2018 General Rate Case A.16-09- - Southern California Edison€¦ · Workpaper – Southern...

2018 General Rate Case

A.16-09-_______

Workpapers

HR - Total Compensation Study SCE-06 Volume 03

September 2016

Workpaper – Southern California Edison / 2018 GRC

Exhibit No. SCE-06 / Vol. 03Witness: A. Peterson

Aon Hewitt Consulting | Talent, Rewards, and Performance

Risk. Reinsurance. Human Resources.

2018 General Rate Case— Total Compensation Study Report—Final Southern California Edison

July 2016

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2018 General Rate Case 1

Introduction In 2016, Southern California Edison (“SCE”) will be filing an application for its 2018 General Rate Case (“GRC”) with the California Public Utilities Commission (“CPUC”). As part of this application, SCE will include a Total Compensation Study (“the 2018 Study”) that will provide a competitive analysis of SCE’s total compensation including pay and benefits. Total Compensation Studies that were included in prior GRC submissions, including the most recent submission for the 2015 GRC, were conducted jointly with SCE and the Office of Ratepayer Advocates (“ORA”) of the CPUC. ORA declined to participate in the 2018 Study.

SCE selected Aon Hewitt to conduct the competitive analysis of total compensation. Working together as the GRC Study Team (“the Team”), representatives from SCE and Aon Hewitt reviewed the methodology used in the 2015 Study and confirmed that the same methodology would be applied in the 2018 Study. The methodology is described in detail in this report and discussions about the methodology are referenced in the meeting notes and working papers. The team felt it was important that the methodology remain as consistent as possible to the approach used in the 2015 Study in order to reflect input provided by the ORA related to preferences in methodology and to allow comparison of results between the two Studies. Aon Hewitt applied the methodology to obtain competitive total compensation data and then compared that data to SCE’s total compensation levels.

The Team members included the following:

� Mark Bennett—SCE

� George DeMaria—SCE

� Colleen Hernandez—SCE

� Rahab Mahfud—SCE

� Michelle Ricard—SCE

� Al Kopec—Aon Hewitt, Project Consultant

� Kathy Miller—Aon Hewitt, Project Consultant

� Blake Murphy—Aon Hewitt, Project Consultant

� Chelsea G. Penaloza—Aon Hewitt, Project Consultant

� Alison A. Peterson—Aon Hewitt, Study Project Manager

This report contains the 2018 Study results and a description of the 2018 Study methodology.

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Contents Study Results 3

Study Methodology 9

Appendix A: Benchmark Jobs 25

Appendix B: Comparator List 36

Appendix C: Detailed Results by Category 40

Appendix D: Competitive Analysis Summary 50

Appendix E: Generic Job Methodology 54

Appendix F: LTI Study Positions 60

Appendix G: Benefit Calculation Samples (SCE and Comparator Company) 63

Appendix H: Meeting Notes 71

Appendix I: Measurement of Error 72

Appendix J: Glossary of Terms 74

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Study Results

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Study Results The 2018 Study results—overall and by job category—are shown in Table 1:

Table 1: Competitive Summary (SCE versus Market)

SCE vs. Market

Job Category

SCE Population1

SCE Payroll Dollars

($000s)2Payroll

WeightingBase

Pay

Total Cash

Comp3 LTI4 Benefits PTOTotal

Comp5

Physical/ Technical 3,767 $366,678.1 24.8% 11.1% 16.5% -- 6.1% 106.6% 15.0%

Clerical 3,075 $208,895.5 14.1% -4.5% -5.0% 0.0% 2.6% 1.4% -3.2%

Professional/ Technical 4,118 $495,080.2 33.5% -13.2% -11.2% -100.0% 1.7% -10.3% -9.6%

Manager/ Supervisor 2,215 $379,450.8 25.7% -9.4% -6.3% -94.6% 0.5% 10.4% -7.6%

Executive 43 $26,205.2 1.8% -10.3% -17.7% -21.5% 96.4% 7.6% -8.3%

Overall6 13,218 $1,476,309.8 100.0% -5.0% -2.5% -6.1% 4.3% 25.8% -1.9%

This table presents SCE’s competitive status for each major element of total compensation (base pay, total cash compensation, long-term incentives (LTI), and benefits). Note that LTI grants are included only for those positions that were found to be eligible for LTI awards in the competitive analysis of pay practices.

The 2018 Study estimates that SCE total compensation levels are below market by 1.9 percent. Discussion of the 2018 Study results by SCE job category follows below.

Each element of total compensation was compared to a sample of the competitive market. Similar to the 2015 GRC Total Compensation Study, the 2018 Study results are intended to be a reasonable estimate of true competitive posture. Due to normal survey error, true market position could be above or below the estimate. Aon Hewitt assumes the degree of accuracy to be within plus or minus 5 percent of the estimate.

The results of the 2015 Study were deemed to be valid for estimating the competitiveness of SCE’s total compensation levels. The 2018 Study retains the refinements made to the methodology in the 2015 Study, primarily at the request from ORA, and provides the same validity, transparency, and clarity. Transparency and clarity are achieved by providing significant detail in this report and in the meeting notes in describing the methodology and decisions during Team meetings.

1 SCE’s population is as of December 31, 2015. 2 Payroll dollars include base pay as of December 31, 2015, and annual incentives (as defined on page 17), paid in 2015 for 2014 performance.

3 Total Cash Compensation reflects base pay plus actual short-term (annual) incentives for all categories, adjusted to December 31, 2015.

4 Total Compensation includes long-term incentives (LTI) for 15 Executive, 55 Manager/Supervisor, and 2 Professional/Technical jobs.

5 For Study purposes, total compensation is defined as total cash compensation, benefits, PTO, and actual LTI. 6 Results are weighted by SCE payroll dollars for all jobs; both benchmark and non-benchmark.

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Discussion of Competitive Posture Overall, SCE total compensation is below the competitive norm by 1.9 percent. This amount was derived by computing an overall average based on the results of each category, weighted by its payroll dollars. SCE was 5.0 percent below the competitive norm in the 2015 Study. There were several contributing factors to the shift in position to comparators between the two Studies with the most notable being:

� Decline in position to comparators on base pay from 3.3 percent below in the 2015 Study to 5.0 percent below in the 2018 Study. SCE’s average base pay increased 8.3 percent between Studies while the comparators increased by 10.5 percent. The Study team believes the slower rate of increase in base pay at SCE is tied to the approximately 20 percent reduction in SCE’s employee population during this time frame with, on average, more highly compensated employees leaving the Company resulting in lower overall average base pay for the retained population.

� Increase in position to comparators on total cash compensation from 3.7 percent below in the 2015 Study to 2.5 percent below in the 2018 Study. This increase is primarily attributable to an increase in the average bonus payout from 104 percent of target for bonuses paid in 2012 (and reported in the 2015 Study) to 143 percent of target for bonuses paid in 2015 (reported in the 2018 Study).

� Increase in the position to comparators on Long-Term Incentives (LTI) for non-executive positions from 15.0 percent below in the 2015 Study to 6.1 percent below in the 2018 Study. The primary driver of this change is that fewer jobs were eligible for LTI in the 2018 Study.

� Increase in position to comparators for benefits from 1.2 percent below in the 2015 Study to 4.3 percent above in the 2018 Study. The increase is related to a reduction in retirement benefits at utility comparators causing SCE’s retirement values to increase relative to those comparators. The increase in retirement benefits is partially offset by SCE’s lower position to general industry comparators on medical costs.

