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At Dominion Energy, actions speak louder. We don’t just make promises, we keep them — and then document how we performed, so there is never any doubt.

Performance Against Sustainability Commitments

Our Company

Values, Ethics, & Compliance

2019 & Beyond Commitments 2019 Performance Description
To continue to reinforce the importance of ethics, employees will complete annual training in ethics and compliance. In addition, employees will certify annually that any potential compliance items have been reported or are already being addressed. Achieved The annual code of ethics and business conduct training was completed by 99 percent of employees. The voluntary annual compliance survey was completed by 70 percent of employees.
We will continue to promote and enforce our ethics and compliance program consistently throughout the organization. Achieved The ethics and compliance program and ethical culture was reinforced in new employee orientation, new leader and existing leadership development programs and through an enterprise-wide Ethics and Compliance week communications campaign. The Ethics and Compliance Program utilizes an independently-administered compliance line available to all employees 24/7 for reporting concerns by phone or electronically, and anonymously if preferred. The Program also maintains and advertises an email address and staff contact information to assist employees in obtaining guidance and resolving questions regarding ethical and compliance issues.

Governance and Risk Oversight

2019 & Beyond Commitments 2019 Performance Description
Engagement with Directors on ESG matters will continue at each regularly scheduled Board of Directors meeting. Achieved The Board of Directors discussed safety, environmental compliance and staffing diversity at each of its regularly scheduled meetings in 2019.

The Sustainability and Corporate Responsibility (SCR) Committee had its first full year in 2019, meeting three times with each agenda devoted to primarily Environmental, Social and Governance (ESG) matters.
We will continue to improve our communication transparency on ESG matters with all company stakeholders. Achieved We continued to make our ESG and sustainability communication even more transparent in 2019.  In our 2018 Sustainability and Corporate Responsibility Report (published October 2019), we mapped the company’s ESG disclosures to Sustainability Accounting Standards Board (SASB) reporting standards for the first time, and we continued to map disclosures to the Global Reporting Initiative (GRI) and UN Sustainable Development Goals (SDGs).  Dominion Energy is currently one of the only companies in the utility industry to map sustainability disclosures to three global frameworks.

We also kicked off the process to guide the company’s next sustainability priority issue assessment, which will inform the sustainability topics we include in our next Sustainability and Corporate Responsibility Report. The priority issue assessment involves outreach to Dominion Energy’s external and internal stakeholders and helps the company determine what sustainability topics matter most to customers, employees, communities, investors, suppliers and other stakeholders.
We will continue to enhance Board oversight of environmental sustainability and social responsibility matters. Achieved The Sustainability and Corporate Responsibility (SCR) Committee had its first full year in 2019, meeting three times with its meeting agenda devoted primarily to ESG matters.  The meetings included reports on the company’s charitable contributions and community service program, environmental justice, ESG risk assessment, updates on carbon and methane emission targets, and other ESG related matters. 

During 2019, the full Board discussed innovation, technology and sustainability initiatives across the company, including offshore wind generation, renewable natural gas (RNG) projects, an electric school bus pilot project and a company-wide workplace sustainability program, among other items.

The Chief Environmental Officer and Chief Innovation Officer also provided reports to the full Board in 2019.

The SCR Committee reviewed the SCR Report and received updates on the company’s performance against its commitments.
We will continue to deploy cybersecurity systems using a defense-in-depth approach, continuously strengthening our posture to identify and prevent external attacks as well as insider threats. We will revise the cybersecurity strategic plan at least annually, and will provide status updates and performance metrics to the Board of Directors and senior leadership. We will educate employees about cybersecurity threats through security-awareness training and test them regularly. We will conduct vulnerability scans and penetration tests to find weak points in our defenses. We will take part in cybersecurity drills and simulations to make us better at responding to cybersecurity threats and events. We will validate recovery procedures and system resiliency to ensure we can return critical systems to normal operating levels in a timely manner. Achieved The cybersecurity strategic plan was revised, with status updates provided to the Board of Directors and senior leadership.

