WEBVTT

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<v Announcer>Thank
you for your patience.</v>

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<v Operator>Welcome to the</v>

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California Public Utilities Commission

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and the office of energy
safety infrastructure,

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energy safety public meeting
on utility safety practices

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on this day, Wednesday,
August 25th, 2021.

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Carolina you may begin.

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<v ->Good morning, everyone</v>

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and welcome to Southern
California Edison and San Diego gas

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and electric safety update
briefing for the California

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public utilities Commission
and the office of energy

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infrastructure safety.

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I am Carolina Contreras
with the CPUC safety policy

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division, and I'll be
moderating today's engagement,

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but today's briefing members
of the board of directors of

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Southern California Edison
and San Diego gas and electric

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will present updates on
their electric safety-related

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efforts and answer questions

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from the CPUC and energy safety.

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Due to the Corona virus pandemic

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and the shelter in place order

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we are conducting today's meeting online

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and by remote application participation.

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The meeting is live-streamed
on the CPUC website

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and can be viewed.

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You can view the meeting at
www.adminmonitor.com/Ca/CPUC,

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close captioning is available in

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English and Spanish through the webcast.

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You can click on the green button

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to select your language of choice.

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Joining us on the virtual dais today

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are CPUC Commissioners,

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Rechtschaffen, Shiroma,
Guzman Aceves, and Houck,

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and the director of the
office of energy infrastructure

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safety, Caroline Thomas
Jacob, unfortunately,

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President Batjer had
a scheduling conflict

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and is unable to join us today.

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In terms of format for today's briefing

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after opening remarks from the diets,

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we'll hear safety update from
Southern California Edison

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representative followed by
discussion and Q and A for the

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Commissioners and
energy safety directors.

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We will then move on to a safety
update by San Diego Gas and

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Electric representative
followed by another Q and A

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discussion from the Commissioners

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and energy safety director.

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We are scheduled to
conclude today at 12:30 PM.

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We will have an opportunity
for public comment

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following the presentation.

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If you wish to make a public comment,

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dial (800) 857 1917 and enter passcode

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1767567 and press star one,

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you will be placed into a
queue and the operator will take

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your name and information.

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You will be called upon to speak,

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when you get to the public
common period in today's agenda,

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we will provide two
minutes to each speaker.

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So please be mindful of the time.

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I will repeat this directions
when we get to that point,

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we also have Spanish
interpretation available,

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dial 1 800 857 1917 and
enter passcode 3799627 pound

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to be connected to the Spanish line.

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I asked that my colleagues
in today's speakers remain

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mindful and speak clearly.

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We will now repeat information about

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public comment information in Spanish.

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(speaking in foreign language)

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I will now turn it over to
Commissioner Rechtschaffen

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for some opening remarks,
Commissioner Rechtschaffen.

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<v ->Thank you very much, Carolina.</v>

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Good morning, everybody.

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I'd like to start by welcoming
my fellow Commissioners

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and also director Thomas Jacobs,

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the office of energy
infrastructure safety,

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always a pleasure to share
the day with you director.

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This meeting is part of our
regular efforts here at the PUC

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to hold meetings with
utility leadership on wildfire

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mitigation and
activities, public safety,

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power shut off and other
matters to ensure that we have the

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maximum accountability and transparency

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on critical safety issues.

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Today's meeting is somewhat
different in that we will hear

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from representatives of
the utilities board of directors

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and I hope that the range of
safety issues we discussed can

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be more holistic and comprehensive.

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I'd like to see us Institute
that meet this meeting with the

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board members as an annual practice,

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as we work collectively to
improve all aspects of the

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utility safety performance I should add

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I also think a process like
this in meeting with board

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members is a reasonable

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and effective way for the utilities to

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meet one of the criteria
that's set forth in AB 1054,

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the wildfire mitigation safety law

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for obtaining a safety certificate

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and that criteria is that
the, "Electrical corporation

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has established board of
director level reporting to the

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Commission on safety issues."

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I'd also like to see board members

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from the respective safety
committee to the utilities

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being part of this
discussion going forward.

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So that's an item that
we can follow up on.

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Updates like the ones
we will get today are critical

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to making sure that we are
kept informed by the utilities

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on all of the various
aspects to improve safety,

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public safety, employee
safety, contractor safety,

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and in particular,

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the development of their
organizational safety culture

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we have emphasized
and we have proceedings

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that are working on this,

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that a strong safety
cultures really essential for

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strong and effective safety performance

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and that culture is set
by the leaders of a utility.

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We have been working since
the middle of the last decade,

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to focus on various ways to
significantly enhance the level

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of analysis that utilities engage in,

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in assessing the risks that
they say and coming up with a

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more objective and
quantifiable basis for

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how to spend money on those risks,

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kind of best mitigate the
range of risks that utilities face

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we've ordered the
development of risk assessment,

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methodologies and
safety performance metrics.

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This work of course goes
on in two or three major

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proceedings that we have open

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our safety model assessment
proceeding also known as SMAP,

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our risk assessment and
mitigation phase proceeding,

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the RAMP proceeding which
feeds into our general rate cases.

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Also very importantly, and of course,

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more and more important every day now

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our climate adaptation
rule making where we test

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utilities to use the best
climate science available

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to help mitigate the risks from,

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Carolina do you want me to stop

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cause I'm hearing the translator?

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<v ->Yes, translator,
will you please mute?</v>

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We have had our portion
of Spanish, thank you.

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<v ->Just to finish up
the climate adaptation</v>

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rulemaking is very important

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risk-based rulemaking that we need to,

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and we are integrating with the
SMAP and RAMP proceedings

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because we want utilities to
be thinking holistically about

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the range of risks they face
and the risks from climate

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change or in escapable at this point.

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We of course have hundreds
of experts safety staff

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that perform oversight
and enforcement work.

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A lot of that happens outside
the view of the public and

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these proceedings, but
it's critically important.

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We have outstanding
staff doing that all the time.

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Today's meeting fills a gap
in our current practices by

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providing the public,
to get an opportunity

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to hear a report,

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a discussion between
the boards of the directors

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of the utilities, the CPUC and OEIS,

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and for getting a better
public understanding,

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really the priorities and
actions of the boards of

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directors and executive leadership.

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I look forward to further
developing this reporting process.

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As I mentioned,

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I'd like to see board members
from the respective committees

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appearing in going forward.

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I'd like to thank our safety
policy division and the office

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of the Commission for a lot
of work in preparing for today's

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meetings, Carolina included,

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and I look forward to the
presentations from Southern

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California, Edison and
San Diego Gas and electric.

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Carolina back to you.

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<v ->Carolina your on mute.</v>

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<v ->Thank you everyone.</v>

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My apologies thank you,
Commissioner Rechtschaffen.

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Director Thomas Jacob.

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<v ->Thank you and thank
you Commissioner.</v>

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Good morning, everyone.

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I really appreciate the
opportunity to hear from Southern

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California, Edison, San
Diego, gas and electric today

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on the status of their critical

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safety initiatives and
how those initiatives are

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improving safety outcomes.

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I couldn't agree more

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with Commissioner Rechtschaffen comments

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and look forward to
integrating the office into the

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comprehensive efforts by the
Commission on safety oversight

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of electrical infrastructure.

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As the impacts of climate
change, continue to worsen

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and California's experience
is a drought conditions that

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increase the risk of wildfire,

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the importance of building
and maintaining a culture of

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safety and wildfire resilience
for employees, customers,

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and the general public becomes
ever more critical with over

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6,700 fires and more than
100 million and a half acre

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burn this year, the numbers,
but more importantly,

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the impacts of those
fires are staggering

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and the threat is only
continuing to escalate.

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Safety and climate
resilience must be considered

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and prioritized in every decision

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to ensure every opportunity
to improve worker safety

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and reduce or eliminate
the likelihood of emissions

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from electrical lines and
equipment is maximized.

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Building a culture of safety or safety

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is not just what you do,

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but who you are is not easy
nor does it happen overnight.

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It takes work and strong leadership.

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In December of 2020 as
the wildfire safety division,

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we released a strategy for
reducing utility related wildfire

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risk in which we set out
a vision for a sustainable

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California with no catastrophic
utility related wildfires

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that has access to safe, affordable,

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and reliable electricity,

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a foundational element
to achieving this vision

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in building a culture based on
safety and risk management,

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not focused solely on compliance,

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but a culture that drives
towards reducing risks within your

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operations and from your infrastructure.

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I know Edison and San Diego has the gun,

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the work to build such a culture

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and I look forward to hearing
today how that work is leading

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to improve safety outcomes
for their workforce or their

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customers and the communities
in which they operate.

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I'll leave it at that for now,

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as I'm sure I'll have
questions for the presenters

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and as Commissioner Rechtschaffen

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and thank you to all of the staff

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that has helped organize
this public briefing.

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I really appreciate all the
work everyone's put into it

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and I look forward to hearing
from San Diego and Edison

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back to you Carolina.

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<v ->Thank you, director
Thomas Jacobs.</v>

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Commissioners Shiroma,
Guzman Aceves, and Houck,

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could you have any other
opening remarks please go ahead.

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<v ->Oh yes, thank you.</v>

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Yes good morning everybody.

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Thank you, Ms. Thomas and
the Commissioner Rechtschaffen,

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like all of the Commissioners
and participants today,

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I am keenly interested to
hear from the representatives of

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the board of directors and
executive management for Southern

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California Edison and San
Diego gas and electric on your

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safety, priorities and activities.

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Certainly the safety issue

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at the top of everyone's
mind is wildfires.

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I look forward to hearing the
reinforcement in Spanish on

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the information shared with
us in other forums on what is

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being done on the
mitigation of wildfires.

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Additionally, and
equally importantly, today,

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I look forward to hearing
about the utilities overall

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safety, core values,
and safety culture efforts,

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and the safety initiatives
that augment and go beyond

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wildfire planning thank you.

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<v ->And Mrs. Houck,</v>

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I just want to concur with the comments

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of my fellow Commissioners

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and I look forward to
this important presentation

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and with that, I will turn
it back over to Carolina.

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<v ->Thank you, Commissioner Houck.</v>

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If no other opening remarks,

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then I think you Commissioners
and director Thomas Jacob,

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we will now hear from
Southern California Edison

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representative, Kevin Payne,

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chair of the board of directors
and chief executive officer

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representative, Steven Powell,

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executive vice president of
operations and representative

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Andrew Martinez,
vice president of safety,

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security and business
resiliency and chief safety officer.

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Welcome Mr. Payne,
you have up to 30 minutes,

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I'm turning it over to you now.

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<v ->Thank you very much.</v>

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Good morning Commissioner Rechtschaffen,

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Commissioner Guzman
Aceves, Commissioner Shiroma,

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Commissioner Houck and
director Thomas Jacobs.

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Thank you for inviting us
here today to share progress

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and the challenges in SCE
safety, performance and culture.

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I'm Kevin Payne, president and CEO

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of Southern California
Edison and as was said,

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I serve as the chair of
SCEs board of directors.

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I'm joined today by Steve Powell,

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Who's our executive vice
president of operations

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effectively our chief operations officer

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and Andrew Martinez,
our vice-presidents safety,

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security and business resiliency

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and as Carolina said
chief safety officer.

00:16:29.360 --> 00:16:31.220
As I started marking my remarks,

00:16:31.220 --> 00:16:34.383
would you please turn the
slide to slide number two?

00:16:44.540 --> 00:16:46.310
It's the deck now projecting, I'm sorry,

00:16:46.310 --> 00:16:47.627
I can't see it on my end.

00:16:49.970 --> 00:16:51.273
<v ->I can not see it either.</v>

00:16:55.890 --> 00:16:56.723
<v ->There we go.</v>

00:16:59.210 --> 00:17:01.210
All right, thank you very much.

00:17:01.210 --> 00:17:05.220
First of all, safety is
integral to SCE business.

00:17:05.220 --> 00:17:08.540
It starts with our company
values of which safety is the

00:17:08.540 --> 00:17:12.520
first, our values, our
safety, integrity, excellence,

00:17:12.520 --> 00:17:15.053
respect, continuous
improvement in teamwork.

00:17:16.250 --> 00:17:18.810
Safety is the top driver
of all of our priorities,

00:17:18.810 --> 00:17:21.170
our investments, and our standards

00:17:21.170 --> 00:17:24.610
and I want to stress that our
commitment to safety is broad.

00:17:24.610 --> 00:17:27.180
It starts with protecting our
workers and the public and

00:17:27.180 --> 00:17:31.080
habits, but it also includes
investments that replace aging

00:17:31.080 --> 00:17:34.750
infrastructure to prevent
hazardous equipment failures.

00:17:34.750 --> 00:17:37.640
A major focus of it is
preventing catastrophic wildfires,

00:17:37.640 --> 00:17:40.060
of course, by making
the grid more resilient

00:17:40.060 --> 00:17:41.190
and capable of operating

00:17:41.190 --> 00:17:44.400
reliably and increasingly
extreme weather conditions.

00:17:44.400 --> 00:17:47.710
But it also includes adapting
more fully to climate change,

00:17:47.710 --> 00:17:50.573
to protect and serve our
for many years to come.

00:17:51.550 --> 00:17:55.550
If you can please turn to
look you're on the right slide.

00:17:55.550 --> 00:17:56.700
Slide three, thank you.

00:17:58.660 --> 00:18:02.240
SCE's commitment to
safety starts at the very top our

00:18:02.240 --> 00:18:03.740
safety and operations committee

00:18:03.740 --> 00:18:06.170
or a SOC as I may refer to it today,

00:18:06.170 --> 00:18:08.850
maintains joint responsibility
with our full board of

00:18:08.850 --> 00:18:11.097
directors for safety oversight at SCE.

00:18:12.050 --> 00:18:15.430
The SOC is made up of five
independent directors and it's

00:18:15.430 --> 00:18:17.930
responsible for oversight
of the company's safety

00:18:17.930 --> 00:18:21.400
performance and culture,
our operational goals,

00:18:21.400 --> 00:18:23.300
safety and operational risks

00:18:23.300 --> 00:18:25.270
and significant safety related incidents

00:18:25.270 --> 00:18:28.563
involving employees, contractors,
or members of the public.

00:18:29.800 --> 00:18:31.880
It means that at least
six times per year,

00:18:31.880 --> 00:18:34.880
and it reports out regularly
to the full board of directors.

00:18:35.870 --> 00:18:38.520
As we noted in our request
for a safety certification,

00:18:38.520 --> 00:18:41.950
the chair of the SOC Tim
O'Toole has extensive safety

00:18:41.950 --> 00:18:44.440
experience and has been
recognized in the safety leader,

00:18:44.440 --> 00:18:46.680
both in the U.S. and internationally,

00:18:46.680 --> 00:18:48.300
and is currently a member
of the board of directors

00:18:48.300 --> 00:18:50.083
of the national safety council.

00:18:51.210 --> 00:18:54.160
In addition to his SOC role,
Mr. O'Toole engages directly

00:18:54.160 --> 00:18:56.520
with our operations and
safety leadership team

00:18:56.520 --> 00:18:58.250
to understand our safety performance

00:18:58.250 --> 00:19:00.750
and programs, pressure
tests, our approaches,

00:19:00.750 --> 00:19:03.443
and provide insights
based on his experience.

00:19:04.510 --> 00:19:06.930
In my role, serving as
chair of SCEs board,

00:19:06.930 --> 00:19:09.590
I am among other things
responsible for representing the

00:19:09.590 --> 00:19:12.300
board for executive level
reporting on safety issues

00:19:12.300 --> 00:19:13.220
with this Commission

00:19:13.220 --> 00:19:16.410
and with the office of
energy infrastructure safety.

00:19:16.410 --> 00:19:18.680
As part of my
managerial role at utility,

00:19:18.680 --> 00:19:20.840
I also attend each meeting
of the board of director of

00:19:20.840 --> 00:19:25.060
safety and operations committee
or a SOC as such our board

00:19:25.060 --> 00:19:28.263
is fully engaged on SCEs,
most important safety issues.

00:19:29.200 --> 00:19:32.630
Our comments today are going
to be primarily focused on our

00:19:32.630 --> 00:19:35.270
progress and challenges
in wildfire, mitigation,

00:19:35.270 --> 00:19:38.010
worker safety and safety culture.

00:19:38.010 --> 00:19:40.480
Steve Powell will be discussing
our progress on wildfire

00:19:40.480 --> 00:19:43.590
mitigation while Andrew
Martinez will address worker safety

00:19:43.590 --> 00:19:45.650
issues and after that,

00:19:45.650 --> 00:19:48.100
I'll provide an update
on our safety culture.

00:19:48.100 --> 00:19:50.370
So I'll turn it over to Steve Powell now

00:19:50.370 --> 00:19:52.773
to discuss wildfire mitigation, Steve.

00:19:53.919 --> 00:19:55.830
<v ->Yeah, thanks Kevin.</v>

00:19:55.830 --> 00:19:58.200
So let's start by turning to slide four

00:19:58.200 --> 00:20:00.650
and discussing our highest
priority public safety effort,

00:20:00.650 --> 00:20:02.730
which is wildfire mitigation.

00:20:02.730 --> 00:20:05.390
This is summarized in
SCE's wildfire mitigation plan,

00:20:05.390 --> 00:20:07.463
or I'll refer to it as our WMP.

00:20:08.396 --> 00:20:10.310
SCE is long focused on wildfire Safety,

00:20:10.310 --> 00:20:13.040
but launched a re-imagining
of our approach shortly after

00:20:13.040 --> 00:20:15.200
the 2017 wine country fires

00:20:15.200 --> 00:20:18.920
and prior to the 2017
Thomas and Comic stone fires.

00:20:18.920 --> 00:20:22.250
This led to originally our grid
seeking resiliency program

00:20:22.250 --> 00:20:24.580
application that was filed in 2018,

00:20:24.580 --> 00:20:27.760
which was a startup key
initiative like covered conductor,

00:20:27.760 --> 00:20:28.867
enhanced inspections,

00:20:28.867 --> 00:20:31.590
and our vegetation management practices.

00:20:31.590 --> 00:20:34.180
We've continued to refine
our wildfire mitigation strategy

00:20:34.180 --> 00:20:37.363
with our subsequent WMP
that we've been filing annually.

00:20:38.260 --> 00:20:40.140
At these WMP consists of activities

00:20:40.140 --> 00:20:42.220
that reduce the
probability of consequence.

00:20:42.220 --> 00:20:45.140
It probably, or consequence of ignitions

00:20:45.140 --> 00:20:47.320
improve situational awareness,

00:20:47.320 --> 00:20:50.360
provide local fire agencies
with backpack staff, backing,

00:20:50.360 --> 00:20:52.620
fire fighting helicopters,

00:20:52.620 --> 00:20:55.803
and help customers
prepare for power outages,

00:20:55.803 --> 00:20:58.470
I think the early evaluate
each activity and its

00:20:58.470 --> 00:21:01.240
alternatives for risk
reduction effectiveness,

00:21:01.240 --> 00:21:03.283
speed of deployment and cost.

00:21:04.130 --> 00:21:06.330
For example SCE
identified the installation

00:21:06.330 --> 00:21:09.170
of carbon conductor is
as the most effective way

00:21:09.170 --> 00:21:11.080
to quickly and efficiently and

00:21:11.080 --> 00:21:13.843
effectively reduce the
risk of electrical equipment

00:21:13.843 --> 00:21:17.770
being involved in an admission
during weather conditions,

00:21:17.770 --> 00:21:20.720
when fires can be
particularly destructive.

00:21:20.720 --> 00:21:23.400
Since 2018 we've installed
over 2000 circuit miles

00:21:23.400 --> 00:21:26.330
of cover conductor to
prevent ignitions from objects,

00:21:26.330 --> 00:21:27.860
blowing into our lines or,

00:21:27.860 --> 00:21:29.980
wireless wires coming
into contact with each other

00:21:29.980 --> 00:21:30.813
in high winds.

00:21:31.760 --> 00:21:32.640
At the same time,

00:21:32.640 --> 00:21:35.040
we've implemented several
programs that complement cover

00:21:35.040 --> 00:21:37.320
conductors as they're
detailed on slide five

00:21:37.320 --> 00:21:39.370
that we determined there.

00:21:39.370 --> 00:21:43.180
These include installing
13,000 fast mapping fuses

00:21:43.180 --> 00:21:45.840
and establishing fast curve
settings for the majority of our

00:21:45.840 --> 00:21:48.163
protection devices in high-fire areas.

00:21:49.050 --> 00:21:51.780
This reduces the likelihood of ignition

00:21:51.780 --> 00:21:54.010
by limiting the energy release.

00:21:54.010 --> 00:21:56.760
When the overhead lines are
damaged or equipment sales.

00:21:58.050 --> 00:22:00.740
Our vegetation line cleaning
program expands clearances to

00:22:00.740 --> 00:22:04.770
12 feet where possible on
distribution lines and expects and

00:22:04.770 --> 00:22:08.420
inspects and trims hundreds
of thousands of trees each year.

00:22:08.420 --> 00:22:12.350
We've removed over 33,000
hazard trees since 2019,

00:22:12.350 --> 00:22:14.400
trees that could fall into
our electrical equipment

00:22:14.400 --> 00:22:16.420
and result in potential ignitions.

00:22:16.420 --> 00:22:19.637
And we annually are clearing
brush around poles on nearly a

00:22:19.637 --> 00:22:22.713
100,000 poles more than 100,000 poles.

00:22:23.720 --> 00:22:26.010
We've also redesigned
our inspection programs,

00:22:26.010 --> 00:22:29.120
integrating with modeling and
do our prioritization and move

00:22:29.120 --> 00:22:32.730
beyond just a time-based
compliance based approach.

00:22:32.730 --> 00:22:36.810
We started these risk informed
ground inspections in 2018,

00:22:36.810 --> 00:22:39.590
but experienced quickly caught
up that we needed to expand

00:22:39.590 --> 00:22:43.330
these to include aerial
inspections for a full 360 degree

00:22:43.330 --> 00:22:44.823
inspection of our facilities.

00:22:45.740 --> 00:22:47.990
Last year we performed
these detailed inspections

00:22:47.990 --> 00:22:51.840
from the ground and air
on nearly 200,000 facilities

00:22:51.840 --> 00:22:54.063
and we expect similar numbers this year.

00:22:55.540 --> 00:22:58.480
We currently expect that we'll
be meeting nearly all of our

00:22:58.480 --> 00:23:00.500
WMP targets this year.

00:23:00.500 --> 00:23:03.170
So we are diligently working
on welfare risk reduction,

00:23:03.170 --> 00:23:06.960
challenges persist in terms
of its permitting time to permit

00:23:06.960 --> 00:23:09.687
supply chain issues
and resource constraints.

00:23:09.687 --> 00:23:10.620
But as a company,

00:23:10.620 --> 00:23:13.000
we continue to find ways to
surmount these challenges,

00:23:13.000 --> 00:23:15.420
to stay on track with our goals.

00:23:15.420 --> 00:23:17.960
If they just carefully
selected set of mitigation,

00:23:17.960 --> 00:23:21.800
coupled with advances in
risk modeling and prioritization

00:23:21.800 --> 00:23:24.230
are designed to compliment
each other and to significantly

00:23:24.230 --> 00:23:26.443
mitigate the risk of
catastrophic wildfires.

00:23:27.890 --> 00:23:29.390
So far, most of what I've talked about,

00:23:29.390 --> 00:23:31.230
really just activities.

00:23:31.230 --> 00:23:32.940
Let's talk a little bit
more known outcomes

00:23:32.940 --> 00:23:35.093
if we can refer to slide six, please.

00:23:36.255 --> 00:23:39.690
So first in 2021 circuits
with cover conductors have

00:23:39.690 --> 00:23:42.980
experienced 69% fewer electrical fault.

00:23:42.980 --> 00:23:45.590
Electrical fault being the
source of ignition inducing

00:23:45.590 --> 00:23:49.833
sparks as compared to bear
focus and our high fire areas.

00:23:50.800 --> 00:23:52.950
In fact, on those segments
where we have covered,

00:23:52.950 --> 00:23:55.345
we're covered the bare conductor,

00:23:55.345 --> 00:23:57.720
we have not experienced a
single CPUC reportable ignition

00:23:57.720 --> 00:24:01.040
from contact with objects
or wired wire contacts,

00:24:01.040 --> 00:24:04.458
which are the major sources
of ignition on our system

00:24:04.458 --> 00:24:07.370
and which is what covered
conductor really is designed and

00:24:07.370 --> 00:24:08.970
what we're using it to put that.

00:24:09.860 --> 00:24:11.420
Second, there've been 50%,

00:24:11.420 --> 00:24:15.140
fewer vegetation cause fault
than the historic average in

00:24:15.140 --> 00:24:17.100
SCE high fire risk areas.

00:24:17.100 --> 00:24:18.620
This can be attributed largely to

00:24:18.620 --> 00:24:20.940
our expanded vegetation
management programs,

00:24:20.940 --> 00:24:23.270
but complemented with
more frequent inspections

00:24:23.270 --> 00:24:26.230
and the grid hardening
work that we're doing.

00:24:26.230 --> 00:24:29.110
Additionally due to our risk
informed inspection program,

00:24:29.110 --> 00:24:32.840
we've remediated over 36,000
findings and year over year

00:24:32.840 --> 00:24:35.060
have reduced findings by two thirds,

00:24:35.060 --> 00:24:37.803
a strong indication of the
program's effectiveness.

00:24:39.730 --> 00:24:41.580
If we can turn to slide seven please.

00:24:42.560 --> 00:24:43.910
On the other side of things,

00:24:43.910 --> 00:24:45.243
I wanna acknowledge that thus far,

00:24:45.243 --> 00:24:48.120
we have not seen a noticeable
decline in the number of

00:24:48.120 --> 00:24:52.383
ignitions in 2020 and 2021
as compared to prior years,

00:24:53.360 --> 00:24:56.230
we believe that this is the
result of the recent drought and

00:24:56.230 --> 00:24:58.603
dry fuel conditions that
we've had across our system,

00:24:58.603 --> 00:25:01.090
as well as our
improved ability to detect

00:25:01.090 --> 00:25:03.320
and report on smaller ignitions

00:25:03.320 --> 00:25:04.760
and the fact that we are not finished

00:25:04.760 --> 00:25:06.260
with our grid hardening efforts.

00:25:06.260 --> 00:25:08.702
In fact, we have still a
fair amount more to go

00:25:08.702 --> 00:25:09.723
over the coming years.

00:25:10.580 --> 00:25:12.430
Also as you can see from the bar chart,

00:25:12.430 --> 00:25:15.630
ignitions outside high fire
areas have grown more quickly

00:25:15.630 --> 00:25:16.983
than in high fire areas.

00:25:18.088 --> 00:25:20.152
This happens sometimes
when abnormally high

00:25:20.152 --> 00:25:22.270
temperatures can cause equipment

00:25:22.270 --> 00:25:24.110
such as transformers to fail,

00:25:24.110 --> 00:25:26.523
which lead to sparks
and can lead to ignition.

00:25:27.610 --> 00:25:28.860
Perhaps most importantly,

00:25:28.860 --> 00:25:32.010
the consequences of wildfires
associated with our equipment

00:25:32.010 --> 00:25:34.190
have been substantially reduced

00:25:34.190 --> 00:25:37.920
and comparing 2019, the 2019-2020 period

00:25:37.920 --> 00:25:40.840
to the prior two years of 2017 and 18,

00:25:40.840 --> 00:25:43.340
we've had 60% less acres burned

00:25:43.340 --> 00:25:46.053
and 94% fewer structures destroyed.

00:25:47.040 --> 00:25:49.070
The implementation of
our WMP going forward

00:25:49.070 --> 00:25:51.940
will substantially reduce more wildfire

00:25:51.940 --> 00:25:53.973
risks and help protect public safety.

00:25:55.030 --> 00:25:56.810
But it's not just about our mitigation.

00:25:56.810 --> 00:25:59.460
I do want to acknowledge
the efforts of the state and our

00:25:59.460 --> 00:26:02.210
firefighters for the impact
they have had in these

00:26:02.210 --> 00:26:05.250
improvements and
managing the size of wildfires

00:26:05.250 --> 00:26:06.280
when they started.

00:26:07.782 --> 00:26:10.120
Supporting the public on
welfare safety goes beyond just

00:26:10.120 --> 00:26:11.210
hardening the grid.

00:26:11.210 --> 00:26:13.600
We also helped keep our customers
and community informed and

00:26:13.600 --> 00:26:16.330
prepared for wildfire
related emergencies,

00:26:16.330 --> 00:26:19.450
supporting them with programs
and services at the engages

00:26:19.450 --> 00:26:21.780
with approximately 1600 different

00:26:21.780 --> 00:26:23.170
community-based organizations,

00:26:23.170 --> 00:26:26.420
Statewide and locally and
partners with many nonprofit

00:26:26.420 --> 00:26:29.300
organizations that it's this
underserved communities to

00:26:29.300 --> 00:26:32.060
better support wildfire
preparedness, first responders,

00:26:32.060 --> 00:26:35.273
capacity building and
resiliency and disaster recovery.

