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Diversity and Inclusion

Our diversity and inclusion efforts are a central component of our corporate culture, and Equitrans aspires to cultivate a workplace of respect, trust, and teamwork. It is our belief that to be successful, we must value diverse backgrounds and the views of all stakeholders and celebrate our differences. We believe diversity propels our Company toward innovation and long-term, sustainable success.

 

Supporting an Inclusive Work Environment

3-3
Management of material topics

405-1
11.11.5
Diversity of governance bodies and employees

405-2
11.11.6
Ratio of basic salary and remuneration

406-1
11.11.7
Incidents of discrimination and corrective actions taken

3-3
405-1
405-2
406-1

Our commitment to diversity and inclusion is evident in each aspect of our business. Equitrans values and respects the talents and skills of all employees, regardless of race, color, religion, sex, sexual orientation, gender identity, national origin, age, disability, or status as a disabled veteran or veteran of the Vietnam Era. Our goal is to ensure that all voices are heard and that everyone has an opportunity to succeed. To further support our efforts, Equitrans’ Chairman and Chief Executive Officer is a signatory to the CEO Action for Diversity and Inclusion Coalition's CEO Pledge, which outlines the actions CEOs across all industries have agreed to take to strengthen diversity and inclusion in their organizations.

Together with Equitrans’ leadership team, our Chief Human Resources Officer and Director of Human Resources and Diversity, Equity and Inclusion oversee diversity and inclusion efforts across the organization. We believe our inclusion program and corporate policies cultivate an inclusive, respectful work environment that values differing perspectives and encourages the power of teamwork — creating an organization where all employees feel included and are engaged to do their best work each day. Our inclusion program also aims to advance our diversity recruitment and retention processes. This includes recruiting, developing, retaining, and advancing employees from a range of backgrounds, including people of color, females, LGBTQ+, veterans, and persons with physical, intellectual, or developmental disabilities. Our inclusion efforts also consider leadership education, employee engagement, and facility accessibility.

Our commitment to diversity and inclusion is evident in each aspect of our business, and we strive to ensure that all voices are heard and that everyone has an opportunity to succeed.

The four pillars of our inclusion program include leadership accountability, external recruitment outreach, internal outreach, and employee programming and external partnerships. Specific initiatives during 2022 included:

  • Launching guidelines for creating Company-sponsored diversity and/or affinity Employee Network Groups
  • Piloting a mentor program focused on supporting underrepresented key talent
  • Updating our voluntary self-identification survey, including gender identity, sexual orientation, and allyship
  • Reviewing department-specific representation metrics with senior leadership
  • Publishing a quarterly, Companywide diversity and inclusion dashboard
  • Attending career fairs focused on sourcing underrepresented talent
  • Sponsoring five virtual diversity and inclusion learning sessions (collective employee participation of >30%)

Equitrans Diversity and Inclusion Logo

We provide employees with regular learning opportunities, including LinkedIn Learning and access to Blue Ocean Brain, a micro-eLearning platform that promotes inclusion-related content to employees and managers via bi-weekly emails, along with disability awareness training for managers. In 2022, more than 20% of employees participated in a summer-long LinkedIn Learning opportunity focused on inclusion-related topics. In addition, we required all new employees to complete unconscious bias training.

Enhancing diversity and inclusion awareness is a process of continuous improvement, and Equitrans is committed to identifying and evaluating new programs, processes, and training opportunities to improve our inclusion efforts.

Our Workforce Diversity

We take pride in Equitrans’ ability to develop and support a diverse workforce where every employee feels safe, valued, and respected. We also recognize that there is always room for improvement. To hold ourselves accountable, we manage and measure our improvement through demographic representation of our workforce. These metrics include gender and ethnicity metrics, as well as the number of women and people of color promoted and/or in leadership positions. We also track attendance for inclusion-related educational sessions and participation in online learning modules.