� Increase in the position to comparators for Paid Time Off (PTO) from 2.6 percent above in the 2015 Study to 25.8 percent above in the 2018 Study. The increase is related to an increase in the number of days carried over at year-end for SCE versus the comparator group in the PTO calculation. Because the value of PTO is small relative to total cash and benefits, small changes in the value of the PTO carry over can result in significant changes in the position to comparators.

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Competitive posture varies by category as follows:

Physical/Technical SCE’s Physical/Technical jobs are above comparators by 15.0 percent. The results were influenced by position to comparators for several of SCE’s highly populated job classifications including: Lineman, Troubleman, Foreman Electrical Crew, and Operator, System. These benchmarks are 25.6 percent, 29.0 percent, 27.3 percent, and 21.3 percent above comparator pay levels, respectively. Position to comparators for this category was 9.2 percent above in the 2015 Study.

Clerical In the Clerical category, SCE’s pay levels are below comparator levels by 3.2 percent. This result is due to a mix of position to comparators for several high incumbent jobs with some being above, approximately at, and below comparator pay levels. The �� most highly populated jobs in this category are Customer Specialist 2, Analyst-Program/Project 2, Planner 1, and Construction/Maintenance Acc��. These benchmarks are 16.1 percent above, 16.0 percent below, 15.3 percent below, and 40.3 percent above��, respectively. Results are similar to the 2015 Study in which the Clerical category was 1.1 percent below the comparator pay levels.

Professional/Technical Overall, SCE’s total compensation for the Professional/Technical category was 9.6 percent below comparator group levels. Total compensation was below comparator levels for roughly 87 percent of benchmark incumbents including the following highly populated jobs: Manager-Project/Product 1, Technical Specialist/Scientist 3, Analyst-Business 3, Analyst-Program/Project 3, and Engineer 3. These benchmarks are 11.9 percent, 12.9 percent, 4.6 percent, 14.2 percent and 10.7 percent below comparator pay levels respectively. Similarly, this group’s total compensation was 12.3 percent below the comparator level in the 2015 Study.

Manager/Supervisor SCE’s total compensation for this category is 7.6 percent below comparator levels. In the 2015 Study, the Manager/Supervisor category was further below comparator levels at 15.9 percent. The Manager/Supervisor category has a higher percentage of low incumbent count jobs as compared to the Physical/Technical, Clerical, or Professional/Technical category, but the most highly populated position contributing to the below market result is the Manager Project/Product 2 at 13.1 percent below comparator levels. The largest contributor to the shift in position to comparators for this category is the higher bonus payouts, resulting in an increase in the 2018 Study as compared to the 2015 Study.

Executive Total compensation for this category is 8.3 percent below comparators. In the 2015 Study, this category was 9.5 percent above comparator total compensation levels. The shift in position to comparators is difficult to isolate because there were a number of changes in the benchmark results for executives from the 2015 Study. Six of the fifteen jobs included in the Study had a significant change in scope and accountabilities. As a result, the benchmark matches for these jobs changed from the 2015 Study. Two jobs are new to SCE and were added to the Study. Two jobs were included in the 2015 Study; however insufficient market data was available at that time. Sufficient data was available for these two jobs for the 2018 Study. Two jobs remained the same and were included in both the 2015 and 2018 Study with no changes in incumbents. One job remained the same but had a change in incumbents between Studies.

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Survey Error In addition to normal survey error, several additional sources of possible error are mentioned in the Study Methodology section. Aon Hewitt estimates each is minor relative to the overall Study results. Table 2 provides Aon Hewitt’s estimates of the impact of each factor relative to SCE’s total compensation vs. comparator companies:

Table 2: Source of Specific Survey Error7

Source of Error Report Reference Section—Page

Estimated Possible Error as Percentage of Total

Compensation

Job matching inaccuracies Job Match Validation—p. 14 -0.2% to +0.2%

Assume all employees receive salaried benefits

Employee Benefits—p. 18 -0.1% to +0.1%

Benefit Aggregation Data Aggregation and Average Benefit Calculation—p. 22

-0.1% to +0.1%

Total -0.4% to +0.4% Total error can either increase or decrease SCE’s competitive posture. However, the maximum error is estimated by Aon Hewitt to be no more than –0.4 percent to +0.4 percent of total compensation. This is in addition to normal survey error, noted on page 4, of plus or minus 5 percent from the overall calculated estimate of competitive posture.

Benchmark Jobs As noted above, this competitive Study was an analysis of total compensation for a statistically significant portion of the SCE organization. Because of the high number of SCE employees in benchmark jobs, Aon Hewitt is confident the Study accurately estimates competitive posture for the entire company.

Table 3 below presents the amount of coverage the Study provides as a percentage of SCE population. It shows the number of total SCE employees and job titles in each employee category compared with the number of SCE jobs and incumbents that are Study benchmarks.

“Benchmark” jobs are those classification titles that are common across comparator organizations and are found in surveys of competitive data (generally these are “high population” jobs).

The process used to determine benchmark jobs is detailed in the next section. Table 3 shows that the Study covers 73.1 percent of the SCE workforce. Compared with similar studies Aon Hewitt has conducted, this is high coverage and, in Aon Hewitt’s opinion, a sound basis for determining the competitiveness of total compensation.

7 Estimated by Aon Hewitt.

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Table 3: Study Coverage of SCE Population

In Total In Study

Job Category SCE

Population # of

Jobs # of SCE

Incumbents % of SCE

Population # of Jobs % of SCE

Jobs

Physical/Technical 3,767 181 2,389 63.4% 31 17.1%

Clerical 3,075 106 2.559 83.2% 25 23.4%

Professional/Technical 4,118 151 3,242 78.7% 44 29.1%

Manager/Supervisor 2,215 359 1,459 65.9% 107 29.8%

Executive 43 41 15 34.9% 15 36.6%

Overall 13,218 839 9,664 73.1% 222 26.5%

Supporting Materials The appendices are key references in understanding Study results:

� Appendix A presents the benchmark jobs in each category. It also presents jobs initially selected as benchmarks but not included in the Study due to a lack of data or appropriate survey match, as indicated.

� Appendix B is the list of comparator companies used in the Study.

� Appendix C presents the results for each benchmark job within each category. Subtotals are provided at the end of each category and are presented in Table 1 above.

� Appendix D explains how the percentages in Table 1 above were derived. It shows average compensation dollars by category and pay element (Table D-2) and estimated total compensation dollars by category and pay element (Table D-3).

� Appendix E is a summary of the approach used to match incumbents in SCE’s “generic” job titles to survey sources.

� Appendix F lists the benchmark Study positions that include LTI values.

� Appendix G contains examples of the benefit valuation for SCE and a sample comparator company. This section should be reviewed in conjunction with the methodology section, pages 17 to 21, describing the approach used to value benefits.

� Appendix H is documentation summarizing each Team meeting and teleconference.

� Appendix I is a description of the methodology used to measure error in the Study results.

� Appendix J is a glossary of terms used in this report.

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Study Methodology

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Study Methodology

Overview The principles behind the 2018 Study methodology were held constant to the 2015 Study. They include:

� To collect and analyze data on a company-specific basis so that the levels of total compensation (for SCE and for each comparator company) were captured accurately; and

� To express both cash and benefit elements of compensation on an equivalent basis for SCE and comparator companies as of a common point in time.

Aon Hewitt obtained and valued pay and benefits information from comparator companies and SCE. Aon Hewitt then calculated SCE’s competitive posture versus the comparator companies.