Dominion Energy personnel were required to complete security awareness training, with periodic testing performed to educate and measure program effectiveness. Personnel were also educated about cybersecurity risks via routine awareness articles, highlighting compromise techniques and real-world examples of attackers targeting industries and companies like ours. Vulnerability assessments and penetration tests were performed as planned, with gaps identified and remediation strategies developed and implemented to reduce risk.  Finally, Dominion Energy participated in GridEx (NERC’s Grid Security Exercise), where the company demonstrated how it would respond to and recover from simulated coordinated cyber and physical security threats and incidents, strengthen their crisis communications relationships and provide input for lessons learned.

Clean Energy


2019 & Beyond Commitments 2019 Performance Description
We will double the number of crowdsourced business and technical solutions in 2019 (compared to prior year); expand the company’s Innovation Accelerator program from the pilot program in one organization to all business units; collaborate with university faculty and students in the states where we operate; and deploy technologies such as data analytics, edge devices and mixed reality. We plan to substantially increase the number of pitch sessions across the company, where employees can present their ideas to broader audiences and gain exposure to bring ideas through the implementation stage. Dominion Energy is committed to seeking out disruptions to our industry and partnering with start-ups to infuse energy into our employees and business processes.

Through innovation, we intend to grow the business and enhance performance. Our philosophy for success is that innovation is not a department, it is a culture. To bolster our innovation culture and capabilities in 2020 we will focus on deployment of the tools, skills, mindsets and processes necessary to embed and scale innovation. This effort will allow our employees to rapidly detect, define, develop and deliver innovative solutions that delight customers, grow the business and achieve new heights of excellence within core operations.  
Achieved We established an innovation methodology to help employees develop ideas and convert them into valuable innovations. This included the deployment of innovation tools to unlock the value of employee ideas and accelerate idea acceptance via rapid prototyping. The innovation team completed 37 crowdsourcing challenges in 2019, more than doubling the 16 challenges from 2018. In addition, the Innovation Accelerator program expanded to all business units and currently includes over 200 employees. The innovation team sponsored graduate and undergraduate students in the creation of new product and services proposals in the areas of e-mobility and the internet of things.

Through our corporate partnership at Plug and Play and through other forums, we sourced startup interactions.  We launched Spark Tank, a company-wide innovation effort that attracted over 600 employee ideas and resulted in seven local pitch sessions from 75 different teams.

Data analytics solutions were deployed across multiple business segments to drive business decisions based on data as opposed to intuition. The solutions resulted in $1.4 million in avoided costs and annual recurring cost savings of $100,000. Process efficiencies and automation of manual tasks were achieved using 25 bots, resulting in the automation of 24,000 hours of work annually. An augmented reality based mobile app was deployed in the training department at Surry Nuclear Power Station. The app transformed the traditional paper based, instructor led training to a fully engaging experience with higher knowledge retention and improvement of accuracy and speed.

Investing in Infrastructure

2019 & Beyond Commitments 2019 Performance Description
We will continue construction of the Atlantic Coast Pipeline to provide reliable natural gas to the region and pursue license extensions for our carbon-free nuclear fleet. Not Applicable

In Progress and On Track
Dominion Energy along with its partner, Duke Energy, cancelled the development of the Atlantic Coast Pipleline due to continued legal and regulatory uncertainty.

Clean Energy, Diversity, and Security – Virginia

2019 & Beyond Commitments 2019 Performance Description
Dominion Energy commits to having 3,000 megawatts of new solar and wind in Virginia under development or in operation by 2022.  Further, Dominion Energy commits to completing the 12-megawatt Coastal Virginia Offshore Wind (CVOW) pilot project off the coast of Virginia, which is expected to be operational by the end of 2020.  Achieved As of December 2019, Dominion Energy had 1,506 MW of new solar and onshore wind in operation or under development in the Commonwealth of Virginia since July 2018. As of August 1, 2020, the company exceeded the commitment by achieving 3,287 MW in operation or under development in Virginia. 

