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Talent Attraction and Retention, Diversity
and Inclusion

Why It Matters to Us

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Explanation of the material topic and its Boundary

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To realize EQT’s full potential to become the operator of choice for all stakeholders, it is essential that we maintain a strong workforce and foster a culture that aligns our entire workforce with the tasks necessary to execute our mission. Attracting and retaining unique, driven and diverse talent leads to more innovation and overall business success, as we rely on a broad range of skills, supported by sophisticated technology, to operate our business. It is therefore more critical than ever to establish purpose, live our values, communicate transparently and support our employees.

What We Are Doing

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The management approach and its components

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We aim to develop a workforce that produces peer leading results. To further that goal, we are focused on creating a modern, innovative, collaborative and digitally-enabled work environment where top talent wants to work. From our recruitment processes to our robust benefits package, learning and development opportunities and technology-driven work environment, we aim to attract and retain the brightest minds in the industry.

Our human resources strategy aligns with our unique operating model. In 2019, we flattened our organizational structure and significantly reduced the number of departments within the Company. By instituting our digital work environment, we replaced a historical bureaucracy and chain-of-command approach to decision-making with a structure focused on the democratization of data, ensuring that decision-makers have the information they need in real-time to make safe, responsible, value-creating decisions.

Additionally, we established new values for the organization — Trust, Teamwork, Heart and Evolution. These values are illustrative of those needed for us and our company to succeed in our new operating model. Transparency, integrity, collaboration and a willingness to look for better ways to operate all support our end-goal of elevating accurate data to be analyzed and acted upon by decision-makers.

We are highly focused on ensuring that we get the best out of our employees, that they grow, that they are heard and that they are valued. We have spent considerable time, capital and effort in infusing technological and human capital support into our organization to lay the groundwork for maximizing our employees’ capabilities. We installed proven leaders to help oversee and train employees on our new operating model. We now leverage our new digital capabilities and previously successful programs to recruit talent and promote learning, development and performance. We also utilize our digital work environment to engage directly with our employees, including through sharing company updates and personnel accomplishments and internal polling. Employees have the ability to see the results of the polls and provide additional feedback to management on questions that are posed in the poll.

Our organizational changes are fundamental to our operational success, and with them comes a new way of looking at talent attraction and retention, diversity and inclusion. We have transitioned away from an approach where career development was measured by the number of an employee’s direct reports. We now measure career development through the lens of personal growth, contributions to value creation and recognition of one’s actions. This approach is the same as was implemented at our Chief Executive Officer’s prior organization, which was named the Number 1 Workplace in Pittsburgh in 2017. 

Attracting Talent

When recruiting talent and promoting job opportunities at EQT, we aim to communicate who we are as an organization — a company with deep history that is also a leader in innovation and committed to modernization. Our Human Resources team seeks to attract and resonate with talent by showcasing who we are and what we do on our company website, career pages and social media, including LinkedIn and Glassdoor. We often find that some of the most impactful decision-making tools for our prospective candidates are personal recommendations and authentic online reviews from our own employees. Our job opportunities are distributed to a multitude of job boards, and our team is highly skilled in leveraging LinkedIn for additional sourcing and networking efforts. We maintain policies compliant with all federal and local regulations, including the Equal Employment Opportunity Commission and Americans with Disabilities Act, to ensure fair and equitable recruiting. We also promote career mobility within EQT by maintaining Internal Applicant Guidelines.

Employee Benefits

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Benefits provided to full-time employees that are not provided to temporary or part-time employees

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Promotion of worker health

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403-6

Ensuring employees have the resources and support they need to live a healthy life is critical for sustaining a workplace of choice. We made significant enhancements to our benefits in 2019 to better support our diverse employees and evolve our culture. We expanded our family leave policy to include 80 hours of paid paternity leave and increased paid maternity leave for both birth and adoptive mothers to 12 paid weeks. Both our maternity and paternity leave go beyond legal obligations, as the United States has no legal requirements for paid parental leave. We also rolled out a dress for your day policy, flexible work arrangements, volunteer time off and a vacation donation program where employees can offer paid vacation days to a colleague dealing with a serious personal situation that requires them to take off significant amounts of time from work that would not be covered by existing leave benefits. We also began offering an enhanced benefit for in vitro fertilization (IVF).

