PACIFIC GAS & ELECTRIC Co

Employees and Contractors

As of December 31, 2025, PG&E Corporation had 10 employees, and the Utility had approximately 29,000 regular employees. Of the Utility’s regular employees, approximately 17,500 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”) International Federation of Professional and Technical Engineers 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 expired on December 31, 2025, and have been automatically extended for at least one year while the parties negotiate successor agreements. The automatic extension does not cover general wage increases, which must be separately bargained and agreed to for 2026 and beyond. Under prior agreements, wages increased annually by 3.75% from 2022 through 2025. The IBEW, ESC, and SEIU represent approximately 60% 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 2025.

PG&E Corporation’s employees are primarily at the executive management level. The Utility generally has a stable workforce. The Utility’s turnover rate for 2025 was 3.8%. Approximately 46% 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 19% 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 39,000 individuals from approximately 1,200 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 and equitably-paid 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, inclusion and belonging, environmental leadership, innovation, and community service. The Utility conducts employee surveys to measure and improve employee engagement.

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.

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 and qualified candidates that reflect the communities the Utility serves for skilled craft and utility industry jobs through training program partnerships with educational, community-based and government organizations. 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.

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 2025 STIP was focused on company objectives of safety, customer impact, and financial health.

All executive officer compensation is paid by PG&E Corporation.

Safety

The Utility’s strategy to deliver safety outcomes remains focused on employees, contractors, and public safety through identification, elimination, and mitigation of high-energy hazards. The Utility’s safety metrics include the number of actual serious injuries or fatalities (“SIF-A”) and high-energy events that had the potential to result in a serious injury or fatality per 200,000 hours worked (“SIF-P rate”). In 2025, the Utility had four SIF-A incidents, which resulted in one fatality and three serious injuries, and a SIF-P rate of 0.051. The Utility continues to mature its PG&E Safety Excellence Management System, which is a systematic approach to assess risk and evaluate or implement controls for safe operation based on industry standards.

Inclusion and Belonging

PG&E Corporation’s and the Utility’s goal is to foster a workplace culture of inclusion and belonging 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’ inclusion and belonging strategy, practices, and performance.

Key elements of PG&E Corporation’s and the Utility’s approach to inclusion and belonging include integrating inclusion and belonging into the employee experience with a focus on equity and interrupting bias in hiring, promotion, retention and compensation, heightened cultural awareness programming to encourage understanding and importance of inclusion and belonging, and integrating useful 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 engagement programming and recognize employees’ contributions to organizational culture among the Utility’s workforce, communities, and customers. The Employee Resource Groups are open to all employees. Specialized teams facilitate awareness, education, and dialogue and support enterprise inclusion and belonging efforts.