Employee Demographics

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

800

78%

22%

 

777

77%

23%

 

766

76%

24%

 

766

75%

25%

 
2019202020212022
Male
Female

Employees by Ethnicity
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

800

94.88%

1.87%

1.50%

1.00%

0.50%

0.25%

 

777

94.59%

2.06%

1.29%

1.29%

0.51%

0.26%

 

766

94.26%

2.35%

1.31%

1.30%

0.52%

0.26%

 

766

93.60%

2.35%

1.57%

1.44%

0.52%

0.52%

 
2019202020212022
White
Black or African American
Hispanic or Latino
Asian
Two or More Races
American Indian or Alaska Native

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

800

11%

63%

26%

 

777

8%

67%

25%

 

766

6%

66%

28%

 

766

7%

65%

28%

 
2019202020212022
<30 Years Old
30–50 Years Old
>50 Years Old

Manager Demographics1

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

164

79%

21%

 

155

78%

22%

 

164

78%

22%

 

166

78%

22%

 
2019202020212022
Male
Female

Managers by Ethnicity
Target
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

164

96.34%

0.61%

1.83%

0.61%

0.61%

0%

 

155

96.24%

0.63%

1.87%

0.63%

0.63%

0%

 

164

96.34%

0.61%

1.83%

0.61%

0.61%

0.00%

 

166

97.00%

0.60%

1.20%

0.60%

0.60%

0.00%

 
2019202020212022
White
Black or African American
Hispanic or Latino
Asian
Two or More Races
American Indian or Alaska Native

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

164

2%

69%

29%

 

155

0%

69%

31%

 

164

0%

61%

39%

 

166

1%

66%

33%

 
2019202020212022
<30 Years Old
30–50 Years Old
>50 Years Old

1 For the purposes of this report, Equitrans defines “manager” as any employee having one or more direct reports.

Pay and Equity

We understand that fairly compensating our employees is essential for attracting and retaining talent, and that having strong talent is critical to our Company’s continued success. We evaluate market trends on at least an annual basis to ensure we are offering competitive pay to all our employees, and we collect detailed pay data to understand pay equity across Equitrans’ various levels and job categories. Furthermore, our biennial pay equity assessment goes beyond the traditional gender metrics to also include race and age. The results of our most recent assessment, conducted in 2021, did not indicate any systemic issues across the organization. In addition, we conduct ongoing reviews of new hire and promotional pay to maintain equity. Collectively, we believe these efforts demonstrate our belief in the need for pay equity, and, more importantly, the comprehensive review of our pay data allows us to identify gaps and ensure equitable pay across our organization.

Average Annual Base Salary – Female-to-Male Ratio by Organization Level1
100%
Executive and Senior Level Managers2020
116%
2021
117%
2022
117%
First and Mid-Level Managers2020
100%
2021
96%
2022
97%
Professionals2020
81%
2021
82%
2022
81%
Technicians2020
93%
2021
93%
2022
94%
Administrative Support Workers2020
91%
2021
89%
2022
99%
Craft Workers2020
100%
2021
94%
2022
92%
Female vs. Male Average Annual Base Salary (Female to Male Ratio, Year-End 2021)
100%
Executive and Senior Level Managers
117%
First and Mid-Level Managers
96%
Professionals
82%
Technicians
93%
Administrative Support Workers
89%
Craft Workers
94%

1) For purposes of this report, the organization level is categorized in accordance with the Equal Employment Opportunity classifications 

Evaluating Our Inclusion Initiatives

Equitrans is an equal opportunity employer and follows all applicable laws in this regard. We dedicate time to educate our managers and employees on diversity and inclusion, routinely inspect our offices to identify potential accessibility gaps, and regularly evaluate and update our policies to ensure they support an inclusive work environment. During 2022, the Company did not receive any reports alleging discrimination.

Through our inclusion program, we track and monitor meaningful metrics and work to raise employees’ awareness of the importance of inclusion in the workplace. To track the impact of our initiatives, we collect employee data through our human resources information system (HRIS) and gather specific contractor information through our contract workforce management system. Although we know there is still work to do to further promote and foster diversity and inclusion, we are committed to listening to our employees and taking action to make Equitrans a place where everyone feels welcome, supported, and can be their authentic selves.