00:26:36.450 --> 00:26:38.780
SCE is also supporting the
readiness and response efforts

00:26:38.780 --> 00:26:40.750
of local fire agencies.

00:26:40.750 --> 00:26:42.760
In June, SCE paid for the leases

00:26:42.760 --> 00:26:45.020
of three suppression helicopters

00:26:45.020 --> 00:26:46.320
through the end of the year,

00:26:46.320 --> 00:26:49.200
two of which are among
the world's largest capacity.

00:26:49.200 --> 00:26:51.980
These resources are unique
and that they can fly day and

00:26:51.980 --> 00:26:53.980
night and are strategically stationed

00:26:53.980 --> 00:26:55.740
across SCE service area

00:26:55.740 --> 00:26:58.060
and made available
to various jurisdictions,

00:26:58.060 --> 00:26:59.950
resisting fire agency partnerships

00:26:59.950 --> 00:27:01.860
and coordinating agreements.

00:27:01.860 --> 00:27:03.830
For example, the
health needs will deploy

00:27:03.830 --> 00:27:06.840
to the Calgary fire on
August 18th last week

00:27:06.840 --> 00:27:09.230
and I've conducted a number
of day and night missions

00:27:09.230 --> 00:27:11.893
dropping over 100,000
gallons of water in retardant.

00:27:13.560 --> 00:27:15.580
Finally, I want to address the
public safety power shut off.

00:27:15.580 --> 00:27:18.903
So PSPS, so I see move
to slide eight appreciate that.

00:27:20.270 --> 00:27:22.500
PSPS remains an
important tool of last resort

00:27:22.500 --> 00:27:24.820
in protecting the public
safety in mitigating

00:27:24.820 --> 00:27:27.670
wildfire risk under
extreme weather conditions,

00:27:27.670 --> 00:27:30.790
especially as grid hardening
efforts are still underway.

00:27:30.790 --> 00:27:31.730
We recognize the burden,

00:27:31.730 --> 00:27:33.850
it places on our customers
and communities.

00:27:33.850 --> 00:27:36.729
It made significant
efforts ever to improve.

00:27:36.729 --> 00:27:37.960
In 2020,

00:27:37.960 --> 00:27:41.060
we could deploy more isolating
devices and weather stations

00:27:41.060 --> 00:27:44.820
and develop an innocent
switching playbook for every single

00:27:44.820 --> 00:27:46.493
circuit in high fire risk area.

00:27:47.460 --> 00:27:51.660
This helped us reduce PSPS
event durations by 12% that year

00:27:51.660 --> 00:27:55.170
46% of the circuits that
would be energized in 2019,

00:27:55.170 --> 00:27:57.390
we're not be-energized again in 2020.

00:27:57.390 --> 00:27:59.810
So those circuits be
energized in both years.

00:27:59.810 --> 00:28:03.540
We impacted 36% fewer
customers on average.

00:28:03.540 --> 00:28:06.560
With the ability to be more
targeted in our DNR stations,

00:28:06.560 --> 00:28:10.420
our largest events in 2020
impacted 37% fewer customers

00:28:10.420 --> 00:28:12.323
than our largest event in 2019.

00:28:13.250 --> 00:28:14.620
Now, despite these strides forward,

00:28:14.620 --> 00:28:17.840
we recognize there is
still room for improvement.

00:28:17.840 --> 00:28:20.900
In January President
Batjer directed us to address

00:28:20.900 --> 00:28:24.630
several priority items for
improvements to our PSPS program

00:28:24.630 --> 00:28:26.800
and invited us to a public
meeting like one of these,

00:28:26.800 --> 00:28:29.361
to hear direct feedback
from our agency partners

00:28:29.361 --> 00:28:31.795
and impacted communities,

00:28:31.795 --> 00:28:33.120
we appreciated the candid feedback

00:28:33.120 --> 00:28:35.270
received during the public meetings.

00:28:35.270 --> 00:28:39.000
We, I, Kevin listened
intently to the Commission

00:28:39.000 --> 00:28:41.700
customers and our
public safety partners,

00:28:41.700 --> 00:28:43.270
and we've been acting SWIFTly,

00:28:43.270 --> 00:28:46.470
double down on our efforts
to enhance our PSPS program

00:28:46.470 --> 00:28:47.670
with that input in mind.

00:28:48.640 --> 00:28:52.150
The action plan we develop
built upon the foundational work

00:28:52.150 --> 00:28:55.050
that SCE completed in 2019 and 2020

00:28:55.050 --> 00:28:58.150
to improve our PSPS program
and increases our focus

00:28:58.150 --> 00:29:00.038
on the customer experience.

00:29:00.038 --> 00:29:02.700
Since January SCE has
made significant progress

00:29:02.700 --> 00:29:05.330
on the execution of our PSPS action plan

00:29:05.330 --> 00:29:09.000
and at this time we are 78%
complete with the deliverables.

00:29:09.000 --> 00:29:12.420
A key focus needs to be in
reducing the need for PSPS,

00:29:12.420 --> 00:29:14.220
especially for the
customers and communities

00:29:14.220 --> 00:29:15.470
impacted most frequently.

00:29:17.070 --> 00:29:18.860
As we rebuild of our
efforts to celebrate the

00:29:18.860 --> 00:29:22.380
installation of 700 miles of
coverage conducted this year,

00:29:22.380 --> 00:29:25.900
we expect to reduce customer
outage time by 70% for the

00:29:25.900 --> 00:29:28.600
customer who've experienced
four or more the energization

00:29:28.600 --> 00:29:31.990
since 2019, assuming the
same weather and fuel conditions

00:29:31.990 --> 00:29:32.823
of last year.

00:29:33.960 --> 00:29:36.807
Additionally, we've
removed 81,000 customers

00:29:36.807 --> 00:29:39.080
from PSPS consideration
altogether for this year

00:29:39.080 --> 00:29:40.460
by reconfiguring circuits

00:29:40.460 --> 00:29:43.203
and analyzing latest
location specific fire risk.

00:29:44.220 --> 00:29:46.100
We also focused on
mitigating the impacts

00:29:46.100 --> 00:29:48.030
to our customers during events,

00:29:48.030 --> 00:29:51.690
especially for our AFN or
access and functional needs

00:29:51.690 --> 00:29:54.760
customers, including through
deployment of backup batteries.

00:29:54.760 --> 00:29:57.440
The qualified medical baseline customers

00:29:57.440 --> 00:30:00.140
were on track to achieve
5,000 battery installations

00:30:00.140 --> 00:30:02.050
by October, 2021.

00:30:02.050 --> 00:30:04.250
And we expect to be reaching

00:30:04.250 --> 00:30:05.580
a customer participation rate of

00:30:05.580 --> 00:30:07.840
40 to 50% by the end of the year,

00:30:07.840 --> 00:30:09.020
which is a significant increase

00:30:09.020 --> 00:30:10.470
from where we were last year.

00:30:11.360 --> 00:30:13.670
We're also working to improve
coordination and communication

00:30:13.670 --> 00:30:15.640
with our partners and customers.

00:30:15.640 --> 00:30:18.450
We've launched the new
public safety power public safety

00:30:18.450 --> 00:30:21.890
partner portal met with our 13

00:30:21.890 --> 00:30:25.084
county emergency management offices,

00:30:25.084 --> 00:30:27.350
met with our critical
infrastructure customers,

00:30:27.350 --> 00:30:29.520
including water and telecoms.

00:30:29.520 --> 00:30:32.727
We've also automated much
of our notifications to improve

00:30:32.727 --> 00:30:35.253
and improve the actual
messaging for customers.

00:30:36.400 --> 00:30:39.290
Now that I've discussed the
work that keeps the public safe,

00:30:39.290 --> 00:30:40.470
particularly around wildfires.

00:30:40.470 --> 00:30:41.720
We'll turn to the safety of the people

00:30:41.720 --> 00:30:43.310
who perform that work.

00:30:43.310 --> 00:30:45.730
I'll go ahead and hand it
over to Andrew Martinez my

00:30:45.730 --> 00:30:49.010
colleague to discuss some
of our efforts on worker safety,

00:30:49.010 --> 00:30:51.603
both for employees
and contractors Andrew.

00:30:53.420 --> 00:30:55.970
<v ->Thank you, Steven
good morning, everyone.</v>

00:30:55.970 --> 00:30:57.700
Our safety programs are designed

00:30:57.700 --> 00:30:59.760
to minimize all types of injuries.

00:30:59.760 --> 00:31:01.310
The priority focus is
to reduce the number

00:31:01.310 --> 00:31:03.839
of serious injuries and fatalities.

00:31:03.839 --> 00:31:07.370
Can we have the next
slide, please, thank you.

00:31:07.370 --> 00:31:09.630
We do this by implementing
a risk based safety program to

00:31:09.630 --> 00:31:11.660
continually assessing performance.

00:31:11.660 --> 00:31:13.100
We also balanced our safety programs

00:31:13.100 --> 00:31:15.560
they focus on culture
and secure ownership,

00:31:15.560 --> 00:31:18.498
very holistic approach
to advancing progress.

00:31:18.498 --> 00:31:22.689
Next slide please, thank you.

00:31:22.689 --> 00:31:24.720
I would like to open the
performance discussion by saying we

00:31:24.720 --> 00:31:27.230
are grateful that we have not
experienced a single employee

00:31:27.230 --> 00:31:29.270
or contractor fatality in over a year,

00:31:29.270 --> 00:31:30.710
and I have not encountered an

00:31:30.710 --> 00:31:32.393
employed fatality since 2016.

00:31:33.526 --> 00:31:34.930
This year through July,

00:31:34.930 --> 00:31:37.400
we continue to see measure
improvement in contractors,

00:31:37.400 --> 00:31:40.530
serious injuries and
fatalities and DART rate,

00:31:40.530 --> 00:31:43.110
including 14% and 48% respectively

00:31:43.110 --> 00:31:44.743
when compared to July, 2020.

00:31:45.770 --> 00:31:48.130
However, the contractor
fatalities in the 2018

00:31:48.130 --> 00:31:50.697
to 2020 period and the near
misses for both employees

00:31:50.697 --> 00:31:53.230
and contractors partly
are a somber reminder

00:31:53.230 --> 00:31:55.233
that further improvement
is still needed.

00:31:57.400 --> 00:31:58.840
We have made progress
in reducing employee,

00:31:58.840 --> 00:32:00.970
serious injuries or fatalities
over the past seven years

00:32:00.970 --> 00:32:04.370
barring the impact of the
COVID-19 pandemic in 2020.

00:32:04.370 --> 00:32:07.390
This is reflected in our 20%
improvement year to date

00:32:07.390 --> 00:32:10.390
compared to our seven year
performance average in this area.

00:32:11.640 --> 00:32:13.410
Aside from the serious
injuries and fatalities,

00:32:13.410 --> 00:32:16.160
we also measure OSHA
classified workplace injuries,

00:32:16.160 --> 00:32:18.070
including DART level injuries,

00:32:18.070 --> 00:32:19.650
which are injuries
that result in employees

00:32:19.650 --> 00:32:21.400
taking days off of work,

00:32:21.400 --> 00:32:23.730
having restrictions to the
work they can perform for

00:32:23.730 --> 00:32:25.630
requiring transfer to a different job.

00:32:26.560 --> 00:32:30.820
Although our DART employee
rate has significantly improved

00:32:30.820 --> 00:32:32.270
from 10 years ago,

00:32:32.270 --> 00:32:34.440
our performance has recently
pled to falling short at the

00:32:34.440 --> 00:32:36.800
industry average and top
porch health performance,

00:32:36.800 --> 00:32:38.620
which remains our goal.

00:32:38.620 --> 00:32:40.920
We continue focus on
improving dark performance by

00:32:40.920 --> 00:32:42.270
strengthen our safety culture

00:32:42.270 --> 00:32:44.287
and our risk based safety programs.

00:32:45.330 --> 00:32:47.380
We have incurred some
challenges and have identified a

00:32:47.380 --> 00:32:49.860
handful of drivers that
are contributing to our work

00:32:49.860 --> 00:32:51.760
for safety performance.

00:32:51.760 --> 00:32:54.100
First, the significant
increase in work volumes

00:32:54.100 --> 00:32:56.640
as we ramp up
wildfire mitigation efforts

00:32:56.640 --> 00:32:58.220
alongside the unique pressures

00:32:58.220 --> 00:33:00.677
introduced by the COVID-19
pandemic has resulted in

00:33:00.677 --> 00:33:02.863
increased worker stress and fatigue.

00:33:04.330 --> 00:33:06.430
We are continuously learning
while executing this new

00:33:06.430 --> 00:33:08.077
wildfire mitigation work,

00:33:08.077 --> 00:33:11.270
and we update our work
methods and standards accordingly.

00:33:11.270 --> 00:33:12.930
These changes can
introduce some certainty

00:33:12.930 --> 00:33:15.003
and distraction to our workforce.

00:33:15.003 --> 00:33:17.490
Also, we know rising temperatures,

00:33:17.490 --> 00:33:19.480
not only lead to more wildfire risks,

00:33:19.480 --> 00:33:23.020
but as a recent study from
UCLA Luskin school showed they

00:33:23.020 --> 00:33:25.120
also lead to increase
worker injury risks.

00:33:26.874 --> 00:33:27.990
So we continue to make progress

00:33:27.990 --> 00:33:29.430
on improving our safety culture.

00:33:29.430 --> 00:33:31.280
Our 2020 safety culture assessment

00:33:31.280 --> 00:33:33.980
indicates opportunities
to increase leader safety,

00:33:33.980 --> 00:33:35.230
ownership and engagement.

00:33:36.520 --> 00:33:38.320
On the contractor side,

00:33:38.320 --> 00:33:40.600
we're experiencing challenges
with resource limitations

00:33:40.600 --> 00:33:42.047
as we significantly scale up our wealth,

00:33:42.047 --> 00:33:45.580
our mitigation efforts further
compounded by a migratory

00:33:45.580 --> 00:33:47.590
workforce that is unfamiliar
with quirky and Southern

00:33:47.590 --> 00:33:49.290
California has been a territory

00:33:49.290 --> 00:33:51.090
or with our policies and procedures.

00:33:53.920 --> 00:33:56.853
Next slide please, thank you.

00:33:57.710 --> 00:33:59.610
First thank you approach
is grounded in our leaders,

00:33:59.610 --> 00:34:02.410
learning from leading
indicators then incident and using

00:34:02.410 --> 00:34:04.980
data to enhance our safety
programs by systematically

00:34:04.980 --> 00:34:06.480
identifying and reducing this.

00:34:07.370 --> 00:34:09.650
Our leaders and workers
have unfiltered discussions

00:34:09.650 --> 00:34:11.750
about thinking incidents and finding,

00:34:11.750 --> 00:34:13.990
creating this culture of
being able to discuss issues

00:34:13.990 --> 00:34:17.030
candidly and in a timely
manner is critical to improving

00:34:17.030 --> 00:34:20.610
psychological safety,
for better outcomes

00:34:20.610 --> 00:34:22.360
for worker and public safety areas.

00:34:23.440 --> 00:34:25.620
As we do in our operational
work and planning,

00:34:25.620 --> 00:34:28.110
we use a continuous learning
and data driven approach in

00:34:28.110 --> 00:34:29.660
developing our safety programs,

00:34:31.250 --> 00:34:33.097
anchors of our approach
to eliminate serious injuries

00:34:33.097 --> 00:34:35.400
and fatalities for employees including

00:34:36.290 --> 00:34:37.420
our risk based safety program,

00:34:37.420 --> 00:34:39.670
which evaluates and
prioritizes serious injury

00:34:39.670 --> 00:34:41.620
and fatality risks to identify

00:34:41.620 --> 00:34:44.020
and implement risk
mitigation strategies,

00:34:44.020 --> 00:34:46.900
systematically reducing
risk across high hazard work.

00:34:46.900 --> 00:34:50.120
For example, working around
energized electrical equipment

00:34:50.120 --> 00:34:51.220
or working at heights,

00:34:52.320 --> 00:34:55.280
our job houses for serious
injury or fatality inventions,

00:34:55.280 --> 00:34:57.500
which equips frontline
workers and leaders with critical

00:34:57.500 --> 00:35:00.020
controls to mitigate risks on the job

00:35:00.020 --> 00:35:01.920
and our cause evaluation program,

00:35:01.920 --> 00:35:04.190
which drives continuous
learning through cause evaluations

00:35:04.190 --> 00:35:07.660
for serious injuries and
fatalities and incidents as the

00:35:07.660 --> 00:35:10.280
potential to be
serious injury or fatality.

00:35:10.280 --> 00:35:13.593
Implementing corrective
actions, reducing future risks.

00:35:15.860 --> 00:35:16.937
Next slide please.

00:35:19.410 --> 00:35:22.140
<v ->Mr. Martinez, I'm just
briefly going to interrupt you.</v>

00:35:22.140 --> 00:35:24.610
I'm just gonna ask
that at the presenters,

00:35:24.610 --> 00:35:27.750
please speak a little slower
and clearly so that our Spanish

00:35:27.750 --> 00:35:31.630
interpreters are able to
translate all the information.

00:35:31.630 --> 00:35:32.463
Thank you.

00:35:33.630 --> 00:35:34.463
<v ->No problem.</v>

00:35:35.857 --> 00:35:37.520
So here on slide 12,

00:35:37.520 --> 00:35:40.500
we'll see how many of the
challenges we are addressing in

00:35:40.500 --> 00:35:42.750
the worker's safety performance area,

00:35:42.750 --> 00:35:45.330
particularly with our contractors,

00:35:45.330 --> 00:35:48.280
we continue to see
some contractors, safety,

00:35:48.280 --> 00:35:50.650
quality and compliance incidents,

00:35:50.650 --> 00:35:52.440
despite progress in strengthening

00:35:52.440 --> 00:35:55.425
and Southern California
Edison's contractor program.

00:35:55.425 --> 00:35:58.870
This reinforces the need
for further improvements

00:35:58.870 --> 00:36:01.090
for our contractor management process,

00:36:01.090 --> 00:36:03.810
specifically focused on
three key areas to increase

00:36:03.810 --> 00:36:05.493
accountability and oversight.

00:36:06.970 --> 00:36:09.080
This includes standardizing processes

00:36:09.080 --> 00:36:12.100
to improve consistency of key functions,

00:36:12.100 --> 00:36:15.130
such as contractor quality
assurance and Southern California

00:36:15.130 --> 00:36:17.643
Edison oversight of
contractor fieldwork.

00:36:18.960 --> 00:36:20.836
Verifying roles of Southern California,

00:36:20.836 --> 00:36:23.550
independent contractor
representative can improve

00:36:23.550 --> 00:36:27.200
identification and resolution
of incidents and further

00:36:27.200 --> 00:36:30.260
integrating leading metrics to
regular performance meetings

00:36:30.260 --> 00:36:33.480
and discussions prevent
significant incidents and setting

00:36:33.480 --> 00:36:35.853
clear thresholds for
action on negative trends.

00:36:38.790 --> 00:36:39.930
This year, we have updated

00:36:39.930 --> 00:36:42.210
our contractor safety
management standards,

00:36:42.210 --> 00:36:46.140
to drive accountability through
establishing procedures,

00:36:46.140 --> 00:36:49.580
training and improvements in
safety performance oversight

00:36:49.580 --> 00:36:53.530
from prime contractors
to their sub contractors

00:36:53.530 --> 00:36:54.740
and by year end,

00:36:54.740 --> 00:36:58.010
our tier one high risk
contractors will be required to

00:36:58.010 --> 00:37:00.523
develop thinky culture
training for their leaders.

00:37:01.810 --> 00:37:04.520
This includes high
voltage electrical work,

00:37:04.520 --> 00:37:06.560
tree trimming and tree
will Moodle activities

00:37:06.560 --> 00:37:08.183
as well as aircraft operations,

00:37:09.580 --> 00:37:12.250
which brings us to the
topic of Southern California's

00:37:12.250 --> 00:37:13.880
own safety culture,

00:37:13.880 --> 00:37:16.213
which I will turn over
to Kevin for discussion.

00:37:18.920 --> 00:37:22.000
<v ->Thanks Andrew so far today,</v>

00:37:22.000 --> 00:37:24.960
you've heard a lot about
our programs and projects,

00:37:24.960 --> 00:37:27.777
and we could talk about
many more given more time,

00:37:27.777 --> 00:37:30.190
and we look forward to
that opportunity in the future

00:37:30.190 --> 00:37:32.810
and all of those programs
and projects that we discussed

00:37:32.810 --> 00:37:34.540
exist to keep people safe.

00:37:34.540 --> 00:37:37.163
But as the number of you
said in opening comments,

00:37:37.163 --> 00:37:39.840
they can't be effective
without a strong foundation

00:37:39.840 --> 00:37:41.770
of a safety focus culture

00:37:41.770 --> 00:37:45.900
and we've been on a journey
at SCE of developing a strong

00:37:45.900 --> 00:37:47.790
safety culture for many years,

00:37:47.790 --> 00:37:50.190
and we have made meaningful progress.

00:37:50.190 --> 00:37:54.570
In 2017 we engaged
the safety consulting firm

00:37:54.570 --> 00:37:56.390
Propulo to continue

00:37:56.390 --> 00:37:58.500
our triennial safety culture assessment,

00:37:58.500 --> 00:38:00.840
and to help us update
and implement our roadmap

00:38:00.840 --> 00:38:02.190
for continued improvements.

00:38:03.030 --> 00:38:04.980
This assessment in 2017,

00:38:04.980 --> 00:38:07.460
it's indicated a culture where

00:38:07.460 --> 00:38:09.270
people were making safe choices,

00:38:09.270 --> 00:38:12.520
but they were driven to do
that because it was expected

00:38:12.520 --> 00:38:13.730
in a maturity curve,

00:38:13.730 --> 00:38:17.170
kind of a context Propulo
refers to that as a public

00:38:17.170 --> 00:38:21.240
compliance, rather than a
culture of personal ownership,

00:38:21.240 --> 00:38:24.383
over safe choices which is
called private compliance.

00:38:25.600 --> 00:38:27.500
Based on the results of the assessment,

00:38:27.500 --> 00:38:30.560
SCE created and implemented
and updated safety culture

00:38:30.560 --> 00:38:32.890
roadmap and as part of this roadmap,

00:38:32.890 --> 00:38:36.160
all leaders and employees
were provided safety, culture,

00:38:36.160 --> 00:38:37.690
language, concepts,

00:38:37.690 --> 00:38:40.470
and tools through
cognitive behavioral training

00:38:40.470 --> 00:38:43.370
between 2018 and 2020.

00:38:43.370 --> 00:38:46.690
The safety culture was
reassessed in 2020 as part of our

00:38:46.690 --> 00:38:50.410
standing tri-annual review and
significant progress was made

00:38:50.410 --> 00:38:53.020
in moving our culture up
the maturity curve to one,

00:38:53.020 --> 00:38:54.193
a private compliance.

00:38:55.410 --> 00:38:58.150
The results also identified
the next series of action to

00:38:58.150 --> 00:39:01.570
continue supporting culture
change such as increasing field

00:39:01.570 --> 00:39:02.800
leader, safety engagement,

00:39:02.800 --> 00:39:05.490
and further emphasizing
a culture of speaking up

00:39:05.490 --> 00:39:07.610
to raise safety issues.

00:39:07.610 --> 00:39:09.680
I would note that many
of the safety culture survey

00:39:09.680 --> 00:39:13.490
questions in OEIS is recently
conducted safety culture

00:39:13.490 --> 00:39:16.427
assessment were included in SCEs 2017

00:39:16.427 --> 00:39:19.380
and 2020 safety culture
assessments and surveys.

00:39:19.380 --> 00:39:20.913
So good alignment there.

00:39:22.420 --> 00:39:24.570
So SCE seems strong progress

00:39:24.570 --> 00:39:27.610
between the 2017 and 2020 assessments

00:39:27.610 --> 00:39:32.340
and 78% of the 2020 survey
respondents indicated our safety

00:39:32.340 --> 00:39:36.300
culture has improved and
75% indicated that they've seen

00:39:36.300 --> 00:39:38.023
improvement in safety leadership.

00:39:39.750 --> 00:39:41.890
We also think that advancing diversity,

00:39:41.890 --> 00:39:45.570
equity and inclusion or DEI
is also an important part of

00:39:45.570 --> 00:39:47.600
establishing a safety culture.

00:39:47.600 --> 00:39:48.920
That's not only physically safe,

00:39:48.920 --> 00:39:51.390
but also psychologically safe.

00:39:51.390 --> 00:39:54.250
A diverse workforce brings
unique perspectives, skills,

00:39:54.250 --> 00:39:57.221
and strengths to the issues
that we're trying to manage each

00:39:57.221 --> 00:39:59.310
day and our culture
must enable inclusion

00:39:59.310 --> 00:40:02.080
so then each of those voices
experience an environment where

00:40:02.080 --> 00:40:03.633
they're encouraged and valued.

00:40:04.720 --> 00:40:05.870
Part of enabling this kind of

00:40:05.870 --> 00:40:08.420
environment is by providing
opportunities for people to

00:40:08.420 --> 00:40:11.467
engage with each other and
leaders on tough issues with

00:40:11.467 --> 00:40:14.290
respectful and candid conversation.

00:40:14.290 --> 00:40:15.740
Just to share a few examples.

00:40:15.740 --> 00:40:18.020
One way we do this is through our annual

00:40:18.020 --> 00:40:20.470
and ad hoc safety standup events,

00:40:20.470 --> 00:40:22.810
which is where our work
groups gather together to discuss

00:40:22.810 --> 00:40:25.730
safety issues and concerns
and recommit themselves

00:40:25.730 --> 00:40:27.550
to safety ownership.

00:40:27.550 --> 00:40:30.580
We've also held a small handful
of all company livestreams

00:40:30.580 --> 00:40:34.300
since the start of COVID that
were dedicated to discussing

00:40:34.300 --> 00:40:36.020
mental wellbeing and strategies

00:40:36.020 --> 00:40:37.610
for managing stress and anxiety

00:40:38.930 --> 00:40:41.100
and the top leaders in
the company hold monthly,

00:40:41.100 --> 00:40:44.410
all company live streams to
provide key company updates

00:40:44.410 --> 00:40:46.470
and open the door to direct interaction

00:40:46.470 --> 00:40:47.943
and feedback from employees.

00:40:48.787 --> 00:40:51.460
Advancing DEI has been
a priority for many years,

00:40:51.460 --> 00:40:53.890
and we're proud of the
progress that we've made.

00:40:53.890 --> 00:40:57.290
Today we're nearly 70%
total workforce diversity.

00:40:57.290 --> 00:41:00.220
So I'm a female and or
racially or ethnically diverse

00:41:00.220 --> 00:41:03.040
and workforce diversity generally
meets or exceeds the labor

00:41:03.040 --> 00:41:05.740
market availability at all levels.

00:41:05.740 --> 00:41:08.840
We were included in the
2020 disability equality index,

00:41:08.840 --> 00:41:10.360
the best places to work

00:41:10.360 --> 00:41:12.290
and have been on the
human rights campaign,

00:41:12.290 --> 00:41:15.050
best places to work for LGBTQ equality

00:41:15.050 --> 00:41:16.463
for 13 years in a row.

00:41:18.330 --> 00:41:20.730
Let me shift now to the
topic of accountability.

00:41:21.860 --> 00:41:25.320
Accountability obviously
starts with the tone from the top,

00:41:25.320 --> 00:41:28.590
and that starts with
our corporate goals,

00:41:28.590 --> 00:41:31.483
which are the same for all
SCE employees, including me,

00:41:32.520 --> 00:41:36.220
a significant of our executive
officers target total direct

00:41:36.220 --> 00:41:38.700
compensation is variable year to year,

00:41:38.700 --> 00:41:41.450
meaning that most of their
compensation is at risk and

00:41:41.450 --> 00:41:44.600
dependent on meeting safety
or financial stability goals,

00:41:44.600 --> 00:41:46.273
both short term and long-term.

00:41:47.540 --> 00:41:49.020
The safety and
operations committee of the

00:41:49.020 --> 00:41:51.360
board provides input
on operational goals.

00:41:51.360 --> 00:41:52.860
I mentioned earlier,

00:41:52.860 --> 00:41:55.850
which our directors include
in our corporate goals

00:41:55.850 --> 00:41:57.700
after year end, they
evaluate our performance

00:41:57.700 --> 00:41:59.100
and achieving these goals

00:41:59.100 --> 00:42:01.340
and in addition to the corporate goals,

00:42:01.340 --> 00:42:04.390
executives must also
achieve individual goals.

00:42:04.390 --> 00:42:07.650
Each executive is held
accountable for the results in their

00:42:07.650 --> 00:42:10.210
area and for the team as a whole,

00:42:10.210 --> 00:42:12.970
the performance of senior
vice presidents and more senior

00:42:12.970 --> 00:42:15.930
officers is reviewed directly
by the compensation and

00:42:15.930 --> 00:42:18.030
executive personnel
committee of our boar.