2019 Employee Benefits
Healthcare Insurance Financial Lifestyle
  • Medical*
  • Dental*
  • Vision*
  • IVF benefit
  • Life insurance (company paid)*
  • Accidental death and disability (company paid)*
  • Short-term disability (company paid)*
  • Long-term disability (company paid)*
  • Business travel accident (company paid)*
  • Optional life insurance - employee, spouse, child*
  • Relocation assistance
  • 401(k) retirement savings with matching company contribution*
  • Employee Stock Purchase Plan*
  • Health Savings Account*
  • Credit Union*
  • Severance pay
  • Paid time off
  • Education assistance program
  • Flexible work arrangements and optional 9/80 work schedule
  • Paid leave of absence
  • Extended unpaid leave of absence
  • Vacation Donation Program
  • Employee Assistance Program*
  • Extended family and medical leave (includes maternity/paternity leave)
  • Adoption benefit
  • Infertility benefit
  • Commuter reimbursement accounts*
  • Wellness programs*
  • Foundation Donation Program
  • Matching gift program - 100% match up to $50,000 per year

*These benefits are not available to part-time employees. Part-time employees scheduled to work for at least 20 hours each week are eligible for all other benefits.

Employee Wellness

In addition to our formal benefits package, we offer the EQT Take Charge wellness program, sponsored by one of our health service providers. Take Charge offers personal health coaching, wellness information, health management programs, newsletters and employee educational sessions conducted by medical professionals during work hours. The program is designed to aid employees and their families in managing personal health and wellness issues. In addition, employees who participate annually in a biometric screening and complete a wellness coaching conversation receive a Health Savings Account (HSA) contribution from EQT.

Complementing Take Charge is our Employee Assistance Program (EAP), which offers additional wellness and lifestyle services, including confidential short-term counseling and treatment programs and referrals to providers with expertise in family and relationship counseling, elder care, money management and legal problems. We pay in full for up to five in-person counselor visits. Any employee, including those who waive our medical coverage, plus anyone living in their household, can take advantage of the EAP and its additional resources.

At no cost to our employees, we offer annual on-site health screening, which enables employees to ask health-related questions during consultation with a medical professional. We protect our employees’ privacy by ensuring that individual results remain confidential and third-party providers supply only aggregated information for analysis purposes.

Employee Development

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Programs for upgrading employee skills and transition assistance programs

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During an employee’s tenure with EQT, we aim to provide the resources needed to enhance their skills and knowledge, and to promote a culture where employees feel empowered to advance their education and career. This begins with our new-hire orientation, where employees learn about our culture, organization, benefits, leadership competencies, performance expectations and other available resources to help them succeed from day one. Orientation also reinforces our commitment to workplace safety, ethical conduct and environmental stewardship. Following orientation, employees receive additional training as needed to develop the skills necessary to perform their job tasks safely and effectively. This includes mandatory and work-specific trainings, and we offer optional participation in seminars, workshops and certification programs to ensure that employees are continually prepared for their job tasks.

Employees continually work with their managers or supervisors to identify other appropriate training opportunities as they grow their careers with EQT. In 2019, we began leveraging learning modules through LinkedIn Learning and Salesforce Trailhead, working with department heads to identify strong candidates to participate in relevant learning programs. Some employees may seek to expand their formal education, and our Education Assistance Program provides financial assistance to those who enroll in degree programs and satisfy established grade requirements. Although we put our Education Assistance Program temporarily on hold in August 2019 while we assessed and redesigned the program, participation and success rates have been high, and we plan to revitalize the program in 2020.

In addition to annual performance reviews, employees participate in formal development planning with their direct managers to discuss aspirations and development gaps in experience and/or skillsets. These discussions are intended to create a scenario for success in the employee’s current role as well as to identify additional responsibilities and opportunities. In 2020, we are rolling out a 360-degree review program company-wide where employees can choose the individuals they would like feedback from.

As our employees near the end of their careers, we also provide training and additional resources to aid them in the transition from active employment. Our independent 401(k) plan administrator offers online courses, one-on-one meetings and telephone advice about retirement options. We also help retiring employees navigate the digital health insurance marketplace as they seek to transition their health insurance providers.