Job Categories For the purpose of this Study, SCE and Aon Hewitt placed SCE jobs into one of five categories agreed upon by the Team (these five categories were used in the 2015 Study). The 2018 Study results include subtotals for each of these five categories:

One change to note from the 2015 Study is that nuclear jobs were excluded from the 2018 Study because total compensation for those jobs will be recovered as part of the decommissioning proceeding of the San Onofre Nuclear Generating Station (SONGS) rather than the GRC. � Physical/Technical. Usually, these are field jobs requiring physical activities that are repetitive in

nature. They are found more frequently in utility companies and are typically covered by a collective bargaining agreement (at SCE and at other comparator utilities). Physical jobs often have a formal apprenticeship program and typically do not require college study. Technical jobs are individual contributor jobs that may require some college study, but a college degree is not required. These jobs are subject to the Fair Labor Standards Act8 (“FLSA”) and are categorized as nonexempt.

� Clerical. These jobs are nonexempt under the FLSA, typically include work in an office environment, and require activities that are generally routine and clerical in nature. The exception is the Meter Reader, which works in the field. These jobs may require some college study, but a college degree is not required. These jobs may be organized, but most are not—neither at SCE nor at most other comparator companies.

� Professional/Technical. These jobs are individual contributor jobs that are typically exempt from the FLSA. Usually, these jobs require a college degree, and the nature of the work involves analytical thought and independent judgment.

� Manager/Supervisor. These jobs are exempt from the FLSA; these jobs are primarily responsible for the direction and final product of the work of others.

� Executive. This category contains the limited group of company top executives who are responsible for overall direction of the company.

8 The Fair Labor Standards Act (FLSA) of 1938 established overtime, record keeping, and a floor for minimum wage. It also determined the type of positions that are exempt from the overtime provisions. Federal law requires that “nonexempt” positions receive overtime pay for hours in excess of 40 worked in a week. Some states (e.g., California) require overtime pay for nonexempt positions for hours in excess of 8 worked in one day.

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Benchmark Job Selection and Job Matching In this Study, Aon Hewitt attempted to assess competitive posture for enough jobs so that the Team could be confident there was adequate coverage of each category.

The benchmark job selection process included a review by the Team of all benchmark jobs covered in the 2015 Study with consideration of the number of incumbents by job and coverage by job category. The Team agreed to use the 2015 benchmark jobs as a starting point in identifying benchmarks for the 2018 Study and add likely benchmarks with a high-incumbent count to increase the Study coverage.

Aon Hewitt then met in a series of three meetings with SCE staff familiar with SCE jobs to identify survey matches. During the matching process, Aon Hewitt and SCE performed the following activities:

� Aon Hewitt identified initial job matches based on a review of the 2015 Study benchmark jobs, SCE job descriptions, and compensation survey databases.

� Aon Hewitt confirmed matches with SCE staff, which in some cases included conducting additional discussions with individuals knowledgeable about a specific job and its actual job duties. Based on the discussions, Aon Hewitt adjusted some job matches.

� Aon Hewitt made these matches to surveys where it deemed job duties to be 80 percent comparable to the survey job (Aon Hewitt follows this 80 percent guideline as an industry standard).

Similar to the 2015 Study, the Team decided to include SCE’s broadly defined “generic” jobs.

SCE generic job titles are meant to be broad and cover similar activities in different functional areas/departments which are the same level of work. The following SCE generic job titles and levels were examined:

� Manager 1 and 2

� Supervisor 1, 2, 3, and 4

� Technical Specialist 1, 2, 3, and 4

� Information Technology Specialist 2, 3, 4, and 5

� Manager, Project/Product 1 and 2

� Manager, Program/Contract 1, 2, and 3

The Team discussed the nature of these jobs, which, while broadly defined, could be compared to a variety of survey benchmarks also performing a similar level of work at comparator organizations. The survey benchmarks would likely be found in several departments at Study comparator companies.

The Team agreed to include these jobs in the 2018 Study, using the approach described in Appendix E.

When Aon Hewitt completed the benchmarking process, the coverage of SCE incumbents ranged from 34.9 percent (Executive) to 83.2 percent (Clerical). Overall, there was 73.1 percent coverage of SCE employees by benchmark jobs. This provides a statistically significant level of employee coverage, sufficient for Aon Hewitt to be confident of the validity of Study results.

Appendix A shows the specific benchmark titles, by category, included in the 2018 Study with the number of SCE incumbents.

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Labor Market and Comparator Companies For base salary, TCC and LTI, the Team selected comparator companies or comparator groups found in existing survey databases. Generally, the comparators included other comparably sized U.S. based utilities for roles specific to the industry, general industry organizations for roles that are not utility-specific, or a blend of utility and general industry. For executives, the Team agreed to use the same comparator group used in the 2015 Study with the exception of Nestle USA, Sara Lee Corporation, Science Applications International Corporation, and Constellation Energy Group.

� Nestle USA was excluded because revenue increased from the last Study and exceeded the methodology guidelines of including companies with revenue of 0.5x to 2.0x SCE’s revenue or approximately $5 billion to $20 billion.

� Sara Lee Corporation and Science Applications International Corporation were excluded because revenue fell from the 2015 Study and has dropped below the revenue guidelines noted above.

� Constellation Energy Group was acquired by Exelon Company.

� Public Service Enterprise Group and Northrop Grumman Corporation were added to the executive comparators group list because their revenue fell within the revenue guidelines and because they are also included in the non-executive comparator group.

CPUC participated in the 2015 Study, providing benefits information for all employees and compensation information for executive level employees. The Team solicited their participation for inclusion in the 2018 Study. In response to the Team’s request, CPUC indicated they were unable to supply their benefits and executive data due to other work priorities and, as a result, are not part of the 2018 Study.

For each job category, it was determined to use the following labor markets:

� Physical/Technical, Clerical, Professional/Technical, and Manager/Supervisor – For utility-specific jobs (e.g., Lineman, Meter Reader, roles found in Operations, and roles found

in Transmission and Distribution): national energy utilities including those found in the western United States and California.

– For non-utility-specific jobs (e.g., roles found in Finance, Human Resources, and Information Technology): a national group of general industry companies or a blend of utility and general industry if the jobs are found broadly in both.

– The 2018 Study applies the same approach requested by ORA and used in the 2015 Study to utilize national general industry data and apply a geographic differential to adjust for higher cost of labor in Southern California. A geographic differential of 12% (effective December 31, 2015) was obtained from the Economic Research Institute (ERI) and is the same as the geographic differential reported by them and used in the 2015 Study. The 2015 Study also utilized geographic differential data from the Bureau of Labor Statistics (BLS); however, BLS has not published new geographic data since 2012, and therefore their data was not available for the 2018 Study.

� Executive – For utility-specific jobs (e.g. VP Energy Supply & Management, VP Power Production): national

energy utilities with revenues between $5 billion and $20 billion plus LADWP and SMUD.

– For non-utility-specific jobs (e.g., SVP Chief Financial Officer, VP Tax): national general industry employers with revenues between $5 billion to $20 billion.

– Selecting specific companies for use for executive jobs in the Study allowed Aon Hewitt to obtain total compensation amounts for each comparator by matching average cash compensation with average benefits for each Study job.

Because the survey databases used in the Study to cover base salary, bonus, TCC, and LTI do not also include benefits, the Team agreed to use the comparator group used in the 2015 Study to value benefits.

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This comparator group is made up of utilities and general industry companies, with a particular focus on including employers from Southern California. Aon Hewitt calculated benefits values for each Study company based on information contained in its database of benefit specifications. Aon Hewitt required both cash compensation and benefits data from comparators in order to determine a total compensation value. Therefore, participation in the Aon Hewitt Benefits database was required for Study inclusion. LADWP and SMUD agreed to participate in the database and so were included in determining benefits values.