00:42:19.428 --> 00:42:22.930
SCEs approved executive
incentive compensation structure as

00:42:22.930 --> 00:42:27.190
required by AB 1054, promote
safety as a priority insurers,

00:42:27.190 --> 00:42:30.090
public safety and
utility financial stability,

00:42:30.090 --> 00:42:33.090
and includes measurable and
enforceable performance metrics.

00:42:34.050 --> 00:42:36.290
As part of their review
of bulk performance,

00:42:36.290 --> 00:42:39.280
the compensation and executive
personnel committee has the

00:42:39.280 --> 00:42:41.080
discretion to deduct from executives,

00:42:41.080 --> 00:42:44.380
incentive compensation
for significant safety events,

00:42:44.380 --> 00:42:47.123
which it has done in
each of the past five years.

00:42:47.980 --> 00:42:49.340
As the CEO of this company,

00:42:49.340 --> 00:42:50.910
I'm directly involved in holding

00:42:50.910 --> 00:42:52.960
our executive officers accountable,

00:42:52.960 --> 00:42:55.460
and we are accountable
for the safety of each of our

00:42:55.460 --> 00:42:58.600
coworkers, contractors, our customers

00:42:58.600 --> 00:43:00.400
and of course the public.

00:43:00.400 --> 00:43:02.493
<v ->Hey Kevin excuse
me for one second.</v>

00:43:03.691 --> 00:43:07.560
Could you give us specifics
about the five instances

00:43:07.560 --> 00:43:09.390
where there've been deductions

00:43:09.390 --> 00:43:10.890
for significant safety events.

00:43:13.991 --> 00:43:17.824
<v ->Certainly, just a
moment if I can get to, so</v>

00:43:39.250 --> 00:43:40.950
Sorry, I'm trying to come
up with the specifics of it,

00:43:40.950 --> 00:43:45.090
which I'll do Commissioner
Rechtschaffen basically just to

00:43:45.090 --> 00:43:47.240
shine a little more light on
this while I'm looking for the

00:43:47.240 --> 00:43:52.240
specific circumstances we
have, of course, 50% of our goals,

00:43:52.522 --> 00:43:55.920
2021 are based on safety and resiliency

00:43:55.920 --> 00:43:57.740
and I think we've
provided that information

00:43:57.740 --> 00:44:00.240
in some of our recent filings

00:44:00.240 --> 00:44:03.010
and so those things are scored

00:44:03.010 --> 00:44:06.150
based on our level of
achievement, of course,

00:44:06.150 --> 00:44:08.700
but there are some things
that may not get fully captured

00:44:08.700 --> 00:44:10.453
in those goals, such as,

00:44:11.290 --> 00:44:14.243
fatalities or injuries to
the public based on system

00:44:14.243 --> 00:44:18.300
failure, those kinds of incidents

00:44:18.300 --> 00:44:20.800
and when those kinds of incidents occur,

00:44:20.800 --> 00:44:23.980
the compensation committee
takes those into account

00:44:23.980 --> 00:44:27.390
and provides additional
deductions in some cases

00:44:27.390 --> 00:44:29.050
for all employees

00:44:29.050 --> 00:44:32.739
and in some cases for
officers of companies

00:44:32.739 --> 00:44:35.400
responsible for those particular areas.

00:44:35.400 --> 00:44:39.610
So for example, in some of the years,

00:44:39.610 --> 00:44:42.640
you saw the data earlier
where we showed contractor

00:44:42.640 --> 00:44:47.640
fatalities or in earlier years,
even employee fatalities

00:44:47.800 --> 00:44:51.550
and in those years there were
deductions taken in some cases

00:44:52.830 --> 00:44:55.030
to the incentive compensation
for the entire company

00:44:55.030 --> 00:44:59.910
and in some cases for
officers and senior officers,

00:44:59.910 --> 00:45:01.683
I could give you some examples,

00:45:02.600 --> 00:45:03.910
maybe this would help and,

00:45:03.910 --> 00:45:05.420
you can tell me how much
more you'd like to hear,

00:45:05.420 --> 00:45:09.240
but in 2020 there was
a 13 point deduction.

00:45:09.240 --> 00:45:11.270
So this is based on
an overall target for all,

00:45:11.270 --> 00:45:12.963
but corporate goals of the 100.

00:45:13.850 --> 00:45:16.537
There were, we had
three contractor fatalities

00:45:16.537 --> 00:45:18.250
and a third-party contractor,

00:45:18.250 --> 00:45:21.100
serious injury who interacted
with the electric system

00:45:21.100 --> 00:45:25.470
and our SIP injury weight
rate for our employees

00:45:25.470 --> 00:45:27.410
was lower than our target.

00:45:27.410 --> 00:45:30.993
So in that case in 2020
there was a 13 point deduction.

00:45:32.220 --> 00:45:37.220
In 2019 similarly we
have contractor fatalities

00:45:37.330 --> 00:45:39.270
and a transformer failure that injured

00:45:39.270 --> 00:45:40.880
a member of the public in that year,

00:45:40.880 --> 00:45:43.070
there was a 14 point deduction.

00:45:43.070 --> 00:45:44.880
So I could go through
all of those if you like,

00:45:44.880 --> 00:45:46.153
but those are the.

00:45:46.153 --> 00:45:48.970
<v ->Okay no that's helpful.</v>

00:45:48.970 --> 00:45:51.810
So for the scale, just
for order of magnitude,

00:45:51.810 --> 00:45:56.810
is that essentially a 14%
deduction of the 50% components

00:45:57.700 --> 00:45:59.610
for safety and resiliency?

00:45:59.610 --> 00:46:01.130
Is that or is that overly simplistic,

00:46:01.130 --> 00:46:03.810
just in terms of the overall impact

00:46:03.810 --> 00:46:05.680
on a compensation package,

00:46:05.680 --> 00:46:08.873
what does the 13 point deduction mean?

00:46:10.010 --> 00:46:11.560
<v ->Yeah, that's a good question.</v>

00:46:12.688 --> 00:46:15.300
So if you think of the
incentive compensation as the

00:46:15.300 --> 00:46:19.090
variable pay for a given year,

00:46:19.090 --> 00:46:22.470
the variable pay is adjusted
up and down based on the,

00:46:22.470 --> 00:46:24.110
all of the corporate goals

00:46:24.110 --> 00:46:27.070
and there is a target,
an overall target of 100.

00:46:27.070 --> 00:46:28.200
It could be less than that.

00:46:28.200 --> 00:46:31.160
It could be more based on
performance against the goals,

00:46:31.160 --> 00:46:33.760
the adjustments that
I just referred to are

00:46:33.760 --> 00:46:35.360
after that assessment is done,

00:46:35.360 --> 00:46:38.240
going back and looking at what
kinds of safety outcomes may

00:46:38.240 --> 00:46:40.270
not have been adequately captured

00:46:40.270 --> 00:46:43.940
and further reductions
taken and so this,

00:46:43.940 --> 00:46:47.080
in the case of I'll just
use myself as an example,

00:46:47.080 --> 00:46:49.030
in the case of a 13 point deduction

00:46:49.030 --> 00:46:50.650
against the target of 100,

00:46:50.650 --> 00:46:53.950
that would be a 13%
reduction in the variable pay or

00:46:53.950 --> 00:46:55.800
incentive compensation for that year.

00:46:58.060 --> 00:46:58.893
<v ->Thank you.</v>

00:47:02.070 --> 00:47:05.420
<v ->Good well, I was
just about to end and</v>

00:47:05.420 --> 00:47:07.630
I do wanna say maybe
the most important thing

00:47:07.630 --> 00:47:08.810
that I'm gonna say today,

00:47:08.810 --> 00:47:13.330
which is that our commitment
to safety is unwavering

00:47:13.330 --> 00:47:15.710
and we are dedicated to
continuously improving,

00:47:15.710 --> 00:47:18.030
I hope that through this
meeting and all the other

00:47:18.030 --> 00:47:19.290
interactions that we have together,

00:47:19.290 --> 00:47:22.770
you see the depth and
the breadth of the efforts

00:47:22.770 --> 00:47:24.030
that we're putting in,

00:47:24.030 --> 00:47:27.020
and we are driving until we
get those outcomes that we're

00:47:27.020 --> 00:47:30.220
looking for safety and
the work that we're doing

00:47:30.220 --> 00:47:32.230
pursuant to it is that
the core of our business,

00:47:32.230 --> 00:47:36.680
whether it's employee
safety, contractor safety,

00:47:36.680 --> 00:47:39.468
or public safety, and
it is our highest priority.

00:47:39.468 --> 00:47:41.560
So I just wanna thank
you for the opportunity

00:47:41.560 --> 00:47:43.040
to give you this information today.

00:47:43.040 --> 00:47:46.190
I know it probably
triggers a lot of questions,

00:47:46.190 --> 00:47:47.970
which we're looking forward to taking.

00:47:47.970 --> 00:47:51.223
So I'll just end there and
welcome your questions.

00:47:54.706 --> 00:47:57.770
<v ->Thank you, Mr. Payne,
Mr. Powell, and Mr. Martinez,</v>

00:47:57.770 --> 00:47:59.570
I will open it now to the questions

00:47:59.570 --> 00:48:04.570
from the virtual dais,
Commissioner Rechtschaffen

00:48:07.535 --> 00:48:09.950
<v ->Kevin, could you
go back to slide three?</v>

00:48:09.950 --> 00:48:13.119
I wanna ask you a couple
of some questions about the

00:48:13.119 --> 00:48:17.123
safety oversight committee, as this,

00:48:18.290 --> 00:48:20.793
so you said you meet six times a year.

00:48:22.180 --> 00:48:25.140
Let me ask you, has the composition,

00:48:25.140 --> 00:48:30.140
or mission of that changed
after AB 1054 was passed and

00:48:31.537 --> 00:48:34.560
or in light of the past
two or three years

00:48:34.560 --> 00:48:36.193
of wildfire activity?

00:48:39.260 --> 00:48:41.480
<v ->Do you mean a, Commissioner
do you mean the composition</v>

00:48:41.480 --> 00:48:44.140
in terms of the members or.

00:48:44.140 --> 00:48:46.850
<v ->Members the area of expert.</v>

00:48:46.850 --> 00:48:48.410
Member the area of expertise,

00:48:48.410 --> 00:48:50.993
their interaction with
executive leadership,

00:48:52.350 --> 00:48:53.950
the operation of that committee?

00:48:56.800 --> 00:48:58.140
<v ->I would maybe start by saying</v>

00:48:58.140 --> 00:48:59.680
that our safety and operations committee

00:48:59.680 --> 00:49:02.990
has been with us for a long time.

00:49:02.990 --> 00:49:06.730
It has always been a very
significant focus for our board

00:49:06.730 --> 00:49:10.620
and certainly over the
last four to five years as,

00:49:10.620 --> 00:49:14.030
the risks associated
with catastrophic wildfires

00:49:14.030 --> 00:49:15.910
became more and more evident,

00:49:15.910 --> 00:49:19.940
their focus became much
more intense there as did the

00:49:19.940 --> 00:49:22.290
companies and the
leadership of the company.

00:49:22.290 --> 00:49:24.420
We make sure that we have members

00:49:24.420 --> 00:49:26.170
from our overall board of directors.

00:49:26.170 --> 00:49:27.830
There are five members, as I mentioned

00:49:27.830 --> 00:49:31.970
of the safety and operations
committee who have relevant

00:49:31.970 --> 00:49:36.390
and specific experience
usually from other industries.

00:49:36.390 --> 00:49:38.050
But we actually also have one

00:49:38.050 --> 00:49:40.860
that has utility experience as well

00:49:40.860 --> 00:49:43.820
and they bring those kinds
of leadership approaches

00:49:43.820 --> 00:49:47.160
to us and challenge
and test our approach

00:49:47.160 --> 00:49:50.110
to improving our own safety,
culture and safety performance

00:49:51.550 --> 00:49:56.310
by bringing that outside
experience and it is a very deep

00:49:56.310 --> 00:50:01.170
and sort of challenging
interaction that we have with them,

00:50:01.170 --> 00:50:03.630
because this is that important to us.

00:50:03.630 --> 00:50:07.730
And we have made some
changes to the composition of it,

00:50:07.730 --> 00:50:10.930
but I wouldn't say that it was
specifically because of 1054.

00:50:13.190 --> 00:50:16.350
It was our ongoing focus on employee

00:50:16.350 --> 00:50:17.700
or worker in public safety.

00:50:18.540 --> 00:50:21.310
<v ->Okay so for example, do
you meet more frequently</v>

00:50:21.310 --> 00:50:25.640
now that PSPS occur more
frequently and that we're in a

00:50:25.640 --> 00:50:29.060
year long wildfire
situation and then secondly,

00:50:29.060 --> 00:50:30.180
you alluded to this a little bit,

00:50:30.180 --> 00:50:34.210
do you have people who
specialize in different types of

00:50:34.210 --> 00:50:36.363
risks that the utility faces?

00:50:40.210 --> 00:50:43.767
<v ->We don't, I mentioned we
meet at least six times a year</v>

00:50:43.767 --> 00:50:46.670
and the committee meetings
like the 16 operations committee

00:50:46.670 --> 00:50:51.250
usually formally occur the
day before the board meeting,

00:50:51.250 --> 00:50:53.170
we also have many other interactions.

00:50:53.170 --> 00:50:58.170
So I would say we have
increased the number of meetings

00:50:58.610 --> 00:51:03.390
for things like reviewing
the wildfire mitigation plans

00:51:03.390 --> 00:51:05.143
and before we submit them,

00:51:06.280 --> 00:51:09.957
you obviously had some
interaction with Mr. O'Toole,

00:51:09.957 --> 00:51:12.740
who the chair of our safety
and operations committee before

00:51:12.740 --> 00:51:16.670
today to ensure that we have
alignment between management

00:51:16.670 --> 00:51:19.970
and across the board
on our safety performance

00:51:19.970 --> 00:51:22.100
and how we characterize that.

00:51:22.100 --> 00:51:25.290
So we have, I would say many
more interactions with them,

00:51:25.290 --> 00:51:29.150
but still roughly those six
formal meetings that coincide

00:51:29.150 --> 00:51:30.750
with our board meeting schedule.

00:51:33.330 --> 00:51:36.370
<v ->Did they get out of the field,
the board border directors,</v>

00:51:36.370 --> 00:51:38.363
they meet with staff.

00:51:39.980 --> 00:51:43.100
<v ->They, I would
say prior to COVID,</v>

00:51:43.100 --> 00:51:46.113
there was significantly more of that.

00:51:47.130 --> 00:51:48.790
They are all,

00:51:48.790 --> 00:51:51.840
I wouldn't say it's something
that they do every month,

00:51:51.840 --> 00:51:55.343
but prior to COVID and the
concerns about travel and,

00:51:55.343 --> 00:51:58.225
making sure we keep our
workforce safe and them safe,

00:51:58.225 --> 00:52:02.500
they would visit the
field and they would

00:52:02.500 --> 00:52:04.403
talk to people about safety

00:52:05.550 --> 00:52:07.710
and many other issues
and kind of make their

00:52:07.710 --> 00:52:11.080
own assessment of what
they're hearing and seeing.

00:52:11.080 --> 00:52:12.620
I would say there's been less of that

00:52:12.620 --> 00:52:14.040
obviously with COVID,

00:52:14.040 --> 00:52:16.490
but I know they're looking
forward to getting back to that

00:52:16.490 --> 00:52:17.490
as soon as they can.

00:52:19.330 --> 00:52:21.340
<v ->One last question
about the board.</v>

00:52:21.340 --> 00:52:25.150
Are you okay with my suggestion
that members of the safety

00:52:25.150 --> 00:52:27.640
committee come to meet
with us and accompany,

00:52:27.640 --> 00:52:31.293
you in future iterations
of these discussions.

00:52:32.580 --> 00:52:33.523
<v ->Sure of course.</v>

00:52:34.600 --> 00:52:39.600
<v ->Okay, I have two
questions about safety culture</v>

00:52:40.010 --> 00:52:41.650
are two things I wanted to say.

00:52:41.650 --> 00:52:43.290
First of all, I wanna compliment you

00:52:43.290 --> 00:52:45.820
about your emphasis
about how diversity equity

00:52:45.820 --> 00:52:48.494
and inclusion is an important part of

00:52:48.494 --> 00:52:51.840
inculcating, a safety
culture in the organization.

00:52:51.840 --> 00:52:55.260
It's really critical that that
not be seen as isolated

00:52:55.260 --> 00:52:57.690
and that safety not be seen as isolated,

00:52:57.690 --> 00:53:01.780
and that they'd be part and
parcel of a comprehensive

00:53:01.780 --> 00:53:05.120
discussions I think that's
a point very well taken.

00:53:05.120 --> 00:53:06.083
Thank you for that.

00:53:07.440 --> 00:53:09.940
I think it was last year
when we talked about safety

00:53:09.940 --> 00:53:12.310
culture, maybe it was
a year and a half ago,

00:53:12.310 --> 00:53:17.310
and we asked you about
where you are on the spectrum

00:53:17.330 --> 00:53:21.110
and you said Edison
has a long way to go.

00:53:21.110 --> 00:53:24.090
Do you recall that
or that you were very,

00:53:24.090 --> 00:53:26.990
you were very immature or
immature or something like that?

00:53:27.910 --> 00:53:29.560
<v ->You mean, sorry, Commissioner,</v>

00:53:29.560 --> 00:53:32.500
in terms of safety culture specifically?

00:53:32.500 --> 00:53:35.090
<v ->In terms of going
beyond the letter of law,</v>

00:53:35.090 --> 00:53:37.800
a letter of law and yes,

00:53:37.800 --> 00:53:40.390
and complying and
doing things voluntarily,

00:53:40.390 --> 00:53:42.230
having a broad sense of safety culture.

00:53:42.230 --> 00:53:43.973
Do you recall that conversation?

00:53:45.170 --> 00:53:47.197
<v ->I don't recall
the specifics of it,</v>

00:53:47.197 --> 00:53:50.050
but I can see where you're headed

00:53:50.050 --> 00:53:51.743
and I may very well send that.

00:53:52.590 --> 00:53:56.090
<v ->Well, I take it from
what you said today</v>

00:53:56.090 --> 00:53:57.650
that you feel like

00:53:57.650 --> 00:54:00.702
there's now more private
compliance and public compliance

00:54:00.702 --> 00:54:04.653
that you at a more
mature stage, is that fair?

00:54:06.810 --> 00:54:10.979
<v ->Yes, absolutely that's what
the results of our 2020 survey</v>

00:54:10.979 --> 00:54:12.400
seemed to indicate.

00:54:12.400 --> 00:54:16.320
But I would also say that
that puts us in a maturity curve

00:54:16.320 --> 00:54:20.023
perspective on safety
culture that puts us to the,

00:54:21.050 --> 00:54:22.840
into the middle of the maturity curve

00:54:22.840 --> 00:54:24.630
and maybe slightly to the right of it.

00:54:24.630 --> 00:54:27.145
So there is significantly
further for us to go

00:54:27.145 --> 00:54:28.950
and we're nowhere near the end of our

00:54:28.950 --> 00:54:30.100
safety culture journey.

00:54:31.410 --> 00:54:33.553
<v ->Thank you, that's
all Carolina for me.</v>

00:54:38.010 --> 00:54:39.580
<v ->Commissioner Shiroma.</v>

00:54:39.580 --> 00:54:40.433
<v ->Yes thank you.</v>

00:54:41.410 --> 00:54:43.830
Thank you, thank you, Mr. Payne

00:54:43.830 --> 00:54:47.047
and to your vice-president
Powell and Martinez

00:54:47.047 --> 00:54:50.230
that a very excellent presentation

00:54:50.230 --> 00:54:55.170
and it's clear that
there are many, many,

00:54:55.170 --> 00:54:57.240
many important efforts going on.

00:54:57.240 --> 00:55:01.150
Now in terms of overall
governance, like I took a perusal

00:55:01.150 --> 00:55:05.190
of your bylaws, the compensation,

00:55:05.190 --> 00:55:07.640
executive personnel charter,

00:55:07.640 --> 00:55:12.193
the safety committee charter,

00:55:13.200 --> 00:55:17.031
and just a couple of
observations in so far as

00:55:17.031 --> 00:55:18.980
(clears throat)

00:55:18.980 --> 00:55:21.530
well all of these tremendous
efforts were going on.

00:55:24.020 --> 00:55:27.100
Any of us are here for a time

00:55:27.100 --> 00:55:28.850
and then somebody else takes their place

00:55:28.850 --> 00:55:33.140
and what governs are
those words on the pages

00:55:33.140 --> 00:55:35.000
that are constantly referred to

00:55:35.950 --> 00:55:39.280
and so, for example,(clears throat)

00:55:39.280 --> 00:55:43.877
I did look to see if it's just
simply the word safety was in

00:55:43.877 --> 00:55:47.510
the compensation and
executive personnel charter

00:55:47.510 --> 00:55:48.673
in the bylaws.

00:55:49.960 --> 00:55:54.960
Just made a simple search,
certainly risk is certainly,

00:55:55.540 --> 00:55:58.990
but I didn't find the word safety.

00:55:58.990 --> 00:56:02.020
Now it is, of course
there's a safety committee.

00:56:02.020 --> 00:56:05.500
The safety committee does a
lot of reviewing and monitoring

00:56:06.810 --> 00:56:11.110
and so I wanna hear just a
little bit more about how the

00:56:11.110 --> 00:56:16.110
recommendations come
about through that committee.

00:56:16.750 --> 00:56:21.750
Now in the corporate
guidelines, here again no safety

00:56:22.320 --> 00:56:25.010
we've a mark of the company
safety and legal compliance,

00:56:25.010 --> 00:56:27.660
and this is a hex program
and its relationships

00:56:27.660 --> 00:56:29.522
with its stakeholders.

00:56:29.522 --> 00:56:32.830
That's good, I did notice though,

00:56:32.830 --> 00:56:36.550
in those corporate
governance guidelines,

00:56:36.550 --> 00:56:40.933
that there are just,

00:56:42.050 --> 00:56:45.550
there are review and
monitor financial operations

00:56:46.410 --> 00:56:51.410
review and evaluate
major policies to keep those.

00:56:51.930 --> 00:56:55.080
When it comes to safety
it's simply monitoring,

00:56:55.080 --> 00:56:59.770
again, what it is will
the board of directors,

00:56:59.770 --> 00:57:01.303
or do the board of directors,

00:57:02.970 --> 00:57:07.970
review these guidelines,
review their charters,

00:57:11.148 --> 00:57:15.970
and what have you towards
looking at the updating

00:57:15.970 --> 00:57:17.940
and the emphasis with meaning is it,

00:57:17.940 --> 00:57:21.530
when you actually have the
word safety in these things

00:57:21.530 --> 00:57:24.943
and whether they are raised in profile,

00:57:27.830 --> 00:57:29.470
that is the governing principles

00:57:29.470 --> 00:57:33.100
for those who are ultimately in charge.

00:57:33.100 --> 00:57:37.670
So my question for you is, well,

00:57:37.670 --> 00:57:40.886
the safety committee
reviews and monitors,

00:57:40.886 --> 00:57:45.886
how do recommendations
come about at the highest level

00:57:47.450 --> 00:57:50.823
of the governing hierarchy?

00:57:52.200 --> 00:57:54.887
<v ->Okay that's a great question.</v>

00:57:54.887 --> 00:57:58.290
<v ->And is an opportunity
to review these charters</v>

00:57:59.685 --> 00:58:00.740
and update them,

00:58:00.740 --> 00:58:05.740
or at least consider updating
with that emphasis on

00:58:06.510 --> 00:58:08.323
safety besides risk, thank you.

00:58:09.962 --> 00:58:11.730
<v ->Thank you,
Commissioner Shiroma,</v>

00:58:11.730 --> 00:58:13.780
We certainly will take the
opportunity to review the

00:58:13.780 --> 00:58:15.810
charters and look at it through the lens

00:58:15.810 --> 00:58:17.335
that you're looking at it through.

00:58:17.335 --> 00:58:19.540
Hopefully this will
shed a little bit of light

00:58:19.540 --> 00:58:23.283
on how the board interacts
with management on safety.

00:58:24.860 --> 00:58:27.940
So foundationally as
the CEO of the company,

00:58:27.940 --> 00:58:30.140
of course, I'm responsible with,

00:58:30.140 --> 00:58:33.635
along with my leadership
team for safety performance,

00:58:33.635 --> 00:58:37.800
our job is to identify the
risks, assess the risks,

00:58:37.800 --> 00:58:39.670
develop plans, develop programs,

00:58:39.670 --> 00:58:41.410
develop the things that we need to do

00:58:41.410 --> 00:58:44.280
to get good safety outcomes.

00:58:44.280 --> 00:58:48.590
So management's job is
to the full range of things

00:58:48.590 --> 00:58:50.706
from identifying the risks

00:58:50.706 --> 00:58:53.156
to mitigating the risks
and everything in between

00:58:54.280 --> 00:58:56.180
the board's job and the safety

00:58:56.180 --> 00:58:57.657
and operation committee's job is

00:58:57.657 --> 00:59:01.020
and it may be why you're
seeing the words a little bit

00:59:01.020 --> 00:59:03.860
differently there, the
board's job is oversight,

00:59:03.860 --> 00:59:07.570
which is a bit different
from management.

00:59:07.570 --> 00:59:12.250
So, but I will tell you
that our board overall,

00:59:12.250 --> 00:59:13.550
and also in particular,

00:59:13.550 --> 00:59:15.240
our safety and operations committee

00:59:15.240 --> 00:59:18.173
is very heavily engaged in challenging,

00:59:19.290 --> 00:59:21.990
and bringing us the
breadth of their experience

00:59:21.990 --> 00:59:24.270
across the whole range of safety issues

00:59:24.270 --> 00:59:27.950
and what this looks like
is that when we're facing,

00:59:27.950 --> 00:59:29.750
when we're identifying safety risks,

00:59:31.011 --> 00:59:35.120
when we're experiencing
problems with safety or performance,

00:59:35.120 --> 00:59:37.747
that is not up to our standards,

00:59:37.747 --> 00:59:40.510
or if we're putting into place
much bigger programs like

00:59:40.510 --> 00:59:42.490
wildfire mitigation, for example,

00:59:42.490 --> 00:59:45.410
the board and the safety
and operations committee,

00:59:45.410 --> 00:59:47.990
their job is to make
sure that we're thinking

00:59:47.990 --> 00:59:49.870
about all the right things
that we've identified,

00:59:49.870 --> 00:59:52.880
all the right risks that we've
assessed them appropriately,

00:59:52.880 --> 00:59:56.370
that we have thought about
it in a broad enough context,

00:59:56.370 --> 01:00:00.990
and that we have put actions
and programs into place that

01:00:00.990 --> 01:00:04.780
will ultimately get us better
outcomes and reduce risk

01:00:04.780 --> 01:00:05.890
across the board.

01:00:05.890 --> 01:00:08.840
So subtle point that their,

01:00:08.840 --> 01:00:11.050
their job isn't to go
do it and get it done.

01:00:11.050 --> 01:00:14.030
That's my job and my
team's job, but their job is,

01:00:14.030 --> 01:00:18.510
is oversight to make sure that
we have assessed it correctly

01:00:18.510 --> 01:00:20.110
and that we're addressing all the things

01:00:20.110 --> 01:00:21.120
that need to be addressed

01:00:21.120 --> 01:00:23.814
and I will tell you that
they do it in a very,

01:00:23.814 --> 01:00:27.540
I will say, intrusive in a good way,

01:00:27.540 --> 01:00:29.840
intrusive and challenging manner

01:00:29.840 --> 01:00:32.620
and we get the full
breadth of their experience

01:00:32.620 --> 01:00:34.390
as leaders of other companies

01:00:34.390 --> 01:00:36.460
and in some cases in other industries

01:00:36.460 --> 01:00:39.710
where they've faced
really significant challenges,

01:00:39.710 --> 01:00:41.630
one thing just to maybe point to,

01:00:41.630 --> 01:00:44.460
as an example of that is Tim O'Toole,

01:00:44.460 --> 01:00:48.030
who's the chair of our SOC
was in the transportation

01:00:48.030 --> 01:00:50.360
industry and he used to
run the London underground

01:00:50.360 --> 01:00:53.050
and he was so obviously lots of

01:00:53.050 --> 01:00:54.760
sort of parallel safety issues

01:00:54.760 --> 01:00:56.960
and it was first worked for
us and all that kind of thing

01:00:56.960 --> 01:00:59.670
that said he can bring
us lots of insight on,

01:00:59.670 --> 01:01:00.503
on top of that,

01:01:00.503 --> 01:01:02.230
he's on the board of the
national safety council,

01:01:02.230 --> 01:01:04.437
where he gets a tremendous
amount of experience

01:01:04.437 --> 01:01:06.170
and other information

01:01:06.170 --> 01:01:08.800
and he also had to deal
with really unusual things

01:01:08.800 --> 01:01:11.120
like the bombing in the
London underground.