We are on track with CVOW. The pilot project had onshore work, fabrication and permits progressed in 2019 to support the in-service date. As of August 31, 2020, the pilot project has achieved mechanical completion and is expected to reach commercial operation in Q4 2020.
With successful completion and operation of the CVOW pilot and public policy support in Virginia, Dominion Energy commits to the development of over 2,500 megawatts of commercial offshore wind production by 2026. In Progress and On Track We filed interconnect with PJM for over 2,600 MW in September 2019 and have taken other actions to keep the project on track.
Dominion Energy is seeking Virginia State Corporation Commission concurrence with our vision for distribution grid transformation, including the deployment of 2.1 million smart meters to streamline integration of renewables while ensuring safe, secure and reliable service to customers. In Progress and On Track We deployed approximately 50,000 smart meters in 2019, bringing total smart meters deployed to roughly 485,000. The company also executed contracts with suppliers to support deployment of an additional 1 million smart meters in Phase 1B of the Grid Transformation Plan.
The self-healing and grid-hardening activities in the company’s proposed Grid Transformation Plan will reduce outages by 25 percent over the next 10 years. In Progress and On Track For Phase 1B of the Grid Transformation Plan, the company has completed project scoping for the first 23 self-healing grid feeders that will install more than 200 devices and improve service by 24 percent for more than 88,000 customers. Also, the company has completed project scoping for hardening work on the first 11 feeders that will improve service by 27 percent for more than 24,000 customers.


Cleaner Air

2019 & Beyond Commitments 2019 Performance Description
Carbon emissions reduction from electric generation of 55 percent by 2030 compared to 2005 levels.

Carbon emissions reduction from electric generation of 80 percent by 2050 compared to 2005 levels.
In Progress and On Track Since 2005 we have lowered carbon emissions by 57 percent.
Carbon intensity reduction from electric generation of 60 percent by 2030 compared to 2000 levels.* Not Applicable *We are managing our operations to achieve our net zero commitment, which focuses on mass emissions. However, we find value in the intensity targets and will continue to periodically report intensity updates.
Methane Reductions: Dominion Energy Ohio and Dominion Energy West Virginia have implemented a pipeline replacement program for main and service lines, committing to replace unprotected steel and cast-iron pipes at a level that meets or exceeds the EPA Natural Gas STAR Methane Challenge Program. In Progress and On Track Dominion Energy Ohio (DEO) 2019 PIR replacement miles = 183

Dominion Energy West Virginia (DEWV) 2019 PREP replacement – Estimated miles = 13
By 2030, achieve over 3 billion miles driven by electric transportation in Virginia, resulting in the avoidance of 1 million tons of carbon emissions. In Progress and On Track There are approximately 13,300 electric vehicles (EVs) registered in the company’s Virginia service territory (as of 6/30/2019) and roughly 169,000 EVs projected in the company’s Virginia service territory by 2030. We requested regulatory approval of two customer-facing programs to support and encourage EV adoption and announced the nation’s largest electric school bus initiative.
25 percent of light-duty fleet converted to electric or plug-in hybrid by 2025. In Progress and On Track In 2019 we integrated an additional 24 electric and plug-in hybrid vehicles in our Dominion Energy Virginia fleet and commissioned 33 dual workplace chargers. In addition, we established a goal to replace an average of approximately 100 vehicles per budget year (2020-2025) to achieve 25 percent conversion by 2025.
The company commits to reduce methane intensity from its natural gas business by 50 percent by 2030 (from 2010 baseline).* Not Applicable *We are managing our operations to achieve our net zero commitment, which focuses on mass emissions. However, we find value in the intensity targets and will continue to periodically report intensity updates.
The company intends to reduce methane emissions from its natural gas business by 50 percent by 2030 compared to 2010. In Progress and On Track Since 2010 we have lowered methane emissions by 25 percent.
In our natural gas transmission businesses:
  • We will reduce or eliminate venting during planned maintenance and inspection.
  • We will replace targeted infrastructure and equipment with new, lower-emission equipment.
  • We will expand leak detection and repair programs
Achieved Methane reduction programs were implemented across all our gas infrastructure businesses in 2019 and focused on reducing maintenance venting, replacing equipment and the implementation of a voluntary LDAR (Leak Detection and Repair) program. The installations of engine blowdown recovery systems on 23 units at DETI resulted in a reduction of 117 MMCF. The voluntary LDAR program resulted in over 67 MMCF of gas savings across the gas transmission companies.
In our natural gas distribution businesses:
  • Beginning in 2019, we are voluntarily going beyond the regulatory requirements in Ohio to increase annual inspections and maintenance from 20 percent to 33 percent of our gas-regulator stations to identify leaks and help avoid methane emissions.
  • Beginning in 2019, we have invested in large-diameter stopping equipment, which expanded our ability to reduce the amount of gas blowdown on large-diameter construction projects, which will reduce methane emissions.
  • The company has committed to test and pilot new technology to reduce natural gas loss during inline pipe inspections.
Achieved In 2019 we met our objectives to go beyond required inspections in order to reduce methane emissions.  Using the tools of direct inspection and LDAR we identified and repaired leaks, resulting in methane savings of 5 MMCF.

