Our People, Our Culture: Our Strength

Human Capital Management

Our workforce is our greatest asset, enabling us to responsibly provide safe and reliable energy to our customers. Our goal is to attract, develop, and retain talented individuals with diverse skills and backgrounds, which we view as essential for driving innovation and high performance, and crucial to our success. As we look forward, we are committed to fostering a culture of inclusion and continuously reviewing our policies and practices to maintain our focus on recruiting, hiring, and developing a workforce that is equipped to succeed now and into the clean energy future.

Recruiting and Hiring

We stand out as an employer of choice, providing numerous career opportunities in a dynamic environment that emphasizes training, coaching, and support. In 2024, we welcomed 1,376 new employees, and in our most recent EEO-1 report, as of December 31, 2023, women represented 23.2% of our total workforce and people of color represented 53.6%, with ethnicity breaking down as follows: 46.4% White, 23.3% Black, 19.3% Hispanic, 9.8% Asian, and 1.2% other.

Our unionized workforce operates under three collective bargaining agreements, ensuring competitive wages, benefits, and advancement opportunities. We collaborate with our unions to foster a culture of safety and quality of life through joint labor-management committees and various initiatives.

We offer a robust tuition aid program, which provides employees with financial support to pursue further education and professional development. This investment in our workforce helps employees enhance their skills and advance their careers, and it contributes to both personal growth and our success.

Workforce Development

Our commitment to developing a strong talent pipeline is evident in our workforce development strategies. We attract and engage candidates through job fairs, social media, professional associations, military organizations, educational institutions, and state and local agencies. We also collaborate with community, nonprofit, and professional groups.

New York State’s CLCPA requires that at least 35% of New York State’s clean energy investments benefit disadvantaged communities identified by the State. We have expanded on New York State’s goal to manage our investments to enhance employment opportunities within economically disadvantaged communities. To support this goal, our Strategic Workforce Engagement Team has received additional resources and expanded responsibilities.

One of its key initiatives involves partnering with high schools, community colleges, and community groups to shape curricula that meet the needs of our existing infrastructure and the clean energy future. These graduates will be well equipped for in-demand jobs as we transition away from fossil fuels, build new infrastructure, and operate in innovative ways.

The Clean Energy Academy Mentoring Program launched in September 2024 and connected 23 participants with experienced professionals. Over 10 to 12 months, the program will cover mentor spotlights, breakout sessions, workshops, training, and hands-on experiences. Participants will receive guidance and networking opportunities. In partnership with Willdan Group, Inc, New York State Energy Research and Development Authority, and nonprofits such as WE ACT for Environmental Justice, Fortune Society, Green City Force, the program will cover subject areas that include clean energy; electric, gas, and steam operations; energy efficiency; and policy advocacy.

Hiring Veterans and Individuals with Disabilities

Veterans remain a vital part of our talent pipeline. In 2024, we hired approximately 80 veterans and current members of the National Guard and Reserve.

Our recruitment efforts are far reaching. We participated in 28 veteran job fairs. To reach veterans across the nation and market career opportunities to disabled veterans, we work with Veterans in Energy and the Veterans Administration.

We also continue to build our veteran pipeline through strategic partnerships with programs such as U.S. Army Soldier For Life at Joint Base McGuire–Dix–Lakehurst (New Jersey), Fort Drum (New York), and Camp Humphreys (South Korea); Fleet and Family Centers at Naval Submarine Base New London (Connecticut) and Naval Station Newport (Rhode Island); Airman 4 Life at Yokota Air Base (Japan); and organizations including the New York State Division of Military and Naval Affairs; the Wounded Warrior Project, and military reserve centers in the Tri-State area. Our active and growing employee resource group, Veterans of Con Edison, helps attract veterans to our team.

Employee Retention

Our employee retention remains strong, with a turnover rate of approximately 6.2% in 2024, of which 37% was due to retirements. Our retention is a testament to our comprehensive approach to employee engagement, inclusion, and development. By prioritizing these areas, we create a workplace where employees feel respected, supported, and motivated to stay.

Employee Development

We invest heavily in employee development by offering a range of training programs, mentorship opportunities, and career advancement pathways. Having access to continuous learning and professional growth empowers our employees to reach their full potential.

Through comprehensive leadership and professional development programs, we offer opportunities to develop key competencies and enhance professional skills. Our broad portfolio of career management resources includes internal and external training, career development workshops, and a robust online career management site. Our leadership curriculum enhances managers’ abilities to lead effectively and inclusively, solve problems creatively, and elevate team performance. In 2024, over 11,000 employees benefitted from the tools, assessments, and resources for professional growth these programs offered.