01:01:11.120 --> 01:01:12.800
He was running the London underground

01:01:12.800 --> 01:01:14.250
at the time that that happened.

01:01:14.250 --> 01:01:15.960
So those are the kinds of people

01:01:15.960 --> 01:01:17.930
that we have on our
safety operations committee

01:01:17.930 --> 01:01:21.661
and they bring that breadth
of experience to us to enhance

01:01:21.661 --> 01:01:24.920
what we're doing internally
here within management,

01:01:24.920 --> 01:01:26.410
hope that, does that get a part

01:01:26.410 --> 01:01:28.740
of what you were
looking for Commissioner?

01:01:28.740 --> 01:01:32.920
<v ->It does and really
my perspective is that</v>

01:01:33.944 --> 01:01:35.790
tremendous that Mr. O'Toole

01:01:35.790 --> 01:01:37.250
is part of the board of directors.

01:01:37.250 --> 01:01:39.530
He's chairing the safety committee.

01:01:39.530 --> 01:01:41.430
He brings his experience or what,

01:01:41.430 --> 01:01:46.160
but what happens when he's replaced

01:01:46.160 --> 01:01:50.730
and where's the continuity
in the charters to really

01:01:50.730 --> 01:01:55.580
emphasize the core
value, safety, it simply,

01:01:55.580 --> 01:01:59.400
it's worth a look by
your board of directors

01:01:59.400 --> 01:02:03.020
to see that they are emphasizing
the things you need to

01:02:03.020 --> 01:02:07.670
emphasize at the very
highest levels in the bylaws,

01:02:07.670 --> 01:02:11.220
in the well, in the charters,
in these guidelines.

01:02:11.220 --> 01:02:13.020
But thank you thank you.

01:02:13.020 --> 01:02:15.270
<v ->Thank you, thanks
for making that point.</v>

01:02:15.270 --> 01:02:18.780
our values endure safety
is our number one value.

01:02:18.780 --> 01:02:21.390
We will take a look at
the charters as I said,

01:02:21.390 --> 01:02:24.290
and we will also always
make sure that on our board

01:02:24.290 --> 01:02:26.170
and on our safety and
operations committee,

01:02:26.170 --> 01:02:29.360
that we have a relevant
and valuable experience

01:02:29.360 --> 01:02:31.010
to help guide our safety journey.

01:02:33.720 --> 01:02:35.720
Thank you, thank you for your questions.

01:02:36.610 --> 01:02:37.793
<v ->Commissioner Houck.</v>

01:02:40.342 --> 01:02:41.863
<v ->Two questions.</v>

01:02:41.863 --> 01:02:43.500
One, I know you're talked

01:02:43.500 --> 01:02:45.760
in response to
Commissioner Rechtschaffen

01:02:45.760 --> 01:02:48.883
question about committee
members getting out in the field.

01:02:49.770 --> 01:02:54.210
What role or does executive
leadership ever get out in the

01:02:54.210 --> 01:02:59.210
field beyond meeting with the
safety committee and what kind

01:02:59.590 --> 01:03:03.230
of engagement do you have
with the staff and the folks that

01:03:03.230 --> 01:03:07.830
are out in the field to see
firsthand what's happening

01:03:07.830 --> 01:03:11.833
and then can you discuss a
little bit how you're addressing

01:03:11.833 --> 01:03:14.970
the severe impacts we're
seeing from climate change in

01:03:14.970 --> 01:03:17.850
regards to reconceptualizing

01:03:17.850 --> 01:03:20.723
operating conditions on safety issues?

01:03:23.540 --> 01:03:25.160
<v ->Okay, good questions.</v>

01:03:25.160 --> 01:03:27.693
I'll take those in order Mr. Houck.

01:03:28.730 --> 01:03:33.460
So yes, part of our
safety program is having

01:03:33.460 --> 01:03:36.300
even our top executives
get out into the field.

01:03:36.300 --> 01:03:39.030
One of the foundational
things about safety culture and a

01:03:39.030 --> 01:03:43.400
safety program is observations
from leaders at all levels

01:03:43.400 --> 01:03:44.880
and just to give you an example,

01:03:44.880 --> 01:03:48.710
after we did the 2017
safety culture assessment,

01:03:48.710 --> 01:03:51.070
one of the big initiatives that
we had was we brought in all

01:03:51.070 --> 01:03:54.597
of our executives and put
them through a series of training,

01:03:54.597 --> 01:03:59.120
both in terms of how to
visit the field and be around

01:03:59.120 --> 01:04:02.040
hazardous equipment and
construction and do it safely.

01:04:02.040 --> 01:04:04.810
But also what kinds of questions
to ask when they get there

01:04:04.810 --> 01:04:07.950
and how to do what we
call safety observations

01:04:07.950 --> 01:04:10.210
in a way that is helpful.

01:04:10.210 --> 01:04:13.530
We think it's powerful for
our employees to see the top

01:04:13.530 --> 01:04:17.880
leaders of the company
in the field, talking to them,

01:04:17.880 --> 01:04:20.310
finding out what their
attitudes are about safety,

01:04:20.310 --> 01:04:23.300
making sure that to
some degree, they're,

01:04:23.300 --> 01:04:26.320
strict adherence to safety rules and,

01:04:26.320 --> 01:04:28.130
protective equipment
and that sort of thing

01:04:28.130 --> 01:04:31.507
is typically more the role of first

01:04:31.507 --> 01:04:33.500
and second and third line supervision.

01:04:33.500 --> 01:04:36.830
But our executives know
how to look for that as well.

01:04:36.830 --> 01:04:39.670
We have a term called
critical observable actions,

01:04:39.670 --> 01:04:42.680
that we try to arm people
with so that when they go out to

01:04:42.680 --> 01:04:44.510
the field, they know what to look for.

01:04:44.510 --> 01:04:47.060
They know how to kind of
assess whether our people,

01:04:48.102 --> 01:04:51.052
are doing all the things that
they're supposed to be doing.

01:04:52.280 --> 01:04:54.670
The more important part of that though,

01:04:54.670 --> 01:04:56.460
is seeing executives in the field,

01:04:56.460 --> 01:04:59.110
tells our employees that
safety really is our number one

01:04:59.110 --> 01:05:01.070
value, and it is important

01:05:01.070 --> 01:05:03.110
and they know that
we care about it deeply

01:05:03.110 --> 01:05:04.510
enough to spend our time on it

01:05:04.510 --> 01:05:07.000
and that may have been kind
of the source of your question

01:05:07.000 --> 01:05:09.230
and if it was you're absolutely right.

01:05:09.230 --> 01:05:11.200
So we have that as part of our program,

01:05:11.200 --> 01:05:15.410
I will admit in full transparency
that COVID has impacted

01:05:15.410 --> 01:05:18.540
our ability to do that
over the year and a half,

01:05:18.540 --> 01:05:19.846
but many of our executives,

01:05:19.846 --> 01:05:23.730
are still going out to the
field, still doing observations

01:05:23.730 --> 01:05:28.010
and as the pandemic subsides,

01:05:28.010 --> 01:05:30.810
and it's more safe
to do it more broadly,

01:05:30.810 --> 01:05:32.390
we will go back to where we work for,

01:05:32.390 --> 01:05:34.813
which has significant
presence out in the field.

01:05:36.740 --> 01:05:39.180
So climate changes
was your second question

01:05:39.180 --> 01:05:41.900
and that's a very big topic of course,

01:05:41.900 --> 01:05:43.600
I mentioned at the beginning that,

01:05:45.810 --> 01:05:50.810
we see things that relate to
climate adaptation that needs

01:05:50.820 --> 01:05:52.700
to be done urgently now

01:05:52.700 --> 01:05:54.920
and we see things that
need to be planned for

01:05:54.920 --> 01:05:57.430
a much different future going forward.

01:05:57.430 --> 01:05:58.390
I think it's clear that

01:05:58.390 --> 01:05:59.760
from the extreme weather perspective,

01:05:59.760 --> 01:06:03.640
that we have seen a lot
more of the impacts of climate

01:06:03.640 --> 01:06:07.670
change a lot sooner than
anyone thought that we would.

01:06:07.670 --> 01:06:10.380
So there are near-term things
we're doing like our wildfire

01:06:10.380 --> 01:06:13.580
mitigation plans and cover
conductor and mitigating the

01:06:13.580 --> 01:06:16.760
risks of the extreme
weather that we're seeing.

01:06:16.760 --> 01:06:18.830
So there is a whole set of things,

01:06:18.830 --> 01:06:21.160
in the sort of immediate timeframe,

01:06:21.160 --> 01:06:23.040
the next several years that
we're doing to try to protect

01:06:23.040 --> 01:06:24.850
public and worker safety,

01:06:24.850 --> 01:06:27.160
but there's also a whole
different body of work,

01:06:27.160 --> 01:06:30.380
which says we're gonna
see things like sea level rise,

01:06:30.380 --> 01:06:33.050
and we're gonna see more,

01:06:33.050 --> 01:06:34.980
even more routine extreme weather.

01:06:34.980 --> 01:06:39.050
We're gonna see, higher highs
in terms of wind, temperature

01:06:39.050 --> 01:06:42.600
and maybe lower lows and
different kinds of conditions

01:06:42.600 --> 01:06:43.740
where we're gonna have to go back

01:06:43.740 --> 01:06:46.480
and look at our systems
to make sure that it,

01:06:46.480 --> 01:06:49.070
is designed and capable of operating

01:06:49.070 --> 01:06:51.770
in those more extreme conditions.

01:06:51.770 --> 01:06:54.910
So, obviously we're very
busy on the near term,

01:06:54.910 --> 01:06:56.900
immediate things right
now to secure the system

01:06:56.900 --> 01:06:57.860
and make it safe,

01:06:57.860 --> 01:07:01.000
but we have a whole other
stream of work that is focused on

01:07:01.000 --> 01:07:03.100
the future of how we adapt

01:07:03.100 --> 01:07:06.240
and I would just point out
that this is incredibly important

01:07:06.240 --> 01:07:09.030
to us because it's
important to the state

01:07:09.030 --> 01:07:12.570
And I think everybody has
seen that we see a vision of the

01:07:12.570 --> 01:07:16.610
future that is highly electrified
with clean energy flowing

01:07:16.610 --> 01:07:18.990
over the grid to fuel
things like transportation,

01:07:18.990 --> 01:07:21.050
building heating, and
cooling and other things,

01:07:21.050 --> 01:07:23.110
absolutely critical that
we have a capable,

01:07:23.110 --> 01:07:27.250
resilient grid that customers
will have confidence in

01:07:27.250 --> 01:07:31.210
and so we need to secure it
and make it safe immediately

01:07:31.210 --> 01:07:34.180
and we also need to plan
for that very different future

01:07:34.180 --> 01:07:36.910
that will come with even
more climate change.

01:07:36.910 --> 01:07:40.310
So we see that as all
part of our responsibility

01:07:41.282 --> 01:07:43.263
and things that we're
actively working on.

01:07:46.171 --> 01:07:47.797
<v Aceves>Mrs. Carolina I don't know</v>

01:07:47.797 --> 01:07:49.060
if you have an order there,

01:07:49.060 --> 01:07:50.683
but I just want to let you know,

01:07:50.683 --> 01:07:52.000
I have a couple of questions,

01:07:52.000 --> 01:07:53.987
this is Commissioner Guzman Aceves.

01:07:56.050 --> 01:07:58.330
<v ->Absolutely Commissioner
Guzman Aceves</v>

01:07:58.330 --> 01:07:59.430
I cannot see your videos.

01:07:59.430 --> 01:08:01.219
So please do go ahead.

01:08:01.219 --> 01:08:02.650
<v Aceves>Yes I apologize</v>

01:08:02.650 --> 01:08:04.793
I had some technical
issues this morning.

01:08:05.860 --> 01:08:09.307
Thank you and just to
maybe build off of what

01:08:09.307 --> 01:08:11.240
was just said by Kevin,

01:08:11.240 --> 01:08:15.470
which is the need to
adapt our practices,

01:08:15.470 --> 01:08:18.250
obviously major, wake up, call here,

01:08:18.250 --> 01:08:22.710
as you're saying on the pace
of which we were behind on.

01:08:22.710 --> 01:08:26.360
And maybe this is a question for Andrew

01:08:26.360 --> 01:08:28.410
on the workforce side of it

01:08:28.410 --> 01:08:30.270
and one of the things
that we're obviously

01:08:31.410 --> 01:08:33.338
in addition to safety,

01:08:33.338 --> 01:08:38.338
and also I'm gonna ask
my questions are a little bit

01:08:39.209 --> 01:08:41.630
tangental to each
other, but let me just,

01:08:41.630 --> 01:08:44.710
if you will ask them and you
can take a shot at it, Andrew,

01:08:44.710 --> 01:08:49.710
or, but the issue obviously
that you highlight here is the

01:08:51.170 --> 01:08:54.410
worker safety and the need
to things like having less

01:08:54.410 --> 01:08:57.110
extended work hours for contractors

01:08:57.110 --> 01:09:01.057
and just as an example
here, but my question is,

01:09:01.057 --> 01:09:04.990
are we at a place where we're
recognizing that we need more

01:09:04.990 --> 01:09:07.970
employees, more direct hires?

01:09:07.970 --> 01:09:12.120
Is that a strategy instead
of just more oversight of your

01:09:12.120 --> 01:09:14.910
contractors, which
of course is important,

01:09:14.910 --> 01:09:19.740
but recognizing the need of a
greater amount of workforce,

01:09:19.740 --> 01:09:22.430
not only to be hardening the system,

01:09:22.430 --> 01:09:26.340
but to be out in the field
at all times, of course,

01:09:26.340 --> 01:09:28.590
where there's many
investigations still occurring,

01:09:28.590 --> 01:09:32.930
but one of the questions I
have is are these contractors is

01:09:32.930 --> 01:09:35.600
this workforce it's
hardening the system,

01:09:35.600 --> 01:09:39.980
the same workforce that can
respond to the identification

01:09:39.980 --> 01:09:42.260
of let's say an ignition source

01:09:42.260 --> 01:09:44.850
to try to prevent an ignition

01:09:44.850 --> 01:09:48.410
from becoming a catastrophic wildfire.

01:09:48.410 --> 01:09:53.410
Is this the kind of, just
to say all of that one,

01:09:54.010 --> 01:09:57.160
are you hiring more employees directly?

01:09:57.160 --> 01:10:01.530
Are you stepping back and
seeing we need to actually keep

01:10:01.530 --> 01:10:03.350
this workforce year round?

01:10:03.350 --> 01:10:05.240
And you've already said,

01:10:05.240 --> 01:10:09.090
of course the fire
season is year round now

01:10:09.090 --> 01:10:11.700
should we reexamined
the practice of contractors

01:10:11.700 --> 01:10:15.170
versus direct hire that's one
question, second question

01:10:15.170 --> 01:10:17.120
is this the same workforce,

01:10:17.120 --> 01:10:21.330
is there overlap or is it the
same workforce that is being

01:10:21.330 --> 01:10:26.330
responsive to ignitions and
finding obviously prevention

01:10:26.800 --> 01:10:28.510
is highlighted in your presentation,

01:10:28.510 --> 01:10:31.510
but they also are, I
assume, in the field

01:10:31.510 --> 01:10:35.370
and can be responsive
to finding ignition

01:10:35.370 --> 01:10:38.550
sources and preventing spread

01:10:40.250 --> 01:10:42.760
and so those are two and
then after that's the answer,

01:10:42.760 --> 01:10:46.110
they have very small question
clarifying question for Steve

01:10:46.110 --> 01:10:49.283
on his comment on some
of the helicopters, okay.

01:10:51.260 --> 01:10:53.580
<v ->Oh, great thank
you Commissioner.</v>

01:10:53.580 --> 01:10:56.850
If its okay I'd like to maybe
get started with this one

01:10:56.850 --> 01:10:59.210
and then there's a portion
of this that I think Steve would

01:10:59.210 --> 01:11:01.570
be well-suited to answer

01:11:01.570 --> 01:11:03.950
and then Andrew can fill in as well.

01:11:03.950 --> 01:11:07.580
So on your first point
about contract versus direct,

01:11:07.580 --> 01:11:11.480
and are we hiring more employees
we have with the increases

01:11:11.480 --> 01:11:15.620
in workload, we have
hired some more employees.

01:11:15.620 --> 01:11:19.360
We still maintain a posture
where about half of our

01:11:19.360 --> 01:11:20.860
distribution work, for example,

01:11:20.860 --> 01:11:24.730
is done by contractors
and about half of it is

01:11:24.730 --> 01:11:29.010
done by our internal
forces and from time to time,

01:11:29.010 --> 01:11:32.340
we think through and revisit
the mix between our employees

01:11:32.340 --> 01:11:33.400
and our contractors

01:11:33.400 --> 01:11:36.830
and typically the reason why
you would use a large number of

01:11:36.830 --> 01:11:38.100
contractors would be for work

01:11:38.100 --> 01:11:40.630
that you don't necessarily
see going on forever.

01:11:40.630 --> 01:11:43.400
It would be maybe more cyclic
work that would ramp up and

01:11:43.400 --> 01:11:44.973
then ramped down in,

01:11:46.597 --> 01:11:50.170
a several year period or repeats
maybe even slightly longer

01:11:50.170 --> 01:11:51.793
and that avoids the,

01:11:52.710 --> 01:11:55.590
sort of the hiring
and laying off kinds of

01:11:55.590 --> 01:11:56.430
things that you see,

01:11:56.430 --> 01:11:59.893
if you try to do a much higher
percentage with employees.

01:12:00.982 --> 01:12:03.880
So maybe I would ask Steve
to just make a few comments on

01:12:03.880 --> 01:12:07.600
our assessment of contract
versus direct employees

01:12:07.600 --> 01:12:09.700
and then we can go
from there into, is this,

01:12:09.700 --> 01:12:10.880
are these the same workers?

01:12:10.880 --> 01:12:12.970
We actually have linemen who do the work

01:12:12.970 --> 01:12:13.960
on the electric grid

01:12:13.960 --> 01:12:15.690
and then we also have inspectors

01:12:15.690 --> 01:12:17.220
and other kinds of job classifications,

01:12:17.220 --> 01:12:20.182
who help find potential
sources of emissions.

01:12:20.182 --> 01:12:23.082
So Steve, would you mind
weighing in on that a little bit?

01:12:24.190 --> 01:12:27.300
<v ->Sure Kevin, so with respect to,</v>

01:12:27.300 --> 01:12:30.710
contract workforce
versus internal employees,

01:12:30.710 --> 01:12:32.950
as Kevin mentioned, the programs that,

01:12:32.950 --> 01:12:33.993
we have to look at each program,

01:12:33.993 --> 01:12:36.330
and figure the right way to resource it,

01:12:36.330 --> 01:12:37.730
how long will it exist?

01:12:37.730 --> 01:12:39.060
Cover conductors is a great example,

01:12:39.060 --> 01:12:41.501
where we have a few
years of a lot of work to do

01:12:41.501 --> 01:12:44.940
so to address that we
really had to bring in

01:12:44.940 --> 01:12:47.280
a lot of contractors to
help build up a workforce,

01:12:47.280 --> 01:12:50.420
to execute on that you can move to

01:12:50.420 --> 01:12:51.860
an employee-based workforce,

01:12:51.860 --> 01:12:53.980
if you have the ability
to wanting to do it

01:12:53.980 --> 01:12:55.590
for many, many years,

01:12:55.590 --> 01:12:58.800
but we're constantly re-evaluating
that the balance between

01:12:58.800 --> 01:13:00.480
how much do we hire internally

01:13:00.480 --> 01:13:03.350
and how much do we do we contract out.

01:13:03.350 --> 01:13:04.952
Now there's a lot of base,

01:13:04.952 --> 01:13:06.410
reliability and other work
that will grow over time

01:13:06.410 --> 01:13:07.243
and so we will be,

01:13:07.243 --> 01:13:10.860
we will need to hire more field
resources as well as support

01:13:10.860 --> 01:13:13.350
behind it to manage that.

01:13:13.350 --> 01:13:15.160
But every time we go in for I'd say,

01:13:15.160 --> 01:13:18.220
contract reevaluations
or contract renewals

01:13:18.220 --> 01:13:19.270
with those contractors,

01:13:19.270 --> 01:13:22.090
we're looking again at
that balance of resources.

01:13:22.090 --> 01:13:23.167
Now that the, as Kevin mentioned,

01:13:23.167 --> 01:13:25.253
the different classifications of work,

01:13:26.940 --> 01:13:29.442
you've got a separate set of
inspectors that are out doing

01:13:29.442 --> 01:13:32.790
the risk informed
inspections from the ground,

01:13:32.790 --> 01:13:36.980
from the air to identify
potential sources of ignition.

01:13:36.980 --> 01:13:40.210
Then you've got the teams
that are responding to faults

01:13:40.210 --> 01:13:42.390
or outages that happen on the ground.

01:13:42.390 --> 01:13:44.820
So you'll send a troubleman
out, still investigate those.

01:13:44.820 --> 01:13:46.740
They're both looking at how
do they fix the problem there,

01:13:46.740 --> 01:13:48.550
but they're also
looking for other hazards

01:13:48.550 --> 01:13:49.700
that are on the system.

01:13:51.324 --> 01:13:53.670
The line workers that are out regularly,

01:13:53.670 --> 01:13:56.437
building new infrastructure,
replacing infrastructure

01:13:56.437 --> 01:13:58.013
you know their primary job is,

01:13:59.480 --> 01:14:03.910
not to go identify hazard,
but while they're out there,

01:14:03.910 --> 01:14:06.500
we're training all of our
workers to be risk aware

01:14:06.500 --> 01:14:07.660
and habit aware.

01:14:07.660 --> 01:14:10.090
In fact, those line workers
that are doing a lot of that

01:14:10.090 --> 01:14:12.140
construction for our, as our employees

01:14:12.140 --> 01:14:13.020
a couple of years ago,

01:14:13.020 --> 01:14:15.256
when we really launched our risk

01:14:15.256 --> 01:14:16.440
and performance inspections,

01:14:16.440 --> 01:14:18.670
we actually sent out those
qualified electrical workers to

01:14:18.670 --> 01:14:20.260
perform the inspection.

01:14:20.260 --> 01:14:23.320
When we inspected all of
the structures in high fire areas

01:14:23.320 --> 01:14:25.040
over about a six month period.

01:14:25.040 --> 01:14:28.690
So there's a balance
of roles across there.

01:14:28.690 --> 01:14:31.360
Our roles are to inspect
the system to maintain it,

01:14:31.360 --> 01:14:34.990
to build new infrastructure,
generally speaking,

01:14:34.990 --> 01:14:38.320
but it's not the role of
those employees to go and,

01:14:38.320 --> 01:14:41.830
put out fires as they
start after an ignition.

01:14:41.830 --> 01:14:44.970
If they're out doing work and
there's these small ignition,

01:14:44.970 --> 01:14:46.555
they are equipped,

01:14:46.555 --> 01:14:49.330
with fire extinguishers and
other things to deal with it.

01:14:49.330 --> 01:14:51.703
But those can go rapidly
in extreme conditions

01:14:51.703 --> 01:14:54.190
that are willing to rely
on firefight resources

01:14:54.190 --> 01:14:56.470
to support that work.

01:14:57.790 --> 01:14:59.693
<v ->Just to clarify this.</v>

01:15:01.180 --> 01:15:02.620
<v ->So go ahead
Commissioner, I just want to,</v>

01:15:02.620 --> 01:15:04.447
make a quick time check for everybody

01:15:04.447 --> 01:15:07.790
as we are running a
10 to 15 minutes behind.

01:15:07.790 --> 01:15:10.728
So just to be mindful of the
time and we will be shifting to

01:15:10.728 --> 01:15:14.493
SDG&amp;E presentation in 15, 10 minutes.

01:15:15.780 --> 01:15:16.980
<v Aceves>Okay, thank you.</v>

01:15:16.980 --> 01:15:19.440
The question wasn't
to put out any ignition,

01:15:19.440 --> 01:15:22.213
the question is to identify the source,

01:15:23.160 --> 01:15:26.123
and since you could have a
fault or power outage in one of

01:15:26.123 --> 01:15:27.990
your distribution lines

01:15:27.990 --> 01:15:31.090
and trying to identify the cause of that

01:15:31.090 --> 01:15:34.760
and so that's where who is the workforce

01:15:34.760 --> 01:15:35.950
that you deploy out there.

01:15:35.950 --> 01:15:38.590
Is it some of these
contractors are they direct hires

01:15:38.590 --> 01:15:40.890
is it a completely
separate team and all.

01:15:40.890 --> 01:15:42.083
<v ->Yeah thank you.</v>

01:15:42.083 --> 01:15:43.727
So generally, those are employees

01:15:43.727 --> 01:15:46.990
and so the first responders in
many cases to an outage or an

01:15:46.990 --> 01:15:49.700
ignition is the troublemen
and the trouble men will

01:15:49.700 --> 01:15:52.180
do the initial diagnosis of
what may have happened.

01:15:52.180 --> 01:15:54.690
Is there something that's
obvious there, if the trouble man,

01:15:54.690 --> 01:15:56.723
isn't able to diagnose it,

01:15:56.723 --> 01:15:59.770
we have a team team of
engineer and we have a common

01:15:59.770 --> 01:16:02.740
evaluation process and close
assigned to an engineer that

01:16:02.740 --> 01:16:05.090
then is evaluating the data
and the information to see if

01:16:05.090 --> 01:16:06.500
they can understand the cause

01:16:06.500 --> 01:16:08.640
and then there are tiers to that process

01:16:08.640 --> 01:16:12.180
and so we've really grown
that inspection analysis process

01:16:12.180 --> 01:16:14.300
and cognitive evaluation process

01:16:14.300 --> 01:16:15.770
significantly over the last few years.

01:16:15.770 --> 01:16:18.530
So that every single
ignition that happens is we're,

01:16:18.530 --> 01:16:20.700
we're getting to ultimately
what the cause is and,

01:16:20.700 --> 01:16:22.970
there's tiers that we work
through that that bring in more

01:16:22.970 --> 01:16:24.000
and more engineers,

01:16:24.000 --> 01:16:25.740
but there is a first
responder workforce,

01:16:25.740 --> 01:16:27.300
that gets to initial cause,

01:16:27.300 --> 01:16:30.250
and then we've got
engineers to support them.

01:16:33.758 --> 01:16:35.380
I know like those are the

01:16:35.380 --> 01:16:37.666
Southern California Edison generally.

01:16:37.666 --> 01:16:39.374
<v Aceves>Okay thank you.</v>

01:16:39.374 --> 01:16:41.343
So it sounds like it's
a separate workforce?

01:16:43.272 --> 01:16:46.813
<v ->Than the ones that are
constructing the equipment, yes.</v>

01:16:50.090 --> 01:16:51.410
<v ->Yeah just for clarity.</v>

01:16:51.410 --> 01:16:54.050
I mean, they just have
different, slightly different roles.

01:16:54.050 --> 01:16:57.440
There are larger crews
whose job it is to go out

01:16:57.440 --> 01:16:59.500
and string cover
conductor, replace poles,

01:16:59.500 --> 01:17:00.730
do that kind of thing.

01:17:00.730 --> 01:17:03.520
There are what you see
referred to as troublemen,

01:17:03.520 --> 01:17:06.320
who are the ones who are investigating,

01:17:06.320 --> 01:17:07.620
if there's an outage going out

01:17:07.620 --> 01:17:09.388
and making sure that it's safe,

01:17:09.388 --> 01:17:12.660
getting the power back on
where they can kind of identifying

01:17:12.660 --> 01:17:13.590
the work that needs to be done.

01:17:13.590 --> 01:17:14.990
So they're kind of the, in a sense,

01:17:14.990 --> 01:17:17.990
they're kind of the first
responders of alignment

01:17:17.990 --> 01:17:19.810
and maybe that's a
good way to think about it.

01:17:19.810 --> 01:17:23.470
There are usually quite
experienced and they understand how

01:17:23.470 --> 01:17:26.090
the system is designed and
they're able to troubleshoot it

01:17:26.090 --> 01:17:28.813
to try to figure out where the
problem might be coming from.

01:17:31.440 --> 01:17:32.540
<v Aceves>Okay thank you.</v>

01:17:32.540 --> 01:17:35.990
I'll keep my other ones
we'll follow up via email.

01:17:35.990 --> 01:17:36.823
Thanks Carolina.

01:17:39.100 --> 01:17:41.100
<v ->Thank you, Commissioner
Guzman Aceves.</v>

01:17:42.287 --> 01:17:44.877
Are there any other
questions from the virtual guys?

01:17:44.877 --> 01:17:46.747
<v Caroline>Yes Carolina
this is Caroline</v>

01:17:46.747 --> 01:17:48.533
and I got a couple questions.

01:17:49.910 --> 01:17:50.743
<v ->Please.</v>

01:17:50.743 --> 01:17:53.770
<v ->So Mr. Payne, appreciate that</v>

01:17:53.770 --> 01:17:57.100
you've made several comments
about how the board and the SOC

01:17:57.100 --> 01:18:00.570
specifically has comprehensive
safety background

01:18:00.570 --> 01:18:02.880
and experience and
offers recommendations.