 

In 2019, shortly after becoming a standalone company, we asked employees to complete voluntary surveys regarding standard self-identification questions. In mid-2022, we conducted a second, more comprehensive self-identification survey, which supported our inclusion efforts and was promoted as an “invitation to voluntarily self-identify.” All survey information remains confidential and any required federal reporting is provided in summary form only. This Companywide survey included personal status questions on the topics of: race/ethnicity; veteran status; disability status; and new questions regarding sexual orientation, gender identity, and gender expression. Employees also had the opportunity to identify as being an “ally” — a person who does not identify as LGBTQ+ but supports and accepts LGBTQ+ people and advocates for equal rights and fair treatment. Employees could choose to complete the entire survey, to complete only a portion of the survey, or to not participate at all. Employees may voluntarily update their information at any time.

During 2022, the Company did not receive any reports alleging discrimination.

On a quarterly basis, we prepare a Human Resources Scorecard for our Board members to track our employee diversity and inclusion metrics, such as gender, ethnicity, age, and diversity initiatives. We also publish a quarterly internal Diversity and Inclusion Dashboard, promoting employee transparency on internal demographic information. These include:

  • Total representation of people of color and people of color in leadership roles
  • Total representation of women and women in leadership roles
  • Total promotions of women and people of color
  • Total women and people of color new hires
  • Percentage of older workers, veterans, and individuals with disabilities

We apply a similar approach with regard to supplier diversity. We believe the perspectives obtained through the inclusion of diversified suppliers positions us as a more effective business, increases our ability to impact a wider range of local communities, and better limits the Company’s exposure to supply chain disruption. When recruiting a third-party vendor, Equitrans places a high value on hiring from minority-, women-, and veteran-owned businesses, and we continually identify ways to support a more diverse and inclusive supply base. More information is available in the Supply Chain Management and Human Rights section of this report.

Highlight Stories

Managing and Protecting Pipeline Integrity

Identification and management of landslide risk is a vital aspect of Equitrans’ daily work activities; however, the risk of a landslide is not limited to the midstream industry. Landslides can occur in any type of terrain, including both hills and valleys, and can be associated with any type of ongoing construction or pre-existing land disturbance. Natural factors such as rainfall and surface runoff water can amplify their frequency or severity; and left unmanaged, landslides have the potential to impact our environment. For Equitrans, this impact may include creating unnecessary strain on our underground pipelines, which are typically located in a variety of terrains as compared to our non-linear assets. To avoid unsafe situations and protect the integrity of our pipeline network, our engineering team uses a multi-faceted approach to aggressively identify and manage areas at risk for potential landslides. 

To identify potential land movement near our assets, Equitrans’ engineers utilize aerial patrols, drones with photogrammetry change detection, and routine on-site inspections — or, if required, a combination of these methods may be used. In each case, we monitor our pipeline rights-of-way looking for any indication of unstable soil, such as discoloration, downed trees, or other data that could indicate a change in topography. Following a thorough evaluation of each asset location or suspected slide area by our engineering and compliance teams, we assign a priority ranking to indicate the potential for further movement and any risk to the environment or to the integrity of the pipeline.

As a final step, Equitrans pairs the geographic location data of known and suspected landslides with National Oceanic and Atmospheric Administration (NOAA) information. This analysis is done on a daily basis and allows Equitrans to identify rainfall events that could affect the stability of existing slide-prone areas and to rapidly respond and investigate when conditions change on the ground. In accordance with a defined framework that accounts for slide priority and rain severity, personnel may be deployed to conduct visual, on-site inspections. Beyond rainfall data, we also monitor temperature data to understand freeze thaw cycles and similarly deploy personnel to evaluate sites under changing conditions. Through continued use of these evaluation tools — aerial inspections, drone imaging, and manual site inspections — Equitrans remains committed to environmental and operational safety through its robust process to identify and manage potential landslides.

In addition, Equitrans launched a Light Detection and Ranging (LiDAR) pilot program in 2020 to aid in the enhanced detection of potential landslides along our pipeline rights-of-way. Today, we conduct semi-annual LiDAR flights across thousands of miles of pipeline. The adoption of LiDAR technology and utilization of our enhanced construction standards are collectively designed to improve Equitrans’ ability to mitigate landslide risk for the safety of our employees and communities, and for the benefit of our customers, investors, and the environment. 

