’re talking about here is what we, at PG&E, call the Grid of Things.
As we see it, the Grid of Things is a flexible, multidirectional electricity grid capable of seamlessly integrating all forms of clean technology needed to decarbonize our energy while being robust and reliable enough to power the likes of Silicon Valley.
I like to use the analogy of the computer or even your iPhone. Your smartphone’s a great tool by itself. It’s a supercomputer in your pocket. But it’s exponentially more valuable when it’s connected to the network or the internet, because of how much more you can do with it.
Same thing with a lot of these energy technologies. A solar panel and a battery are fine by themselves. But they’re more powerful and capable when they’re connected to the grid – along with solar farms, wind farms, hydro, energy storage, electric vehicles and more.
Today, investor-owned electric utilities are investing more than $20 billion per year in the distribution grid alone…. which brings me to what are quickly becoming the two most important words for our customers… choice and control.
Source: The Edison Foundation Institute for Electric Innovation, Thought Leaders Speak Out: Key Trends Driving Change in the Electric Power Industry, December 2015

23. Our National Fuel Mix Is Changing
(estimate)
Our industry relies on a variety of energy sources to generate electricity. As energy markets change and our generation fleet continues to evolve, maintaining a balanced energy mix remains at the forefront of our industry’s priorities. This is the only way to ensure the safe, reliable, affordable, and clean energy that our customers expect.
In addition to the growing investment in renewables, the use of natural gas for electric generation continues to grow.
Source: Department of Energy, Energy Information Administration

24. Generation Fuel Mix by CEWD Region
Source: EEI; Ventyx Inc, The Velocity Suite. Data as of April 2016.

25. Current Generation Capacity Mix in the Northwest
No change since 2015
Sources: EEI; Ventyx Inc, The Velocity Suite. Data as of April 2016

26. Industry Game Changers CEWD Board
Infrastructure Modernization
Cleaner Generation Mix
Do these reflect your region?
Game changers are external and internal factors that can have significant influence on a company’s workforce needs. For example, the change in generation mix and carbon management with the closing of coal plants across the country has set up an internal pipeline of skilled workers who can be reskilled for jobs within their company - jobs that might have previously been filled with new workers graduating from technical schools. That has a ripple effect for the companies and their educational partners.
Grid modernization is another example. If you think about the buzz words in the industry, how often do we hear about the impacts of Smart Grid? But in reality, many of the requisite skills needed are similar to reading meters; they may be attaching a new piece of equipment to a pole and learning how to read a new device, but do they need to go back to school or is that something that can be trained for internally in the company?
A potentially significant example of an internal game changer is a merger or an acquisition. Are you going to need the same number of lineworkers when your company merges with another utility? Chances are yes, but there may be workforce implications to other job families, for example, dispatch systems.
So we look at what the workforce implications are of these game changers as well as ones that are unique to our members. With one or more in play, will it increase, decrease, or keep your workforce requirements about the same? Will current workers need new skills or will their current skills transfer? If they need new skills, where will they get them? The whole point of all of this is before you start setting up programs, take the time to understand what’s happening in your state and your company, whatever it happens to be. Frequently, we’re focusing on game changers at the state energy workforce consortium level, because it’s generally not something that impacts only one company. Change in state policy or federal regulation likely affects multiples companies.
Affordability
Physical / Cyber Security

27. Break

28. Industry Game Changers CEWD Board
Infrastructure Modernization
Cleaner Generation Mix
10:45 – 11:05 for exercise – 20 minutes
Do these reflect your region?
Game changers are external and internal factors that can have significant influence on a company’s workforce needs. For example, the change in generation mix and carbon management with the closing of coal plants across the country has set up an internal pipeline of skilled workers who can be reskilled for jobs within their company - jobs that might have previously been filled with new workers graduating from technical schools. That has a ripple effect for the companies and their educational partners.
Grid modernization is another example. If you think about the buzz words in the industry, how often do we hear about the impacts of Smart Grid? But in reality, many of the requisite skills needed are similar to reading meters; they may be attaching a new piece of equipment to a pole and learning how to read a new device, but do they need to go back to school or is that something that can be trained for internally in the company?
A potentially significant example of an internal game changer is a merger or an acquisition. Are you going to need the same number of lineworkers when your company merges with another utility? Chances are yes, but there may be workforce implications to other job families, for example, dispatch systems.
So we look at what the workforce implications are of these game changers as well as ones that are unique to our members. With one or more in play, will it increase, decrease, or keep your workforce requirements about the same? Will current workers need new skills or will their current skills transfer? If they need new skills, where will they get them? The whole point of all of this is before you start setting up programs, take the time to understand what’s happening in your state and your company, whatever it happens to be. Frequently, we’re focusing on game changers at the state energy workforce consortium level, because it’s generally not something that impacts only one company. Change in state policy or federal regulation likely affects multiples companies.
Affordability
Physical / Cyber Security