01:18:02.880 --> 01:18:06.100
Can you give us a couple
of specific examples

01:18:06.100 --> 01:18:08.070
of how they use,

01:18:08.070 --> 01:18:11.155
that experience and then
provided specific recommendations

01:18:11.155 --> 01:18:13.690
that would actually detailed
the recommendations

01:18:14.860 --> 01:18:17.090
and how that was then
implemented by the,

01:18:17.090 --> 01:18:19.560
as you mentioned the folks that go

01:18:19.560 --> 01:18:22.167
and implement those at recommendations?

01:18:23.260 --> 01:18:28.260
<v ->Yes, certainly
actually I can offer a few</v>

01:18:29.710 --> 01:18:32.720
and then Steve can offer a few as well.

01:18:32.720 --> 01:18:36.280
Maybe, one that I would offer is

01:18:37.760 --> 01:18:42.490
when it comes to our
employee safety data,

01:18:42.490 --> 01:18:47.490
one of the things that the SOC
has pushed us a lot on is are

01:18:47.770 --> 01:18:52.330
we getting full value from
using our metrics to identify

01:18:52.330 --> 01:18:56.340
leading indicators and there
thereby having the ability to

01:18:56.340 --> 01:18:59.763
get out in front of safety
issues and in particular,

01:19:01.240 --> 01:19:03.360
our board chair for example,

01:19:03.360 --> 01:19:06.360
is also on the SOC and he
has extensive experience in

01:19:06.360 --> 01:19:08.480
manufacturing and the technology company

01:19:08.480 --> 01:19:10.620
and so one of the things
that he has pushed us

01:19:10.620 --> 01:19:12.990
really hard on is,

01:19:12.990 --> 01:19:15.470
don't make sure you're
looking at the metrics

01:19:15.470 --> 01:19:18.280
with the right level
of granularity so that,

01:19:18.280 --> 01:19:22.580
you might look fairly good overall,

01:19:22.580 --> 01:19:24.620
but you might have pockets.

01:19:24.620 --> 01:19:27.490
Cause he's quite aware that
we serve 50,000 square miles.

01:19:27.490 --> 01:19:30.760
We have 35 different service
centers or regions that we

01:19:30.760 --> 01:19:34.080
operate and that you could
have a number of them that are

01:19:34.080 --> 01:19:36.420
operating very well and getting
very good safety outcomes,

01:19:36.420 --> 01:19:38.340
but then you might have
some others that aren't,

01:19:38.340 --> 01:19:41.690
and those could be the
places where you would see the

01:19:41.690 --> 01:19:44.820
leading indicators for
potential serious injury

01:19:44.820 --> 01:19:46.550
or fatality coming.

01:19:46.550 --> 01:19:49.350
So he has if Steve,

01:19:49.350 --> 01:19:51.587
you could come in a
little bit more on this too,

01:19:51.587 --> 01:19:52.780
but he's pushed us on,

01:19:52.780 --> 01:19:56.130
make sure you have all the
metrics that you need that are

01:19:56.130 --> 01:19:58.960
real leading indicators and
make sure you're looking at them

01:19:58.960 --> 01:20:02.050
in a granular enough way to
where you can spot problems with

01:20:02.050 --> 01:20:06.220
culture, leadership practices, tools,

01:20:06.220 --> 01:20:08.670
anything that might be going
on at one location that might

01:20:08.670 --> 01:20:10.654
be different from another location

01:20:10.654 --> 01:20:13.100
and we've gotten, I think,

01:20:13.100 --> 01:20:14.190
a fair amount of value from that.

01:20:14.190 --> 01:20:15.440
We've developed some new,

01:20:16.290 --> 01:20:20.070
some new Pete maps and charts

01:20:20.070 --> 01:20:24.320
and things that I think are
giving us some more insight

01:20:24.320 --> 01:20:28.020
that maybe was being
a little bit masked before.

01:20:28.020 --> 01:20:30.857
So that's one example they have,

01:20:34.900 --> 01:20:37.110
with some of the issue, I'll
give just one other example,

01:20:37.110 --> 01:20:39.217
and then we'll see if
Steve, if you have one,

01:20:39.217 --> 01:20:43.610
but another more recent one
is we've actually done pretty

01:20:43.610 --> 01:20:47.382
well for a number of years
in terms of employee fatalities

01:20:47.382 --> 01:20:50.770
and some improvements
in serious injuries.

01:20:50.770 --> 01:20:52.690
But we struggled on the contractor side

01:20:52.690 --> 01:20:57.690
and so because these folks
are in many cases, ex CEOs,

01:20:57.990 --> 01:21:00.730
who've dealt with some of
these same kinds of contractor

01:21:00.730 --> 01:21:02.980
management issues or contracting issues,

01:21:02.980 --> 01:21:06.870
they've been able to give us
some insight about how to look

01:21:06.870 --> 01:21:10.740
at our contractor management
processes differently,

01:21:10.740 --> 01:21:13.270
or maybe in a more comprehensive way

01:21:13.270 --> 01:21:14.930
so that we could try to impact

01:21:14.930 --> 01:21:19.230
the safety performance of
our contractors more effectively

01:21:19.230 --> 01:21:22.990
and so that's an area where
that expertise from them

01:21:22.990 --> 01:21:25.020
has been, I think, particularly valuable

01:21:25.020 --> 01:21:27.520
and Steve could talk
about it if you're interested.

01:21:27.520 --> 01:21:30.650
But we're in the process now
of taking a much more holistic

01:21:30.650 --> 01:21:35.280
view of our contractor management
to see how we could bring

01:21:35.280 --> 01:21:36.870
our safety focus to bear

01:21:36.870 --> 01:21:38.840
on the operations of our contractors.

01:21:38.840 --> 01:21:40.570
So I don't know, Steve, did I miss any,

01:21:40.570 --> 01:21:43.450
or do you have a quick
example you wanna add.

01:21:43.450 --> 01:21:44.700
<v ->Maybe just
interested at the time,</v>

01:21:44.700 --> 01:21:48.027
I'll keep it brief and just
point to maybe another area.

01:21:48.027 --> 01:21:51.610
So one of our directors
has a lot of experience with

01:21:51.610 --> 01:21:54.480
and pensions for process engineering

01:21:54.480 --> 01:21:55.550
and process re-engineering

01:21:55.550 --> 01:21:58.940
and so he's constantly pushing
on how are you engineering

01:21:58.940 --> 01:22:02.490
the risk out of these situations

01:22:02.490 --> 01:22:04.570
and so that's really helped
inform what has become a risk

01:22:04.570 --> 01:22:07.833
based safety program, where
we're taking our highest risk,

01:22:08.790 --> 01:22:11.630
most common, serious injury drivers

01:22:11.630 --> 01:22:13.990
Andrew had a chart that kind
of pointed to some of those

01:22:13.990 --> 01:22:15.020
and then breaking them down

01:22:15.020 --> 01:22:16.570
and we brought in external expertise,

01:22:16.570 --> 01:22:19.540
we'll bring in our engineers
together with process experts

01:22:19.540 --> 01:22:20.910
to really evaluate breakdown.

01:22:20.910 --> 01:22:24.140
What are the engineering
solutions we can provide to reduce

01:22:24.140 --> 01:22:26.080
and so to reduce those injuries,

01:22:26.080 --> 01:22:28.120
we've spent a lot of time
early this year on flash injury,

01:22:28.120 --> 01:22:29.960
flash incidents in particular

01:22:29.960 --> 01:22:34.080
and so coming up with
engineering solutions where we can

01:22:34.080 --> 01:22:36.730
reduce the fault current that
are they the amount of energy

01:22:36.730 --> 01:22:40.360
coming through the line much
more quickly and set that up in

01:22:40.360 --> 01:22:42.270
a way so that the systems
actually engineered that we're

01:22:42.270 --> 01:22:45.133
much less likely to have a
significant energy release,

01:22:46.039 --> 01:22:46.872
with the vault.

01:22:46.872 --> 01:22:49.110
So we're now moving to execution of that

01:22:49.110 --> 01:22:51.900
and make an investment
to improve our worker safety

01:22:51.900 --> 01:22:54.500
and then it's as well as
the other practices around,

01:22:55.470 --> 01:22:57.748
I say, similarly, human
performance elements

01:22:57.748 --> 01:22:59.980
that helped with flash incidents,

01:22:59.980 --> 01:23:01.110
but it's really they're pushing

01:23:01.110 --> 01:23:03.010
each of them brings a
different lens and expertise

01:23:03.010 --> 01:23:04.830
based on how they've approached it

01:23:04.830 --> 01:23:07.380
and this particular director
really forced that process

01:23:07.380 --> 01:23:10.890
engineering and has really
driven us to go risk by risk

01:23:10.890 --> 01:23:14.107
and do a detailed
analysis with all the experts

01:23:14.107 --> 01:23:16.750
and come up with a list of
mitigation that we're deploying.

01:23:16.750 --> 01:23:19.167
So we'll kind of
working our way through,

01:23:19.167 --> 01:23:20.983
our highest list type
of sentiments right now.

01:23:22.520 --> 01:23:24.170
<v ->Thank you that's
really helpful.</v>

01:23:24.170 --> 01:23:27.230
Last second question and
I'll keep it just to the two,

01:23:27.230 --> 01:23:29.370
kind of we're short on time.

01:23:29.370 --> 01:23:32.250
I appreciated the review.

01:23:32.250 --> 01:23:34.860
I think this was from
Mr. Martinez of the metrics

01:23:34.860 --> 01:23:36.480
that you guys are tracking.

01:23:36.480 --> 01:23:39.780
Can you speak a little bit
and Mr. Payne or whoever's

01:23:39.780 --> 01:23:42.730
the right person to answer on what your

01:23:42.730 --> 01:23:45.350
specific measurable goals
are that you're targeting for

01:23:45.350 --> 01:23:48.060
either the end of
this year or into 2022,

01:23:48.060 --> 01:23:50.390
I'm not quite sure what
cycle time period you,

01:23:50.390 --> 01:23:51.670
you measure against,

01:23:51.670 --> 01:23:53.560
but can you talk us through
a little bit of what your

01:23:53.560 --> 01:23:54.880
specific measurable goals are,

01:23:54.880 --> 01:23:57.580
the targets that you're
shooting for in those metrics?

01:24:00.950 --> 01:24:03.090
<v ->Kevin you want me to step in?</v>

01:24:03.090 --> 01:24:04.610
<v ->Yeah I can do it or
you can do a Steve.</v>

01:24:04.610 --> 01:24:06.810
I mean, the specific things that we have

01:24:06.810 --> 01:24:07.980
as measures of success on

01:24:07.980 --> 01:24:09.990
our corporate goals,
probably a good place to start,

01:24:09.990 --> 01:24:11.730
but why don't you go ahead.

01:24:11.730 --> 01:24:14.900
<v ->Yeah So I'll point
back to what was,</v>

01:24:14.900 --> 01:24:18.060
I believe slide 10 and the table,

01:24:18.060 --> 01:24:21.030
that Andrew provided with
the safety performance trends

01:24:21.030 --> 01:24:23.680
and so every single year,
it's not an explicit goal,

01:24:23.680 --> 01:24:25.660
but it isn't our foundational ones.

01:24:25.660 --> 01:24:28.560
It's always the goal of
zero fatalities and so,

01:24:28.560 --> 01:24:31.990
and we haven't had, we
haven't had any this year

01:24:31.990 --> 01:24:32.823
and as Andrew mentioned,

01:24:32.823 --> 01:24:35.330
none in more than a
year cost worker fatalities

01:24:35.330 --> 01:24:38.800
for the employee, serious
injury and fatality rates,

01:24:38.800 --> 01:24:43.800
our goal for this year is I
believe the number of 0.086,

01:24:45.249 --> 01:24:49.823
might have difference right Kevin.

01:24:51.180 --> 01:24:52.013
<v ->Sorry I was just,</v>

01:24:52.013 --> 01:24:53.190
I have happened to
have it on the screen.

01:24:53.190 --> 01:24:54.023
I was just agreeing with you yeah

01:24:54.023 --> 01:24:55.710
but you got the number, right?

01:24:55.710 --> 01:24:56.560
<v ->Okay, got it.</v>

01:24:56.560 --> 01:24:59.440
So 2023, if we're currently,

01:24:59.440 --> 01:25:01.864
we're currently slightly ahead of that

01:25:01.864 --> 01:25:02.920
and that's our goal for this year,

01:25:02.920 --> 01:25:04.190
as we get to the end of the year,

01:25:04.190 --> 01:25:06.150
we look at what our
performance is for that year

01:25:06.150 --> 01:25:07.140
and then we evaluate,

01:25:07.140 --> 01:25:09.390
how far do we wanna improve
for the subsequent year.

01:25:09.390 --> 01:25:12.330
So every year we're looking
for improvement over the prior

01:25:12.330 --> 01:25:14.850
year or the trajectory
that we've seen before.

01:25:14.850 --> 01:25:15.683
So we don't have,

01:25:15.683 --> 01:25:18.790
we haven't set a number
for our goal for 2022 yet,

01:25:18.790 --> 01:25:20.780
but we'll assess how big of
an improvement do we want

01:25:20.780 --> 01:25:22.250
year over year.

01:25:22.250 --> 01:25:23.560
For our employee DART rates

01:25:23.560 --> 01:25:26.743
and our goal for this year is 0.77,

01:25:28.431 --> 01:25:29.743
which is and

01:25:31.690 --> 01:25:35.500
it would be a 15 like about
15% improvement over what we

01:25:35.500 --> 01:25:36.840
experienced in 2020.

01:25:36.840 --> 01:25:38.310
Similarly, every year we look at

01:25:38.310 --> 01:25:39.280
how much the improvement is.

01:25:39.280 --> 01:25:41.920
So I don't have set targets
for the future years because it

01:25:41.920 --> 01:25:45.920
depends on how far we've
been able to able to get this year.

01:25:45.920 --> 01:25:47.750
Those are the ones that are embedded

01:25:47.750 --> 01:25:49.020
into our corporate goals

01:25:49.020 --> 01:25:51.070
that directly impact compensation.

01:25:51.070 --> 01:25:52.900
We don't set specific targets

01:25:52.900 --> 01:25:57.900
for the contractor injury
rates, but generally, similarly,

01:25:57.940 --> 01:26:00.110
we're looking for year
over year improvement

01:26:00.110 --> 01:26:01.410
from what we've seen here.

01:26:04.270 --> 01:26:07.140
<v ->One follow on question
then in terms of metrics.</v>

01:26:07.140 --> 01:26:09.730
So those are all worker safety related,

01:26:09.730 --> 01:26:11.660
which is really important,

01:26:11.660 --> 01:26:14.670
but so safety culture is
also all about the customer

01:26:14.670 --> 01:26:16.260
and the public that you serve.

01:26:16.260 --> 01:26:19.690
Do you guys have set targets on,

01:26:19.690 --> 01:26:21.450
let's call it wildfire safety

01:26:21.450 --> 01:26:23.530
or outcome-based metrics that

01:26:23.530 --> 01:26:25.303
you're targeting internally?

01:26:26.320 --> 01:26:28.900
And I guess in terms of number
of ignored is put out there.

01:26:28.900 --> 01:26:31.050
I get that ignitions obviously
could be determined by

01:26:31.050 --> 01:26:34.323
weather so from a
normalized basis, right?

01:26:34.323 --> 01:26:37.820
that even with increase
in extreme weather,

01:26:37.820 --> 01:26:40.320
that you're tracking
that metric to drive down,

01:26:40.320 --> 01:26:42.400
improve or drive improvement.

01:26:42.400 --> 01:26:46.600
<v ->Yeah so I'd say we have not
come up with a great way yet</v>

01:26:46.600 --> 01:26:50.543
to normalize the ignitions in
a way that we think gets to,

01:26:52.090 --> 01:26:54.060
to it really good goal.

01:26:54.060 --> 01:26:56.930
But that said ignitions are important

01:26:56.930 --> 01:26:58.500
and they're a really
important indicator.

01:26:58.500 --> 01:27:00.140
We would hope that ignitions going down

01:27:00.140 --> 01:27:01.700
will lead to better outcomes.

01:27:01.700 --> 01:27:05.030
So CPUC reportable
emissions in high fire areas

01:27:05.030 --> 01:27:05.880
is one of them,

01:27:05.880 --> 01:27:09.370
one of the measures and our
corporate goals for this year,

01:27:09.370 --> 01:27:10.672
the last few years,

01:27:10.672 --> 01:27:12.309
we have to say to end earlier, but they,

01:27:12.309 --> 01:27:15.480
those ranged around slightly under 40

01:27:15.480 --> 01:27:18.690
last year in 2020 we had 50

01:27:18.690 --> 01:27:23.690
and our target this year is I
want to say I don't 42 maybe.

01:27:25.625 --> 01:27:27.850
<v ->42 that's 42 yeah.</v>

01:27:27.850 --> 01:27:28.683
<v ->Thank you.</v>

01:27:31.447 --> 01:27:34.730
<v ->Thank you everyone thank you
Commissioners and presenters.</v>

01:27:34.730 --> 01:27:37.340
I just want to do
another quick time check

01:27:37.340 --> 01:27:39.040
since we are running behind,

01:27:39.040 --> 01:27:43.513
we will be having our public
common section at 12:15,

01:27:44.350 --> 01:27:47.663
just so our public is aware
of when to come online.

01:27:49.490 --> 01:27:50.990
Are there any other questions?

01:27:56.330 --> 01:27:57.170
Thank you everyone.

01:27:57.170 --> 01:28:01.190
Commissioners, director,
Jacob Thomas and presenters.

01:28:01.190 --> 01:28:03.077
We will now hear from San Diego gas

01:28:03.077 --> 01:28:05.920
and electric representative, Erbin Keith

01:28:05.920 --> 01:28:07.440
chair of the board of directors,

01:28:07.440 --> 01:28:09.730
safety committee and Kevin Geraghty,

01:28:09.730 --> 01:28:12.100
chief safety officer and
senior vice president

01:28:12.100 --> 01:28:14.030
of electric operations.

01:28:14.030 --> 01:28:15.460
Mr. Geraghty welcome

01:28:15.460 --> 01:28:17.380
you are scheduled for 30 minutes

01:28:17.380 --> 01:28:19.023
and I will turn it to you now.

01:28:20.500 --> 01:28:24.260
<v ->I believe we're
not, oh, go ahead.</v>

01:28:24.260 --> 01:28:26.250
Yeah good morning Commissioners
my name is Erbin Keith.

01:28:26.250 --> 01:28:28.440
I'm the deputy general
counsel of Sempra energy

01:28:28.440 --> 01:28:30.410
SDG&amp;E parent company.

01:28:30.410 --> 01:28:31.920
With me today is SDG&amp;E,

01:28:31.920 --> 01:28:35.190
chief safety officer Kevin
Geraghty is also senior vice

01:28:35.190 --> 01:28:36.940
president for electric operations.

01:28:36.940 --> 01:28:38.930
We are pleased to meet with you today

01:28:38.930 --> 01:28:40.483
for a safety update briefing.

01:28:41.427 --> 01:28:43.080
We established the
safety committee of the

01:28:43.080 --> 01:28:46.210
SDG&amp;E board of
directors in July of 2019,

01:28:46.210 --> 01:28:48.610
following the indictment
of the senate bill 254.

01:28:49.670 --> 01:28:51.930
The purpose of the committee
is to advise and assist the

01:28:51.930 --> 01:28:53.310
company's board of directors

01:28:53.310 --> 01:28:56.080
the oversight of safely
providing electric and natural gas

01:28:56.080 --> 01:28:58.860
service to our company's customers.

01:28:58.860 --> 01:29:00.910
I've served as the chairman
of the safety committee

01:29:00.910 --> 01:29:02.520
since its inception.

01:29:02.520 --> 01:29:04.140
The other members of
the committee currently

01:29:04.140 --> 01:29:05.300
included Rob Borthwick,

01:29:05.300 --> 01:29:08.187
deputy general counsel of
Sempra energy and Caroline

01:29:08.187 --> 01:29:11.340
ran SDG&amp;Es chief executive officer.

01:29:11.340 --> 01:29:13.841
Our committee members
have held safety responsibilities

01:29:13.841 --> 01:29:16.910
across several companies
over many years.

01:29:16.910 --> 01:29:19.450
I have held such
responsibilities in various roles

01:29:19.450 --> 01:29:21.870
in superintendency since 2000.

01:29:21.870 --> 01:29:24.350
So our topic today is very
near and dear to my heart,

01:29:24.350 --> 01:29:25.483
as is the cabinets.

01:29:26.490 --> 01:29:28.110
I'd like to share one observation with

01:29:28.110 --> 01:29:31.600
you at the outset forming the
safety committee of SDG&amp;Es

01:29:31.600 --> 01:29:34.250
board of directors was
something we did to comply with

01:29:34.250 --> 01:29:37.620
AB 1054 however, it's
not something we've used

01:29:37.620 --> 01:29:39.560
a compliance obligation,

01:29:39.560 --> 01:29:41.780
rather the committee as
something we've come to view

01:29:41.780 --> 01:29:44.030
as an important and
meaningful opportunity

01:29:44.030 --> 01:29:46.270
to allow the board to do a deep dive

01:29:46.270 --> 01:29:48.670
on safety issues with SDG&amp;Es officers,

01:29:48.670 --> 01:29:50.123
directors, and managers.

01:29:51.060 --> 01:29:53.560
having quarterly meetings
that are separate from the full

01:29:53.560 --> 01:29:57.060
board meetings in which we
receive substantive presentations

01:29:57.060 --> 01:30:00.150
and engage in a dialogue
with company personnel really

01:30:00.150 --> 01:30:04.380
allows the time to reflect upon
and guide safety outcomes.

01:30:04.380 --> 01:30:06.280
In fact, because of
the perceived benefits

01:30:06.280 --> 01:30:07.820
of the safety committee,

01:30:07.820 --> 01:30:11.330
our affiliate at SoCal gas
on its own safety committee,

01:30:11.330 --> 01:30:12.730
you can move to slide three.

01:30:15.070 --> 01:30:17.450
What I like to discuss with
you today is the ongoing work

01:30:17.450 --> 01:30:18.990
of the committee,

01:30:18.990 --> 01:30:21.840
the committee the key
priority is respect to safety.

01:30:21.840 --> 01:30:24.600
Is that with respect to
safety, is that SDG&amp;Es safe,

01:30:24.600 --> 01:30:28.670
electric and gas facilities,
work practices and protocols.

01:30:28.670 --> 01:30:30.107
So it's work with contractors

01:30:30.107 --> 01:30:32.620
and public always remain safe.

01:30:32.620 --> 01:30:35.280
As Kevin will discuss safety
as a constant challenge in a

01:30:35.280 --> 01:30:37.330
business like SDG&amp;E.

01:30:37.330 --> 01:30:40.750
SDG&amp;E has thousands of miles
of energized electric equipment

01:30:40.750 --> 01:30:42.160
and pressurized gas facilities

01:30:42.160 --> 01:30:44.760
scattered across a
wide service territory.

01:30:44.760 --> 01:30:47.230
There are thousands of build
employees constantly working at

01:30:47.230 --> 01:30:51.100
or near those facilities to
operate and maintain them.

01:30:51.100 --> 01:30:52.710
Not to mention the
fact that these facilities

01:30:52.710 --> 01:30:54.310
or any other customers we serve.

01:30:55.600 --> 01:30:58.050
Additional challenges
are external California

01:30:58.050 --> 01:31:01.180
Wildfires are well-known
to this Commission as are

01:31:01.180 --> 01:31:03.980
other risks associated
with climate change.

01:31:03.980 --> 01:31:06.620
Our facilities can be
impacted by Dig-ins or viewer

01:31:06.620 --> 01:31:08.270
contacts, reading Mylar balloons.

01:31:09.320 --> 01:31:12.150
We're fortunate to have
Kevin as our chief safety officer

01:31:12.150 --> 01:31:13.660
dedicated to safety professionals

01:31:13.660 --> 01:31:15.000
in a company-wide culture

01:31:15.000 --> 01:31:17.610
of identifying and
mitigating safety risks

01:31:17.610 --> 01:31:18.963
on a constant basis.

01:31:20.070 --> 01:31:22.480
The committee's role
is somewhat different,

01:31:22.480 --> 01:31:23.890
we're not in the field.

01:31:23.890 --> 01:31:27.220
Our job is to oversee SDG&amp;Es
management of safety issues

01:31:27.220 --> 01:31:30.320
and to provide strategic
guidance and advice.

01:31:30.320 --> 01:31:32.560
To date we've held
nine committee meetings.

01:31:32.560 --> 01:31:35.390
There are several reoccurring
themes to those meetings

01:31:35.390 --> 01:31:37.310
into the recommendations
we make to the company

01:31:37.310 --> 01:31:40.453
after each meeting, I'll
briefly cover those things.

01:31:41.490 --> 01:31:43.700
First wildfire prevention
and mitigation.

01:31:43.700 --> 01:31:46.290
This is a topic we cover every meeting

01:31:46.290 --> 01:31:50.550
it includes fire season, outlooks
red flag and PSPS events,

01:31:50.550 --> 01:31:53.390
wildfire mitigation
tools, and technologies,

01:31:53.390 --> 01:31:55.937
wildfire mitigation plan updates.

01:31:55.937 --> 01:31:58.810
Second, we seek to identify
and have the company alarm

01:31:58.810 --> 01:32:00.110
from safety incidents.

01:32:00.110 --> 01:32:03.510
For example, the camp
fire, the kincaid fire,

01:32:03.510 --> 01:32:05.100
the Columbia gas explosion,

01:32:05.100 --> 01:32:07.000
and a battery storage fire in Arizona.

01:32:08.040 --> 01:32:10.130
Third, we work with
and listen to the views

01:32:10.130 --> 01:32:11.900
of community stakeholders.

01:32:11.900 --> 01:32:14.380
The committee frequently
attends the quarterly meetings of

01:32:14.380 --> 01:32:17.300
the wildfire safety
community advisory council

01:32:17.300 --> 01:32:19.130
that was formed at around the same time

01:32:19.130 --> 01:32:20.670
as the committee itself,

01:32:20.670 --> 01:32:23.300
which has members from
fire agencies, nonprofits,

01:32:23.300 --> 01:32:25.403
and local government
tribes and academia.

01:32:26.370 --> 01:32:29.220
We've received a lot of
valuable input from that council.

01:32:30.190 --> 01:32:32.730
Work we examine
safety metrics, protocols,

01:32:32.730 --> 01:32:35.810
and systems for employees,
contractors in the public,

01:32:35.810 --> 01:32:37.565
such as the safety management system,

01:32:37.565 --> 01:32:41.863
serious injury and fatality
reporting line work locate Mark

01:32:41.863 --> 01:32:45.450
program safety and energized substations

01:32:45.450 --> 01:32:48.036
and communications during emergencies.

01:32:48.036 --> 01:32:51.720
Fifth we review a safety
program through regular audits,

01:32:51.720 --> 01:32:54.040
six, we review SDG&amp;Es proposed incentive

01:32:54.040 --> 01:32:55.980
compensation plan metrics

01:32:55.980 --> 01:32:58.290
to ensure the company's appropriately

01:32:58.290 --> 01:32:59.853
incentivizing safety outcomes.

01:33:00.810 --> 01:33:03.220
One constant theme
across these dramatic areas

01:33:03.220 --> 01:33:05.730
is that the committee asks
questions that often generate

01:33:05.730 --> 01:33:08.620
new presentation topics
for upcoming meetings

01:33:08.620 --> 01:33:10.520
or new recommendations to the company.

01:33:11.490 --> 01:33:13.560
Finally, I'll note that even
though it's been a challenge

01:33:13.560 --> 01:33:14.990
conducting our safety committee work

01:33:14.990 --> 01:33:18.270
in a virtual environment due to
COVID, the COVID pandemic.

01:33:18.270 --> 01:33:19.410
I think we've been able to overcome

01:33:19.410 --> 01:33:21.360
that through our virtual meetings,

01:33:21.360 --> 01:33:22.847
the pandemics impact on the SDG&amp;E

01:33:22.847 --> 01:33:25.007
and the health and
safety of our workforce

01:33:25.007 --> 01:33:27.100
and the ability to
safely do the kind of field

01:33:27.100 --> 01:33:28.600
work we routinely do.

01:33:28.600 --> 01:33:30.260
Has it been another issue
we've been monitoring

01:33:30.260 --> 01:33:32.200
with the company since 2020,

01:33:32.200 --> 01:33:35.220
I'm proud of how the company
responded to that issue

01:33:35.220 --> 01:33:37.160
and before I turn it over to Kevin,

01:33:37.160 --> 01:33:39.440
I wanna address the
question about board level

01:33:39.440 --> 01:33:41.870
accountability for executive officers.

01:33:41.870 --> 01:33:43.330
'Cause I know at least
one of the Commissioners

01:33:43.330 --> 01:33:44.630
had a question about that.

