Company: PCG-PB
Filing Date: 2025-04-10
Form Type: DEF 14A
Source: 0001004980-25-000073
Chunk: 21

Company: PG&E Corp
Filing Date: 2025-04-10
Form: DEF 14A
Chunk 21
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 are concurrent, and numbers reflect attendance for both committees. |

#### Shareholder Engagement
We value our shareholders’ views and maintain an open and constructive dialogue with shareholders throughout the year.

In 2024, activities included:

• Outreach to and meetings with our largest institutional investors

• Engagement at industry investor and other conferences

• Quarterly earnings calls and live Q&A

• Investor Update and hosted on-site meetings

Discussion topics with our shareholders included wildfire risk reduction, climate change strategy, governance practices, and executive compensation.

#### Director Correspondence
PG&E Corporation has a record of Board responsiveness to shareholders. Under the companies’ Guidelines, the independent Chairs of the Boards are responsible for responding to written communications that are directed to the Boards from shareholders and other parties. See the “User Guide” section on page 106 for information on how to correspond with directors.

PG&E Corporation | Pacific Gas and Electric Company 2025 Joint Proxy Statement 34

Oversight

#### Strategy
The Boards oversee and provide guidance on the business strategy and also monitor the performance of the Corporation and the Utility. The Boards have delegated responsibility for day-to-day business operations to senior management who in turn provides regular updates to the Boards on progress towards accomplishing strategic goals. Board members are expected to develop and maintain a broad understanding of the companies’ strategic opportunities and plans. Board members actively participate in the regular updates related to strategic planning and goals, providing insight and direction.

#### Risk
PG&E has an enterprise risk management program that uses a consistent framework to identify and manage significant risks. The companies work closely with our key regulators on the risk framework, seeking and reflecting their input, and use this framework in rate case proceedings. As a part of the governance structure, the Chief Risk Officer is accountable to the CEO and the Board for ensuring that enterprise risk oversight and management processes are established and operating effectively, and committee charters authorize the Chief Risk Officer to provide reports directly to the Safety and Nuclear Oversight Committees and the Audit Committees.

The Boards’ oversight of risk management programs includes reviewing that programs are designed and implemented by management appropriately and are functioning as intended. It begins with the Audit Committees, which oversee the guidelines and policies that govern the process by which major risks are identified, assessed and managed, and thus review the full spectrum of key enterprise risks on an annual basis. The Audit Committees’ oversight includes allocation of responsibility for an in-depth review of each enterprise risk to various Board committees, based on the scope of each committee’s charter. The Safety and Nuclear Oversight Committees have been allocated responsibility for