The large-diameter stopping equipment was received and put into service during 2019. The equipment was used on three large construction projects, saving 21 MMCF.

The technology was implemented during 2019; the units, called ZEVAC, were used 192 times to reduce gas loss during pigging operations. The process saved 1 MMCF of gas from entering the atmosphere.
Beginning in 2019, Wexpro is lowering BTU output of all production burners to match current demand and will also perform a stack test with instrumentation to ensure complete combustion at optimal levels. In Progress and On Track All Wexpro-operated production unit burners, as well as tank burners, were lowered in BTU output to better match the demand of the declined production. They are currently in the process of being stack-tested via an analyzer to further optimize and ensure complete combustion.

Clean Water

2019 & Beyond Commitments 2019 Performance Description
Our business plans will result in a 50 percent reduction from 2000 levels in freshwater withdrawn per MW to generate electricity by 2030. In Progress and On Track We are on track to meet the commitment of a 50 percent reduction in water intensity from 2000 levels by 2030. Efficiency improvements at stations and increased water recycling/reuse help contribute to our water intensity reductions.
The new produced water treatment system installed in 2018 at the Canyon Creek Unit Produced Water Evaporation Facility will allow an estimated 21 million gallons of water to be reused over the next five years. In Progress and On Track Water Treatment system installed in 2019. Working with vendor to resolve start up issues to improve reliability. The system remains viable to achieve original objectives.
We will continue to proactively replace oil-filled electrical equipment to mitigate the risk of an oil release to the environment. In Progress and On Track Equipment replacement effort is still ongoing.
We will implement measures to keep soils out of waterways by going above and beyond regulatory requirements during the construction of the Atlantic Coast Pipeline. A few examples include:
  • More environmental inspectors and more frequent and rigorous inspections during rainstorms to make sure storm water protections are preventing runoff.
  • Stronger protections for sensitive streams, including increased distances for equipment refueling and additional controls to capture more sediment.
  • The strongest protections for steep-slope construction ever used by the industry, specifically designed to stabilize soils and protect ridgelines in mountainous areas.
Not Applicable Dominion Energy along with its partner, Duke Energy, cancelled the development of the Atlantic Coast Pipeline due to continued legal and regulatory uncertainty.

Reducing Waste

2019 & Beyond Commitments 2019 Performance Description
We will continue our zero-landfill policy by recycling IT equipment that we no longer use. Achieved In 2019 all assets were disposed of in an environmentally-friendly manner resulting in zero-landfill.
We will increase the amount of waste recycled. Achieved We successfully launched new single stream recycling programs at over 10 new locations (primarily in Utah and Wyoming) and expanded our communication around existing sites with single stream. We also started new recycling programs, including recycling Flavia coffee packets, markers and pens. We also emphasized battery recycling at our locations.
We intend to divert 50,000 pounds of food waste from landfills through our organic recycling programs in 2019. Achieved We diverted 68,778 pounds of food waste in 2019.

Habitat and Wildlife Protection

2019 & Beyond Commitments 2019 Performance Description
We will continue to implement new design standards that include increased spacing on distribution lines for avian protection, animal guards on exposed equipment and other deterrents to animals coming near equipment. Achieved Our efforts to protect birds and other animals on our distribution lines and other equipment are ongoing.
We commit to establish over 500 acres of pollinator habitat by 2020 and to pilot habitat plots on solar-farm sites.* In Progress In 2018 and 2019 we planted approximately 51 acres of pollinator habitat at power stations and began managing an additional 99 acres at Bath County as pollinator habitat. In 2019 we initiated planning and procurement for a planned 10 acre pilot project at the Chestnut Solar facility in North Carolina.  The project is currently in permitting and procurement and will be implemented in 2020.