Diversity and Inclusion

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Diversity of governance bodies and employees

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At EQT, we firmly believe that diversity of backgrounds, education and skillsets among our employees supports a successful workforce and improved performance. We strive to recruit the best available talent, including qualified racial and ethnic minorities, women, veterans, disabled persons and LGBTQ+ candidates. For example, we work with Diversity Pennsylvania to promote our job openings on a network of websites and community groups that support a diverse applicant pool.

With the implementation of our digital work environment in 2019, we can more easily connect individuals across EQT and promote inclusivity. Not only have employees regularly used our digital work environment to post articles, comments and photos, message one another and discover shared connections with colleagues, they have also indicated that they feel more connected and included within their department and at EQT.

Furthermore, by eliminating silos and bureaucracy, more employees are able to be seen and recognized for the value that they create. Employees are routinely working with leaders and personnel outside their department, gaining increased opportunities for learning and exposure.

2019 Employee Diversity1

2019 EMPLOYEE DIVERSITY*
Gender
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

6

1

5

 

16

1

15

 

134

32

102

 

239

62

177

 

253

63

190

 
 
Executive
Officers
 
Senior
Management
 
Supervisors/
Managers
 
Exempt
Professionals
 
Non-Exempt
Professionals
Female
Male

Age
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

6

6

 

16

0

11

5

 

134

4

108

22

 

239

38

173

28

 

253

36

157

60

 
 
Executive
Officers
 
Senior
Management
 
Supervisors/
Managers
 
Exempt
Professionals
 
Non-Exempt
Professionals
Under 30
30–50
>50

Other Indicators
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

6

6

 

16

2

14

 

134

7

127

 

239

15

224

 

253

15

238

 
 
Executive
Officers
 
Senior
Management
 
Supervisors/
Managers
 
Exempt
Professionals
 
Non-Exempt
Professionals
Minority1
Non-Minority

In accordance with our 100-Day Transformation Plan, proven leaders were instilled in a number of our departments to oversee the transition to our new operating model. Later, and as described under Workforce Alignment, we effectuated a workforce reorganization that resulted in our letting go of 203 employees as certain roles had become redundant as we evolved as a company into a more streamlined, digitally-enabled organization. While new leadership and select employees were added in this period, our results for 2019 employee diversity are principally reflective of the workforce balance in place at the time of new leadership entering the organization.

Our efforts in creating a more inclusive organization are part-and-parcel with our overall approach to maximizing human capital. While we are still effectuating the changes needed to establish the cultural foundation of our organization, we are committed to improving the diversity of our employee base. In particular, while the levels of diverse representation for 2019 are in line with historical EQT levels — with the exception of an increase in minority representation among Senior Management and Supervisors/Managers, areas of turnover focus in accordance with our 100-Day Transformation Plan — there is work to be done.

Currently, the tenure of our diverse employees exceeds that of our employees who are part of the majority demographic at EQT, a positive signal in diverse employee retention. While headwinds exist in growing our diverse employee base, both in low turnover limiting opportunities to attract more diverse candidates and operating in a region that does not have a significant minority workforce, we are committed to improving. We intend to build on our cultural transformation as well as the infusion of diverse leadership — including our 50% female representation on our Board of Directors — to expand our reach to diverse talent. Our talent acquisition strategy has been strengthened to include a partnership with Vibrant Pittsburgh, a nonprofit organization that works with employers and diverse community groups to organize, promote and implement initiatives designed to welcome and retain diverse talent; posting our job opportunities on diversity job boards; and searching for candidates nationally rather than limiting our search to candidates within our operating area. We also intend to grow the pool of diverse candidates interested in our industry by pursuing initiatives like partnering with local school districts to introduce students to our industry with rig tours and apprenticeship programs. Our intent is that initiatives like these will foster students’ interest in our industry, and that they will go on to have careers in our industry and join EQT as employees, growing our diversity organically.