We promote a culture where employees are supported in navigating conflict. Our Conflict Management Team offers a safe space for advice and support by providing workshops and training to develop conflict competency among individuals, small groups, and teams. Conflict competency fosters understanding and maps potential resolutions based on respect, inclusion, and psychological safety.

Our Individual Development Plans (IDPs) promote rich development conversations and professional growth. For each plan, an employee collaborates with their manager to outline their development goals and action steps. Our key performance indicators aim for over 85% of employees with succession plans to have IDPs.

Early Career Development Programs

In 2024, our early career programs, Tools for Employees Advancing into Management (TEAM) and Leadership Education and Development (LEAD) supported employees transitioning into management roles within CECONY and O&R, respectively. These programs focus on cultivating advanced leadership capabilities, strategic thinking, and effective decision-making skills.

The TEAM program had 437 participants, while the LEAD program had 25 participants. In both programs, participants are paired with experienced mentors who provide guidance, support, and practical advice to help participants navigate new management responsibilities. Mentors are seasoned employees and play a crucial role in helping participants understand the complexities of leadership and in building their confidence in managerial roles.

By investing in these initiatives, we aim to build a strong pipeline of future leaders who are well equipped to drive our success and foster a culture of excellence.

Skills Training

Our workforce must have the right skills, knowledge, and capabilities to work safely and meet customer needs. To achieve this, we provide continuous state-of-the-art training and development in various areas, including electric, gas, steam, engineering, transmission, customer operations, and motor vehicle operation. The Learning Center (TLC) fosters a culture of unending improvement by focusing on safety, operational excellence, and the enhancement of our customer experience.

With safety as our top priority, TLC partners with operating organizations to strengthen their focus on a zero-harm culture and integrates operational excellence principles into these trainings. The curriculum includes Human Performance Improvement (HPI) tools, psychological safety, and cybersecurity awareness. In regular meetings with subject matter experts, TLC reviews training activities, policies, goals, career paths, and assessments. The Purposeful Field Visit (PFV) program enhances learning by using real events to identify training gaps and provide real-time feedback.

We are also leveraging technology to enhance curricula content and provide a richer, more interactive learning experience. Our portfolio now includes 93 digital tools.

In 2024, TLC was responsible for training 413 new entry-level utility workers to meet testing standards. During 2024, employees spent over 750,000 hours in instructor-led, leadership and skill-based training. Further, we maintain a career development and succession planning program that is committed to helping employees grow their careers, talents, skills and abilities.

Key Initiatives and Programs

Foundational Training

Training remains foundational to our strategy, because it helps create more fair and respectful environments for all employees. By offering a broad array of topics in our trainings, toolkits for conversations, and facilitated interactivity, we enhance the quality of learning and foster a culture in which the variety of employee talent and perspectives drives superior business results. In 2024, nearly 14,000 employees participated in voluntary Equal Employment Opportunity compliance training.

Recognizing the evolving work environment, we have proactively provided tools to help employees and leaders safely navigate these changes. Our programs “Leading a Culture of Psychological Safety” and “The Four Stages to Zero Harm” equip our workforce with essential skills to build and maintain a fair and respectful workplace. They also emphasize the importance of creating a safe and supportive environment where open communication and trust are paramount. By fostering such an atmosphere, we empower our employees to share their ideas and concerns freely and enhance collaboration and innovation.

Employee Resource Groups

Our commitment to celebrating the varied talents and perspectives of our workforce is evident in the growth of our Employee Resource Group (ERG) membership, which has more than doubled over the past five years. Over 5,600 employees, including almost 280 O&R employees, are now members of one or more ERGs. This represents a 14% increase in one year.

ERGs are essential in fostering a welcoming and supportive environment. These voluntary, employee-driven groups are open to all employees, and bring together individuals with shared characteristics, experiences and interests, and offer opportunities for networking, professional growth, and community involvement. ERGs enhance understanding and drive initiatives that align with our strategy. By making ERG participation available to all employees, we strengthen employees’ sense of belonging and advance our people and culture strategy.

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Our leaders play a pivotal role in visibly supporting our initiatives. Their commitment is demonstrated through open dialogues, mentorship, and advocacy for fair and equal access to opportunities for all employees. By actively participating in these employee programs, attending events, and championing fair policies, they set a powerful example for the entire organization, and foster a culture where every employee feels valued and empowered, creating a more engaged and committed workforce.

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