29. Workforce Implications
How will these Game Changers impact jobs in the Northwest?
Which jobs?

30. Discussion: 5 to 10 year Skills and Workforce Size Outlook: Skills/Jobs based on trends: e.g. Grid modernization, Competition, Regulation/Policy, Technology, Generation Mix, New Build, Aging workforce, mergers and acquisitions, sig. org. decision, adoption of new technology
High Impact to the Workforce Composition and/or Skill set
(Big Impact, not yet fully prepared)
Low/Managed Impact to the Workforce Composition and/or skill set
(Prepared for the change, plans in place)
Workforce Size: Less than Today
Workforce Size: More than Today
Do on Flip charts
Circle the ones that are
Hard to Train Skills
(secondary education or degree)
Rest are considered
Easier to Train Skills (on the job, or pipeline development programs)

31. Essential Elements of Strategic Workforce Planning
11:05 – 11:20 for survey = 15 minutes

32. Age Distribution Total Company 2006 vs 2014
Data collected represent about three-quarters of all US Electric and Natural Gas employees (Total US estimate is approximately 519,300 employees in the public/private sector)
Survey data collected in April through July 2015, for year-end 2014
Data collected on
Age and years of service for current employees
Actual and forecasted attrition and hires
New questions to build baseline for trending on sourcing, demographics and fundingThe number of companies participating in the past surveys has varied. In 2015 we had:
54 Electric and Natural Gas Utilities / Energy Companies (which includes 23 nuclear utilities and 9 municipal utilities)
All Electric Cooperatives
8 Nuclear Suppliers
The number of employees represented by the data have increased:
2006 – 235,235 employees
2007 – 267,802 employees
2010 – 261,092 employees (28 companies)
2012 – 344,487 employees (48 companies)
2014 – 398,680 employees (54 companies)
Curve is flattening, shows effect of hiring at younger ages and impact of retirements that have already happened. It also demonstrates the need for Mid Career hires.

33. Percentage of Key Jobs
Almost half of the jobs in utilities fall into the categories that CEWD member companies have labeled critical. These are the skilled technician and engineering positions that are the hardest to fill and take the longest to train. Most jobs in these categories take at least some level of Postsecondary Education. Engineers require a Bachelor’s degree.

34. While Plant/Field Operators have reduced slightly over time, the biggest contributor to the overall job decline is Other Occupations – back office and corporate jobs.

35. Age Distribution by Key Jobs (Excluding Nuclear)
Finding: The workforce is getting younger
Youngest of the surveyed jobs are:
Lineworkers
Engineers
Nuclear Operations
Shows impact of workforce initiatives and hiring
Number of key jobs is close to 2009 levels, all other occupations are down almost 20,000 or about 4% since 2009.
Overall fewer people are eligible to retire – 2012 number was 104,400 compared to 99,383, overall reduction of 4.8% from 2012
lineworkers - 34,400 in 2012, reduction of 2,755 or 8 %
Technicians – 38400, increase of 864 or 2%
Operators – 19500, decrease of 1481 or 8%
Engineers – 12,100 increase of 1627 or 13%

36. Age Distribution by Key Jobs (Nuclear Only)
Operators in nuclear are licensed by the federal government. They also have long training programs run by training departments at the plant. They tend to hire new cohorts every 18 to 24 months, providing lots of opportunities to bring in new staff. This population gets a lot of attention.

37. 2012 vs 2014 Age Distribution Engineers (Excludes Nuclear)
The percentage of employees under age 32 is 19.86%
The percentage over age 58 is 19.14

38. 2014 Age Group Distribution Non-nuclear Generation has the oldest workforce
Job Category
Age 32 and Under
Age 33 – 52
Age 53 and Over
Electric T&D
16.7%
49.0%
34.3%
Gas T&D
17.2%
51.2%
31.6%
Nuclear Generation
16.6%
45.9%
37.5%
Non-nuclear Generation
13.7%
46.9%
39.4%
Total Company
17%
49%
35%
Finding: Generation has the oldest workforce
Generation Technicians are the oldest in both nuclear and non-nuclear generation.
Non Nuclear Plant Operators and Technicians have the highest retirement forecasts.
The non-nuclear generation workforce is the oldest among the surveyed jobs with Generation Technicians the oldest in both nuclear and non nuclear generation. Non Nuclear Plant Operators and Technicians have the highest retirement forecasts.
Number of key jobs is close to 2009 levels, all other occupations are down almost 20,000 or about 4% since 2009.
Overall fewer people are eligible to retire – 2012 number was 104,400 compared to 99,383, overall reduction of 4.8% from 2012
lineworkers - 34,400 in 2012, reduction of 2,755 or 8 %
Technicians – 38400, increase of 864 or 2%
Operators – 19500, decrease of 1481 or 8%
Engineers – 12,100 increase of 1627 or 13%
Respondents only
Excludes nuclear contractors