Inspiring the World to Reuse

As we broaden our sustainability investments, we are especially proud of our partnership with Fill It Forward, an organization whose mission is “to inspire the world to reuse” by focusing on the elimination of single-use waste, such as plastic bottles and bags. In 2021, Equitrans partnered with Fill it Forward as a means of engaging and educating employees, while at the same time elevating our many ESG (environmental, social, and governance) initiatives.

In late 2021, we launched our Fill It Forward campaign with a custom holiday gift box for employees that included reusable tote bags and bottles with individual ‘scan tags’ that acted as a re-use tracker. When the tags were scanned, the data was automatically uploaded to Equitrans’ custom group on the Fill It Forward app and was used for tracking our collective impact, such as waste diverted, emissions saved, and how much ocean pollution was prevented.

Along with helping to eliminate waste, there was a charitable component to our Fill It Forward campaign. Each employee scan unlocked a $1 donation for every reuse, which contributed funds to our chosen charitable organization — DigDeep’s Appalachia Water Project. The funds collected were used to provide clean drinking water through the installation of meter-to-home water lines for families in southern West Virginia who currently have unsafe, limited, or no water at all. Our goal was to generate 10,000 scans and raise $10,000 for the Appalachia Water Project, and we were thrilled to have reached our goal roughly six months into the campaign. In addition, as part of Equitrans’ annual holiday giving initiatives, we made a separate donation of $20,000 to the Appalachia Water Project.

Thanks to the efforts of our employees — Equitrans was the proud recipient of Fill It Forward’s Changemaker Award for 2022. This unique ESG-focused campaign was a means of engaging and educating employees, while also elevating our sustainability efforts. Together with Fill It Forward, we believe that the simple act of reusing is the first step towards creating a sustainable mindset for all generations — and as an added benefit — being able to connect families with access to safe water will ensure the health and success of communities for years to come.

Equitrans Midstream’s Impact
 
19,968.42
lbs of emissions saved

 
617.58
lbs of waste diverted from landfill

 
11,734.02
kwH of power saved

 
123.52
lbs of ocean pollution prevented
20,586
total reuses

Source: Statistics calculated by Fill It Forward, as of year-end 2022

Our Bees Are All The Buzzzzz

At Equitrans, there is a clear tone that begins at the top — sustainability is critically important to the world we live in and is also essential to the future growth of our Company. In 2023, E-Train celebrated Earth Day with the kickoff of a two-year sustainability partnership with Alvéole. Alvéole focuses on bee-friendly communities for greener cities by installing honey bee hives at business locations across the world to foster environmental awareness and educate communities on the importance of creating sustainable bee populations. In fact, according to the U.S. Dept. of Agriculture, honey bees help to produce one-third of our food supply by pollinating $15 billion worth of crops in the U.S. each year, including more than 130 types of fruits, nuts, and vegetables. 

Through our new partnership with Alvéole, E-Train is hosting and supporting two honey bee hives at each of our Canonsburg, St. Clairsville, and Waynesburg offices. The hives were installed in late spring, and the bees have begun to collect nectar and pollinate thousands of flowers and plants. With the help of our assigned Alvéole beekeeper, the hives will become established, and the bees will re-emerge every spring to pollinate flora to grow food and produce E-Train’s own locally sourced honey.

Equitrans and Alvéole also established “MyHive” microsites for each of E-Train’s office locations. The MyHive sites are located on Equitrans’ intranet, and employees can access the sites at any time to find educational honey bee information and receive updates on our hives. As an added benefit, Alvéole beekeepers will conduct various on-site informational events for employees, such as beeswax candle making and honey extraction sessions. 

As we continue to safely and responsibly operate our network of natural gas pipelines, water lines, and compressor stations, it’s important to remember that the decisions we make today have a lasting and positive impact on future generations. On Earth Day and every day, we must hold ourselves to a higher standard by embracing our responsibility to operate in a manner that minimizes impacts on our natural resources and — above all else — we must keep safety our top priority, always.

Employee Generosity — Giving Back To Our Communities

Equitrans Midstream is committed to making a difference in our communities, and the United Way is just one way we can join together to support those in need. For our 2022 campaign, we selected the United Way of Washington County as our primary United Way affiliate, which aligns with our Company headquarters’ location. Employees also had the opportunity to donate to the United Way of their choice by selecting from other United Way affiliates located in our primary operating states of Ohio, Pennsylvania, or West Virginia.

