Xcel Energy

2012 Bargaining Unit Activity

In each jurisdiction, we worked with members of management and the safety organization to implement the Managing Multiple Injuries Program (MMI). The purpose of this program is to help employees who have multiple injuries to follow a Personal Safety Action Plan (PSAP) in order to eliminate further injuries. For the second straight year we continued to educate employees on the value of their benefits through the Total Rewards initiative. Bargaining unit employees in Colorado, Texas and New Mexico continue to be able to review the value of their benefits, including the company’s contributions toward the total cost of those benefits. This initiative continued to generate significant dialog among managers, supervisors and union employees. We also extended the practice to our bargaining units in the Upper Midwest in 2012, which were previously not included in this initiative. All employees making additions to the Health and Welfare Plans between January 2, 1010, and January 1, 2012, also went through a dependent validation audit during 2012. This is the second dependent validation audit conducted with little objection from any of the local unions. Through this effort, we have had tremendous success identifying dependents ineligible for coverage.

Highlights

Upper Midwest

  • A cross-functional team meets semi-monthly to review and coordinate labor relations in the Upper Midwest. The purpose of the team is to increase collaboration with union leadership, increase employee engagement and prepare for future changes necessary to address company and union strategic objectives.
  • Received four organizing petitions and one decertification from the National Labor Relations Board. Metro West Field Credit Support (Dispatchers), Monticello Senior Chemists and Metro West Dispatch & Damage Prevention Technicians voted in favor of union representation. Monticello Procedure Writers and Schedulers voted to remain non-union. Prairie Island Document Control group voted to decertify.
  • We completed negotiations for one nuclear group and started negotiations for three more nuclear groups. We also negotiated an agreement with one newly organized group, as well as started negotiations for one more newly organized group within our Upper Midwest workforce.
  • Developed a process improvement plan for the Upper Midwest sick leave program to ensure consistency in the warning and removal process.

Colorado

  • Provided Financial Fundamental training for frontline leaders helping managers and supervisors to fully understand how the company achieves rate recovery in a regulated utility environment.
  • Conducted employee engagement surveys. The company is now identifying opportunities for leadership improvement and engagement based on areas identified through survey results.
  • Successfully arbitrated the company not using Gas WF’s in our geographic locales.
  • We continue to meet and negotiate for the I&C Classification the company is seeking competitive benefits and work rules for the newly organized group.
  • General Wage Increase reopener. The company and the union reached agreement on competitive market wages increases for 2012 and 2013 after initial negotiations broke down and the issue was scheduled to be resolved through interest arbitration.
  • Fall restraint implementation for JM Linemen and Apprentices
  • Clean Air-Clean Jobs negotiations for Energy Supply (Generation) discussions and negotiations with the union on future opportunities for those impacted by CACJ legislation.
  • Training for GFJAC committee members and evaluators on how to effectively evaluate and provide objective and critical feedback for trainees.

Texas/New Mexico

  • Throughout the year, a number of interim agreements were negotiated to increase operational or departmental effectiveness, including the establishment of stipend agreement in the System Operation Department to ensure operators continue to meet annual training requirements. Another agreement was reached to establish a new classification of Inspector/Patrolman in the Variable Resource Management Department along with working rules for all employees in the department.
  • A mutual assistance agreement was reached prior to deployment of distribution lineman to New York to aid in the restoration effort after Hurricane Sandy. These employees have since been recognized for their efforts by the Texas House of Representatives.
  • New Per Diem rates were negotiated with the Construction Services Department. The negotiated rates are under the IRS allowed maximum and remain competitive with rates offered by other organizations.
  • Efforts continue to control abuse of the sick leave program. Employees utilizing more than forty hours of sick time are required to provide a note from a physician prior to returning to work.
  • 2012 Bargaining Unit Activity

About the Report

We published our first corporate responsibility report (formerly known as the Triple Bottom Line report) in April 2005, with the contents covering the 2004 calendar year, and we have published a similar report in each following year. Our report is based on Global Reporting Initiative (GRI) G3 Sustainability Reporting Guidelines, the most widely used sustainability reporting framework in the world. Additionally, we incorporate the GRI’s Electric Utilities Sector Supplement indicators wherever possible.

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