By the Numbers/Metrics
Tracking our progress holds us accountable.
Our goal is to make sure we’re not only on the right track, but keeping a proper pace.
Overview
Dominion Energy reports workforce representation numbers to comply with federal requirements. But our view of diversity extends beyond federal reporting categories, and we define success more broadly.
From 2016 through the end of 2020, we increased diverse representation companywide, at the leadership level, and at the executive level (our CEO’s direct reports are 71% diverse, for example). The company’s Board of Directors is 33% diverse — up from 20% in 2016. Across the enterprise, diverse hiring grew 13.4 percentage points, from 36.2% to 49.6%, from 2016 through 2020, and diverse representation grew 2.7 percentage points, from 31.9% to 34.6%, over the same period.
In 2020, we embraced a companywide goal: 1 percentage point growth per year in diverse representation with a goal of reaching 40% throughout our workforce by the end of 2026, subject to labor market availability. We achieved the 1% goal in 2020.
Some business decisions and developments can have unintended, collateral effects on workplace diversity. Changes over time might result from company policies and activities directly affecting our workforce, the effects of company mergers, acquisitions, and divestitures, as well as external factors such as demographic changes in the areas in which we operate.
Lloyd Eley, Manager – Generation Site Construction
Lloyd Eley had been with Dominion Energy for only a few years when he was given a huge responsibility: overseeing construction of the Coastal Virginia Offshore Wind Project — the first such project for the company, the first in federal waters, and the largest offshore wind farm in development on this side of the Atlantic Ocean. A graduate of Howard University and The George Washington University, Lloyd developed an interest in energy from his father, who retired after 28 years of service at an electric cooperative. “The best part about my job,” he says, “is being able to serve my community by providing clean power with a project that is both challenging and the first of its kind in the United States.”
Workforce Representation
Total Workforce Representation1
by Gender
Percent
Source: SAP
Total Workforce Representation
by Race/Ethnicity
Percent
| All Workforce |
2016 |
2020 |
Labor Market Availability5 (Local) | People Living in our Communities6 (24 Million People) |
|---|---|---|---|---|
| Asian | 1.9% | 2.1% | 2.5% | 4.5% |
| Black | 12.1% | 13.2% | 15.2% | 19.8% |
| Hispanic | 1.6% | 2.9% | 3.6% | 8.6% |
| Other3 | 2.0% | 1.7% | 1.4% | 3.7% |
| White | 82.4% | 79.5% | 77.3% | 63.4% |
| Undeclared4 | 0.0% | 0.6% | 0.0% | 0.0% |
| Women | 20.0% | 22.0% | 28.1% | 50.9% |
| Men | 80.0% | 78.0% | 71.9% | 49.1% |
|
Data as of 12/31 of specified year |
||||
| Managers & Supervisors | 2016 Headcount (1,719 Leaders) | 2020 Headcount (2,255 Leaders) | Labor Market Availability 5 (Local) | People Living in our Communities 6 (24 Million People) |
|---|---|---|---|---|
| Asian | 0.8% | 1.5% | 2.1% | 4.5% |
| Black | 7.2% | 9.2% | 12.7% | 19.8% |
| Hispanic | 1.6% | 2.0% | 2.2% | 8.6% |
| Other3 | 1.9% | 1.3% | 1.7% | 3.7% |
| White | 88.5% | 85.9% | 81.3% | 63.4% |
| Undeclared4 | 0.0% | 0.1% | 0.0% | 0.0% |
| Women | 14.3% | 15.6% | 30.8% | 50.9% |
| Men | 85.7% | 84.4% | 69.2% | 49.1% |
|
Data as of 12/31 of specified year |
||||
| Executives & Directors | 2016 Headcount (254 Leaders) | 2020 Headcount (321 Leaders) | Labor Market Availability 5 (National) | People Living in our Communities 6 (24 Million People) |
|---|---|---|---|---|
| Asian | 2.0% | 2.5% | 5.1% | 4.5% |
| Black | 5.1% | 9.0% | 6.1% | 19.8% |
| Hispanic | 0.0% | 0.3% | 6.7% | 8.6% |
| Other3 | 2.0% | 0.6% | 1.7% | 3.7% |
| White | 90.9% | 87.6% | 80.4% | 63.4% |
| Undeclared4 | 0.0% | 0.0% | 0.0% | 0.0% |
| Women | 22.0% | 27.7% | 33.4% | 50.9% |
| Men | 78.0% | 72.3% | 66.6% | 49.1% |
|
Data as of 12/31 of specified year |
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The Data
Since 2016, Dominion Energy has increased workforce representation in every diverse demographic category and, while we are proud of our efforts that led us to where we are today, we recognize we have more work to do.