To jump start our 2022 United Way campaign, we held a basket raffle during our all-employee meeting and holiday celebration in Morgantown, WV. Employee teams donated 27 individual baskets, with raffle ticket sales raising more than $11,000 in donations. This was matched dollar-for-dollar by our Corporate Local Giving Program, jump-starting our 2022 campaign with a contribution of more than $22,000 to the United Way.

Through our official United Way campaign, which is conducted annually via individual, online donations, Equitrans employees pledged roughly $57,000 in individual contributions, which was matched dollar-for-dollar through the Equitrans Midstream Foundation for a total of approximately $114,000. Additional donations were made outside of our formal campaign, and, based on totals provided by the United Way of Washington County — Equitrans’ contributions totaled more than $169,000 in 2022 — making us the top contributor in their Chairman’s Award for Top 5 Workplace Giving Campaign Partners program.

Equitrans also received the agency’s Campaign Excellence Award, which is presented to a workplace giving campaign partner that puts forth extra effort in running their annual workplace giving campaign. In addition to our traditional campaign, this award was due in part to the hosting of our special to basket raffle event, which engaged all employees and included matching funds by the Equitrans Midstream Foundation and the Company’s Corporate Local Giving Program.

The United Way of Washington County’s mission is to unite people, resources, and organization to improve lives in Washington County. Through Equitrans’ support, the various programs at United Way will be funded to serve the most pressing needs in vulnerable populations within our local operating areas. Our donation is a powerful force for change, and we thank our employees for their generosity and support!

Productivity … Redesigned

As the world continues to adapt and evolve, companies are re-evaluating their management approach and taking into consideration the individual needs and circumstances of their employees to create work-life harmonization. With the implementation of person-centric leadership practices, Equitrans took the opportunity to redesign how we operate, improving performance and engagement and increasing our ability to compete for talent.

In early 2020, Equitrans began to recognize the benefits of a flexible workplace model. We initiated a deeper dive into the concept by soliciting survey feedback from office-based employees regarding their preferred ‘workplace persona’ preferences (anchor, flex, and remote). Today, we have fully embraced a ‘person-centric’ work environment, which takes into account the physical, cognitive, and emotional needs of employees and encourages them to find the best integration between their work and personal lives. With this approach, work is no longer about where an employee is located, but about the actual work an employee does. Importantly, employees are evaluated on work produced, without consideration to where or how they worked.

Rather than conforming to legacy practices or location constraints, Equitrans’ person-centric work model is defined by flexible work experiences, intentional collaboration, and empathy-based management. For our field-based employees, who are primarily required to work onsite, we rolled out flexible work guidelines to demonstrate our commitment to our person-centric work approach. Upon implementation of this new work model, roughly 44% of employees are working remotely, 25% split their time between working remotely and at an Equitrans location, 31% work from an Equitrans location full-time, and less than 1% work part-time.

We expect our person-centric model will continue to improve employees’ satisfaction and retention, as well as help to expand our talent pool. Since implementing our workplace personas, the number of employees working in other U.S. locations has increased, and we have been able to improve gender diversity. As part of our new work model, we periodically conduct employee surveys and focus groups to obtain feedback, using the results to adjust our workplace practices, as needed.

Office-Centric vs Person-Centric Work Design
Office-Centric Person-Centric

Provide consistent work experiences to deliver equality of experience

Provide flexible work experiences to deliver equality of opportunity

Enable serendipitous collaboration to deliver innovation by chance

Enable intentional collaboration to deliver innovation by design

Drive visibility-based management to deliver performance by inputs

Drive empathy-based management to deliver performance by outcome

Renewable Electricity and Scope 2 Emissions

With the publication of the Company’s Climate Policy in 2021, Equitrans established targets that include a 50% reduction in Scope 1 and 2 methane emissions by 2030 and a 50% reduction in Scope 1 and 2 total greenhouse gas (GHG) emissions by 2040. Since this time, Equitrans has aggressively focused on reducing its direct Scope 1 emissions, which included the replacement of pneumatic devices and the installation of vent gas recovery units during 2022. These activities are expected to directly contribute to a reduction in methane emissions from operations. Additional information and details on the Company’s reduction efforts can be found in the GHG Emissions and Climate Change section of this report.