*This commitment was based on our expectation of developing 450 acres of pollinator habitat on the Atlantic Coast Pipeline. With the recent decision to cancel the project, we have reduced this 2019 commitment to 50 acres. However, we have continued to evaluate new areas for development of pollinator habitats and are setting a new 350 acre commitment discussed in further detail in our 2020 & Beyond Commitments.
To protect birds near our gas-produced water evaporation ponds, we use netting or bird deterrents and will continue to implement these systems as new facilities are constructed in 2019. Achieved We are fully committed to caring for the welfare of ducks and other waterfowl and to staying compliant with all state and federal agency regulations. Where possible, ponds are netted, and when netting is not feasible, bird deterrent devices such as BirdAvert Systems and noise deterrent devices are utilized. We are continually looking at ways to lower bird incidents. We will continue to work with the state and U.S. Fish and Wildlife services to expeditiously implement additional measures to better protect wildlife.

Serving Customers and Communities

Energy Reliability and Affordability

2019 & Beyond Commitments 2019 Performance Description
To ensure reliability, we plan to rebuild 90 miles of electric transmission line in 2019 and 90 miles in 2020. Achieved We rebuilt 180 miles of electric transmission line in 2019.
We will continue to enhance reliability and resiliency by converting approximately 260 miles of the most outage-prone overhead distribution tap lines to underground in 2019 and again in 2020. In Progress and On Track We converted 247 miles in 2019.
In 2019 we will inspect 25 percent of company electric equipment housed in customer-owned vaults to ensure it is working properly. In 2020 we will inspect the remaining percentage. In Progress and On Track We are on target to complete inspections by the end of 2020. The 2019 inspections were deferred to 2020.
We will perform line inspections on 2,500 miles of distribution main feeders, focusing on the reliability and safe operation of this equipment. Achieved In 2019 we inspected more than 2,600 miles of distribution main feeders.
Our Western-state operations in Utah, Wyoming and Idaho will continue to replace high-priority natural gas infrastructure. This includes high-pressure mains, distribution mains and service lines. Achieved In 2019 Dominion Energy Utah (DEU), as part of its Infrastructure Replacement Program, replaced over 72,000 linear feet of large diameter high-pressure main and almost 33,000 linear feet of large diameter intermediate high-pressure belt main. Additionally, DEU replaced approximately 246,000 linear feet of its intermediate high-pressure distribution system and replaced just over 1,900 service lines.
In our natural gas distribution systems in West Virginia and Ohio, we will continue to implement our pipeline replacement programs to maintain reliability and reduce methane emissions. Achieved Dominion Energy Ohio (DEO) 2019 PIR replacement – Estimated mileage = 183

Dominion Energy West Virginia (DEWV) 2019 PREP replacement – Estimated Mileage = 13
In 2019, we will invest $5.4 million to help families with electric energy bills, will conduct 460 strategic outreach events and will allocate $6 million for weatherization efforts. In 2020, we will invest $7.85 million to help families with electric energy bills, will conduct strategic outreach events and will allocate $10.4 million for weatherization efforts. In Progress and On Track In 2019, we invested $6.25 million to help families with electric energy bills, conducted 418 strategic outreach events and allocated $6.27 million for EnergyShare weatherization efforts.
We will achieve a 50 percent increase in savings of natural gas through energy efficiency programs by 2025. In Progress and On Track We had a successful year in savings of natural gas through energy efficiency in 2019. We are on pace to achieve a 50 percent increase through our energy efficiency programs by 2025.
Through our ThermWise program, we expect to increase savings from natural gas energy efficiency by 5 percent in 2019 compared to 2018. Achieved The ThermWise program met the 2019 goal to increase natural gas savings by 5 percent in comparison to 2018.

Engaging Communities

2019 & Beyond Commitments 2019 Performance Description
We will continue to work with stakeholders and Native American tribes to improve the way we engage with our neighbors. We also will continue to work closely with landowners to reasonably minimize impact to their property as we expand and modernize electric and gas infrastructure. We will further refine our engagement processes, and continue working with landowners to reach mutually acceptable agreements. Achieved External affairs hired full-time tribal liaison in 2019. Our Environmental Services team hired new Environmental Justice consultant who is responsible for supporting project-related tribal consultation. The company is implementing its Environmental Justice Policy.