The comparator companies are shown in Appendix B. The company revenue shown reflects 2015 information, which is the effective date of compensation data used for comparator companies and SCE.

Survey and Data Sources and Job Match Validation Benefits data for all Study companies were drawn from the Aon Hewitt Benefits database. Aon Hewitt obtained cash compensation data from the best available survey sources. These sources, shown by survey provider and the survey used were as follows:

� Aon Hewitt: Radford Total Compensation Survey (RADFORD).

� Aon Hewitt Executive Total Compensation Measurement™ (TCM™) Database.

� The Edward A. Powell Data Information Solutions Study (EAPDIS).

� Mercer: Salary Information Retrieval System (MHRC-SIRS).

� Towers Watson: Energy Services Survey: Executive, Middle Management & Professional Database

� Towers Watson: General Industry Survey: Executive, Middle Management & Professional Database

Because LADWP and SMUD did not participate in any of these survey databases, Aon Hewitt requested and received executive (LADWP and SMUD) and non-executive (LADWP) compensation data from company representatives directly.

Survey and Data Sources The cash compensation survey and data sources used for each job category are shown in Table 4.

Table 4: Cash Compensation Survey and Data Sources

Job Category Energy Utility General Industry Physical/Technical � LADWP compensation data

� EAPDIS � Mercer: SIRS � Aon Hewitt: Radford

Clerical � EAPDIS (Meter Reader and Customer Specialist only)

� Mercer: SIRS � Aon Hewitt: Radford

Professional/ Technical

� Towers Watson Energy Services � Mercer: SIRS � Aon Hewitt: Radford � Towers Watson General Industry

Manager/ Supervisor

� Towers Watson Energy Services � Mercer: SIRS � Aon Hewitt: Radford � Towers Watson General Industry

Executive � Towers Watson Energy Services � Aon Hewitt TCM � LADWP compensation data � SMUD compensation data

� Towers Watson General Industry � Aon Hewitt TCM � CPUC compensation data

The survey data were provided to Aon Hewitt in an aggregate (total) manner.

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Once Aon Hewitt collected and analyzed compensation data, it noted the number of matches for each job:

� If the job had insufficient company matches within the selected comparator subgroup (e.g., utilities had less than five matching companies), the combined group (e.g., utilities plus general industry) was used if appropriate. This approach was applied to Clerical, Professional/Technical, Manager/Supervisor, and Executive positions.

� If both the comparator group and the combined group had fewer than five companies matching a job, then Aon Hewitt excluded the job from the Study.9

Job Match Validation In prior Studies, Aon Hewitt reviewed a list of benchmark jobs including incumbent counts with the Team. ORA selected approximately 30 jobs from this list for review in the job match validation process. Once ORA selected the list of jobs for validation, Aon Hewitt compiled the SCE job descriptions and survey source job descriptions for use in validating matches.

Because the ORA declined to participate in the 2018 Study, this process step could not be performed. However, the Team ensured that all benchmark jobs reviewed in the job validation process in the 2015 Study were included in the 2018 benchmarking review, with the exception of three nuclear jobs (9697: Officer Nuclear Security, SUP2: Nuclear, SUP4: Nuclear) which were excluded, as noted earlier, because total compensation for those jobs will be recovered as part of the decommissioning proceeding of the San Onofre Nuclear Generating Station (SONGS) rather than the GRC.

9 This threshold complies with the antitrust survey guidelines established by the U. S. Department of Justice and Federal Trade Commission regarding surveys of salaries, wages, and benefits (Statement 6A from the September 1994 “Statements of Antitrust Enforcement Policies”).

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Elements of Total Compensation

Elements of Compensation—Included The following elements of compensation were included in this Study:

Cash Compensation � Base pay

� Short-term (annual) incentives

� Total cash compensation (base pay plus short-term incentives)

Noncash Compensation

� Employee benefits10

– Defined benefit pension plans

– Defined contribution plans

• Deferred profit sharing

• Savings/thrift plans with company matches

• Savings/thrift plans without company matches

• Stock purchase plans

• Employee stock ownership plans

• 401(k) plans

– Death benefits

• Preretirement group life

• Postretirement group life

• Group survivor’s income

– Long-term disability

– Health care benefits

• Preretirement medical

• Postretirement medical

• Dental and vision coverage

– Paid Time Off

� Supplemental executive benefits (Executive category only)

– Medical/dental

– Nonqualified retirement plans

• Defined benefit restoration plans

• Supplemental executive retirement plans

• Defined contribution restoration plans

– Long-term disability 10 Note that not all benefits listed are provided by SCE or by each comparator company.

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– Nonqualified deferred compensation plans

– Executive death benefits

� Long-term incentives

– Stock options and stock appreciation rights

– Deferred stock units

– Performance shares/units

– Restricted stock

– Phantom stock

Elements of Compensation—Excluded As in past Studies, pay elements other than base salary, annual incentives, long-term incentives, and benefits were excluded.

Shift differentials, spot awards, and overtime pay were excluded because this data is not available in surveys on a position-by-position basis, and wide variances exist in their utilization among comparators and SCE. None of these elements of compensation were included in total compensation amounts reported to survey databases used in this Study.

Also, Short-Term Disability was excluded from the Study. This benefit is usually paid by the employer as a salary continuation during the disability period and, therefore, is assumed to be part of an employee’s pay.

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Valuation of Total Compensation Elements

Base Pay Average base pay data were obtained from SCE and comparators for incumbents in each benchmark job. Hourly pay data were annualized as needed by multiplying by 2,080 hours.

Consistent with the 2015 Study in which ORA requested that SCE use the CPUC-approved labor escalation factor for purposes of adjusting the market data, this factor (2.68% for the 2018 GRC) was utilized in the 2018 Study. Both Aon Hewitt and SCE disagree with use of the labor escalation factor as it is not a relevant measure of the rate of change of pay in the general industry and utility industry. However, the Team agreed to utilize the CPUC labor escalation factor in order to maintain consistency in the methodology used in the 2015 Study.

To illustrate the application of the adjustment factor, general industry survey data that needed to be adjusted by 3 months was increased by 3/12 of the annual rate of 2.68%, or 0.67 percent.

SCE base salary information was effective December 31, 2015, so it was not adjusted.

Short-Term (Annual) Incentives (Bonus) Average annual cash incentive payments were collected, by position, from each survey source for comparators and for SCE. Similar to base pay, survey amounts were adjusted by the aging factor to December 31, 2015. SCE amounts, which were paid in March 2015, were also adjusted to the same date.

SCE and survey company incentives were actual amounts paid (not planned or “target” amounts) in 2015 (for 2014 performance) and may include cash profit sharing, gainsharing awards, or other lump-sum payments from ongoing incentive plans requested by each survey. As noted earlier, spot award payments were excluded.

For SCE, these amounts included the employee Short Term Incentive Plan and Executive Incentive Compensation Plan awards. This Study did not examine the operation of these programs; rather, it examined the magnitude of awards provided by SCE to its employees as reported to Aon Hewitt.

Total Cash Compensation Base pay and short-term incentives, as reported by the comparators and SCE, were totaled for incumbents in each Study position to obtain total cash compensation.

Employee Benefits Benefit values have been computed by Aon Hewitt’s application of its Benefit Index® methodology. All values are net of employee contributions. Aon Hewitt uses this proprietary methodology to value each type of employee benefit. (Note that the specific formulae used cannot be shared with third parties, due to potential loss of Aon Hewitt’s competitive advantage.)

