PG&E Corp

Employees and Contractors

As of December 31, 2023, PG&E Corporation had 10 employees and the Utility had approximately 28,000 regular employees. Of the Utility’s regular employees, approximately 17,000 are covered by collective bargaining agreements with the local chapters of three labor unions: the International Brotherhood of Electrical Workers (“IBEW”) Local 1245; the Engineers and Scientists of California (“ESC”) IFPTE 20; and the Service Employees International Union Local 24/7 (“SEIU”). The collective bargaining agreements in effect for the IBEW Local 1245, ESC Local 20, and SEIU United Service Workers West, are set to expire on December 31, 2025. The agreements increase wages annually by 3.75% from 2022 through 2025 and maintain current contributions to specified benefits. The IBEW, ESC, and SEIU represent approximately 63% of the Utility’s employee workforce and support several areas of the Utility’s business, including gas and electric operations. The Utility enjoys stable and productive relationships with its unions and did not experience any work stoppages in 2023.

PG&E Corporation’s employees are primarily at the executive management level. The Utility generally has a stable workforce. The Utility’s turnover rates for 2023 and 2022 were 4.0% and 7.1%, respectively. Approximately 42% of PG&E Corporation’s and the Utility’s employees have a tenure of more than 10 years, with an average tenure of 11 years. Approximately 18% of PG&E Corporation’s and the Utility’s employees are eligible to retire. (PG&E Corporation and the Utility define retirement age as 55 years and older.)

The Utility’s contractors and subcontractors include approximately 30,000 individuals from approximately 1,000 contractor companies.

Human Capital Management

PG&E Corporation’s and the Utility’s human capital resource objectives are to build and retain an engaged, well trained, diverse, and equitable workforce. PG&E Corporation’s and the Utility’s Boards of Directors are responsible for overseeing management’s development and execution of PG&E Corporation’s and the Utility’s human capital strategy.

To build employee engagement, the Utility has a variety of both executive-level and employee-led initiatives and programs. PG&E Corporation’s and the Utility’s executive teams meet regularly to discuss and evaluate the state of employee talent, determine which programs are driving engagement and performance, and clarify the specific skills, behaviors, and virtues that should be cultivated. Each year, the Utility honors employees whose work embodies safety, diversity, equity, inclusion, belonging, environmental leadership, innovation, and community service. The Utility conducts an annual employee survey to measure and improve employee engagement.

Every year, PG&E Corporation and the Utility offer or require technical, leadership, and employee training, which includes a range of technical training for employees on the knowledge and skills required to perform their jobs safely using approved tools and work procedures. In addition, employees are required to complete annual compliance and ethics training and a Code of Conduct training, both of which are intended to promote a culture in which employees are encouraged to speak up with any concerns or ideas for continuous improvement. In addition, the Utility offers a variety of other trainings and education opportunities. In 2023, the Utility significantly expanded its training for supervisors.

Among other programs, the Utility provides career opportunities through its PowerPathway™ workforce development program. Launched in 2008, PowerPathway is a workforce development model to enlarge the talent pool of local, qualified, diverse candidates for skilled craft and utility industry jobs through training program partnerships with educational, community-based and government organizations. PowerPathway helps people throughout the Utility’s service area, including women and military veterans, prepare and compete for high demand jobs in the utility and energy industry. Students receive approximately eight weeks of industry-informed curriculum to ensure the academic, job specific, employability skills and physical training necessary to effectively compete for entry-level employment. Programs may also include hands-on training and on-the-job training.

PG&E Corporation and the Utility also provide integrated solutions and programs for employee health and wellness that encompass physical, mental, and financial health. These resources include several on-site or near-site health clinics, annual health screenings, health management tools, ergonomic support, and injury management programs, in addition to more traditional programs.

PG&E Corporation’s and the Utility’s financial incentives offered to employees include a Short-Term Incentive Plan (“STIP”), an at-risk part of employee compensation designed to reward eligible employees for achieving specific performance goals. The 2023 STIP was focused on company objectives of safety, customer impact, and financial health.

All PG&E Corporation and Utility officer compensation currently is funded by shareholders.

Safety

The Utility’s strategy to deliver on safety outcomes focuses on workforce and public safety. In 2023, in addition to deploying a safety management system, the Utility targets mitigations to the highest risk work. The Utility’s safety metrics include the number of actual serious incidents or fatalities (“SIF-A”) incidents and the “SIF-P” rate, which measures events that could have resulted in a SIF-A per 200,000 hours worked. In 2023, the Utility had four SIF-A incidents, which resulted in two fatalities and two serious injuries, and a SIF-P rate of 0.1. Additionally, the Utility measures DART (days away, restricted or transferred duty per 200,000 hours worked). In 2023, the Utility’s DART was 0.7. In particular, the Utility improved safety through the reduction of preventable motor vehicle incidents (“PMVI”). In 2023, the Utility’s PMVI rate was the lowest rate in the last eight years.

Diversity, Equity, Inclusion, and Belonging

PG&E Corporation’s and the Utility’s goal is to foster a diverse, equitable, and inclusive workforce culture where all employees find it enjoyable to work with and for PG&E Corporation and the Utility and feel they belong. These efforts are led by PG&E Corporation’s and the Utility’s Executive Vice President, Chief People Officer, in partnership with the executive team. The People and Compensation Committee of PG&E Corporation’s Board of Directors reviews the companies’ diversity, equity, inclusion, and belonging strategy, practices, and performance.

Key elements of PG&E Corporation’s and the Utility’s approach include active programming to heighten cultural awareness, encourage understanding and appreciation of diversity, and integrate thoughtful content into training, development, and performance support resources.

Additionally, the Utility’s 12 Employee Resource Groups and three Engineering Network Groups execute enterprise-wide employee programming, nominated employees lead efforts within their departments, and other specialized teams facilitate dialogue across the companies.

In 2023, women, minorities, and military veterans accounted for approximately 26%, 50%, and 7%, respectively, of total PG&E Corporation and Utility employees. Approximately 9% of the Utility’s employees are younger than 30, 62% are between the ages of 30 and 49, and 29% are 50 or older.