2019 & Beyond Commitments 2019 Performance Description
In workplace safety, we will maintain and enhance our programs designed to maintain zero work-related fatalities and to lead the industry in eliminating serious injuries. We aim to demonstrate that commitment by achieving and maintaining first-quartile performance in the Southeastern Electric Exchange (SEE) peer utility benchmark, and we strive to achieve first-quartile performance compared to American Gas Association (AGA) companies of similar size and category. Achieved In 2019 we achieved first-quartile performance in SEE at year end. The gas side of the business made efforts to achieve first-quartile performance. Five of the eight Dominion Energy gas business units reporting through the AGA achieved first-quartile performance compared to peer companies of like size and type (based on 2018 data).
Dominion Energy pipelines have partnered with the industry to improve response times. To support this initiative, we have committed to install an additional 250 remote-controlled or automated valves across the Dominion Energy footprint by 2020. In Progress and On Track DE completed the installation of 51 remote-controlled / automated valves compared to a goal of 38 in 2019. A total of 242 RCVs have been completed across the company, and we remain on target to meet the 2020 goal.
We expect to increase the number of storage wells logged to more than 87 percent in 2019 and 90 percent in 2020. Achieved We achieved 88 percent as of year-end 2019.
By the end of 2019, we will inspect 125,000 wood poles to ensure they meet Dominion Energy’s safe design standards.

Beyond 2019, we will inspect one-twelfth of our wood poles to ensure they meet Dominion Energy’s safe design standards. (Poles are inspected on a 12-year cycle.)
Achieved By the end of 2019 we inspected more than 154,000 wood poles.
We will inspect approximately 20,000 padmount transformers each year in 2019 and 2020 to ensure they meet the company’s safety and operational standards. Achieved In 2019 we inspected more than 22,000 padmount transformers.
Our gas distribution operations have implemented damage prevention programs to lower third-party damage rates and reduce methane emissions. Ongoing evaluation and implementation of additional prevention programs will continue. Achieved Several new programs were initiated in 2019 including the Gold Shovel Standard and the Locate Ticket Risk Model. Both programs, along with other efforts, will be developed further in 2020.

Community Development

2019 & Beyond Commitments 2019 Performance Description
In support of our partnerships with small, local and diverse businesses, we will conduct matchmaking events, pairing local businesses with our own employees to discuss upcoming opportunities. We will continue to cultivate and expand relationships with local businesses and advocacy organizations to encourage economic growth in our communities.

We will also enable opportunities for small, local and diverse businesses and increase spending with these organizations by:
  • Improving procedures to drive additional inclusion of small, local and diverse businesses in the procurement process.
  • Participating in and facilitating events to pair small, local and diverse businesses with Dominion Energy.
  • Continuing to develop our relationships with advocacy organizations and community partners to best enable opportunities for small, local and diverse businesses.
Achieved Through our partnership with 21 advocacy organizations we have attended over 40 events across our service territory focused on enabling opportunities for small, local, and diverse businesses. For example, we attended the annual Ohio River Valley Women’s Business Council Catch the Wave conference that provided networking and training opportunities to women business owners.

Dominion Energy works to improve advocacy organization success and company officers serve as board members for several of the organizations and provide mentors for their diverse suppliers. Recognition received in 2019 includes Top Military Diverse Supplier Company by G.I. Jobs, WBENC’s #Hes4Shes award, and WPEO’s DC Done Deals Corporate Opportunity award. The company also supports community events like the Remarkable Girls Luncheon and Women Who Mean Business Summit.

In 2019, Dominion Energy Supplier Diversity hosted a matchmaking event in Richmond, VA. The Meet the Primes event invited diverse businesses to meet 20 of our existing non-diverse suppliers and pitch their services and discuss further opportunities. Over 60 diverse businesses participated.

In addition, Dominion Energy South Carolina (DESC) hosted the annual Vendor Symposium matchmaking event where diverse suppliers networked and discussed future opportunities with Dominion Energy supply chain employees.