39. Retirement Forecasts trending downward
Retirements are continuing, with retirement forecasts in future years trending downward for the first time since CEWD began surveying
Number of key jobs is close to 2009 levels, all other occupations are down almost 20,000 or about 4% since 2009.
Overall fewer people are eligible to retire – 2012 number was 104,400 compared to 99,383, overall reduction of 4.8% from 2012
lineworkers - 34,400 in 2012, reduction of 2,755 or 8 %
Technicians – 38400, increase of 864 or 2%
Operators – 19500, decrease of 1481 or 8%
Engineers – 12,100 increase of 1627 or 13%
All data are preliminary and still under review
Excludes nuclear & nuclear suppliers

40. Potential Replacements by 2024 for Key Jobs (excluding Nuclear)
Job Category
Potential Attrition & Retirement
Estimated Number of Replacements
Potential Retirement
Lineworkers
29%
22,000
11%
9,000
Technicians
39%
29,000
13%
Plant Operators
36%
13,000
4,000
Engineers
38%
10,000
3,000
Total Key Jobs
34%
74,000
25,000
Finding: Number of potential replacements is less than previous estimates for all key jobs
Total number of potential replacements for attrition and retirements is down by almost 5% since 2012
Estimates for retirements in 1-10 years is down in each key job
Estimates for Ready Now retirements is up for Technicians and Engineers
Overall fewer people are eligible to retire – 2012 number was 104,400 compared to 99,383, overall reduction of 4.8% from 2012
lineworkers - 34,400 in 2012, reduction of 2,755 or 8 %
Technicians – 38400, increase of 864 or 2%
Operators – 19500, decrease of 1481 or 8%
Engineers – 12,100 increase of 1627 or 13%
Looks like engineers are not retiring at same age / rate as others. Do we have hire numbers? Age chart looks like we are hiring in at younger age. What does total number look like?
Looks like technicians are not retiring at same age / rate, are they being replaced? What is total number?
Can we look at just retirements?
Represents steady state without input on Game Changers

41. Total Industry Potential Replacement Impact on
Retirement and Non-Retirement Attrition
Down from 13% in 2012
Down from 15% in 2012
This compares the 2013 results with the 2015 results; the ready now is the same percentage
2014 forecast for retirements is 35%, in 2012 it was 37%
51 % of the workforce may need to be replaced in the next 10 years

42. Nuclear Industry Employment Distribution by Age Utilities Only
Source: 2015 Gaps in the Energy Workforce Survey Results. Contractors and vendors are not included

43. Nuclear Generation Operations Worker
5 Year Attrition
Retained (59.3%)
Potential Retirees (25.8%)
Non-Retirement Attrition (14.9%)
Potential Retirees are defined as employees that will be older than 53 with 25+ years of service, or older than 63 with 20 years of service, or older than 67 within the next five years.
Contractors and vendors are not included.

44. Potential Replacements by 2019 for Key Jobs in Nuclear Business Areas
Job Category
Potential Attrition & Retirement
Estimated Number of Replacements
Operations
29%
3,000
Maintenance
42%
4,000
Engineering
39%
Total Nuclear Jobs
38%
10,000
Overall greater than non-nuclear
Engineering percentage is the same.
Represents steady state without input on Game Changers
Excludes nuclear suppliers

45. Attrition versus Hires by Job Category
Finding: Hiring exceeds losses in most key jobs
Hiring increased significantly in 2014.
A little over half of the hires reported were in Key Jobs, with almost 20% of all hires in the lineworker category.
Hiring percentages were greater than attrition percentages in all key jobs except technicians.

46. Electric and Natural Gas Utility Jobs Geographic Distribution
This includes all utility jobs, not just key jobs.

47. So What’s the Problem? There are not enough _________
In the talent pipeline
Graduating from partner programs
Being hired
Being retained

48. Essential Elements of Strategic Workforce Planning
11:20 – 11:50 for NEEN and education

49. Requirements for the Supply Side
Diverse
Qualified
Right time
Right place
Diverse - Based on the last CEWD survey, 28% of all hires were female and 28% were minority (of course there is some overlap, 11% were minority females) Are those the “right” percentages?
Qualified – 83% said no in CEWD Member Satisfaction survey
Right time and right place depend entirely on the company and location and that makes building programs even more difficult.