In the 2015 Study, at the request of the ORA and with agreement from SCE, the Team developed benefit values using SCE’s demographic models and assumptions because this approach would best reflect SCE’s benefits values. This methodology change was retained and applied in the 2018 Study. SCE’s actual demographic profile is based on employee and retiree data, including age, gender, years of service, rate of opt-out from health care coverage, etc., as well as economic and other assumptions used

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in valuing SCE’s Retirement Plan and Post-retirement Benefits Other than Pensions (PBOPs) such as projected salary increases, average retirement age, and rates of disability. Aon Hewitt applied SCE’s demographic profile and assumptions to both SCE’s and the comparator companies’ benefit designs to isolate as best as possible the impact on benefit values resulting from differences in plan design.

For each job that was included in the Study (for all companies, including SCE), the average total cash compensation level of the incumbents in that position was used as the basis for benefit valuation.

Aon Hewitt obtained a detailed description of each comparator company’s benefit program in effect, which it used to value benefits.

Benefits may differ by employee group. For Study purposes, Aon Hewitt used the primary salaried employee benefit plans. There were no material differences in benefits between employee groups for SCE but there were differences in benefits between employee groups for approximately 20 percent of the Study companies. In most of these cases, this difference was limited to the health care contribution for represented employees, who are primarily found in the Physical/Technical category. For simplicity and cost-effectiveness, the Team asked Aon Hewitt to use salaried benefits for all Study jobs. This introduces a small amount of error in the Study. Aon Hewitt estimates this decision overstates the competitors’ total compensation value by less than 0.1 percent of total compensation for most Study positions.

The assumptions used to value benefits using the SCE demographic profiles and assumptions are reflected in annual SCE Retirement Plan and postretirement benefit actuarial valuations, and represent the signing actuaries’ best estimates of the future plan experience, taking into consideration past experience and reasonable future expectations. These actuarial valuations are used to determine pension and postretirement benefit expense under Accounting Standards Codification (ASC) Topic 715. Demographic actuarial assumptions, including rates of retirement and employment termination, postretirement health benefit claims and trend assumptions, are reviewed periodically based on actual plan experience and insurance premiums, as well as plan design features and national trends. All actuarial assumptions are reviewed each year for general consistency with emerging plan experience.

In general, the value of each benefit provided by SCE or a comparator company was determined in one of two ways:

� Not every benefit is received by every employee in every year. Thus, for each individual in the standard population, the probability of an event, such as disability, is multiplied by the lump-sum value of all amounts to be paid arising from that event. This approach is used for all benefits for which value may be received in the current year; or

� Certain benefits are commitments to provide a payment after active employment has ended. These are valued by establishing the benefit as a percentage of pay for the current year. This approach is used to calculate a discounted present value for a future promise.

These values are determined as (1) a percentage of cash compensation (for pay-related benefits such as pensions) or (2) flat-dollar amounts (for programs such as medical coverage). Where compensation data are necessary to determine the value for a particular benefit at a given company, the appropriate actual cash compensation level is used.

Benefit values were calculated using each company’s plan features in place for calendar-year 2015.

Specific comments on valuation methodology for benefit elements are provided below, and examples are provided in Appendix G:

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� Defined Benefit Pension: Values for each position in the Study were determined by performing a standard pension valuation of qualified and, if applicable, nonqualified plans on the population. (Qualified plans are those that comply with Internal Revenue Code requirements of funding, vesting, and broad employee participation. Employers make tax-deductible contributions to trusts to provide for the future benefits to their employees. Nonqualified plans are generally provided for select management and highly compensated employees and are not subject to the same funding, vesting, and participation requirements as qualified plans. Employers generally pay such benefits as they come due.) The most important factors considered include the benefit formula, definition of covered pay, early retirement subsidies, subsidized payment forms, and the existence of benefit restoration plans.

Ultimately, pension values represent a consistent annual employer contribution that would be required to provide the promised benefit at retirement.

� Capital Accumulation and Defined Contribution: Profit sharing, 401(k), matched savings, broad-based stock purchase, and employee stock ownership plans were included in this area. Employer contributions were adjusted only for eligibility and the possibility of forfeiture.

� Group Life: The value of this benefit for each incumbent was determined as the amount of the benefit times the probability of that person dying in the next year, minus any employee contributions. The benefits included were noncontributory and contributory qualified plans, supplemental programs, accidental death and dismemberment coverage, and continuation of benefits on disability.

� Survivor Income Annuity Benefits: These programs were valued the same way as group life benefits, except that the benefit amount is converted to the lump-sum value of the annuity stream of payments that would be paid. Benefits paid from a pension upon death of an active employee were included, as were annuities not paid from the pension plan.

� Postretirement Death Benefits: Values for postretirement death benefits were determined through a pension valuation approach, except that the benefit being funded was not an annuity payable while the retiree is alive, but a lump sum payable at death. Annuities paid from a pension to the beneficiary upon the retiree’s death were included in the pension value rather than the postretirement death value.

� Long-Term Disability: This benefit captures the value to the employee of coverage for disability that is longer than six months. The value of the benefit to each incumbent equals the probability of disability times the annuity value of the benefits received, minus employee contributions (if any). Both qualified and nonqualified plans were included. In addition, pension benefits paid to disabled employees prior to normal retirement were included in this category of benefits.

� Health Care: The value of the preretirement medical, dental, hearing, and vision plans was based on expected claims determined using a rate-making manual, taking into account the utilization associated with each employee group, adjusted for the net effect of persons waiving coverage.

Health care claims values are based on SCE’s actual costs. Plan values for each study company are aggregated using the plan enrollment distribution for that company. The study aggregates all various plans of the same delivery model type and allows Aon Hewitt to quantify each delivery model’s purchasing efficiency. Definitions of the various delivery models are illustrated below in order of purchasing efficiency to the employer.

– Health Maintenance Organization (HMO): A “prepaid” medical group plan consisting of a defined panel of physicians and facilities. Patients must follow the HMO’s protocols in order to obtain coverage (the primary care physician must approve all care and provides referrals to specialists when necessary). Generally, no benefits are paid for care obtained outside the designated provider panel.

– Exclusive Provider Option (EPO): A medical group plan that mirrors the HMO concept, but is self-funded by an employer. Claims are paid as they are incurred; medical care is not “prepaid.”

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– Point-of-Service (POS): A medical group plan with two levels of benefits: in-network and out-of-network. Typically, in-network benefits mirror HMO benefits (patients must follow HMO-like protocols). Out-of-network benefits are available, but are less comprehensive and typically are subject to higher deductibles and lower coverage levels.

– Preferred Provider Option (PPO): A medical group plan with two levels of benefits similar to a POS plan. The key difference is that the in-network benefits are not subject to HMO-like protocols. Patients can access specialists directly, referrals are not required, and medical utilization reviews are less stringent than in HMOs.

– Indemnity: A medical group plan without any provider networks or stringent utilization controls.

A purchasing efficiency adjustment was applied to each comparator company based on the medical plan enrollment distribution for that company. Employee contributions, if any, were subtracted from total values to determine the employer paid value.

� Retiree Medical: Postretirement medical benefit values were calculated in a manner similar to pensions and postretirement death benefits. In 2003, SCE announced retiree health care changes that would affect all of its employees. Equivalent changes were negotiated with the Unions representing employees in 2004 and 2005. Some employees were “grandfathered” under the prior plan; the remaining employees will receive a different level of retiree medical benefits. The grandfathered percentage of SCE employees is small and not considered in this Study. Aon Hewitt determined that employees in benchmark jobs have approximately the same age and service as employees in non-benchmark jobs. Therefore, retiree medical values for SCE benchmarks are representative of the entire workforce.