Equitrans is also working to reduce its indirect Scope 2 emissions, which are emissions related to purchased utilities, such as electric generation and heat. One method of aiding in the overall reduction of indirect Scope 2 emissions is through the purchase of certified renewable energy credits or RECs. Each REC is a certificate that corresponds to the environmental attributes of electricity that is generated from a zero-emissions renewable source and delivered to the electricity grid.

For the year-ended 2022, Equitrans purchased and retired 35,000 Green-e Energy certified RECs for its operations. These purchased RECs represent 35,000 megawatt hours (MWh) of generated renewable energy, which in this case was from wind energy generated in Oklahoma and delivered to the corresponding regional electric grid. By purchasing and retiring these RECs, Equitrans is taking credit for the renewable energy generated and ensuring that it is not accounted for elsewhere in the country. By purchasing these certified RECs, Equitrans was able to account for 100% of its purchased electricity through the supply of zero-carbon renewable energy, as related to its indirect Scope 2 GHG emissions.  

Enhancing Methane Monitoring

In January 2023, Equitrans announced its status as a founding member of the newly formed Appalachian Methane Initiative (AMI), a coalition of regional natural gas operators committed to further enhancing methane monitoring throughout the Appalachia Basin and facilitating additional methane emissions reduction in the region. The AMI coalition was formed ‘for the purpose of establishing and effectuating a methane monitoring, reporting, and mitigation network throughout the geographic area known as the Appalachian Basin.’

AMI’s efforts are intended to promote greater efficiency in the identification and remedy of potential fugitive methane emissions from operations in the Appalachian Basin through coordinated satellite and aerial surveys on a geographic-basis as opposed to an operator-specific basis and taking into account advanced methane monitoring and reporting frameworks. Additionally, the coalition will seek to coordinate and share best practices in mitigating methane emissions from natural gas operations, including production and midstream, and collaborate on activities and monitor results through transparent, publicly available reporting. 

For much of 2023, AMI is focusing on developing and implementing a pilot monitoring program to cover select areas of interest within the Basin’s major operating footprints, with the goal of working to develop and implement a full-Basin monitoring plan in 2024.

As part of AMI’s official launch, a news release was issued by the coalition’s founding members. We believe our membership in AMI will support our ongoing methane reduction efforts and complement our many ESG initiatives, and we look forward to working with other coalition members on advancing AMI’s initiatives.

Proactive Project Outreach

Equitrans Midstream relies on proactive community engagement and feedback to foster a culture of trust, inclusivity, and transparency, and we view our projects and operations through a lens of responsibility and accountability. In keeping with this belief, environmental justice is an important component of our stakeholder outreach activities. Our Environmental Justice Policy lays the foundation of our commitment to provide for the fair treatment and meaningful involvement of all people in any public process involving our operations, regardless of race, color, national origin, or income. 

It is often said that actions speak louder than words, which was the case for the outreach team working on our Ohio Valley Connector Expansion (OVCX) project. As a critical component of the project’s pre-planning phase, our team contracted the services of an outside vendor that specialized in the identification of environmental justice communities located near the project. After consulting with the FERC, the EPA, and our contracted environmental justice specialists, Equitrans extended the OVCX project’s landowner contact radius an additional 0.5 mile to maximize the outreach efforts and ensure all stakeholders were personally aware of and involved with the project details.

In addition to our land team contacting property owners and community members within the expanded radius, the OVCX outreach team conducted multiple pop-up educational meetings and community open houses; solicited pre-paid comment and suggestion cards; distributed various informational mailings; and remained engaged with the community every step of the way by responding to questions and feedback. To better understand the needs and challenges faced by those living near the proposed project, we also met with local organizations and elected officials, as well as other key decision makers. These additional, proactive measures taken by our OVCX outreach team went above and beyond regulatory requirements to ensure consistent communication and transparency throughout the project’s lifecycle.  

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