01:33:45.730 --> 01:33:49.970
Fundamentally the board
has a final say on the CEO

01:33:49.970 --> 01:33:51.960
and influence on the
selection of officers.

01:33:51.960 --> 01:33:54.323
So I think that elite
which is fairly clear.

01:33:55.330 --> 01:33:57.300
SDG&amp;E offers also have the

01:33:57.300 --> 01:34:00.620
compensation plan that includes
the annual, variable at risk

01:34:00.620 --> 01:34:03.210
compensation that the board approves.

01:34:03.210 --> 01:34:07.320
For 2021 at risk compensation
is linked as follows,

01:34:07.320 --> 01:34:11.850
59% is linked to safety goals
4% of customer service goals,

01:34:11.850 --> 01:34:14.407
which I would take a
position that's closely related to

01:34:14.407 --> 01:34:16.813
safety goals as well,

01:34:16.813 --> 01:34:21.380
5% to being of DNA goals,
27% of the financial goals.

01:34:21.380 --> 01:34:24.610
I think this is consistent with
a utility code codes goal of

01:34:24.610 --> 01:34:27.623
promoting safety and
utility financial security.

01:34:28.520 --> 01:34:30.900
Of the 59% linked to safety goals,

01:34:30.900 --> 01:34:34.550
10% is linked to individual
safety performance.

01:34:34.550 --> 01:34:37.700
Individual performance is
evaluated based on the individual

01:34:37.700 --> 01:34:39.743
executives safety performance plan,

01:34:39.743 --> 01:34:42.670
and the other factors that
we've set forth in the executive

01:34:42.670 --> 01:34:44.830
compensation compliance filing,

01:34:44.830 --> 01:34:49.690
and like SDG&amp;E I mean like
so yeah I mean SoCal Edison,

01:34:49.690 --> 01:34:52.750
we were trading negative
discretion to adjust these numbers

01:34:52.750 --> 01:34:55.960
for if the facts and
circumstances warranted

01:34:55.960 --> 01:34:59.117
and we have exercise that
negative discretion in the past,

01:34:59.117 --> 01:35:00.760
and those examples are set forth

01:35:00.760 --> 01:35:03.480
in our executive
compensation compliance filing

01:35:04.710 --> 01:35:06.423
with that I'll turnover to Kevin.

01:35:08.270 --> 01:35:10.010
<v ->Thank you Erbin,
just a soundcheck.</v>

01:35:10.010 --> 01:35:11.283
Am I coming across, okay?

01:35:18.020 --> 01:35:19.340
<v ->You are.</v>

01:35:19.340 --> 01:35:23.007
<v ->Okay thank you and good
morning, my name is Geraghty</v>

01:35:23.007 --> 01:35:25.560
and I am the senior
vice president for electric

01:35:25.560 --> 01:35:27.680
operations here at San Diego

01:35:27.680 --> 01:35:30.660
and I'm also honored to
serve as its chief safety officer

01:35:30.660 --> 01:35:32.700
since January of this year.

01:35:32.700 --> 01:35:35.800
I started with the company
in July of 2020 after more than

01:35:35.800 --> 01:35:39.450
30 years in utility
operations, most recently,

01:35:39.450 --> 01:35:41.110
12 years in Nevada,

01:35:41.110 --> 01:35:44.170
where I was responsible
for all utility operations there

01:35:44.170 --> 01:35:46.120
and I look forward to presenting

01:35:46.120 --> 01:35:48.330
all of our safety practices.

01:35:48.330 --> 01:35:50.640
Today I have four slides,

01:35:50.640 --> 01:35:54.520
one for each of the areas of
examination that was requested

01:35:54.520 --> 01:35:56.223
and so we're on the first slide,

01:35:57.380 --> 01:35:59.250
whether in the area of personal safety

01:35:59.250 --> 01:36:01.640
contractor safety or public safety,

01:36:01.640 --> 01:36:05.440
SDG&amp;E is focused on a
system of safety and practices to

01:36:05.440 --> 01:36:09.170
meet our expectation
of zero safety incidences.

01:36:09.170 --> 01:36:11.110
SDG&amp;E safety management system,

01:36:11.110 --> 01:36:14.450
currently being
implemented at our first site

01:36:14.450 --> 01:36:16.360
has been created using,

01:36:16.360 --> 01:36:19.280
many parts from the traditional
safety management systems

01:36:19.280 --> 01:36:22.010
and you would see in
the petrochemical industry,

01:36:22.010 --> 01:36:25.340
but also incorporates our
experience with OSHA's voluntary

01:36:25.340 --> 01:36:26.990
protection program.

01:36:26.990 --> 01:36:29.820
Here in San Diego we have
four power plant locations

01:36:29.820 --> 01:36:32.070
that have achieved OSHA's

01:36:32.070 --> 01:36:34.820
voluntary protection
program, star status,

01:36:34.820 --> 01:36:37.860
and we're pursuing the
same thing for our substation

01:36:37.860 --> 01:36:40.223
and trans mission infrastructure team.

01:36:41.630 --> 01:36:43.600
Regarding leading indicators.

01:36:43.600 --> 01:36:45.530
This is our primary focus yep.

01:36:45.530 --> 01:36:47.470
All across the safety spectrum.

01:36:47.470 --> 01:36:50.190
Things like whether an incident
has a potential for serious

01:36:50.190 --> 01:36:52.990
injury or fatality
things like near misses,

01:36:52.990 --> 01:36:55.170
things like peer to peer observations,

01:36:55.170 --> 01:36:58.093
behavioral based safety
and wildfire risk events.

01:36:59.150 --> 01:37:03.220
You can not be the best in
safety without changing your

01:37:03.220 --> 01:37:08.220
focus to more and more
on leading indicators.

01:37:08.380 --> 01:37:12.140
Moving on a wildfire,
situational awareness is critical,

01:37:12.140 --> 01:37:15.145
the most critical part
of wildfire management

01:37:15.145 --> 01:37:16.830
and first and foremost,

01:37:16.830 --> 01:37:20.020
it's accomplished by
completing at a minimum,

01:37:20.020 --> 01:37:20.990
all of the compliance

01:37:20.990 --> 01:37:23.550
vegetation management activities timely,

01:37:23.550 --> 01:37:27.310
but also expanding to the
greatest extent possible enhanced

01:37:27.310 --> 01:37:30.890
vegetation management and
secondaries as well in order to

01:37:30.890 --> 01:37:34.090
further reducing risk beyond compliance.

01:37:34.090 --> 01:37:37.630
Our system operating standard
is geared towards wildfire

01:37:37.630 --> 01:37:40.070
prevention and not reliability.

01:37:40.070 --> 01:37:41.977
We do not allow automatic reclosing

01:37:41.977 --> 01:37:45.550
of distribution switches,
I think that's important

01:37:45.550 --> 01:37:49.460
and the fire potential index
guides operations in a way

01:37:49.460 --> 01:37:51.660
that requires a visual observation

01:37:51.660 --> 01:37:54.300
at the fault location before reclosing

01:37:54.300 --> 01:37:56.530
is permitted during elevated fire risk.

01:37:56.530 --> 01:37:59.077
Again, I think a very
important attribute

01:37:59.077 --> 01:38:01.680
and finally when I think
about situational awareness,

01:38:01.680 --> 01:38:04.290
your using drones for
more detailed assessments

01:38:04.290 --> 01:38:07.020
of all poles in the
high fire threat district

01:38:07.020 --> 01:38:09.960
makes a difference as does
the expansion of our data

01:38:09.960 --> 01:38:12.110
collection capabilities and the tools

01:38:12.110 --> 01:38:15.050
we use to make critical
last resort decisions

01:38:15.050 --> 01:38:16.410
to the energize customers

01:38:16.410 --> 01:38:20.080
when it's unsafe to
operate overhead systems.

01:38:20.080 --> 01:38:22.940
Like to move on to our
community collaboration

01:38:22.940 --> 01:38:24.890
and Erbin mentioned it already,

01:38:24.890 --> 01:38:28.000
but our wildfire safety
community advisory council

01:38:28.000 --> 01:38:31.400
makes a great difference in
innovation here at SDG&amp;E,

01:38:31.400 --> 01:38:33.800
through this engagement
in collaboration,

01:38:33.800 --> 01:38:35.960
we received tremendous
guidance and feedback

01:38:35.960 --> 01:38:37.600
regarding community needs,

01:38:37.600 --> 01:38:39.180
which in turns leads to solutions

01:38:39.180 --> 01:38:41.050
that improve our communities.

01:38:41.050 --> 01:38:44.150
An example is our successful
customer generator program.

01:38:44.150 --> 01:38:46.940
This idea originated and was
refined through the advisory

01:38:46.940 --> 01:38:48.570
council, and I can tell you,

01:38:48.570 --> 01:38:50.370
in our most recent advisory council,

01:38:50.370 --> 01:38:54.050
the focus from the community
was that our work in this space

01:38:54.050 --> 01:38:58.010
is not just helping
for wildfire resiliency.

01:38:58.010 --> 01:39:01.010
One of our advisory committee members,

01:39:01.010 --> 01:39:02.150
it just said, hey, look,

01:39:02.150 --> 01:39:05.580
there's getting together in the
community with SDG&amp;E with

01:39:05.580 --> 01:39:08.990
public safety partners is
making us more resilient

01:39:08.990 --> 01:39:11.823
to other threats our community
faces like earthquakes.

01:39:12.720 --> 01:39:14.977
Moving to electric system hardening,

01:39:14.977 --> 01:39:17.100
our electric system hardening is focused

01:39:17.100 --> 01:39:19.500
on our most at-risk areas

01:39:19.500 --> 01:39:21.600
and areas that could be hard as it fits.

01:39:39.930 --> 01:39:41.230
Is that getting that feedback?

01:39:41.230 --> 01:39:43.523
I just wanna make sure
whether I should pause.

01:39:45.480 --> 01:39:47.743
<v ->I think we are
hearing you okay.</v>

01:39:48.680 --> 01:39:49.827
<v ->Oh, okay thank you.</v>

01:39:51.201 --> 01:39:55.810
SDG&amp;E has about 98% of
our overhead transmission

01:39:55.810 --> 01:39:59.170
infrastructure has been
hardened in the most critical part

01:39:59.170 --> 01:40:00.860
of the high fire threat district

01:40:00.860 --> 01:40:04.650
and we expect to complete
that in 2022, by 2026,

01:40:04.650 --> 01:40:08.080
we expect that all overhead
transmission infrastructure

01:40:08.080 --> 01:40:11.140
within the high fire threat
district will be completed

01:40:11.140 --> 01:40:13.990
and this is important because
hardening the transmission

01:40:13.990 --> 01:40:15.830
assures that any last resort,

01:40:15.830 --> 01:40:19.940
the energy stations are surgical
and precise and in specific

01:40:19.940 --> 01:40:22.100
areas where the threat can be predicted

01:40:22.100 --> 01:40:24.960
and then use it by SDG&amp;E
needs weather system

01:40:24.960 --> 01:40:26.360
and coordination with our

01:40:26.360 --> 01:40:29.074
almost 900 distribution based switches.

01:40:29.074 --> 01:40:32.460
I think our risk-based modeling
has advanced to include

01:40:32.460 --> 01:40:35.430
the threat of a PSPS in
the analysis of the risks,

01:40:35.430 --> 01:40:38.510
then efficiency in the
projects we consider

01:40:38.510 --> 01:40:41.290
and this has led to more
strategic undergrounding

01:40:41.290 --> 01:40:44.440
and more covered conductor
systems being identified.

01:40:44.440 --> 01:40:47.810
And then finally just to focus on gas

01:40:47.810 --> 01:40:49.603
based on engagement with our emergency

01:40:49.603 --> 01:40:53.250
management team and between
them and our public safety

01:40:53.250 --> 01:40:56.810
partners at the SDG&amp;E
created crews to be available for

01:40:56.810 --> 01:41:00.840
emergency response to
any type of gas leak 24/7

01:41:00.840 --> 01:41:03.310
and today we have
reduced our response time

01:41:03.310 --> 01:41:05.320
from what was two to three hours

01:41:05.320 --> 01:41:08.730
down to 30 or 40 minutes on average,

01:41:08.730 --> 01:41:09.773
next slide please.

01:41:11.870 --> 01:41:14.970
Regarding safety outcomes and goals.

01:41:14.970 --> 01:41:19.060
2020 was SDG&amp;E best
year for personnel safety.

01:41:19.060 --> 01:41:21.690
We had record numbers of
near misses being reported,

01:41:21.690 --> 01:41:25.750
record numbers of jobs
observations of being completed.

01:41:25.750 --> 01:41:28.360
Our OSHA incident rate,
our lost time incident rate,

01:41:28.360 --> 01:41:31.530
and our days away restricted
or transferred rate achieved

01:41:31.530 --> 01:41:33.230
all time best results.

01:41:33.230 --> 01:41:37.020
Our OSHA incident rate of 1.54 was an

01:41:37.020 --> 01:41:40.750
improvement of 30%
from 2016 and similarly,

01:41:40.750 --> 01:41:43.960
the lost time incident rate of 0.54

01:41:43.960 --> 01:41:47.500
was a 33% improvement since 2016

01:41:47.500 --> 01:41:49.900
and then finally our days
away restricted and transferred

01:41:49.900 --> 01:41:54.900
rate of 0.89 was a 25%
improvement since 2016,

01:41:55.120 --> 01:41:57.300
we experienced no serious injuries

01:41:57.300 --> 01:42:01.750
and no fatalities our last
vitality at SDG&amp;E was 2015.

01:42:01.750 --> 01:42:04.620
And our goal from an OSHA
incident rate perspective is to

01:42:04.620 --> 01:42:08.730
achieve top decile
performance by the end of 2024

01:42:08.730 --> 01:42:12.350
and our targets, our goals,

01:42:12.350 --> 01:42:15.620
and future years
reflect that glide path.

01:42:15.620 --> 01:42:16.453
And to achieve this,

01:42:16.453 --> 01:42:18.777
we're focused on reducing
sprains and strains,

01:42:18.777 --> 01:42:21.080
and especially in new employees

01:42:21.080 --> 01:42:24.200
and employees new to
their jobs, that is a source

01:42:24.200 --> 01:42:26.913
of a significant number
of our minor injuries,

01:42:27.850 --> 01:42:30.320
pivoting to contractor
safety performance.

01:42:30.320 --> 01:42:31.153
Likewise,

01:42:31.153 --> 01:42:33.630
even with a record
number of contract hours

01:42:33.630 --> 01:42:36.380
in support of our
wildfire mitigation plans,

01:42:36.380 --> 01:42:40.050
San Diego experienced its
best ever contracted performance

01:42:40.050 --> 01:42:43.890
from an OSHA incident
rate perspective in 2020,

01:42:43.890 --> 01:42:47.890
our class one contract to ocean
incident rate was below 1.0,

01:42:47.890 --> 01:42:50.590
which is a 50% reduction from 2016

01:42:50.590 --> 01:42:53.160
and that was while
increasing contract hours,

01:42:53.160 --> 01:42:54.600
nearly fourfold.

01:42:54.600 --> 01:42:57.020
We did not experience a fatality

01:42:57.020 --> 01:42:59.607
and there were three serious injuries.

01:42:59.607 --> 01:43:03.560
We use IAS net world
to certify the contractors

01:43:03.560 --> 01:43:06.020
we work with our leaders in safety.

01:43:06.020 --> 01:43:08.260
If you're not familiar
with IAS net world,

01:43:08.260 --> 01:43:11.000
it's a platform where contracted
and performance data and

01:43:11.000 --> 01:43:14.020
incident data is collected
and shared globally

01:43:14.020 --> 01:43:16.200
so that you can make
an informed decision

01:43:16.200 --> 01:43:19.280
on who you're inviting to work
for you and your communities

01:43:19.280 --> 01:43:22.390
and our goal with contractors
is to deepen our engagement

01:43:22.390 --> 01:43:26.030
management and assessment
of our contractors in a way that's

01:43:26.030 --> 01:43:28.560
really not too different from
what's happening here today.

01:43:28.560 --> 01:43:30.030
Just this past Monday,

01:43:30.030 --> 01:43:33.110
we had a detailed safety
review with our vegetation

01:43:33.110 --> 01:43:35.820
management contractor executives.

01:43:35.820 --> 01:43:38.390
to ensure that we understand
that their safety culture

01:43:38.390 --> 01:43:40.980
will continue to produce safe results

01:43:40.980 --> 01:43:43.690
and not have any ignitions.

01:43:43.690 --> 01:43:45.980
Regarding gas system safety,

01:43:45.980 --> 01:43:49.620
we made the decision to
insource locate and mark work

01:43:49.620 --> 01:43:52.540
last year in response
to studying our events,

01:43:52.540 --> 01:43:53.910
our compliance history,

01:43:53.910 --> 01:43:56.980
and that team is
performing amazingly well.

01:43:56.980 --> 01:43:59.320
2020 we had our most every year

01:43:59.320 --> 01:44:01.020
for replacement of gas pipe and

01:44:01.020 --> 01:44:03.460
our distribution integrity
management plan

01:44:03.460 --> 01:44:05.540
that was 51 miles

01:44:05.540 --> 01:44:08.870
and we increased our leak
check frequency for modern pipe

01:44:08.870 --> 01:44:10.910
from every five years
to every three years

01:44:10.910 --> 01:44:13.910
and then I would note that
we also completed our first

01:44:13.910 --> 01:44:18.030
pipeline taking enhancement
plan project on our line 1600

01:44:19.180 --> 01:44:21.600
and something I would love to highlight,

01:44:21.600 --> 01:44:24.620
we also ended the year
with zero link inventory,

01:44:24.620 --> 01:44:26.730
which means at the end of the year,

01:44:26.730 --> 01:44:29.490
the calendar moved from 2020 to 2021.

01:44:29.490 --> 01:44:32.350
There were no leaks
in the San Diego system

01:44:32.350 --> 01:44:33.930
requiring to be addressed

01:44:33.930 --> 01:44:35.720
and that is a multi-year achievements

01:44:35.720 --> 01:44:37.220
of the team here at San Diego.

01:44:38.290 --> 01:44:41.210
I'd like to talk about
a wildfire risk events.

01:44:41.210 --> 01:44:43.060
Our goal is zero emissions

01:44:43.060 --> 01:44:45.780
and as we focus on
driving down ignition events,

01:44:45.780 --> 01:44:49.760
we must find new data to focus
our programs on and wildfire

01:44:49.760 --> 01:44:51.940
risk events does this for us.

01:44:51.940 --> 01:44:55.900
A wildfire risk events is to
wildfire risk management.

01:44:55.900 --> 01:44:59.030
What near misses
are to personnel safety.

01:44:59.030 --> 01:44:59.950
Fire risk events,

01:44:59.950 --> 01:45:03.720
are outages on our electric
system that had the possibility

01:45:03.720 --> 01:45:04.700
to create an ignition,

01:45:04.700 --> 01:45:06.490
there wasn't actually an ignition

01:45:06.490 --> 01:45:09.140
and we think we focus
on wildfire risk events,

01:45:09.140 --> 01:45:12.560
It gives us the opportunity
to learn from all events that

01:45:12.560 --> 01:45:15.143
may lead to an ignition
much like focusing on

01:45:15.143 --> 01:45:16.450
a leading indicator

01:45:16.450 --> 01:45:19.340
and it gives us a larger pool
of events to better identify

01:45:19.340 --> 01:45:22.880
possible trends and issues
that can help us on our electric

01:45:22.880 --> 01:45:26.450
system in tracking and
measuring fires events allows us to

01:45:26.450 --> 01:45:29.490
measure the efficacy of
our hardening efforts and to

01:45:29.490 --> 01:45:32.410
continuously learn from
the type of events that are

01:45:32.410 --> 01:45:34.140
happening on our system

01:45:34.140 --> 01:45:36.190
to improve mitigations going forward,

01:45:36.190 --> 01:45:37.790
for instance, we know
our work on hardening

01:45:37.790 --> 01:45:40.460
our transmission system
thus far has reduced

01:45:40.460 --> 01:45:43.793
wildfire risk events by almost 83%.

01:45:44.947 --> 01:45:47.713
I'd like to talk about emergency
management excellence.

01:45:48.620 --> 01:45:51.440
We believe our emergency
management team is what drives our

01:45:51.440 --> 01:45:54.050
excellence in managing public safety,

01:45:54.050 --> 01:45:56.700
whether that is from a gas
leak to a load curtailment

01:45:56.700 --> 01:45:58.866
or to a PSPS of that.

01:45:58.866 --> 01:46:00.950
This team is what enables us to work

01:46:00.950 --> 01:46:02.510
across company organizations,

01:46:02.510 --> 01:46:07.020
to focus on event preparedness
management and recovery.

01:46:07.020 --> 01:46:10.310
This team is deeply engaged
with our public safety partners,

01:46:10.310 --> 01:46:12.707
our customer teams,
our communication teams,

01:46:12.707 --> 01:46:14.810
and our operational teams.

01:46:14.810 --> 01:46:18.790
We will hold nine unique
tabletop exercises this year

01:46:18.790 --> 01:46:20.240
and SDG&amp;E is on track

01:46:20.240 --> 01:46:22.840
to become the first investor on utility

01:46:22.840 --> 01:46:25.830
in the United States to
obtain the only nationally

01:46:25.830 --> 01:46:28.620
internationally recognized
emergency management

01:46:28.620 --> 01:46:30.607
accreditation program in 2022

01:46:31.670 --> 01:46:32.503
and in California,

01:46:32.503 --> 01:46:35.620
there's only two other
agencies that have achieved that

01:46:35.620 --> 01:46:38.630
we're not satisfied with
being good in that space.

01:46:38.630 --> 01:46:40.710
This team, our goal is to be amongst

01:46:40.710 --> 01:46:42.180
the very best in the country

01:46:42.180 --> 01:46:43.610
and internationally for that matter

01:46:43.610 --> 01:46:45.913
and go to the next slide, please.

01:46:48.660 --> 01:46:51.190
Regarding challenges and actions.

01:46:51.190 --> 01:46:52.940
When I think of the biggest challenge,

01:46:52.940 --> 01:46:55.200
I think about the most
critical part of safety

01:46:55.200 --> 01:46:56.943
and reliability and that's people,

01:46:56.943 --> 01:46:59.670
the demand for utility workers is high,

01:46:59.670 --> 01:47:00.920
especially in California,

01:47:00.920 --> 01:47:03.200
as we focus on the
safety of our systems,

01:47:03.200 --> 01:47:04.890
building resilience into them,

01:47:04.890 --> 01:47:07.420
more also planning and
building out those systems of

01:47:07.420 --> 01:47:09.960
tomorrow, as we think
about climate change

01:47:09.960 --> 01:47:13.970
and this is especially true
with lines workers competition

01:47:13.970 --> 01:47:17.390
for these available resources
can put projects at risk and

01:47:17.390 --> 01:47:19.180
can limit throughput times.

01:47:19.180 --> 01:47:22.361
Retention of our journeymen is important

01:47:22.361 --> 01:47:24.590
SDG&amp;E is responding
by growing its class of

01:47:24.590 --> 01:47:28.010
local line systems and
apprentices while also attracting

01:47:28.010 --> 01:47:30.050
experienced journeymen where possible

01:47:30.050 --> 01:47:31.560
and making sure these new colleagues

01:47:31.560 --> 01:47:33.240
are ready to work safely

01:47:33.240 --> 01:47:35.500
and to construct safely is critical

01:47:35.500 --> 01:47:37.670
and we're blessed to
have the best safety partner

01:47:37.670 --> 01:47:38.503
in the world,

01:47:38.503 --> 01:47:41.390
the international brotherhood
of electrical workers.

01:47:41.390 --> 01:47:43.320
It can take four to
five years to develop

01:47:43.320 --> 01:47:45.530
these important line workers.

01:47:45.530 --> 01:47:48.168
I'd like to just briefly
talk about COVID.

01:47:48.168 --> 01:47:51.110
SDG&amp;E has worked with
brilliant medical professionals

01:47:51.110 --> 01:47:55.050
to stay on top of all the
occupational safety measures,

01:47:55.050 --> 01:47:58.050
as well as following California
OSHA guidance in order to

01:47:58.050 --> 01:48:00.340
keep our service and our projects

01:48:00.340 --> 01:48:03.150
and support of our
communities unimpacted,

01:48:03.150 --> 01:48:05.150
to the greatest extent
possible we have all,

01:48:05.150 --> 01:48:08.710
but our field teams working
from home still to this day,

01:48:08.710 --> 01:48:12.620
we work intently to keep
our field teams in fixed crews

01:48:12.620 --> 01:48:14.290
so that we can keep them also isolated

01:48:14.290 --> 01:48:17.540
from other crews to the
greatest extent possible

01:48:17.540 --> 01:48:21.110
and one measurement I think
that shows the success of that

01:48:21.110 --> 01:48:22.470
is we measure the percentage

01:48:22.470 --> 01:48:24.610
of our unavailable field personnel

01:48:24.610 --> 01:48:27.360
and so those are colleagues
who have either contracted

01:48:27.360 --> 01:48:29.930
or been exposed and
cannot work from home

01:48:29.930 --> 01:48:33.600
and I reached about 3% in the
January, February timeframe.

01:48:33.600 --> 01:48:37.360
Unfortunately, Delta is
causing that to tick back up

01:48:37.360 --> 01:48:40.103
this morning, we were
just right about 2%,

01:48:41.489 --> 01:48:43.120
but in addition to personnel safety,

01:48:43.120 --> 01:48:47.220
we've had to be very mindful
that our crew about being

01:48:47.220 --> 01:48:51.300
supportive of critical
facilities that support the fight

01:48:51.300 --> 01:48:54.950
against COVID hospitals, labs, testing,

01:48:54.950 --> 01:48:57.950
and vaccine storage and
distribution centers receive

01:48:57.950 --> 01:49:01.140
additional patrols and inspections
and our emergency manager

01:49:01.140 --> 01:49:03.980
team and our public
affairs team stay in contact

01:49:03.980 --> 01:49:05.690
with San Diego and Orange county

01:49:05.690 --> 01:49:07.680
to maintain awareness
of these facilities

01:49:07.680 --> 01:49:11.370
and that was heightened
during a fire season last year,

01:49:11.370 --> 01:49:13.190
I'd like to talk about challenges

01:49:13.190 --> 01:49:15.620
and actions in Hardening projects.

01:49:15.620 --> 01:49:18.760
The speed for which we can
complete Hardening projects is

01:49:18.760 --> 01:49:22.199
necessarily limited by the
speed for which public project

01:49:22.199 --> 01:49:25.960
stakeholders need to review
and provide critical input

01:49:25.960 --> 01:49:27.740
or approval of those projects.

01:49:27.740 --> 01:49:30.180
You know, our ability to
execute on more projects

01:49:30.180 --> 01:49:33.200
and more rapidly
reduce the risk of wildfires

01:49:33.200 --> 01:49:35.070
and PSPS will depend on the

01:49:35.070 --> 01:49:38.810
ability to find ways to
complete these reviews timely

01:49:38.810 --> 01:49:41.430
and in parallel with multiple projects

01:49:41.430 --> 01:49:43.360
and SDG&amp;Es working with stakeholders

01:49:43.360 --> 01:49:45.200
and advancing our planning horizon

01:49:45.200 --> 01:49:46.310
to address this,

01:49:46.310 --> 01:49:49.760
but risks from climate change
and the need to electrify

01:49:49.760 --> 01:49:54.400
more of our economy is
making this critical reviews,

01:49:54.400 --> 01:49:57.520
just a critical step as
we look to more rapidly,

01:49:57.520 --> 01:49:59.930
make our grid resilience.

01:49:59.930 --> 01:50:04.250
I think it's important to know
there's also customer fatigue

01:50:04.250 --> 01:50:08.450
regarding all of the work
necessary to make our grid safer,

01:50:08.450 --> 01:50:10.560
more resilient and
prepared for wildfires

01:50:10.560 --> 01:50:14.190
and climate change, planned
outages, vegetation management,

01:50:14.190 --> 01:50:18.280
patrols, inspections, helicopter's
drones being in the road,

01:50:18.280 --> 01:50:22.380
it can and is wearing on
communities and customers.

01:50:22.380 --> 01:50:25.320
But that is another area
where our work with our wildfire

01:50:25.320 --> 01:50:27.710
safety and community advisory council

01:50:27.710 --> 01:50:29.713
will help us find solutions.

01:50:30.810 --> 01:50:33.697
I'll finish in challenges and actions

01:50:33.697 --> 01:50:35.550
by talking resources.

01:50:35.550 --> 01:50:38.580
Resources are stretched
thin right now from contractor

01:50:38.580 --> 01:50:42.600
availability to the lines
workers and now supply chain.

01:50:42.600 --> 01:50:44.610
I just, this morning
receiving an update,

01:50:44.610 --> 01:50:48.710
on transformers in
the supply chain at risk,

01:50:48.710 --> 01:50:50.960
but something as
simple as getting iPads,

01:50:50.960 --> 01:50:54.260
to help our field teams
do patrols is starting to be a

01:50:54.260 --> 01:50:56.880
challenging lead times are expanding

01:50:56.880 --> 01:50:59.610
and it seems like anything
with a computer chip these days

01:50:59.610 --> 01:51:03.990
is taking longer, much
longer to get to the dock.