� Flexible Credits: Each company’s program is structured differently. Most often, however, flexible credits are granted by benefit type. For example, a company may give $3,000 toward the purchase of medical coverage, $500 toward the cost of dental coverage, enough flexible credits to purchase a 50 percent LTD plan, and enough credits to purchase two-times-pay life insurance. Credits were allocated back to the benefit types for which they were intended and were treated as offsets to employee contributions. Thus, using the flexible credits in the example above, if the overall medical price tag was $4,000, the $3,000 of flexible credits effectively reduced the employee contribution to $1,000. If the credits for a given benefit area exceeded the price tag for that benefit, the extra credits that result were allocated to other areas where such credits were not sufficient to pay the entire cost. If the flexible credits in total were more than sufficient to purchase all eligible benefits, the excess credits were allocated to health care spending accounts, defined contribution accounts, or cash, depending on the terms of the program.

� Paid Time Off ORA requested that PTO be valued and reported separately from other benefits for the 2015 Study. In prior Studies, the value of PTO was assumed to be covered in base pay since the value to the employee is reflected in the base pay they earn while on PTO. ORA argued that unused PTO has additional value since the employee can receive payment for unused days upon termination or retirement. This same approach is used in the 2018 Study.

The Team agreed to develop a value for PTO in two parts (based on SCE’s utilization as applied to each company’s schedule of PTO days).

– Part 1: Days used during the year: The lesser of the number of PTO days provided by each company and the number of PTO days used by SCE employees were valued using Aon Hewitt’s current PTO methodology and included implicitly in salary.

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This is a consistent treatment for all PTO days up to the utilization assumption. Any PTO days provided above the utilization assumption would be included in Part 2.

– Part 2: Days in excess of used days during the year: Because days provided in excess of those used during the year are eligible for cash out when the employee leaves the company, these days were valued similar to a pension benefit as a lump sum at projected termination/retirement. PTO value is based on final salary and the number of unpaid days. This is consistent treatment for all PTO days above the utilization assumption. The value is added to the total benefit value.

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Data Aggregation and Average Benefit Calculation As noted earlier in this report, data from survey providers was provided in aggregated form. This means that Aon Hewitt did not have access to the base salaries and short-term incentives paid by each company. Instead, Aon Hewitt had only the total number of incumbents, average base salary, bonus, and total cash compensation (in aggregate) for each survey job.

Based on this information, Aon Hewitt used the following process to calculate benefit values for each survey benchmark:

� For each job, Aon Hewitt used incumbent-weighted average (aggregated) base salary and bonus data.

� Benefits for each comparator company and SCE were valued for each job category.

� These values were averaged for utility, general industry, and the combined groups.

� These averages were applied to appropriate total cash levels in each job category.

� Aon Hewitt summed the average base salary, bonus, long-term incentives (where eligible), benefit and PTO values to determine an average total compensation figure for the job.

In past studies, Aon Hewitt conducted test analyses using data provided in both aggregated and non-aggregated form to determine the significance of the differences between averaging benefits across each Study group and calculating benefits values separately for each company.

In the past analyses, Aon Hewitt found the difference between the approaches was minor, and that the variance was sometimes positive and sometimes negative. Thus, over the group of survey benchmarks, variances offset each other, and the overall differences were negligible.

Aon Hewitt believes that while error is possible, it would not affect Study results by more than +/- 0.1 percent of total compensation.

Long-Term Incentives LTI compensation programs include such plans as:

� Stock options;

� Deferred stock units/performance units;

� Stock appreciation rights;

� Restricted stock; and

� Phantom stock.

In determining which benchmark jobs were eligible for LTI awards and, therefore, should include LTI values in the 2018 Study, the Team examined eligibility data that reported the percentage of comparator companies that granted LTI for each benchmark job. Similar to the 2015 Study, the Team agreed to include LTI values for jobs that were eligible for LTI at 50% or more of the comparator companies. A total of 72 benchmark jobs met this criteria including: 2 Professional/Technical positions, 55 Manager/Supervisor positions, and 15 Executive positions.

The Black-Scholes methodology was used to value LTI for the market and for SCE. The general principle behind the valuation method is to arrive at a figure that corresponds as closely as possible to the intrinsic (economic) value of the long-term incentive award on the date of grant.

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� Stock Options: To recognize the potential value inherent in stock option grants, Aon Hewitt used the Black-Scholes option pricing approach, adjusted for a variety of elements unique to employee stock options. This model does not assume a particular growth in stock price, but rather values the right to buy stock at a fixed price for a certain period of time. The model takes into account several factors in assigning a value to the option. These factors include the following:

– Option price;

– Fair market value on the date of grant;

– Length of exercise period;

– Vesting restrictions on the exercise of options;

– Stock price volatility;

– Projected dividend stream;

– Reasonable discount factor; and

– Recipient turnover.

The character of a stock is largely defined by its dividend yield and price volatility. The pricing model recognizes these characteristics in the valuation of stock options. Simply expressed, an option on a stable security (high dividend yield, relatively little fluctuation in price) is worth less, as a percent of stock price, than an option on an active, growth-oriented stock, which may not pay dividends. An option holder benefits from a stock in which the majority of the investment returns lies in appreciation; the holder of most stock options derives no benefit from dividends on the stock until after exercise of the option occurs.

The design of a stock option plan can have a material impact on an option’s value. An option with a ten-year term, for instance, is worth more than a five-year option, primarily because the recipient has a longer time period over which to benefit from relative stock price volatility.

Other plan design features incorporated into the valuation include dividend equivalents (payment of dividends as if the recipient held the stock), extension of the exercise period beyond termination of employment, and the frequency of grants.

Among Study comparators, Aon Hewitt has found that utility companies are more likely to pay dividends and their stock price tends to be less volatile than general industry companies. Therefore, the per stock option value (assuming the same exercise price and other design features) we ascribe for a utility company would typically be lower (historically 20-25% of stock price at grant) than we ascribe to a stock option of a general industry company (historically 30-40% of stock price at grant).

� Deferred Stock Units/Performance Units: The data obtained from each company in the Study includes: actual grant size (in number of shares or units) for each position, target (expected) and maximum award opportunities, performance requirements necessary to earn target and maximum awards, and the related performance measurement period for each grant. The starting point for deferred stock/performance unit valuations generally equals the market price of the company’s stock on the date of award, reduced for the probability of goal attainment. In cases where a performance share plan does not provide for the payment or accrual of dividends, the value is reduced further. The calculated unit or share value then is multiplied by grant size to determine the final grant value. Both deferred stock units, performance shares and units are valued to reflect:

– Volatility of performance;

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– Maximum award levels;

– Length of performance period; and

– Recipient turnover.

If a deferred stock unit/performance share has the same design characteristics, Aon Hewitt’s calculated value will be similar across industries.

� Stock Appreciation Rights: Similar to stock options, stock appreciation rights (SARs) allow the recipient to obtain the gain from stock price appreciation, but require no recipient payment. Generally, SARs are valued in the same manner as stock options.

� Restricted Stock: The total value of each restricted stock grant is obtained by multiplying the number of shares granted by the value of the stock on the date of grant. This value is then reduced by an amount equal to the assumed turnover for the period of restriction. In cases where the plan does not provide for the payment or accrual of dividends on restricted shares, or where the recipient has to make cash payment for such shares, the value is reduced further. If a restricted share has the same design characteristics, Aon Hewitt’s calculated value will be similar across industries.