As a large organization governed by Office of Federal Contract Compliance Programs (OFCCP) regulations, Dominion Energy is required to annually submit an EEO-1 Form. This year the company is publicly disclosing the EEO-1 data and reporting on our workforce demographics by race/ethnicity and gender.
WORKFORCE REPRESENTATION: What we are doing about it
Hiring
We recruit prospective employees from all walks of life to fill a variety of roles that our company offers. To do so, we employ a range of outreach efforts, and rely on a strong intern-to-employee pipeline that provides a rich source of top diverse talent.
Diverse Hiring9
Percent
Source: SAP
| Race | Gender | 2016 (849 Total) | 2020 (744 Total) | % Change (2016-2020) |
|---|---|---|---|---|
| Asian | Women | 1.4% | 1.6% | +0.2% |
| Men | 3.1% | 3.0% | -0.1% | |
| Black | Women | 3.8% | 6.3% | +2.5% |
| Men | 8.8% | 9.7% | +0.8% | |
| Hispanic | Women | 0.8% | 2.2% | +1.3% |
| Men | 2.9% | 4.3% | +1.4% | |
| Other3 | Women | 0.5% | 1.1% | +0.6% |
| Men | 1.3% | 2.1% | +0.8% | |
| White | Women | 13.6% | 17.7% | +4.1% |
| Men | 63.8% | 46.1% | -17.7% | |
| Undeclared4 | Women | 0.0% | 1.6% | +1.6% |
| Men | 0.0% | 4.3% | +4.3% | |
| Diverse Total | 36.2% | 49.5% | +13.4% | |
| Non-Diverse Total | 63.8% | 50.4% | -13.4% | |
|
Data as of 1/1 – 12/31 of specified year |
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The Data
Since 2016, we have increased diverse external hiring by 13.4 percentage points, to 49.6%. We have not only increased external diverse hiring in the aggregate; we have increased external hiring for almost every demographic group. Although not broken out in this data, the company also has a strong history of support for veterans. Hiring former and current military service members has been a top priority. Veterans are skilled leaders trained with a safety-first mindset and are rooted in core values similar to those of our company. Over the past five years, veterans have accounted for 19% of all new hires.
What’s next
As we continue to look at areas to improve, we’ve taken steps to review job descriptions for unconscious bias such as gendered titles or gender-coded words and to target sourcing strategies to increase awareness of our job opportunities among diverse communities. We continue to leverage our industry-leading Careers in Energy Diversity Student Conference and intern program to identify diverse talent for our future workforce pipeline and we are targeting our sourcing strategies to optimize diverse communities’ awareness of, and interest in, job opportunities across our various business segments.
In continued support of our veteran recruiting, the careers page on the Dominion Energy website features a Military Skills Translator, or MST. This tool allows transitioning service members and veterans to map their military occupations to Dominion Energy job postings. This makes it easier for them to navigate careers at the company and find positions that align with jobs they held in the military. The MST complements the direct connections and relationships Talent Acquisition employees build with prospective military and veteran candidates.