01:51:03.990 --> 01:51:06.530
But our supply management
team has stayed on top of all of

01:51:06.530 --> 01:51:09.053
these challenges to the
greatest extent possible.

01:51:09.970 --> 01:51:12.180
I'd like to move to
the, to the last line

01:51:13.300 --> 01:51:17.070
and this is our safety
culture assessment.

01:51:17.070 --> 01:51:18.970
So we have not yet received the results.

01:51:18.970 --> 01:51:20.230
Actually I think we were seeing them

01:51:20.230 --> 01:51:22.023
just minutes before this meeting.

01:51:22.950 --> 01:51:26.010
Plus we've not yet received the
results recommendations from

01:51:26.010 --> 01:51:29.540
the OEIS safety culture
assessment at this point,

01:51:29.540 --> 01:51:31.380
but we look forward to reviewing it.

01:51:31.380 --> 01:51:34.050
I won't set discuss aspects of SDG&amp;Es

01:51:34.050 --> 01:51:37.093
safety culture initiative
that drives performance.

01:51:38.150 --> 01:51:40.800
I think culture is a very
hard thing to measure,

01:51:40.800 --> 01:51:43.600
and it has many definitions I prefer to,

01:51:43.600 --> 01:51:45.150
and they're both from the international

01:51:45.150 --> 01:51:47.300
nuclear power operations group

01:51:47.300 --> 01:51:50.080
and the first one was
around organizational culture.

01:51:50.080 --> 01:51:53.840
Organization culture is the
shared basic assumptions that

01:51:53.840 --> 01:51:56.560
are developed in an
organization as it learns

01:51:56.560 --> 01:51:57.700
and copes with problems

01:51:57.700 --> 01:52:00.850
and I think that's an
important part of that learns and

01:52:00.850 --> 01:52:02.360
copes with problems.

01:52:02.360 --> 01:52:04.980
The basic assumptions that
have worked well enough to be

01:52:04.980 --> 01:52:08.150
considered valid are taught
to new members of the

01:52:08.150 --> 01:52:11.810
organization as the
correct way to perceive

01:52:11.810 --> 01:52:13.660
think, act and feel

01:52:13.660 --> 01:52:16.062
and if you notice in that
section of that sentence,

01:52:16.062 --> 01:52:19.240
it doesn't mention do
their jobs or tasks, right?

01:52:19.240 --> 01:52:21.250
Proceed, think, act and feel the grit,

01:52:21.250 --> 01:52:23.860
the things that lead
to great safety culture

01:52:24.790 --> 01:52:28.090
and culture is really the sum
total of groups learn, right?

01:52:28.090 --> 01:52:30.740
It is to the group where
character and personality are for

01:52:30.740 --> 01:52:33.690
the individual and then
further from info or the

01:52:33.690 --> 01:52:37.570
international nuclear
power organization,

01:52:37.570 --> 01:52:41.560
safety culture that is defined
as an organization's values

01:52:41.560 --> 01:52:45.170
and behaviors modeled
modeled by its leaders

01:52:45.170 --> 01:52:46.920
and internalized by its members

01:52:46.920 --> 01:52:50.730
and that serves to make
a safety overriding priority

01:52:50.730 --> 01:52:52.580
and I think at San Diego,

01:52:52.580 --> 01:52:55.550
we exhibit these traits
and safety culture every day

01:52:55.550 --> 01:52:57.803
and we do have some recent affirmation.

01:52:58.890 --> 01:53:02.050
SDG&amp;E has participated in
the national safety councils

01:53:02.050 --> 01:53:05.786
biannual safety barometer
survey for several years.

01:53:05.786 --> 01:53:08.670
The SDG&amp;E has used the
results from that survey and

01:53:08.670 --> 01:53:11.710
specific comments from
previous surveys to improve our

01:53:11.710 --> 01:53:13.520
safety culture over time.

01:53:13.520 --> 01:53:17.070
In 2020, the results from
the survey place SDG&amp;E

01:53:17.070 --> 01:53:20.810
within the top 1% of the
more than 580 companies

01:53:20.810 --> 01:53:23.090
that participated in that survey.

01:53:23.090 --> 01:53:26.862
Over 96% of our colleagues
at SDG&amp;E participated

01:53:26.862 --> 01:53:30.020
in that survey and
that's just incredible.

01:53:30.020 --> 01:53:33.210
SDG&amp;E has improved in all 58 questions

01:53:33.210 --> 01:53:35.840
from the 2018 survey results

01:53:35.840 --> 01:53:39.023
and I would point out
a few top line notices,

01:53:40.310 --> 01:53:42.910
SDG&amp;Es organizational
climate was in the top 3%

01:53:42.910 --> 01:53:45.310
of participants in the survey

01:53:45.310 --> 01:53:48.870
and management
participation was in the top 2%

01:53:48.870 --> 01:53:52.910
and as info states leaders
must model values and behaviors

01:53:52.910 --> 01:53:55.760
before forged members will
internalize them actions speak

01:53:55.760 --> 01:53:56.900
louder than words

01:53:56.900 --> 01:53:59.180
and the leaders actions
are always being observed

01:53:59.180 --> 01:54:01.890
for any conflict with stated values.

01:54:01.890 --> 01:54:04.380
At SDG&amp;E senior executives are engaged

01:54:04.380 --> 01:54:06.903
in everything about safety every day,

01:54:06.903 --> 01:54:10.050
and we meet them and
participate in employee safety

01:54:10.050 --> 01:54:13.710
committees, weekly and
field walks, doc meetings,

01:54:13.710 --> 01:54:15.430
literally every month.

01:54:15.430 --> 01:54:18.600
Our CEO, Caroline Winn is unwavering

01:54:18.600 --> 01:54:21.580
regarding safety and
all employees notice

01:54:21.580 --> 01:54:23.880
from her direct engagement as CEO

01:54:23.880 --> 01:54:25.820
and importantly her
career and dedication

01:54:25.820 --> 01:54:27.750
at SDG&amp;E and to our communities.

01:54:27.750 --> 01:54:31.300
She is driven by zero
injuries and zero wildfires

01:54:31.300 --> 01:54:32.580
and you will hear that from her,

01:54:32.580 --> 01:54:35.280
anytime you're around her
and in any meeting you're in.

01:54:35.280 --> 01:54:37.870
Her personal engagement
makes the greatest of difference in

01:54:37.870 --> 01:54:40.810
safety culture at SDG&amp;E.

01:54:40.810 --> 01:54:42.260
I can tell you personally that,

01:54:42.260 --> 01:54:44.280
vast majority of our communications,

01:54:44.280 --> 01:54:47.080
are in regards to us safety,

01:54:47.080 --> 01:54:52.080
and it is not uncommon for
Caroline to review a near miss,

01:54:52.140 --> 01:54:54.410
not an injury, not an event,

01:54:54.410 --> 01:54:57.690
but a near miss and
particularly follow up on it,

01:54:57.690 --> 01:55:02.033
which is sets your sales with culture.

01:55:02.930 --> 01:55:05.090
Target zero is our mindset.

01:55:05.090 --> 01:55:06.530
We want zero injuries,

01:55:06.530 --> 01:55:08.877
zero vehicle incidents, zero wildfires,

01:55:08.877 --> 01:55:11.520
and zero emissions and zero gas leaks,

01:55:11.520 --> 01:55:14.390
importantly, however, is
that we want to get there

01:55:14.390 --> 01:55:16.940
by doing the right thing
every step of the way.

01:55:16.940 --> 01:55:20.330
Measuring safety takes
great care by leadership.

01:55:20.330 --> 01:55:21.430
You must have the right mix

01:55:21.430 --> 01:55:24.420
of leading and lagging indicators,

01:55:24.420 --> 01:55:27.320
and you must have a culture
where everything good or bad

01:55:27.320 --> 01:55:30.430
is reported and examined without fear.

01:55:30.430 --> 01:55:33.980
Leaders must be engaged
to show mistakes messages

01:55:33.980 --> 01:55:35.810
are not received.

01:55:35.810 --> 01:55:38.880
We wanna earn achieving zero
over time because of the way

01:55:38.880 --> 01:55:41.940
we go about doing it through
making sure we are looking at

01:55:41.940 --> 01:55:45.120
leading indicators and showing
that there is no minor issue

01:55:45.120 --> 01:55:47.650
that can be ignored if your goal is zero

01:55:47.650 --> 01:55:50.270
and we create maintaining
unquestioned value for our

01:55:50.270 --> 01:55:52.890
organization, like some of the by,

01:55:52.890 --> 01:55:57.890
our, one of our key values
do the right thing always

01:55:58.183 --> 01:56:00.550
and as imposed that stayed on culture,

01:56:00.550 --> 01:56:03.860
it is developed through learning
shared basic assumptions,

01:56:03.860 --> 01:56:06.380
as the organization learns
and coach with problems,

01:56:06.380 --> 01:56:09.780
you have to accept that there
will be imperfections and to

01:56:09.780 --> 01:56:13.013
get to be the best you have
to learn and cope with those.

01:56:14.230 --> 01:56:16.460
I'd like to mention
psychological safety.

01:56:16.460 --> 01:56:18.500
I think I heard a little
bit of that in some of the

01:56:18.500 --> 01:56:20.340
questions in the last presentation,

01:56:20.340 --> 01:56:23.700
we are firmly focused on
psychological safety across the

01:56:23.700 --> 01:56:28.623
spectrum, not just a DEI,
but also as we focus in safety

01:56:29.960 --> 01:56:32.360
and it really is around
our fundamental message

01:56:32.360 --> 01:56:37.032
of stopping stop when you're
unsure stop when unsettled

01:56:37.032 --> 01:56:39.830
and stop, when situations change,

01:56:39.830 --> 01:56:42.960
it is critical to develop this
cultural attribute as there

01:56:42.960 --> 01:56:45.830
is no way to prepare for everything

01:56:45.830 --> 01:56:49.670
and it is impossible to pass
along the an organization's

01:56:49.670 --> 01:56:52.160
experiences to all new employees,

01:56:52.160 --> 01:56:55.730
but new employees will
see your culture and your

01:56:55.730 --> 01:56:58.090
demonstrated values on day one,

01:56:58.090 --> 01:57:00.080
even without you having to tell them,

01:57:00.080 --> 01:57:03.840
even without them having
to crack one book or policy,

01:57:03.840 --> 01:57:07.370
we emphasize near
misreporting even anonymously

01:57:07.370 --> 01:57:10.270
and the expectation that
more near misreporting

01:57:10.270 --> 01:57:11.530
is a good thing

01:57:11.530 --> 01:57:16.250
and it's absolutely required
we get to our journey to zero.

01:57:16.250 --> 01:57:17.083
And finally, the last thing.

01:57:17.083 --> 01:57:20.040
<v ->Mr. Geraghty I'm gonna
do just a quick time check,</v>

01:57:20.040 --> 01:57:21.990
sorry to interrupt
we're getting very close

01:57:21.990 --> 01:57:25.620
to the 30 minute timeframe
so it just wanna let you know.

01:57:25.620 --> 01:57:26.620
<v ->And then I just
have one minute,</v>

01:57:26.620 --> 01:57:28.020
thank you I appreciate that.

01:57:29.180 --> 01:57:30.300
Under human factors,

01:57:30.300 --> 01:57:33.000
we're talking about human
performance and those are things

01:57:33.000 --> 01:57:36.650
like errors, late
organizational weaknesses.

01:57:36.650 --> 01:57:39.570
It's the recognition that
people in organizations can

01:57:39.570 --> 01:57:43.500
and do make errors and to
truly be safe from bad incidents,

01:57:43.500 --> 01:57:45.920
we have to put barriers
in place, simple things,

01:57:45.920 --> 01:57:49.460
stopping, checklists,
conducting challenge sessions,

01:57:49.460 --> 01:57:51.980
investing in behavioral based
safety, quality assurance,

01:57:51.980 --> 01:57:53.570
quality control programs,

01:57:53.570 --> 01:57:56.780
and our PSPS decision
dashboard this year has undergone

01:57:56.780 --> 01:57:59.200
the human factors
engineering to make sure

01:57:59.200 --> 01:58:01.600
that the decisions that
come out of that process

01:58:01.600 --> 01:58:04.140
and made in real time
have the benefit of design

01:58:04.140 --> 01:58:06.290
to provide focus and finally,

01:58:06.290 --> 01:58:09.593
I would just commend the
state of California and the CPUC

01:58:09.593 --> 01:58:12.060
and OEIS for making
sure public utilities

01:58:12.060 --> 01:58:14.520
are assessing and
addressing enterprise risk

01:58:14.520 --> 01:58:16.390
as part of the regulatory process.

01:58:16.390 --> 01:58:19.310
This is precisely why choice
chose to join a California

01:58:19.310 --> 01:58:22.137
utility, the safety culture
inside the company,

01:58:22.137 --> 01:58:25.030
and the risk informed
process is outside the utility

01:58:25.030 --> 01:58:26.370
make for excellence.

01:58:26.370 --> 01:58:30.270
It is important to transparently
present and discuss risk,

01:58:30.270 --> 01:58:33.290
and it must be quantified
and characterized as a

01:58:33.290 --> 01:58:35.317
distribution of potential outcomes

01:58:35.317 --> 01:58:38.800
and that same thing is for
this true for risk mitigation.

01:58:38.800 --> 01:58:42.014
I believe SDG&amp;E is demonstrating
leadership in this space

01:58:42.014 --> 01:58:44.700
through our wildfire modeling
and through the RAMP process

01:58:44.700 --> 01:58:46.280
and my very first
meeting at this company,

01:58:46.280 --> 01:58:50.510
I attended an SDG&amp;E, as an
SDG&amp;E employee a year ago,

01:58:50.510 --> 01:58:52.960
it was a focus session on wildfire

01:58:52.960 --> 01:58:55.440
and PSPS risk in our modeling.

01:58:55.440 --> 01:58:58.102
I've been part of commodity risk

01:58:58.102 --> 01:58:59.830
and mitigation throughout
my utility career,

01:58:59.830 --> 01:59:02.720
but what is in place in
California makes the safety of our

01:59:02.720 --> 01:59:04.460
service, the commodity,

01:59:04.460 --> 01:59:06.690
and that is what is being
studied and managed,

01:59:06.690 --> 01:59:07.980
and it's refreshing

01:59:07.980 --> 01:59:10.450
and I do thank you for
your time and attention

01:59:10.450 --> 01:59:14.283
and engagement and that
concludes my presentation thank you.

01:59:16.680 --> 01:59:18.984
<v ->Thank you, Mr. Keith,
and Mr. Geraghty</v>

01:59:18.984 --> 01:59:22.370
just a quick update on
public comment time.

01:59:22.370 --> 01:59:25.690
We are shooting to probably
have those around 12:25,

01:59:25.690 --> 01:59:28.740
so just to keep that in
mind for other speakers,

01:59:28.740 --> 01:59:31.390
I will open it now to
questions for the virtual dais.

01:59:38.260 --> 01:59:40.160
Commissioner Shiroma, please go ahead.

01:59:41.070 --> 01:59:42.660
<v ->Yes, thank you.</v>

01:59:42.660 --> 01:59:46.540
Thank you, Mr. Keith, Mr. Geraghty,

01:59:46.540 --> 01:59:48.280
again, tremendous efforts

01:59:50.405 --> 01:59:54.540
San Diego Gas Electric has
already deserved replication for

01:59:55.610 --> 01:59:58.920
really (clears throat)
spearheading many of

01:59:58.920 --> 02:00:03.030
the safety efforts, particularly
with wildfire mitigation

02:00:04.490 --> 02:00:08.440
even some years before other utilities.

02:00:08.440 --> 02:00:11.715
So I have a similar question
for you in terms of the

02:00:11.715 --> 02:00:14.020
boardroom governance site.

02:00:14.020 --> 02:00:17.960
I did a quick perusal(clears
throat) of both your website

02:00:17.960 --> 02:00:19.850
and also Sempra's website,

02:00:19.850 --> 02:00:22.570
looking at the governance
documents that are there

02:00:25.626 --> 02:00:28.969
and so for example (clears throat)

02:00:28.969 --> 02:00:33.969
on the, let me see it's
the governance guidelines.

02:00:38.830 --> 02:00:42.370
There is a mention of safety systems.

02:00:42.370 --> 02:00:47.370
We know where I found
really amazingly wonderful stuff

02:00:47.970 --> 02:00:51.683
was in the employee and
contract your code of conduct,

02:00:54.040 --> 02:00:59.040
but not in the business code
of conduct for the directors.

02:01:02.310 --> 02:01:07.310
So my query is as (clears
throat) as executives,

02:01:07.950 --> 02:01:10.503
that report to the board room,

02:01:12.290 --> 02:01:15.870
do you have a latitude to recommend

02:01:15.870 --> 02:01:17.693
to the governing board of directors,

02:01:18.770 --> 02:01:23.103
that they take a fresh look at
the governing principles and

02:01:24.020 --> 02:01:29.020
determine whether there should
be a greater written emphasis

02:01:30.060 --> 02:01:34.940
on safety because the team,
it could be very strong today,

02:01:34.940 --> 02:01:38.670
but what about the team
of tomorrow for continuity?

02:01:38.670 --> 02:01:43.370
I'm a firm believer that
those top echelon folks in the

02:01:43.370 --> 02:01:48.120
boardroom have very strong governance

02:01:50.580 --> 02:01:53.563
adopted criteria for themselves.

02:01:55.120 --> 02:01:55.953
That's my question.

02:01:55.953 --> 02:01:58.670
Do you have that kind of
working relationship with the

02:01:58.670 --> 02:02:01.403
governing board of directors as Sempra?

02:02:03.925 --> 02:02:04.923
<v ->Erbin I can enter that.</v>

02:02:06.110 --> 02:02:08.240
<v ->Yeah Unequivocally yes.</v>

02:02:08.240 --> 02:02:13.050
I'm the liaison to Sempra
energy's sustainability safety

02:02:13.050 --> 02:02:16.100
and technology subcommittee
of the board of directors

02:02:16.100 --> 02:02:18.170
and that is the primary sub committee

02:02:18.170 --> 02:02:19.870
that deals with these issues

02:02:19.870 --> 02:02:24.008
and I actually had the latitude
to make recommendations

02:02:24.008 --> 02:02:29.008
or bring input from the
Commission to the committee.

02:02:31.570 --> 02:02:35.647
<v ->Okay cause again, if
you look at their materials,</v>

02:02:35.647 --> 02:02:39.370
the code of business
conduct and ethics for directors

02:02:39.370 --> 02:02:42.710
and principal executive
officers is very different

02:02:42.710 --> 02:02:45.570
from the code of conduct
for the employees,

02:02:45.570 --> 02:02:49.223
and the contractors this
is the stark difference.

02:02:50.780 --> 02:02:52.090
It's noticeable.

02:02:52.090 --> 02:02:53.790
All right thank you,

02:02:53.790 --> 02:02:56.833
microphone now to back
to Carolina, thank you.

02:03:09.492 --> 02:03:12.690
<v ->I'd like Caroline,
to get a chance to go</v>

02:03:12.690 --> 02:03:16.040
before me this time, Dr. Thomas Jacob,

02:03:16.040 --> 02:03:17.020
if you want to go first,

02:03:17.020 --> 02:03:19.103
I have some questions that can wait.

02:03:20.260 --> 02:03:24.670
<v ->I appreciate that Commissioner
so I was wondering Kevin,</v>

02:03:24.670 --> 02:03:26.530
if you could go into
a little bit more detail,

02:03:26.530 --> 02:03:29.630
I think you said something
really critically important in

02:03:29.630 --> 02:03:32.980
your part of the brief around
how you guys have reoriented

02:03:32.980 --> 02:03:37.130
grid operations around
safety, as opposed to reliability.

02:03:37.130 --> 02:03:40.130
Can you talk us through a
little bit more of what that means

02:03:41.170 --> 02:03:42.660
in a detailed level,

02:03:42.660 --> 02:03:44.230
in terms of what kinds of changes

02:03:44.230 --> 02:03:46.163
and how that changes your operations?

02:03:48.000 --> 02:03:49.250
<v ->So of course,
I can't talk to it</v>

02:03:49.250 --> 02:03:50.750
from a change perspective.

02:03:50.750 --> 02:03:54.680
It exists here SDG&amp;E at the
time I joined the company and I

02:03:54.680 --> 02:03:58.130
think at some point the idea
was we were putting operators

02:03:58.130 --> 02:04:02.010
in a spot to where having to
make and use discretion to make

02:04:02.010 --> 02:04:05.500
some decisions on reclosing
switches and how you operate

02:04:05.500 --> 02:04:09.610
decisions or operate the
system based on information they

02:04:09.610 --> 02:04:12.930
may have available, we
simply removed that factor.

02:04:12.930 --> 02:04:15.860
It was, we will not
automatically reclose switches.

02:04:15.860 --> 02:04:19.510
We will not allow that if
a system actually trips,

02:04:19.510 --> 02:04:20.730
we will pause,

02:04:20.730 --> 02:04:23.377
we will examine all the
conditions and things that we know

02:04:23.377 --> 02:04:25.440
are making them form decisions,

02:04:25.440 --> 02:04:28.287
whether or not to reclose
those customers and the points of

02:04:28.287 --> 02:04:32.740
where it's located in a
system that has elevated risk,

02:04:32.740 --> 02:04:36.880
we will not reclose it no matter
what we will pass the truck

02:04:36.880 --> 02:04:39.133
past a person, get eyes on the fault,

02:04:39.133 --> 02:04:42.790
understand the fault
location before we will reclose

02:04:42.790 --> 02:04:45.550
that requires just
discipline and reinforcement.

02:04:45.550 --> 02:04:47.480
I'm sure years ago
that focused on the drive

02:04:47.480 --> 02:04:49.340
towards safety and reliability,

02:04:49.340 --> 02:04:51.870
and knowing that there's impacts
the customer sometimes can

02:04:51.870 --> 02:04:54.900
drive a behavior that could
lead for a risky outcome.

02:04:54.900 --> 02:04:57.770
So it's very important for
leadership for management to

02:04:57.770 --> 02:05:00.509
remove that, remove that and enforce it.

02:05:00.509 --> 02:05:02.710
That operators are required to make

02:05:02.710 --> 02:05:04.460
a non-discretionary decisions.

02:05:04.460 --> 02:05:07.860
They shall not have a
switch on automatic reclose,

02:05:07.860 --> 02:05:11.430
and they shall not as
closing a switch during risky

02:05:11.430 --> 02:05:14.920
conditions and you enforce
it just each and every day,

02:05:14.920 --> 02:05:16.160
not through just written policy,

02:05:16.160 --> 02:05:19.280
but we talk about it every
day in our daily obstacle every

02:05:19.280 --> 02:05:22.470
day, the team that
runs that part of the grid,

02:05:22.470 --> 02:05:25.320
make sure it's clear, hey,
here's our current conditions.

02:05:27.860 --> 02:05:29.980
<v ->Thank you another question was,</v>

02:05:29.980 --> 02:05:31.470
is actually more of a request.

02:05:31.470 --> 02:05:35.160
So really appreciated the
run-through on the metrics that

02:05:35.160 --> 02:05:38.470
you guys are tracking and
the current statistics on those,

02:05:38.470 --> 02:05:41.107
as well as the goals would
have loved to have seen those in

02:05:41.107 --> 02:05:43.090
the presentation so that
we could keep a copy.

02:05:43.090 --> 02:05:48.000
Could we get a copy of
those of those metrics?

02:05:48.000 --> 02:05:51.180
'Cause I think was talk
through in your briefing

02:05:51.180 --> 02:05:53.200
that it sounds like you guys are really

02:05:53.200 --> 02:05:54.860
making a lot of decisions based on

02:05:54.860 --> 02:05:57.150
the data and making
data informed decisions.

02:05:57.150 --> 02:05:58.610
So it'd be helpful to see that.

02:05:58.610 --> 02:06:00.860
So if I could just put
that request out there

02:06:01.920 --> 02:06:06.110
and then finally, this
is the same question

02:06:06.110 --> 02:06:09.180
I asked the Edison

02:06:10.175 --> 02:06:12.330
and maybe Mr. Keith, this might be you,

02:06:12.330 --> 02:06:15.700
if you guys could walk us
through a couple of examples of

02:06:15.700 --> 02:06:19.410
directly how the board safety
committee has been offering

02:06:19.410 --> 02:06:22.800
recommendations and how
that is then operationalized

02:06:22.800 --> 02:06:24.153
into the organization.

02:06:25.440 --> 02:06:28.295
<v ->Yes well, first of all, at the
safety committee meetings,</v>

02:06:28.295 --> 02:06:31.270
Kevin always attends me,
our senior officers attend,

02:06:31.270 --> 02:06:34.170
and we do a deep dive on the topics

02:06:34.170 --> 02:06:36.140
that are being presented

02:06:36.140 --> 02:06:37.600
and out of that discussion,

02:06:37.600 --> 02:06:41.896
the safety committee makes
just by asking questions,

02:06:41.896 --> 02:06:46.896
focusing on certain issues
makes recommendations to the

02:06:47.320 --> 02:06:51.380
organization about things they
need to focus more effort on,

02:06:51.380 --> 02:06:56.380
or be clear on about the way
we go about managing safety and

02:06:56.580 --> 02:06:58.480
mitigating safety risk.

02:06:58.480 --> 02:06:59.480
After that,

02:06:59.480 --> 02:07:04.480
we take input from the advisory
council from we're informed

02:07:04.500 --> 02:07:06.370
by Commission activity, for example,

02:07:06.370 --> 02:07:09.653
they will make on PSPS and we ask our,

02:07:10.760 --> 02:07:12.810
we asked SDG&amp;E to
make presentations to us

02:07:12.810 --> 02:07:15.063
about how they're dealing the PSPS,

02:07:15.063 --> 02:07:17.015
what the best practices are,

02:07:17.015 --> 02:07:21.130
give our input to those best
practices based upon our

02:07:21.130 --> 02:07:25.750
individual experiences,
whether it be in an operating role,

02:07:25.750 --> 02:07:28.820
a legal role or a regulatory role

02:07:28.820 --> 02:07:30.693
that really answered the question.

02:07:31.890 --> 02:07:34.500
<v ->I can share a recent
experience that I think maybe</v>

02:07:34.500 --> 02:07:35.560
highlights the question.

02:07:35.560 --> 02:07:38.570
So when were reviewing
a particular project

02:07:38.570 --> 02:07:40.170
to substation upgrades,

02:07:40.170 --> 02:07:43.440
and one of the questions
came from the board was that

02:07:43.440 --> 02:07:46.070
how do you know you're
safely performing work

02:07:46.070 --> 02:07:47.920
in an energized substation?

02:07:47.920 --> 02:07:49.730
Well, the ops teams and obsolete,

02:07:49.730 --> 02:07:52.120
it's very easy to take that for granted

02:07:52.120 --> 02:07:55.232
and, but the request was, look,

02:07:55.232 --> 02:07:58.070
I want you to demonstrate to
the board that you understand

02:07:58.070 --> 02:08:00.970
and all the things that
you're doing that assure safe

02:08:00.970 --> 02:08:04.290
operations and energized
switch yards and getting some of

02:08:04.290 --> 02:08:07.310
our teams closest to that
work to actually make that

02:08:07.310 --> 02:08:10.267
presentation to a board really
just creates what you want

02:08:10.267 --> 02:08:13.700
and safety is that two
way kind of affirmation

02:08:13.700 --> 02:08:15.270
it's important and yes,

02:08:15.270 --> 02:08:17.220
we know it's important and here's how we

02:08:17.220 --> 02:08:18.570
are doing that work today

02:08:18.570 --> 02:08:20.143
and that's a recent example of that,

02:08:20.143 --> 02:08:22.663
where it's is very fluid
and very engaging.

02:08:23.950 --> 02:08:26.940
<v ->Yeah I like that example
that there are others,</v>

02:08:26.940 --> 02:08:30.540
but I liked this quote about
what the role of board is.

02:08:30.540 --> 02:08:32.710
The board influences the tone of,

02:08:32.710 --> 02:08:34.983
in safety culture of an organization

02:08:34.983 --> 02:08:36.090
through the questions they ask,

02:08:36.090 --> 02:08:38.617
the focus they place on
key organizational issues

02:08:38.617 --> 02:08:39.840
and the message they give

02:08:39.840 --> 02:08:42.070
during direct interactions
with employees.

02:08:42.070 --> 02:08:46.850
That is the purpose of this
committee is to give a sense of

02:08:46.850 --> 02:08:49.920
the focus of the board
through those interactions

02:08:49.920 --> 02:08:53.880
and getting, tensioning
the organization I mean,

02:08:53.880 --> 02:08:56.800
it's pretty intimidating to
come to the board after a

02:08:56.800 --> 02:08:59.570
presentation that how
you're managing risk

02:08:59.570 --> 02:09:01.520
and often I give Kevin credit for this.