� Phantom Stock: Phantom stock programs are valued in one of two ways. If the recipient obtains the full value of the phantom share or unit, then the valuation methodology is similar to that used for restricted stock. Alternatively, if the phantom stock award is based solely on the appreciation in the stock price, then the methodology is similar to that used for stock appreciation rights.

Project Workpapers Project workpapers are submitted along with SCE’s GRC filing. The project workpapers provide additional clarity regarding the Study process. The workpapers, combined with this Study report, provide a clear picture of how the Study was conducted, the decisions made by the Team, and the calculated results. The workpapers include:

� A list of all SCE jobs (by job category) used to select Study benchmark jobs.

� A list of survey job matches for each Study benchmark, which includes SCE department identifiers used to match manager and supervisor jobs to surveys (as described in Appendix E).

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Appendix A: Benchmark Jobs

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Benchmark Jobs The following tables report SCE job titles by category for all benchmark jobs covered in the 2018 Study. In total, 234 jobs were benchmarked; however sufficient market data was available for only 222 of the jobs. If the compensation surveys did not have a minimum of five companies matching, the benchmark was excluded from the Study consistent with the threshold set in the antitrust guidelines established by the U.S. Department of Justice and Federal Trade Commission regarding surveys of salaries, wages, and benefits. Benchmarks excluded from the Study due to insufficient market data are reported by job category.

Table A-1: Physical/Technical Positions Included in 2018 Study

Study Position Number

SCE Job Code SCE Job Title

# of SCE Incumbents

Comparator Group11

1 8755 Control Operator 5 Utility 2 9312 Driver Hvy Transp 14 Utility 3 9400 Electn Constrn 53 Utility 4 9481 Form Electl Crew 154 Utility 5 9525 Groundman 2 Utility 6 9528 Groundman 337 Utility 7 9519 Handlr Mtrl 2 Utility 8 9520 Handlr Mtrl 1 Utility 9 9531 Handlr Mtrl 68 Utility 10 9522 Handlr Sr Mtrl 1 Utility 11 6402 Hydro Mechanical Maintenance Tech 21 Utility 12 9803 Inspector, Electrical System 46 Utility 13 9611 Lineman 616 Utility 14 9614 Lineman(Rubber Glove Trained) 1 Utility 15 9627 Machnst Service Shop 2 Utility 16 9446 Meter Technician 5 73 Utility 17 8730 Operator Control 16 Utility 18 8776 Operator, System 131 Utility 19 8763 Opr Substation 124 Utility 20 9796 Patrolman Sr 34 Utility 21 7863 Repr Fld Srvce 2 152 Utility 22 9871 Splcr Subs Cable 8 Utility 23 9866 SPLICER CABLE 29 Utility 24 9344 Substation Electrician 112 Utility 25 9914 Techn Chemical 3 Utility 26 9929 Techn Comnctn 45 Utility 27 9934 Techn Lab 20 Utility 28 9767 Technician 34 Utility 29 9827 Technician, Test 79 Utility 30 9501 Troubleman 202 Utility 31 9993 Welder Cnstrn 4 Utility

11 In the Study, Aon Hewitt used a comparator group with two subgroups. “Utility” is the energy utility comparator subgroup. “General”

is the general industry comparator subgroup. “Combined” included all utility and general industry companies.

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Table A-1: Physical/Technical Positions Not Able to Include in 2018 Study Because of Insufficient Data


# of SCE Incumbents

9768 Lead Technician 52 9445 Meter Technician 4 38 9870 Splcr Sr Cble 25 9798 Street Light Repairman 32 9825 Technician, Test Supervising 51

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Table A-2: Clerical Positions Included in 2018 Study



# of SCE Incumbents

Comparator Group12

32 ACA1 Accounting Assistant 1 8 General 33 ACA2 Accounting Assistant 2 16 Combined 34 ACA3 Accounting Assistant 3 18 General 35 AID2 Administrative Aide 2 17 Combined 36 AID3 Administrative Aide 3 164 Combined 37 AID4 Administrative Assistant 114 Combined 38 ABU1 Analyst-Business 1 25 Combined 39 ABU2 Analyst-Business 2 151 Combined 40 APP1 Analyst-Program/Project 1 145 General 41 APP2 Analyst-Program/Project 2 298 Combined 42 8283 Construction/Maintenance Acct 218 Combined 43 CCM1 Construction/Material Coordinator 1 15 General 44 CCM2 Construction/Material Coordinator 2 56 General 45 CCM3 Construction/Material Coordinator 3 36 Combined 46 CSR1 Customer Solutions Representative 1 169 Combined 47 CSR2 Customer Solutions Representative 2 140 Combined 48 CUS1 Customer Specialist 1 5 Combined 49 CUS2 Customer Specialist 2 333 Combined 50 DES1 Designer 1 53 General 51 DES2 Designer 2 125 Combined 52 DRF2 Drafting Technician 2 4 Combined 53 EXA1 Executive Assistant 1 65 Combined 54 PLA1 Planner 1 233 Utility 55 TSP1 Technical Specialist/Scientist 1 30 Combined 56 TSP2 Technical Specialist/Scientist 2 121 Combined



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Table A-3: Professional/Technical Positions Included in 2018 Study



# of SCE Incumbents

Comparator Group13

57 AEM2 Account Executive 2 39 Utility 58 ACC2 Accountant 2 5 Combined 59 ACC3 Accountant 3 17 Combined 60 ACC4 Accountant 4 9 Combined 61 ABU3 Analyst-Business 3 229 Combined 62 AFN2 Analyst-Financial 2 26 Combined 63 AFN3 Analyst-Financial 3 72 Combined 64 AFN4 Analyst-Financial 4 34 Combined 65 APP3 Analyst-Program/Project 3 227 Combined 66 ASY2 Analyst-Systems 2 14 Combined 67 ASY3 Analyst-Systems 3 43 Combined 68 ASY4 Analyst-Systems 4 27 Combined 69 LGL000_P4_E Attorney 2 Combined 70 AUC3 Auditor-Corporate 3 10 Combined 71 AUC4 Auditor-Corporate 4 13 Combined 72 CRR1 Corporate Representative 1 2 Combined 73 CRR2 Corporate Representative 2 2 Combined 74 CRR3 Corporate Representative 3 12 Combined 75 ENG1 Engineer 1 56 Combined 76 ENG2 Engineer 2 118 Combined 77 ENG3 Engineer 3 136 Combined 78 HRC1 Hum Res Consultant 1 9 General 79 HRC2 Hum Res Consultant 2 17 General 80 HRC3 Hum Res Consultant 3 34 General 81 IQC3 Inspector-Quality Control 3 19 Combined 82 ITS2 IT Specialist/Engineer 2 7 Combined 83 ITS3 IT Specialist/Engineer 3 62 Combined 84 ITS4 IT Specialist/Engineer 4 113 Combined 85 ITS5 IT Specialist/Engineer 5 35 Combined 86 LSA3 Land Services Agent 3 24 Utility 87 LSA4 Land Services Agent 4 21 Utility 88 MPC1 Manager-Program/Contract 1 30 Combined 89 MPC2 Manager-Program/Contract 2 125 Combined 90 MPC3 Manager-Program/Contract 3 87 Combined 91 MPP1 Manager-Project/Product 1 644 Combined 92 PLA2 Planner 2 202 Combined 93 PLA3 Planner 3 84 Combined 94 SES3 Safety & Environmental Specialist 3 27 Combined 95 LGL000_P5_E Senior Attorney 61 Combined 96 ENG4 Senior Engineer 129 Combined