Equitable Pay

As transparency and accountability are cornerstones of our garnering trust with our stakeholders, we are disclosing our gender pay ratios (calculated by dividing the average basic salary and remuneration for women by that of men) in accordance with Global Reporting Initiative (GRI) standards:

  • Executive Officers: 66.2%
  • Senior Management: 89.5%
  • Supervisors/Managers: 80.6%
  • Exempt Professionals: 87.5%
  • Non-Exempt Professionals: 82.2%

We are committed to ensuring that our organization provides fair and equitable pay that is in line with market rates for our industry and region. Given our goal of maintaining a relatively flat organization, our compensation structure is market-based — tailoring pay to competitive rates focused on job-specific duties and scope of responsibility — as opposed to being based on an employee’s title or level within the organization. Market rates based on job responsibility vary significantly, and are why regulatory agencies typically look at compensation related to responsibility as opposed to title. In a flat organization, similarly titled employees can have significant variation in market compensation. The pay gaps above can be attributed to the relatively low numbers of women to men in each of the broad categories provided and differences in market rates among roles within each of such categories.

For information on the diversity breakdown of our Board of Directors, see Corporate Governance.

Supplier Diversity

We seek out small and diverse local suppliers whenever possible to strengthen our ability to deliver high performance to our customers and communities through a strategic sourcing approach supported by our Board of Directors and management team. We consider diverse suppliers as those that are Minority Business Enterprises (MBE), Women’s Business Enterprises (WBE) and/or Veteran Owned Businesses (VOB). Further, we encourage our top vendors to consider diverse subcontractors as it helps these businesses develop relevant experience and provides us with additional opportunities to engage with diverse businesses which we may not otherwise have the opportunity to work with. Our targeted procurement initiatives include:

  • Encouraging top suppliers to seek out and include diverse businesses in their bids and as part of their proposed scope of work
  • Giving greater consideration to vendors who complete and submit a subcontracting document with their proposal identifying where and how they will utilize diverse vendors as part of the bidding process
  • Conducting meetings with our top contractors to provide supplier diversity education, outline reporting requirements for subcontracting with diverse suppliers, and identify specific products purchased by the top contractors to help align them with diverse firms selling those products
  • Tracking diverse vendor usage by asking our top contractors to provide their monthly spend with diverse subcontractors and local suppliers

In 2019, our new leadership team redesigned our approach to supplier diversity, decentralizing the function and integrating goals within our standard procurement practices. Our prior approach to supplier diversity led to a significant concentration of spending with a limited number of diverse service providers, and thus the benefits of our supplier diversity program were concentrated in the hands of a few service providers. Our procurement function as a whole realigned in 2019 to seek a broader-reaching, competitive and data-driven approach as opposed to relationship-driven awarding of business. With respect to supplier diversity, we target opportunities to expand our diverse supplier universe, target diverse suppliers in our bidding processes and set goals for increasing diverse supplier utilization.

As of June 30, 2020, we have spent approximately $40 million — 12% of our supplier spend with non-publicly traded companies — with over 100 minority-owned businesses. We have awarded bids to diverse businesses in more than 25 supplier categories, and we are committed to increasing our spending with diverse service providers from 25 to 40 supplier categories by 2021, nearly doubling the opportunities for EQT to work with diverse service providers.

We believe that our redefined approach to supplier diversity will allow us to partner with a greater number of diverse suppliers and more equitably distribute the benefits of our partnership.

1 EQT defines minority population to include: American Indian/Alaska Native, Asian, Black/African American, Hispanic or Latino, or any employee disclosing two or more races. 

How We Are Doing

103-1
Explanation of the material topic and its Boundary

401-1
New employee hires and employee turnover

103-1
401-1

Our Human Resources team reviews and evaluates our employment and diversity and inclusion programs on a regular basis. During these evaluations, we confirm compliance with applicable laws and regulations and assess whether our programs remain competitive with the external labor market and align with company values. When reviewing our programs, we consider:

  • Feedback from exit interviews
  • Annual employee engagement surveys
  • Internal polls and corresponding comments and suggestions provided by our workforce through our digital work environment
  • Turnover rate
  • Internal assessments of diverse representation
  • Internal assessments of compensation and benefit plans
  • Benchmarking of peer companies in the natural gas industry

We also leverage succession planning to identify and mitigate human capital risks. Our management team reviews these evaluations and may adjust existing programs or develop plans to address any areas of concern that arise.

In 2019, we hired 71 employees across our operations.