The SCM policies and procedures were updated to include an inclusion requirement during the procurement process and expectations for our non-diverse suppliers, furthering our commitment to spending with diverse businesses.

Our spending with diverse suppliers grew 6.9 percent in 2019 to $672 million. Spending with diverse supplies accounted for approximately 13.7 percent of total procurement spend. Year- end 2019 diverse spending including DESC totaled $757 million.
We will enhance environmental and social sustainability in procurement and supply-chain operations by:
  • Partnering and benchmarking with environmental advocacy organizations and peers.
  • Reviewing and improving supplier evaluation, onboarding, education and measurement.
  • Improving business processes, policies and contract language to improve supply-chain sustainability and advance at least 2 EUISSCA (Electric Utility Industry Sustainable Supply Chain Alliance) sustainability framework practices by 1 maturity level.
  • Conducting training, education and reporting activities to minimize reportable environmental events.
Achieved Dominion Energy’s partnership with EUISSCA aligned us with 20 industry peers to engage with on environmental and social sustainability concerns. In 2019 we leveraged this benchmarking to improve supply chain sustainability practices.

The Supplier Code of Ethics and Business Conduct was updated to expand our commitments around environmental and social sustainability and will be posted in 2020. Additionally, the registration process has been updated to require suppliers to attest to reading the updated document.

Standard environmental procurement questions were developed to ensure environmental performance is taken into consideration and implemented into the purchasing process.

A monthly call is held with SCM leadership to review status of reportable events, and to review and train on process and procedures associated with reportable environmental events, and to discuss ways to avoid future incidents.
In 2019, we plan to invest nearly $35 million to support community needs in addition to encouraging and supporting employee volunteerism. Our goal is to exceed 130,000 hours of employee volunteer time. In 2020 we plan to invest more than $40 million to support community needs, in addition to encouraging and supporting employee volunteerism. We expect that employees will exceed 130,000 hours of volunteer time. Achieved In 2019, we invested $48.5 million to support community needs, and employees and retirees gave 130,923 hours of service in the communities we serve.
In 2019, our volunteers will weatherize 10 homes of veterans in need. Achieved Our volunteer program assisted in weatherizing one transitional living facility in Richmond serving multiple veterans, two single family veteran occupied properties in Virginia Beach and Northern Virginia and culminated with volunteer efforts at the LZ Grace Warrior Retreat Foundation in Virginia Beach. LZ Grace is an organization that supports veterans, transitioning service members and active duty front-line warriors with assistance throughout the year.

Employee Experience1

Attracting Talent

2019 & Beyond Commitments 2019 Performance Description
To provide a positive work environment for employees, we will continue to strive for Leadership in Energy & Environmental Design (LEED) construction standards in all new office spaces. Achieved In 2019 we continued to strive for LEED construction standards in all new office spaces. Key examples of buildings completed in 2019 and designed to achieve LEED certification are our 600 Canal Place building in Richmond, Virginia; our gas distribution office in Lima, Ohio; and our power delivery office in Dinwiddie, Virginia.
Dominion Energy is committed to be an employer of choice. Achieved We rolled out our new “Energy to Love Your Life and Your Career” campaign with paid advertising and new imagery featuring diverse DE employees. We reconfigured our careers website to include interactive gamification to engage with candidates. We created a series of video job postings to bring to life the day-to-day activities of jobs so that candidates could understand our jobs better. In addition, we expanded our digital platform reach to include SnapChat, GlassDoor and Indeed.
At Dominion Energy, our target for recruitment is to match the representation of the communities we serve. Achieved We increased diversity hiring in 2019 by 3 percent from 42 percent in 2018 to 45 percent in 2019.

Developing Talent

2019 & Beyond Commitments 2019 Performance Description
We will increase training provided to employees by 10 percent or more in 2019 over 2017 levels. Achieved In 2019 we provided over 500,000 hours of training to employees, which represents a 67 percent increase over 2017 levels (300,000).
We will have nearly 100 graduates or graduates in training of our Emerging Leader Program by the end of 2019. Achieved As of the end of 2019 we have a total of 125 ELP participants.
1 A previous version of the 2018 Sustainability and Corporate Responsibility Report erroneously included two draft Employee Experience commitments. The report was corrected on February 10, 2020 to omit those two items.
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