Innovative program develops young engineers to run nations largest nuclear facility (click here to learn more)

On-going employee training and development is critical to the success of our company. Pinnacle West offers employees excellent opportunities for career and employee development training. This includes numerous internal training opportunities as well as external training and tuition reimbursement for formal college and university training.  We also have several apprenticeship and intern programs.

Dedicated Training Facilities and Resources
The company has six dedicated training facilities which include a plant-specific nuclear control room training simulator; other power plant operations simulators; maintenance, electrical, instrumentation, chemistry, customer service, line worker and other technical training laboratories and equipment mock-ups. Employees have access to fully-equipped classrooms for instructor-led as well as computer-based training. The company also provides online business and information technology "referenceware" and courses that are accessible to employees at work or at home, 24-hours-a-day.

The company has more than 124 full-time professional staff members dedicated to providing engineering, craft, trade, technical, customer service, professional, business practices, environmental, health and safety training and individual and team development. The ratio is one full-time professional for every 50 employees.

Significant Dollar Investment
The company spends more than $30 million annually for facilities, staff, materials, supplies, tuition, fees and travel to provide training and development for its employees. This is an average of more than $4,800 per employee. This figure does not include cost of the participants’ time spent in training and development activities.

Apprenticeship and Intern Programs

Fossil Joint Apprenticeship program
The Fossil Joint Apprenticeship program was formed by APS and the International Brotherhood of Electrical Workers Local 387 to develop qualified employees for all company fossil-fueled power plants.  The program, registered in 2001 with the Arizona Department of Commerce and the Federal Department of Labor, offers on-the-job training for maintenance technicianautomotive/heavy equipment mechanic; maintenance technician-machinist; and Electrical & Instrumentation (E&I) Technician.

The Fossil Joint Apprenticeship Committee administers the program and works with San Juan College in Farmington, NM, Northland Pioneer College in northern Arizona, and Education Direct (an online distance learning program) to provide off-the-job training classes. In addition, journeymen in each craft teach both on and off the job to help apprentices become proficient in their chosen craft. Fossil apprenticeship positions are posted and applicants for apprenticeships must meet the minimum requirements.

APS Apprenticeship Program
The APS apprenticeship program, started in 1948, is a training ground for those interested in a career in the electric utility fields.  Apprentices receive statewide on-the-job training along with trade-related classroom training.  On successful completion of the apprenticeship program, apprentices become journeymen linemen, electricians, polyphase metermen and mechanics. APS also has a Utility Tree Worker Apprenticeship, one of the first of its kind in the nation. The mechanic program is college accredited and the APS apprentice trade programs qualify for the Montgomery GI Bill.

Quest for Excellence (QFE) program
The Quest for Excellence (QFE) program is a Palo Verde-sponsored partnership with West Valley/Phoenix area high schools. Students participate in a seven-week program studying advanced math including algebra and physics.  After completing the high school program, graduating seniors are eligible for the summer intern program. All college intern graduates are eligible for fulltime employment based on the availability of entry level positions, performance standards met and workforce needs of the business units.

Other Accredited, Certified Training Programs

• Eleven nuclear training programs are accredited by the Institute of Nuclear Power Operations (INPO)
• Six craft apprenticeship programs meet state certification requirements
• Environmental, health and safety training programs meet and exceed requirements of the Occupational, Safety and Health Administration (OSHA), Environmental Protection Agency (EPA), Department of Transportation (DOT) and Nuclear Regulatory Commission (NRC)

Formal Training Requirements

• All employees are required to complete annual ethics, safety, environmental and business practices training, averaging four hours per employee. Training completion is tracked and reported
• Approximately 70 percent of the company’s employees work in highly specialized craft, operations, technical, engineering, and customer service positions and have annual job specific training requirements. These training requirements range in duration from 16 to 400 hours annually, for an average of 46 hours of annual continuing training per employee in these job groups. Training completion is tracked and reported

Formal Development Processes

• The company has a formal succession planning processes which includes all key leaders throughout the enterprise.   Succession planning development plans are directed by a panel comprised of the CEO and the executive vice-presidents for officers and candidates to officer positions. Succession planning development plans for senior managers and candidates to senior management positions are directed by panels comprised of executive vice-presidents, vice-presidents and appropriate senior managers.
• The company has formal leadership development processes:
  • Employees have access to an e-Learning system which can assist them in identifying their aptitude and/or interest in becoming a leader
  • Once an employee is identified to fill a leadership role he or she is provided with additional e-Learning and in person training opportunities. First-time leaders are provided with courses covering leadership, communication, performance management, and business skills which prepares them for their formal leadership role. Leaders receive ongoing communications on leadership development topics and business relevant materials throughout the year
  • All company leaders at the manager level and above participate in three to four Leadership Forums per year, to stay focused on the company’s business direction, results and challenges
  • Each business unit executive directs an annual program for his or her leaders to address changes in management, culture, and human-performance improvement issues unique to the business unit
• The company has formal employee development processes:
  • The company provides an educational assistance program for employees seeking college credit or degrees. Employees are reimbursed 80 percent of tuition upon successful completion of a course. Within the annual limit of $5,000, employees may also be reimbursed the remaining 20 percent of tuition costs upon successful completion of a degree
  • Performance Review (non-union) employees receive an annual performance plan, which includes identification of learning and development objectives. Approximately 70 percent of the company’s employees are performance