New Hires1

Gender

Gender
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

115

80

35

 

71

56

15

 
20182019
Male
Female

Region

Region
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

115

108

7

 

71

69

2

 
20182019
Pennsylvania
West Virginia

Age

Age
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

115

36

68

11

 

71

13

49

9

 
20182019
Under 30
30–50
>50

Race and Ethnicity

Race and Ethnicity
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

115

8

107

 

71

6

65

 
20182019
Minority2
Non-Minority

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Parental leave

401-3

Our retention rate for employees taking parental leave in 2019 was 95%.

2019 Parental Leave
 

2019

Male

Female

Total

Eligible

503 164

667

Not eligible

0 0 0

Took parental leave

33 8 41
Returned to work

33

8 41

Return to work rate

100% 100% 100%
Retention after 12 months 33 6 39
Retention rate 100% 75% 95%
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Percentage of employees receiving regular performance and career development reviews

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100% of our employees received formal performance reviews in 2019. Beginning in 2020, we transitioned from a traditional performance management system where employees had a mid-year and year-end review with their supervisor to review prior completed projects, and we now utilize a more real-time assessment program where employees have proactive conversations with their supervisor on a quarterly basis that are focused on forward-looking performance topics such as areas for growth and engagement.

Workforce Alignment

In January 2019, we made the difficult decision to lay off 107 employees (post spin-off of Equitrans Midstream Corporation). In September 2019, we let go of another 203 employees as certain roles had become redundant as we evolved as a company into a more streamlined, digitally-enabled organization. Neither of these downsizings had an asymmetrical impact on women or minority employees. In direct response to better support laid-off employees, we enhanced our severance plans to a minimum package of 14 weeks of pay. In addition, we provided a benefit continuation of 6 months, and entered into a special arrangement with Lee Hecht Harrison, a human resources consulting firm, to provide out-placement services, resume reviews and help with networking.

As part of a wider response, new management explicitly committed to ensuring we are more thoughtful and resourceful when it comes to staffing and resources to prevent major layoffs in the future. We are now challenging our department heads to look at their organizations to put the right people in the right roles within their departments. In early 2020, we implemented a multi-step workflow in our digital work environment to escalate all new proposed positions to the Chief Executive Officer for approval prior to creating any job postings. This process is designed to ensure we are prudent in our hiring and to prevent redundancies in the future.

Additionally, in 2019, we refocused our efforts on rebuilding EQT’s culture from the ground-up to ensure alignment with what we do, how we do it and the people doing it. We established and communicated our values — Trust, Teamwork, Heart and Evolution — to guide our decision-making and evolve our workforce to become a values-driven organization.

2019 Voluntary Turnover

Gender
Gender
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

463

40

12

 
2019
Male
Female
Region
Region
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

463

49

3

 
2019
Pennsylvania
West Virginia
Age
Age
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

463

15

25

12

 
2019
Under 30
30–50
>50

1 Numbers may not add to 100% due to rounding; for year-over-year comparability, the total of new hires is limited to our upstream operations.

2 EQT defines minority population to include: American Indian/Alaska Native, Asian, Black/African American, Hispanic or Latino, or any employee disclosing two or more races.

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Employees Step Up to
Support a Family in Need

When EQT employee Leah Trapl learned in the summer of 2019 that her four-year-old daughter had a cancerous tumor needing removal, she was overwhelmed by both the emotional toll and concern about how to manage her work schedule and six months of treatment for her daughter. Her team immediately jumped in to cover her work while her daughter had an initial surgery. Knowing that the next several months held dozens of appointments, chemotherapy and radiation, Leah contacted EQT nurse, Karen Leonhard, to discuss solutions. Nurse Karen reached out to EQT employees on Leah’s behalf to see if employees would be willing to donate paid vacation days to Leah via our Vacation Donation Program. The support was overwhelming. Our employees — many of whom Leah had never met — deposited more than enough hours for Leah to be with her daughter, go to doctor’s appointments and focus on what truly matters. This amounted to more than 100 hours during the subsequent months.

 “I received such an outpouring of support from my colleagues… We would have made it work no matter what, but not needing to think about the financial piece of it while it was all going on provided such peace of mind.”

-Leah Trapl, Vacation Donation Program recipient

These EQT employees, many of whom donated their hours anonymously, exemplify our values of teamwork and heart. Their generosity continues to inspire our workforce.


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