50. The Energy Talent Supply Chain
For Skilled Technicians
Currently in Grades 4-8
Currently in Grades 9-11
Currently enrolled in CC or Grade 12
Currently in job market– military, transitioning adults, CC or Training Graduates
This is a long term strategy and building relationships all along the way is key.
“Line losses” at every step because of lack of qualifications, lack of diversity, background,
How do we make the supply chain more efficient?
Targeted Career Awareness and Career Navigation
Clear education pathways
Clear communication of requirements
For engineers and other positions that require a bachelor’s degree, students who will fill positions 6-10 years out
are already in High School

51. Education Requirements
HS Diploma, Bootcamp, Certificate,
AA or AAS Degree
Certificate
AA or AAS Degree
HS Diploma, Bootcamp, Certificate,
AA or AAS Degree
Back to the chart that we saw before, this will give you an idea of how the education requirements map to our demand for critical jobs
For the critical jobs, partnerships with high schools and community colleges are imperative.
Respondents were asked, “Do you believe high school and college students in your state are adequately prepared for energy careers?”
In % said they thought they were prepared
That’s up from 2013 when only 13.6% believe they are.
Bachelors or Masters Degree

52. Typical Community College Student
And here’s another fact – 62% of full time students are working and 73% of part time students are working so a two year degree really doesn’t exist.
The real question is what is the diversity population in programs that lead to our jobs?
Direct back to our hiring percentages.
From AACC Fast Facts, February 2016

53. Sources of Talent Build – Buy - Borrow Youth Military Adults
What is current percent of hires in each category?
Refer to five things
Build – Buy - Borrow

54. NEEN Schools in the NW Region

55. Essential Elements of Strategic Workforce Planning
11:50 – 12:00

56. Employer Metrics Value Measured by:
Lower overall recruiting costs and cycle time
Cost to hire
Time to hire
Higher pass rates on pre-employment screening
Pass rates on screening
Ability to select from a more qualified and diverse applicant pool
Percentage of diverse applicants / hires
Percentage of required credentials / hire
Supply
New hire “fit” and retention
Non retirement attrition
ROI Tool
What can you do to get to this value?

57. Back to the 5 Things Employers can do…
To provide Value
Make it easier 1
Signal 2
Partner Externally 3
Collaborate Internally 4
Provide Data and feedback 5
Lower overall recruiting costs and cycle time
Higher pass rates on pre-employment screening
Ability to select from a more qualified and diverse applicant pool
New hire “fit” and retention

58. Tour of the Training Center
Break for Lunch
and
Tour of the Training Center

59. Promising Practices

60. Building Partnerships –
Consortia and
Industry Discussions
3:00 – 3:45

61. CEWD members in more than 30 US states also participate in state energy workforce consortia
Consortia bring together energy companies, education partners, workforce systems and relevant governmental agencies in the state to tailor energy workforce solutions.
A key benefit is nationwide learning and access to best practices. In this way, CEWD is able to provide its members with a “smart grid” of talent development expertise
It’s all about collaboration, learning and leveraging

62. Supplemental Slides
3:00 – 3:45

63. CEWD Energy Competency Model Integrated with Common Employability Skills

64. Stackable Credentials8 7 6 5 4 3 2 1
Tier 6–8 Job Specific Credentials
Associate Degree/Accelerated Associate Degree
Boot Camp / Apprenticeship
Occupation-specific Certificate
Occupation-Specific Requirements
Occupation-Specific Technical
Occupation-Specific Knowledge Areas
Industry-Specific Technical
Industry-Wide Technical
Workplace Requirements
Academic Requirements
Personal Effectiveness
Tier 1–5 CEWD Foundation Bundle
Get into Energy – Math Certificate
EIF Certificate
NCRC Certificate
Tier 4–5 Industry Fundamentals
(EIF) Energy Industry Fundamentals Certificate
CEWD Core Technical Competences Certificate
Education:
The CEWD Competency Model detailing knowledge and skill sets for CEWD’s Key Jobs
The Energy Industry Curriculum Center, including Energy Industry Fundamentals
The Get Into Energy Career Pathways Model for Post Secondary Students
The National Energy Education Network of Educators, programs of study and best practices
Tier 1–3 Basic Training
Energy Industry Employability Skills Certificate
(NCRC) National Career Readiness Certificate or NCRC Plus
Energy Competency Tier Model for Skilled Technician Positions in Energy Efficiency, Energy Generation and Energy Transmission and Distribution