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2011 Key Performance Indicators—Labor Practices and Decent Work

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Labor Practices and Decent Work
GRI Indicator Indicator Title 2007 2008 2009 2010 2011 2011 Goal 2012 Goal
Aspect: Employment
LA1 Total workforce by employment type, employment contract, and region 3,734 3,850 4,136 4,289 4,299 4,261 4,421
  Full-Time 3,408 3,536 3,815 3,968 3,966
  Part-Time 326 314 321 321 333
  Permanent 3,731 3,845 4,136 4,279 4,297
  Temporary 277 355 513 628 2
  Permanent Full-Time 3,572 3,682 3,969 4,127 4,141
  Permanent Part-Time 162 168 167 162 158
LA2 Total number of employee turnover 267 223 186 245 277
LA2 Total rate of employee turnover 7.2% 5.8% 4.5% 5.7% 6.4% <6.5% <6.5%
  Male terms 159 141 113 134 172
  Female terms 108 82 73 111 105
  Male term rate 4.3% 3.7% 2.7% 3.1% 4.0%
  Female term rate 2.9% 2.1% 1.8% 2.6% 2.4%
  Age <30 terms 35 30 21 26 26
  Age 30-50 terms 97 86 69 82 93
  Age 50+ terms 135 107 96 137 158
  Age <30 term rate 0.9% 0.8% 0.5% 0.6% 0.6%
  Age 30-50 term rate 2.6% 2.2% 1.7% 1.9% 2.2%
  Age 50+ term rate 3.6% 2.8% 2.3% 3.2% 3.7%
Aspect: Labor/Management Relations
LA4 Percentage of employees covered by collective bargaining agreements 7.1% 7.1% 6.7% 6.8% 6.5% N/A N/A
LA5 Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements The collective bargaining agreement (CBA) does not spell out minimum notice periods for significant operational changes. The operations are generally stable and the CBA very mature (44 years) without requiring such language. Minimum notification is in the CBA regarding renewing or terminating the agreement itself. If we encounter a major operational change, we would notify the union and enter into impact bargaining related to the changes. No change expected No change expected
Aspect: Occupational Health and Safety
LA6 Percentage of total workforce represented in formal joint management-worker health and safety committees The Directorate Safety and Operations Councils (DSOCs) (formerly the Directorate Zero Accident Councils) provide an open forum for employees and managers to raise and resolve safety and operational challenges. The goal of the DSOCs is to improve performance through communications, staff/management interactions, and increased awareness. Senior management is engaged via the Laboratory Safety and Operations Council (LSOC) where DSOC representatives, Voluntary Protection Program Steering Committee representatives, and senior management meet to evaluate lab wide issues and strategic resolution. Roughly 3% of employees are directly involved in health and safety committees (via the DSOCs). These Employee Group Representatives represent every major organization within PNNL. The representatives are tasked with bringing issues forward to the DSOC for consideration or resolution and communicating activities back to the staff population. We are working to increase awareness of the DSOC and other avenues that employees can use to communicate health and safety concerns. N/A N/A
LA7 Rates of injury, occupational diseases, lost days, absenteeism, and total number of work-related fatalities by region
  Illness Case Rate 0.31 0.23 0.10 0.02 0.02 N/A N/A
  Injury Case Rate 0.57 0.73 0.76 0.75 0.47 N/A N/A
  Days Away From Work Rate 8.1 10.8 6.9 4.1 2.7 N/A N/A
  Number of fatalities 0 0 0 0 0 0 0
  Total Recordable Case Rate (TRCR) 0.68 0.87 0.79 0.77 0.49 0.65 0.65
  Day Away Restricted or Transferred (DART) 0.31 0.34 0.29 0.24 0.21 0.25 0.25
LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases The Battelle Employee Assistance Program (EAP) offers a wide array of free confidential consultation services to help staff and their family members resolve any personal concern. To make services as accessible as possible, PNNL offers up to six in-person counseling sessions with network providers across the country, but and also offers counseling onsite with a Licensed Mental Health Counselor. The EAP can help staff with stress, emotional concerns, relationship issues and substance abuse, among many others. Beyond the EAP, many prevention and treatment services are provided through staff medical plans. (see

The PNNL Wellness Program focuses on building and maintaining a healthy workforce by: offering programs and services that emphasize awareness, prevention and positive health changes; fostering an environment supportive of healthy lifestyle choices; and providing knowledge and skills to improve and maintain health to enhance work performance. For example, the program sponsors an annual Wellness Challenge open to all employees, where participants earn points by engaging in fitness and health activities. In FY11, 804 staff participated in the program.
Note: Community members are covered by the Health Department and other local service providers.

