AMEREN CORP

The execution of Ameren’s core strategy to invest in rate-regulated energy infrastructure, enhance regulatory frameworks and advocate for responsible policies, and optimize operating performance is driven by the capabilities and engagement of our workforce. Ameren’s workforce strategy is designed to promote a skilled workforce that is well-prepared to deliver on Ameren’s mission (To Power the Quality of Life) and vision (Leading the Way to a Sustainable Energy Future), both today and in the future. Our workforce strategy is anchored in four key pillars: Culture; Leadership Development; Organizational Alignment and Work Optimization; and Talent Attraction, Development and Rewards, which are discussed further below.

We are committed to workforce practices that adhere to laws and regulations regarding non-discrimination. We make employment decisions based on merit, without regard to any characteristic protected by law, and reinforce this commitment through robust risk management practices, ongoing legal monitoring, mandatory non-discrimination training, and employee feedback mechanisms.

Strong governance further supports these efforts. Ameren’s Chief Executive Officer and our Chief Human Resources Officer, with the support of other leaders of the Ameren Companies, are responsible for developing and executing our workforce strategy. In addition to reviewing and determining the Ameren Companies’ compensation practices and policies for the Chief Executive Officer and other executive officers, the Human Resources Committee of Ameren’s board of directors is responsible for oversight of Ameren’s human capital management practices and policies. The Human Resources Committee and Ameren’s board of directors are updated regularly on culture, organizational structure, leadership development, and legal and compliance matters.

Culture

We design our human capital management practices and policies to instill and reinforce our core values (Safety, Accountability, Integrity, Respect, and Stewardship) and organization competencies (Be Strategic, Continuously Improve, Deliver Results, Engage Respectfully, Foster Collaboration, and Think Customer). In doing so, we strive to align our employees to our mission and vision, improve safety, continuously improve operating performance, attract and retain top talent, and recognize employee contributions, among other things. We seek employee feedback through confidential surveys and other channels, using insights to enhance the employee experience and take actions aimed at increasing employee engagement. We have enhanced our facilities and workforce policies and practices to increase collaboration and productivity.

As a part of our culture, every employee is expected to challenge any unsafe act, complete each workday safely, and provide feedback on safety and security matters. In addition to comprehensive safety and security standards, and mandatory health, safety, and security training programs for applicable employees, we promote programs designed to encourage employees to provide feedback on practices or actions that could harm employees, customers, or the Ameren Companies, including perceived issues related to safety, security (both physical and cyber), ethics and compliance violations, or policy concerns.

Leadership Development

Ameren’s leaders play a critical role in setting and executing Ameren’s strategic initiatives, modeling our values and culture, and engaging and enabling the workforce. As such, we seek to develop a strong leadership team with a variety of experiences and perspectives. Management engages in an extensive succession planning process annually, which includes the involvement of Ameren’s board of directors. We develop our leaders both individually, through job rotations, coaching, work experiences, and leadership development programs, and as a team. Throughout the year, we offer a variety of forums intended to connect our leaders to our mission, vision, values, strategy, and culture, and to build leadership skills and capabilities.

Organizational Alignment and Work Optimization

We regularly evaluate our organizational structure and make adjustments and expand roles to facilitate execution of our strategy and organizational efficiency. We take proactive and intentional actions to ensure that structure is aligned with our highest priorities, processes are streamlined, technology is leveraged to drive efficiency and productivity, and roles are structured to facilitate communication, ownership and accountability.

Talent Attraction, Development, and Rewards

We engage in a variety of internal and external workforce development initiatives to ensure we have a strong pipeline of talent with the skills needed to execute our strategic priorities. We invest in our people to build or enhance technical, leadership, and professional skills and we facilitate mentoring relationships across the organization. As our business needs change, we remain focused on ensuring that our workforce has the tools and skills necessary to deliver on our strategic initiatives.

Our talent management initiatives include a wide range of recruiting partnerships and programs, designed to engage a variety of career seekers. We have established programs to recruit early and mid-career talent to further enhance our workforce pipelines. These programs include skilled craft education and training for individuals interested in skilled craft roles, an intern/co-op program that serves as a pipeline for STEM-related careers, a program for individuals transitioning from military service, and an early career rotation program.

Complementing these efforts, our rewards program delivers a competitive and financially sustainable total rewards package that reinforces strong performance and supports engagement. We recognize that the rewards package required to attract and retain talent over the long term is about more than pay and benefits; it is about the total employee experience and support of their overall well-being. In addition to base salary, medical benefits, and retirement benefits, including defined benefit pension plans covering substantially all employees and a 401(k) plan for eligible employees, our total rewards package includes short-term incentives and long-term stock-based compensation for certain employees. Further, we offer our employees various programs that encourage overall well-being, including wellness and employee assistance programs. We regularly evaluate our offerings to ensure they provide meaningful value to employees while maintaining fiscal responsibility – enabling Ameren to attract, retain, and motivate top talent to achieve our strategic objectives.

Workforce

The majority of our workforce is comprised of skilled-craft and STEM-related professional and technical employees. Our workforce has been stable, with a total attrition rate of 6% in 2025. The majority of employee attrition is a result of employee retirements, generally allowing for thoughtful workforce and succession planning in advance of these planned transitions. The following table presents our employee count and their average tenure as of December 31, 2025, and the attrition rate in 2025:

The following table presents Ameren’s employees by generation as of December 31, 2025:

Collective bargaining units at Ameren’s subsidiaries consist of the International Brotherhood of Electrical Workers, the International Union of Operating Engineers, the Laborer’s International Union of North America, the United Association of Plumbers and Pipefitters, and the United Government Security Officers of America. As of December 31, 2025, these labor unions collectively represented 46%, 58%, 54%, and 10% of the employees at Ameren, Ameren Missouri, Ameren Illinois, and Ameren Services, respectively. The Ameren Companies expect continued constructive relationships with their respective labor unions. The Ameren Missouri collective bargaining unit contracts expire in 2026 and 2028, and cover 96% and 4% of represented employees, respectively. The Ameren Illinois collective bargaining unit contracts expire in 2027 and 2029, and cover 8% and 92% of represented employees, respectively. Ameren Missouri and Ameren Illinois expect to renew these contracts prior to their expiration, however there can be no guarantee that such renewals will be secured on favorable terms.