02:09:01.520 --> 02:09:03.440
Often, these are presentations are done,

02:09:03.440 --> 02:09:05.900
are led by directors and managers

02:09:05.900 --> 02:09:07.370
with the support of the officers.

02:09:07.370 --> 02:09:09.440
So we're kind of embedding that tension

02:09:09.440 --> 02:09:12.310
in the organization to know
that the board considers this

02:09:12.310 --> 02:09:14.813
to be important to the organization.

02:09:17.351 --> 02:09:21.350
<v ->Thank you and then
last question, target zeros.</v>

02:09:21.350 --> 02:09:25.420
So clearly a commendable
sort of aspirational goals, right?

02:09:25.420 --> 02:09:27.480
To have zero across the board.

02:09:27.480 --> 02:09:29.420
I would imagine that
there's going to be a timeline

02:09:29.420 --> 02:09:32.423
in terms of getting to that
are there any immediate,

02:09:34.250 --> 02:09:38.250
initial goals to move towards
target zero for at the end

02:09:38.250 --> 02:09:42.690
of this year or in 2022 that
you can walk us through?

02:09:42.690 --> 02:09:45.160
<v ->Yeah so, and
when I send the data,</v>

02:09:45.160 --> 02:09:47.880
I can show you our next
three or four years goals on

02:09:47.880 --> 02:09:49.830
personnel safety, right?

02:09:49.830 --> 02:09:52.070
To where those are the things we know,

02:09:52.070 --> 02:09:54.400
the rate that we think
we can improve to actually

02:09:54.400 --> 02:09:56.260
achieve top this out performance.

02:09:56.260 --> 02:09:59.800
So the answers as is
clearly yes in personnel safety

02:09:59.800 --> 02:10:01.410
every year we also take a look

02:10:01.410 --> 02:10:05.520
and say our wildfire risk
mitigation measurements as well

02:10:05.520 --> 02:10:08.775
and this year we added four onto

02:10:08.775 --> 02:10:11.220
our ICP plan this year,

02:10:11.220 --> 02:10:15.430
we added average days for
tier three level one corrections.

02:10:15.430 --> 02:10:19.110
We added vegetation contacts in HFTV.

02:10:19.110 --> 02:10:22.330
We added PSPS average
circuit restoration time

02:10:22.330 --> 02:10:24.420
for located patrol and we added,

02:10:24.420 --> 02:10:27.020
and I mentioned it in
my prepared remarks,

02:10:27.020 --> 02:10:29.180
our wildfire risk events, right?

02:10:29.180 --> 02:10:32.900
And so we are measuring
these and simply measuring within

02:10:32.900 --> 02:10:35.210
the bounds of whether
you hit them or miss them

02:10:35.210 --> 02:10:37.250
will guide us towards driving the things

02:10:37.250 --> 02:10:38.540
to improve all those.

02:10:38.540 --> 02:10:41.030
So in those areas just simply
this year for the first time,

02:10:41.030 --> 02:10:43.770
putting them on, we actually
had to establish min and max

02:10:43.770 --> 02:10:44.640
and where do we want to go?

02:10:44.640 --> 02:10:47.140
So I think I can share those for you

02:10:47.140 --> 02:10:50.217
within the data requests that
actually shows where we're at,

02:10:50.217 --> 02:10:52.000
but they absolutely lead us

02:10:52.000 --> 02:10:53.743
in the actions that we're taking.

02:10:56.670 --> 02:10:58.010
<v ->Thank you, those
are all my questions</v>

02:10:58.010 --> 02:10:59.260
back to you Commissioner.

02:11:02.390 --> 02:11:04.110
<v ->Commissioner Rechtschaffen.</v>

02:11:12.826 --> 02:11:14.070
Commissioner Rechtschaffen
would you like us

02:11:14.070 --> 02:11:15.393
to get back to you later?

02:11:21.850 --> 02:11:25.310
<v Aceves>Maybe still cognitive
cause he seems to have</v>

02:11:25.310 --> 02:11:26.643
be having audio problems.

02:11:32.330 --> 02:11:35.143
<v ->I don't think we can hear you
Commissioner Rechtschaffen.</v>

02:11:45.723 --> 02:11:49.260
Is there perhaps Commissioner Houck,

02:11:49.260 --> 02:11:51.360
do you have any
questions in the meantime?

02:11:53.440 --> 02:11:55.890
<v ->I do not have any
questions at this time I know</v>

02:11:58.170 --> 02:11:59.480
Commissioner Guzman Aceves

02:11:59.480 --> 02:12:01.943
or Commissioner Rechtschaffen audio.

02:12:03.576 --> 02:12:06.210
<v Aceves>Thank you
I wasn't to just ask</v>

02:12:06.210 --> 02:12:10.180
a little bit more about
one of the descriptions

02:12:10.180 --> 02:12:12.850
that you had around the community,

02:12:12.850 --> 02:12:15.593
I forget the title of the
community advisory.

02:12:20.225 --> 02:12:22.110
While about her safety thank you

02:12:22.110 --> 02:12:24.270
and the recognition that you said,

02:12:24.270 --> 02:12:26.420
maybe it came from some
of the locals on the benefit for

02:12:26.420 --> 02:12:31.420
coordination for other safety
and emergency incidents

02:12:33.250 --> 02:12:37.940
and I wonder, has there been
thought in expanding that also,

02:12:37.940 --> 02:12:40.010
when did you begin that effort?

02:12:40.010 --> 02:12:43.090
I know and I'll let you answer here,

02:12:43.090 --> 02:12:47.540
but I know part of our
discussions have been in

02:12:47.540 --> 02:12:50.420
particularly, you
obviously have the benefit

02:12:50.420 --> 02:12:52.100
of the smaller territory,

02:12:52.100 --> 02:12:55.403
but really to be able
to replicate that model,

02:12:56.530 --> 02:12:59.620
much of our guidance
has given some discretion

02:12:59.620 --> 02:13:03.120
on how to do this
with locals in particular.

02:13:03.120 --> 02:13:06.450
Can you give a little more
detail on the inception,

02:13:06.450 --> 02:13:08.490
the frequency, the makeup

02:13:08.490 --> 02:13:12.023
and the potential feature
of expanding the purpose.

02:13:14.835 --> 02:13:17.767
<v ->The advisory
council, go ahead Erbin.</v>

02:13:20.936 --> 02:13:22.140
<v ->I was just gonna
point out it was,</v>

02:13:22.140 --> 02:13:25.400
it was created about the
same time we created the safety

02:13:25.400 --> 02:13:28.040
committee and it was intended
to be complimentary to the

02:13:28.040 --> 02:13:30.857
committee by providing
outside input to the

02:13:30.857 --> 02:13:33.720
committee as to safety issues

02:13:33.720 --> 02:13:35.353
that are important to the community.

02:13:37.150 --> 02:13:39.350
Kevin if you want to add to that?

02:13:39.350 --> 02:13:40.220
<v ->Yeah, I would say,</v>

02:13:40.220 --> 02:13:43.820
and I think maybe
Erbin mentioned it earlier,

02:13:43.820 --> 02:13:46.880
every meeting has an
attendance by one of our safety

02:13:46.880 --> 02:13:49.570
committee, if not all of
our board safety committee,

02:13:49.570 --> 02:13:52.870
which I think makes for an impact.

02:13:52.870 --> 02:13:57.420
The makeup includes from
community-based organizations

02:13:57.420 --> 02:13:59.583
to public safety partners,

02:14:00.670 --> 02:14:03.975
to obviously fire first responders,

02:14:03.975 --> 02:14:06.130
tribal interests as well.

02:14:06.130 --> 02:14:08.880
So what I think is
probably the complete fabric

02:14:08.880 --> 02:14:11.810
of our communities
here in San Diego county

02:14:11.810 --> 02:14:16.810
and while we were not
intended to grow beyond wildfire

02:14:17.550 --> 02:14:19.883
mitigation to reality gets to be,

02:14:19.883 --> 02:14:22.220
is that the introduction of
resiliency that we're building

02:14:22.220 --> 02:14:24.210
into our community through engagement

02:14:24.210 --> 02:14:26.100
is gonna make a difference,

02:14:26.100 --> 02:14:29.010
we had a earthquake
tabletop exercise for instance,

02:14:29.010 --> 02:14:32.930
this year became very easy
to reach out to that team for

02:14:32.930 --> 02:14:37.223
input into our tabletop exercise.

02:14:39.112 --> 02:14:41.300
I think we're always open to grow it,

02:14:41.300 --> 02:14:43.070
we include academia in that,

02:14:43.070 --> 02:14:45.480
which is I think critically
important because that's a

02:14:45.480 --> 02:14:47.220
fabric of our community
and quite frankly,

02:14:47.220 --> 02:14:49.950
one of our strongest
partners in figuring out

02:14:49.950 --> 02:14:51.060
how to innovate

02:14:52.000 --> 02:14:53.856
and I think it's one of those things,

02:14:53.856 --> 02:14:57.710
as far as how to do
it, it's gotta be smaller.

02:14:57.710 --> 02:15:00.850
It's gotta be representative
other community such that the

02:15:00.850 --> 02:15:03.460
folks that are participating
in that know each other

02:15:03.460 --> 02:15:06.890
and work with each other
outside of that committee,

02:15:06.890 --> 02:15:10.640
outside of that council
on a large list of items.

02:15:10.640 --> 02:15:12.440
So for a very large utility,

02:15:12.440 --> 02:15:14.780
it may take having
many of these councils,

02:15:14.780 --> 02:15:16.580
I can understand the breadth

02:15:16.580 --> 02:15:18.651
of the territory could impact that,

02:15:18.651 --> 02:15:20.915
but we do have the benefit
of being condensed here

02:15:20.915 --> 02:15:22.344
within San Diego county

02:15:22.344 --> 02:15:24.080
and I've never seen anything like it,

02:15:24.080 --> 02:15:25.280
it's a difference maker.

02:15:26.370 --> 02:15:27.203
<v Aceves>Oh, thank you</v>

02:15:27.203 --> 02:15:29.560
and thank you for pointing out that your

02:15:29.560 --> 02:15:31.550
board committee members attend,

02:15:31.550 --> 02:15:33.050
that's also very significant

02:15:33.050 --> 02:15:36.690
and one quick flip on that.

02:15:36.690 --> 02:15:38.223
Oh, sorry was there another?

02:15:39.213 --> 02:15:41.420
Good well just one
quick follow-up which is,

02:15:41.420 --> 02:15:44.880
do you also include
the critical facility,

02:15:44.880 --> 02:15:46.890
particularly water and
telecommunications

02:15:46.890 --> 02:15:49.210
have been such chronic issues,

02:15:49.210 --> 02:15:51.253
are those also in attendance?

02:15:53.220 --> 02:15:55.870
<v ->I think the answer that
is yes, whether they're,</v>

02:15:55.870 --> 02:15:58.970
always there or just at
different times there, but yes.

02:15:58.970 --> 02:16:02.740
That even if they're not
there, obviously not today

02:16:02.740 --> 02:16:05.610
'cause I think we have a
pretty good handle on that,

02:16:05.610 --> 02:16:07.890
but I think in the early
parts of this council

02:16:07.890 --> 02:16:08.980
advisory council,

02:16:08.980 --> 02:16:11.210
things like water and comms were issues

02:16:11.210 --> 02:16:13.000
that we had to get on top of

02:16:13.000 --> 02:16:16.145
and I think we have really
excellent relationships,

02:16:16.145 --> 02:16:17.440
with our communication providers

02:16:17.440 --> 02:16:20.563
and our water providers
in our communities.

02:16:21.580 --> 02:16:23.930
<v ->Yeah to add color to that.</v>

02:16:23.930 --> 02:16:26.681
We've had members on the
committee from cost communication,

02:16:26.681 --> 02:16:29.220
the San Diego county water authority

02:16:29.220 --> 02:16:32.523
and California, San
Diego, so it's very inclusive.

02:16:33.695 --> 02:16:35.293
<v Aceves>Excellent thank you.</v>

02:16:38.400 --> 02:16:41.719
<v ->I think we've Commissioner
Rechtschaffen back in the line.</v>

02:16:41.719 --> 02:16:43.840
Commissioner Rechtschaffen.

02:16:43.840 --> 02:16:46.953
<v ->Thank you I apologize
I lost audio for a little bit.</v>

02:16:47.940 --> 02:16:50.560
I know we want to get
to the public comment,

02:16:50.560 --> 02:16:52.820
Mr. Keith I was gonna ask you a question

02:16:52.820 --> 02:16:55.040
and sounds like you
got into it a little bit with

02:16:55.040 --> 02:16:57.125
Commissioners Guzman Aceves.

02:16:57.125 --> 02:16:59.737
How often do you and
other board members of the

02:16:59.737 --> 02:17:02.753
members of the safety
committee get into the field?

02:17:03.853 --> 02:17:05.898
And if like I had asked that already.

02:17:05.898 --> 02:17:09.040
Please speak on it.
<v ->No no its fine.</v>

02:17:09.040 --> 02:17:10.590
<v ->I'll catch up with my camera.</v>

02:17:11.550 --> 02:17:13.587
<v ->Yeah no I can't give
you a quick answer to that.</v>

02:17:13.587 --> 02:17:15.430
One of the members of
the committee is Carolina

02:17:15.430 --> 02:17:16.670
and she's the CEO of the company

02:17:16.670 --> 02:17:19.610
so obviously she's intimate with appeal.

02:17:19.610 --> 02:17:21.770
I'm the former general counsel for SDG&amp;E

02:17:21.770 --> 02:17:24.700
and the risk function
reported to me as well.

02:17:24.700 --> 02:17:29.700
So I've spent plenty of hours
in EOC for red flag events

02:17:30.190 --> 02:17:33.930
and other, critical events,
I've traveled to the facilities.

02:17:33.930 --> 02:17:35.600
I've been to San
Antonio for a year I mean,

02:17:35.600 --> 02:17:38.420
all the things you expect from
general counsel at SDG&amp;E.

02:17:38.420 --> 02:17:40.270
So I'm very familiar
with those activities

02:17:40.270 --> 02:17:43.253
and Rob Borthwick our
other committee member,

02:17:44.130 --> 02:17:47.553
same thing spent
plenty of time in the EOC,

02:17:48.566 --> 02:17:52.720
the weather center, he was
involved in wildfire mitigation

02:17:52.720 --> 02:17:56.100
in the past is very familiar
with root cause analysis

02:17:56.100 --> 02:17:58.453
and in our facilities
as a result of that.

02:17:59.870 --> 02:18:02.793
<v ->Thank you I wanted to ask
about near miss requirements.</v>

02:18:04.210 --> 02:18:07.343
Mr. Geraghty, you talked
about it and you talked about,

02:18:08.409 --> 02:18:11.840
you talked about how
Caroline Winn reviews,

02:18:11.840 --> 02:18:15.910
some of those who are
people reflect the normal

02:18:15.910 --> 02:18:18.320
chain of reporting for
near miss requirements

02:18:18.320 --> 02:18:19.700
that's the first question.

02:18:19.700 --> 02:18:20.840
How many, and secondly,

02:18:20.840 --> 02:18:24.263
how many near-miss reports
do you get a year roughly?

02:18:25.950 --> 02:18:28.780
<v ->So the, we actually have an app</v>

02:18:28.780 --> 02:18:31.350
it's actually available online

02:18:31.350 --> 02:18:34.780
and anybody can afford that the system

02:18:34.780 --> 02:18:37.360
there is no limitations, right?

02:18:37.360 --> 02:18:39.550
And so those don't
get filtered in any way,

02:18:39.550 --> 02:18:42.980
shape or form that near miss
ends up going to Ron Corolla,

02:18:42.980 --> 02:18:45.500
who reports to me and
those all get published

02:18:45.500 --> 02:18:47.297
and an email that he puts out

02:18:47.297 --> 02:18:50.090
and the only reason we put
a stop there is occasionally,

02:18:50.090 --> 02:18:53.240
sometimes people may have
some personally identifiable

02:18:53.240 --> 02:18:55.190
information that we
probably shouldn't identify,

02:18:55.190 --> 02:18:57.620
but then those goes straight out.

02:18:57.620 --> 02:19:00.730
I think last year we had a total of 100,

02:19:00.730 --> 02:19:03.550
our goal this year for nearly 300

02:19:03.550 --> 02:19:06.240
and I think right now
we're right at about 200

02:19:06.240 --> 02:19:09.180
subject to check and I'll
follow up with the data on that.

02:19:09.180 --> 02:19:12.830
But we emphasize that

02:19:12.830 --> 02:19:17.370
and for me near misses are
a report on the psychological

02:19:17.370 --> 02:19:19.410
safety of your organization.

02:19:19.410 --> 02:19:21.700
Are people willing
to provide information

02:19:21.700 --> 02:19:22.990
because when they don't

02:19:22.990 --> 02:19:24.930
neither means because it's frowned upon

02:19:24.930 --> 02:19:26.230
or you don't follow up on.

02:19:31.860 --> 02:19:34.650
<v ->Thank you and then
if you could provide</v>

02:19:34.650 --> 02:19:37.310
any more specific
information of an instance

02:19:37.310 --> 02:19:39.810
where you've adjusted
compensation negatively

02:19:39.810 --> 02:19:42.700
based on an adverse safety outcome,

02:19:42.700 --> 02:19:46.340
you mentioned in general
that that's been done,

02:19:46.340 --> 02:19:51.080
but there were no specifics
of when the level of executive

02:19:51.080 --> 02:19:54.743
for whom it was adjusted,
the degree of adjustment.

02:19:56.330 --> 02:19:57.960
<v ->Yes we provided
a summary of that</v>

02:19:57.960 --> 02:19:59.650
in our compliance
filing, but you're right.

02:19:59.650 --> 02:20:02.040
It doesn't get down to
that level of granularity

02:20:02.040 --> 02:20:03.863
and we can supplement that for you.

02:20:05.610 --> 02:20:10.610
<v ->Thank you, Carolina
those are all my questions.</v>

02:20:11.400 --> 02:20:13.693
I know we wanna get to the public.

02:20:15.370 --> 02:20:17.590
<v ->Thank you, Commissioner
Rechtschaffen.</v>

02:20:17.590 --> 02:20:19.670
if we don't have any other questions,

02:20:19.670 --> 02:20:23.530
then I will move on
to our public comment

02:20:23.530 --> 02:20:25.223
portion of the today's agenda.

02:20:26.340 --> 02:20:30.080
I asked that is the
representatives of SDG&amp;E and SCE

02:20:30.080 --> 02:20:31.620
please remain for this portion

02:20:31.620 --> 02:20:34.400
so that you may hear
what the public has to say.

02:20:34.400 --> 02:20:38.410
And thank you again for the
Commissioners and presenters

02:20:38.410 --> 02:20:43.410
and director Jacob Thomas,
for questions and comments.

02:20:45.630 --> 02:20:48.760
As a reminder, if you wish
to make a public comment,

02:20:48.760 --> 02:20:53.760
dial into (800) 857 1917
and enter passcode 1767567

02:20:58.080 --> 02:21:00.120
for the English line pass line

02:21:00.120 --> 02:21:05.120
and passcode 3799627
for the Spanish line,

02:21:06.377 --> 02:21:09.900
unmute your phone and press star one.

02:21:09.900 --> 02:21:13.210
You will be placed into a
queue and the operator will take

02:21:13.210 --> 02:21:15.170
your name and information.

02:21:15.170 --> 02:21:17.770
You will be called upon
to speak in the order,

02:21:17.770 --> 02:21:19.460
your call was received.

02:21:19.460 --> 02:21:22.620
You will have two minutes to speak.

02:21:22.620 --> 02:21:25.730
You will hear a bell
sound when your time is up.

02:21:25.730 --> 02:21:28.540
Please be mindful of
other speakers in the queue

02:21:28.540 --> 02:21:30.930
and keep to your allotted time.

02:21:30.930 --> 02:21:32.630
I will now turn to the operator

02:21:32.630 --> 02:21:34.903
to open public comment, telephone lines.

02:21:37.414 --> 02:21:40.970
<v Operator>The public
comment line is now open.</v>

02:21:40.970 --> 02:21:44.050
Our first speaker is Mr. Dan Courtney.

02:21:44.050 --> 02:21:45.953
Your line is now open.

02:21:48.414 --> 02:21:50.030
<v Courtney>Hello my
name is Dan Courtney.</v>

02:21:50.030 --> 02:21:53.293
I have my feet in a
couple of different things.

02:22:01.675 --> 02:22:02.508
And I have to tell you,

02:22:02.508 --> 02:22:05.960
I am impressed throughout the
course about the rate increase

02:22:05.960 --> 02:22:08.300
coming up, but haven't
lived through the,

02:22:08.300 --> 02:22:10.150
which fire the Cedar
fire in the rim fire,

02:22:10.150 --> 02:22:13.300
which burned through
my property up North.

02:22:13.300 --> 02:22:17.070
I understand that wildfire
safety is number one with it,

02:22:17.070 --> 02:22:18.395
current conditions,

02:22:18.395 --> 02:22:23.170
we have to go to every
extent possible to prevent these

02:22:25.140 --> 02:22:30.140
and I appreciate what I'm
hearing from Southern California

02:22:30.292 --> 02:22:32.960
the SCE and SDG&amp;E but I
know the contrast between

02:22:32.960 --> 02:22:36.840
that and what's going on up
North with PG&amp;E and I would

02:22:36.840 --> 02:22:41.840
urge the Commission to
really get that situation in line

02:22:42.245 --> 02:22:44.510
and for example, the reclosers,

02:22:44.510 --> 02:22:47.750
it's great that a SDG&amp;E is going to

02:22:47.750 --> 02:22:49.750
is eliminating those automatic reclosers

02:22:50.600 --> 02:22:54.150
and I believe they've
already converted 90%

02:22:56.300 --> 02:22:58.770
lines in the high fire threat districts

02:22:58.770 --> 02:23:03.150
to covered conductor and also have

02:23:03.150 --> 02:23:08.150
eliminated a similar
percentage of the explosion

02:23:08.200 --> 02:23:09.810
non-exempt explosion fuses,

02:23:09.810 --> 02:23:12.360
which we wouldn't be surprised to see

02:23:12.360 --> 02:23:15.080
possibly play a part in the Dixie fire.

02:23:15.080 --> 02:23:17.180
So we really want to see that the,

02:23:17.180 --> 02:23:22.097
same effort in the same
things I've been in a PG&amp;E

02:23:22.097 --> 02:23:24.460
and I realized that's not the
subject of today's meeting,

02:23:24.460 --> 02:23:28.730
but I want to just note and
point out the contrast that

02:23:28.730 --> 02:23:33.730
we're seeing here and to
congratulate SCE and SDG&amp;E in

02:23:34.560 --> 02:23:38.350
taking such a serious
and a productive approach

02:23:38.350 --> 02:23:40.253
towards 12 hour safety thank you.

02:23:45.080 --> 02:23:47.980
<v ->Thank you, caller operator.</v>

02:23:47.980 --> 02:23:49.033
Next caller, please.

02:23:50.787 --> 02:23:52.720
<v Operator>As a reminder to speak</v>

02:23:52.720 --> 02:23:54.620
during this public comment period,

02:23:54.620 --> 02:23:57.790
please unmute your
phone, press star one,

02:23:57.790 --> 02:24:01.453
and record your name and
organization clearly when prompted.

02:24:08.110 --> 02:24:09.340
<v ->Thank you operator,</v>

02:24:09.340 --> 02:24:11.290
if we can have the next caller, please.

02:24:17.081 --> 02:24:18.880
<v Operator>I'm currently showing</v>

02:24:18.880 --> 02:24:20.893
no additional callers in the queue.

02:24:26.170 --> 02:24:29.690
<v ->Thank you with no
more comments on the line</v>

02:24:29.690 --> 02:24:32.710
the public common period is closed.

02:24:32.710 --> 02:24:36.070
Thank you to all who
did provide comments.

02:24:36.070 --> 02:24:38.710
I will turn it now to
Commissioner Rechtschaffen,

02:24:38.710 --> 02:24:41.473
and director Thomas
Jacobs for closing remarks.

02:24:45.460 --> 02:24:50.050
<v ->I wanna thank the folks
at Edison and SDG&amp;E</v>

02:24:50.050 --> 02:24:53.773
for their participation
today, for your insights,

02:24:54.670 --> 02:24:59.660
this level of close examination
of your safety efforts,

02:24:59.660 --> 02:25:02.820
particularly your
efforts on safety culture

02:25:02.820 --> 02:25:04.515
are very, very important

02:25:04.515 --> 02:25:06.620
and we look forward to
continuing the discussion,

02:25:06.620 --> 02:25:09.666
maybe with some different
participation, as I mentioned,

02:25:09.666 --> 02:25:12.180
and to continuing to work with you,

02:25:12.180 --> 02:25:14.530
to ensure that we have
the most accountability

02:25:14.530 --> 02:25:17.270
and transparency for everything you do.

02:25:17.270 --> 02:25:18.443
Thank you very much.

02:25:21.860 --> 02:25:25.530
<v ->I too I would like to
thank all the assistance,</v>

02:25:25.530 --> 02:25:27.030
from Southern California Edison

02:25:27.030 --> 02:25:28.830
and San Diego Gas and Electric,

02:25:28.830 --> 02:25:32.370
appreciate the detail
and look forward to

02:25:32.370 --> 02:25:34.540
continuing these on an annual basis

02:25:34.540 --> 02:25:36.910
and I wanna thank the
Commission for taking lead on

02:25:36.910 --> 02:25:39.510
hosting this meeting and all
the work that's gone into that

02:25:39.510 --> 02:25:43.150
very much appreciate getting
to participate with you all

02:25:43.150 --> 02:25:45.350
and look forward to the
continuing conversations

02:25:45.350 --> 02:25:48.890
and focus on safety
and driving wildfire safety

02:25:48.890 --> 02:25:50.990
and safety culture in general,

02:25:50.990 --> 02:25:55.990
significantly across all of
our electrical corporations.

02:25:57.130 --> 02:25:59.540
So appreciate the time

02:25:59.540 --> 02:26:01.663
and look forward to
the follow-up thank you.

02:26:05.240 --> 02:26:06.740
<v Aceves>Sorry to interrupt.</v>

02:26:07.940 --> 02:26:10.805
<v ->Yeah go ahead
Commissioner Guzman Aceves.</v>

02:26:10.805 --> 02:26:12.823
<v Aceves>Thank you Carolina.</v>

02:26:12.823 --> 02:26:16.100
I also just wanna recognize that, oh,

02:26:16.100 --> 02:26:19.780
what I see as a much more dedicated

02:26:21.810 --> 02:26:26.810
leadership from this effort
and really just be a direct

02:26:27.800 --> 02:26:30.920
involvement of the leadership
and hearing about that is very

02:26:30.920 --> 02:26:34.400
critical and how we
can see that continuously

02:26:35.420 --> 02:26:38.570
as Commissioner Shiroma
has really reinforced

02:26:38.570 --> 02:26:40.653
to really institutionalize this

02:26:40.653 --> 02:26:43.341
and really hearing
about the importance of

02:26:43.341 --> 02:26:47.800
both the workforce and
the public in ensuring that.

02:26:47.800 --> 02:26:50.210
So I wanna thank you for
that and really encourage us

02:26:50.210 --> 02:26:53.980
to look at because we have a new normal,

02:26:53.980 --> 02:26:58.980
what really is the future
of the workforce in terms of

02:26:59.290 --> 02:27:01.060
the longevity and the duration,

02:27:01.060 --> 02:27:03.640
the retention, the recruitment of course

02:27:03.640 --> 02:27:06.830
and I'm glad to hear
that that's a big focus of,

02:27:06.830 --> 02:27:08.720
of everyone's planning.

02:27:08.720 --> 02:27:09.733
Thank you very much.

02:27:18.010 --> 02:27:18.890
<v ->Anybody else in the dais</v>

02:27:18.890 --> 02:27:21.523
would like to have any closing comments.

02:27:22.680 --> 02:27:24.333
<v ->Simply to say, thank you.</v>

02:27:25.312 --> 02:27:29.700
Very good conversation, presentations.

02:27:29.700 --> 02:27:32.080
Of course, we all have
much more work to do.

02:27:32.080 --> 02:27:32.913
Yeah thank you.

02:27:35.400 --> 02:27:37.810
<v ->And just also thank
you for the presentations</v>

02:27:38.940 --> 02:27:40.640
was a good discussion,

02:27:40.640 --> 02:27:44.160
so we'll look forward
to more information

02:27:44.160 --> 02:27:45.833
and continuing these discussions.

02:27:50.380 --> 02:27:54.850
<v ->Okay so thank you, Commissioners
director Jacob Thomas,</v>

02:27:54.850 --> 02:27:56.990
and thank you to Southern California,

02:27:56.990 --> 02:27:58.690
Edison and San Diego Gas and Electric

02:27:58.690 --> 02:28:00.920
for your presentations and your time.

02:28:00.920 --> 02:28:02.633
This meeting is now adjourned.