No change expected No change expected
  Program Recipients Education/Training Counseling Prevention/Risk Control Treatment
  Workers Y Y Y Y
  Workers' families Y Y Y Y
  Community members N N N N
Aspect: Training and Education
LA10 Average hours of training per year per employee by employee category            
  Salaried 17 17 16 12 13 N/A N/A
  Hourly 12 13 12 9 22 N/A N/A
  Bargaining unit 378 46 48 41 33 N/A N/A
LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings 101 participants 170 participants 161 participants 156 participants 279 participants
Advanced Leadership Program (ALP)

individual staff members and the institution. With this in mind, it has developed ALP. The goals of the ALP are to:

  • Create a robust leadership pipeline
  • Align leadership with future needs of the Lab
  • Recognize highly valued and prepared leaders who both deliver organizational results and enable the success of their staff
  • Strengthen leadership performance across the Lab
  • he ALP uses a case management approach to development and each participant is assigned a development coordinator who actively manages their program activities. These activities include a broad range of learning and experiences to enhance the growth of each participant. Potential participants are nominated by a member of PNNL's Executive Committee and asked to apply for the program.

    The Management Skills Development Program (MSDP)is part of an overall strategy for achieving PNNL’s vision of developing outstanding managers and leaders. We believe well-prepared managers can more effectively enable staff to achieve individual and organizational goals. The MSDP is a three-year program designed to enhance the participant’s knowledge, skills, and abilities to manage, develop and lead staff. The program is designed to build each participant’s personal effectiveness while they gain skill in leading others and leading their groups. The curriculum moves from building foundational knowledge to learning new skills and tools to practical application at work.

    The Scientist and Engineer Development Program (SEDP) is part of an overall strategy for achieving PNNL’s vision of developing outstanding scientists and engineers. The SEDP is a two-year program designed to enhance the participant’s future development by providing opportunities for networking across all Laboratory research areas and receiving support from senior staff through a mentoring program. SEDP draws from members of all PNNL's research directorates in order to assure maximum exposure to a broad range of technical areas within the Laboratory.

    The Project Manager Development Program aims to enhance PNNL’s ability to effectively and efficiently conduct research and development through highly skilled project managers. PMDP is a two-year pilot program that addresses project manager competency development in several areas, including: communicating, leading, managing, cognitive ability, and effectiveness.

    The Emerging Leader Program (ELP) targets staff and high-level individual contributors who have been in leadership positions approximately 5-15 years and have exhibited the potential to take on larger responsibilities. The intent of this two-year pilot program is to develop mid-level managers for larger leadership responsibilities and enhance their impact on organizational effectiveness.

LA12 Percentage of employees receiving regular performance and career development reviews 100% 96.1% received formal review based on audit 100% 100% of eligible staff 100% of eligible staff
Aspect: Diversity and Equal Opportunity
LA13 Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity           N/A N/A
  Composition of governance body
  # of Employees 16 10 10 10 10    
  % male 69% 70% 60% 60% 70%    
  % female 31% 30% 40% 30% 30%    
  Age 30-50 25% 30% 40% 40% 30%    
  Age 50+ 75% 70% 60% 60% 70%    
  White 94% 90% 90% 90% 90%    
  Hispanic/Latino 6% 10% 10% 10% 10%    
  Composition of workforce as a whole
  Ethnicity as % of total headcount              
  American Indian/Alaska Native 1% 1% 1% 1% 1%    
  Asian 7% 7% 8% 9% 10%    
  Black/African American 1% 1% 1% 1% 1%    
  Hispanic/Latino 4% 5% 5% 4% 5%    
  Native Hawaiian/Oth Pac Island 0% 0% 0% 0% 0%    
  Not Specified 0% 0% 0% 1% 0%    
  White 87% 86% 86% 84% 83%    
  2 or more     0.1% 0% 0%;    
  Gender as % of total headcount              
  % male 62% 61% 62% 62% 62%    
  % female 38% 39% 38% 38% 38%    
  Age group as % of total headcount              
  Age <30 11% 13% 15% 15% 14%    
  Age 30-50 51% 50% 48% 51% 52%    
  Age 50+ 38% 38% 37% 34%td> 34%td>    
LA14 Ratio of basic salary of men to women by employee category Once a year we conduct a pay equity analysis by job category and organization. If an area of concern is identified, our human resources unit will work with group managers to review the situation and address any concerns around pay inequity. We do not disclose specific pay ratios by gender and job category due to the sensitve nature of this information. Please contact PNNL Human Resources for more specific information. N/A N/A
LA6 — Data reported in 2010 (100% representation) was revised. While all employees have group representation on a committee, because an employee survey revealed that not all employees are aware of the committees, we determined it would be more accurate to specify the percentage of employees that directly participate in the committees.
LA12 — While a formal audit was not completed in 2011, 100% of staff received a rating in 2011 in PNNL's ePerformance system, which tracks performance review completion rates. Prior to the adoption of ePerformance and the 2010 audit, we were unable to verify what percentage of staff received an annual performance review, so we assume 100% of eligible staff received their review in 2007-2009 based on Laboratory policy./td>

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