“With Nuclear Regulatory Commission approval of our license renewal applications, we will be operating our nuclear power stations into the second half of this century and continuing to provide the safe, reliable, carbon-free energy upon which our customers and our economy depend. To do that effectively we need to draw upon the broadest possible pool of talent and have a workforce that is broadly representative of the communities we serve — where every one of our colleagues is valued, respected, and energized by the important work we do.”
Promotions
We invest in our employees to help them develop and move up the career ladder. As we pursue improvements along our DE&I journey, we are taking steps to look at new ways to identify, train, and advance diverse talent.
| Promotions | 2016 (1,092 Total) | 2020 (2,061 Total) | % Change (2016-2020) | |
|---|---|---|---|---|
| Asian | 1.6% | 1.5% | -0.1% | |
| Black | 11.5% | 13.1% | +1.6% | |
| Hispanic | 2.0% | 3.2% | +1.2% | |
| Other3 | 1.9% | 1.9% | 0.0% | |
| White | 83.0% | 79.4% | -3.6% | |
| Undeclared4 | 0.0% | 0.9% | +0.9% | |
| Women | 19.3% | 18.6% | -0.7% | |
| Men | 80.7% | 81.4% | +0.7% | |
|
Data as of 12/31 of specified year |
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The Data
While we have significantly improved our promotion of Black employees in leadership ranks, our improvement in other areas has increased to a lesser degree, and promotion of Asians and women has decreased slightly since 2016.
What We’re Doing About It
To ensure that we continue to have a diverse leadership team, we are focusing more on identifying, preparing, and promoting women and minorities. To that end, we have developed a new internal HR software module to improve talent identification, management, and development across the company, rather than within specific business groups only. Leaders are encouraged to proactively create stretch projects, job rotations, temporary assignments, and mentoring opportunities to help develop skills and increase exposure for our underrepresented workforce. We routinely engage our ERG leaders to provide support and advise on key company initiatives, which offers them development and mentorship through exposure to executive leadership. And an executive-led directors’ rotation committee focuses on strategic rotation and recruitment of high-potential talent for director-level and certain manager-level leadership roles, with an emphasis on consideration of diverse representation.
Separations
Our company, like our industry generally, has a substantially lower employee turnover rate15 than other industries. Moreover, our company’s turnover rate has decreased by 2.1 percentage points since 2016 – from 7.7% to 5.6% in 2020. However, resignations across all demographics increased from 2016 through 2020, with the exception of Asian and Other3 employees. The highest resignation rate increase was among Black employees while the highest overall resignation rate was among Hispanic employees.
| Resignation Rates | 2016 (237 Total) | 2020 (402 Total) | % Change (2016-2020) |
|---|---|---|---|
| Asian | 4.0% | 3.9% | -0.1% |
| Black | 1.7% | 3.2% | +1.5% |
| Hispanic | 3.8% | 4.5% | +0.7% |
| Other3 | 3.1% | 2.7% | -0.4% |
| White | 1.5% | 2.0% | +0.5% |
| Undeclared4 | 0.0% | 9.2% | +9.2% |
| Women | 2.1% | 2.9% | +0.8% |
| Men | 1.5% | 2.2% | +0.6% |
| TOTAL | 1.6% | 2.3% | +0.7% |
|
Data as of 1/1 - 12/31 of specified year |
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The Data
The turnover rate among female and minority employees is higher than the rate for the workforce as a whole. The resignation rate has increased for all employees since 2016. However, the resignation rate for Blacks has increased 1.5 percentage points while the rate for women has increased 0.8 percentage points and for Hispanics by 0.7 percentage points. Among diverse employees who resign, those with less than five years’ length of service with the company make up a disproportionate share.
What We’re Doing About It
As reported in various news sources, in 2020 many women nationwide left the workforce. We saw a slight increase in resignations in our workforce during the pandemic as well. To improve in that area, we are revamping our exit survey process to gain a deeper understanding of why employees leave. We are mining focus groups and conducting “stay” interviews for additional insights that we can translate into action. And we are adding benefits, such as increased remote-work flexibility, to accommodate employee expectations for work/life balance.