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Table A-3: Professional/Technical Positions Included in 2018 Study



# of SCE Incumbents

Comparator Group14

97 TSP3 Technical Specialist/Scientist 3 300 Combined 98 TSP4 Technical Specialist/Scientist 4 92 General 99 TRS2 Training Specialist 2 8 Combined 100 TRS3 Training Specialist 3 19 Combined



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Table A-4: Manager/Supervisor Positions Included in 2018 Study



# of SCE Incumbents

Comparator Group15

101 Asst Cntrlr Assistant Controller 1 Utility 102 2278 Assistant Treasurer 1 General 103 CEM1 Cybersecurity Engineering Manager 1 2 Combined 104 CEM2 Cybersecurity Engineering Manager 2 1 Combined 105 DirCpHlthSft Dir Corporate Health and Safety 1 General 106 Dir CyScITCm Dir Cybersecurity & IT Compliance 1 General 107 DirElSysPlng Dir Electric System Planning 1 Utility 108 Dir GridOps Dir Grid Operations 1 Utility 109 DirRskMgmt Dir Risk Management 1 Combined 110 DirSCECorpCm Dir SCE Corporate Communications 1 Combined 111 DirTransSvcs Dir Transportation Services 1 General 112 Dir Bus Res Dir, Business Resiliency 1 Utility 113 Dir&MA Director & Managing Attorney 12 General 114 DirHROps Director HR Operations 1 Combined 115 Dir HRSBP Director HR Strategic Business Partner 2 General 116 EMG2 Engineering Manager 2 29 Combined 117 MGR1_OPMD_E Manager 1 (Op Mid): Transmission & Distribution:

Distribution Business Line 18 Utility

118 MGR1_OPMD_E Manager 1 (Op Mid): Transmission & Distribution: Transmission Substations & Operations

8 Utility

119 MGR1_TDST_E Manager 1, Safety & Training: Transmission & Distribution: T&D Safety

1 Combined

120 MGR1 Manager 1: Corporate Communication 1 Combined 121 MGR1 Manager 1: Customer Service: Business Customer

Division 14 Utility

122 MGR1 Manager 1: Customer Service: Customer Programs & Services

13 Combined

123 MGR1 Manager 1: Customer Service: Customer Service Operations Division

23 Utility

124 MGR1 Manager 1: Finance: Controllers 7 Combined 125 MGR1 Manager 1: Finance: Operational Finance 2 Combined 126 MGR1 Manager 1: Human Resources 9 Combined 127 MGR1 Manager 1: Information Technology: Grid Services 9 Combined 128 MGR1 Manager 1: Information Technology: IT Service

Mgmnt Office & Operations 7 Combined

129 MGR1 Manager 1: Legal Organization 1 Combined 130 MGR1 Manager 1: Operational Services: Business

Resiliency 1 Combined

131 MGR1 Manager 1: Operational Services: Corporate Real Estate

1 Combined

132 MGR1 Manager 1: Operational Services: Corporate Security

2 Combined

133 MGR1 Manager 1: Operational Services: Transportation Services

7 General

15 In the Study, Aon Hewitt used a comparator group with two subgroups. “Utility” is the energy utility comparator subgroup. “General” is the general industry comparator subgroup. “Combined” included all utility and general industry companies.

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# of SCE Incumbents

Comparator Group16

134 MGR1 Manager 1: Power Production 2 Utility 135 MGR1 Manager 1: Settlements & Operations Services 2 Utility

136 MGR1 Manager 1: Transmission & Distribution: Asset Management & Operations Support 6 Combined

137 MGR1 Manager 1: Transmission & Distribution: Distribution Business Line 33 Utility

138 MGR1 Manager 1: Transmission & Distribution: Engineering & Tech Srvcs Bs Ln 14 Combined

139 MGR1 Manager 1: Transmission & Distribution: T&D Safety 2 Combined

140 MGR1 Manager 1: Transmission & Distribution: Transmission Substations & Operations 26 Utility

141 MGR2 Manager 2: Audit Services 8 Combined 142 MGR2 Manager 2: Compliance and Safety 4 Combined 143 MGR2 Manager 2: Corporate Communication 5 Combined

144 MGR2 Manager 2: Customer Service: Customer Programs & Services 29 Combined

145 MGR2 Manager 2: Customer Service: Customer Service Operations Division 22 Utility

146 MGR2 Manager 2: Edison Material Supply: OS EMS Supply Management 13 Combined

147 MGR2 Manager 2: Finance 5 Combined 148 MGR2 Manager 2: Finance: Controllers 13 Combined 149 MGR2 Manager 2: Finance: Operational Finance 6 Combined 150 MGR2 Manager 2: Finance: Treasurers 1 Combined 151 MGR2 Manager 2: Human Resources 17 Combined

152 MGR2 Manager 2: Information Technology: Enterprise Architecture & Strategy 5 Combined

153 MGR2 Manager 2: Information Technology: Grid Services 15 Combined

154 MGR2 Manager 2: Information Technology: IT Service Mgmnt Office & Operations 7 Combined

155 MGR2 Manager 2: Legal Organization 8 General

156 MGR2 Manager 2: Operational Services: Business Resiliency 2 General

157 MGR2 Manager 2: Operational Services: Corporate Environmental Services 13 General

158 MGR2 Manager 2: Operational Services: Corporate Health & Safety 1 Combined

159 MGR2 Manager 2: Operational Services: Corporate Real Estate 2 General

160 MGR2 Manager 2: Operational Services: Corporate Security 1 Combined

161 MGR2 Manager 2: Operational Services: Enterprise Safety Program 1 Combined

162 MGR2 Manager 2: Operational Services: TD/PPD Supply Chain and Integrated Support Service 3 Combined


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# of SCE Incumbents

Comparator Group17

163 MGR2 Manager 2: Power Production 10 Combined 164 MGR2 Manager 2: Regulatory Affairs 5 Combined

165 MGR2 Manager 2: Regulatory Affairs: State Regulatory Operations 5 Combined

166 MGR2 Manager 2: Transmission & Distribution: Asset Management & Operations Support 15 Combined

167 MGR2 Manager 2: Transmission & Distribution: Distribution Business Line 54 Utility

168 MGR2 Manager 2: Transmission & Distribution: Engineering & Tech Srvcs Bs Ln 9 Combined

169 MGR2 Manager 2: Transmission & Distribution: Major Projects Organization 6 Utility

170 MGR2 Manager 2: Transmission & Distribution: T&D Safety 8 Combined

171 MGR2 Manager 2: Transmission & Distribution: Transmission Substations & Operations 43 Utility

172 MPP2 Manager-Project/Product 2 510 Combined 173 MD T&D AMOS Managing Dir T&D Asset Mgmt & Ops Svcs 1 Utility 174 0339 Managing Dir Tax 1 General 175 ACM000_M4_E Prin Mgr, Account Mgmt - Bus Cust 4 Combined 176 BOP150_M4_E Prin Mgr, Bus Process & Soltns Intg 2 Combined 177 CLS000_M4_E Prin Mgr, Client Svc Del Mgmt 10 General 178 COM000_M4_E Prin Mgr, Corp Comm 2 Combined 179 ELD050_M4_E Prin Mgr, Distrib Mgmt 9 Utility 180 EEC000_M4_E Prin Mgr, Energy Efficiency Port 2 Combined 181 EHS050_M4_E Prin Mgr, Envir Science 4 Combined 182 ACC000_M4_E Prin Mgr, Gen Acctg, Anlys & Rptg 4 Combined 183 ELD000_M4_E Prin Mgr, Grid Mgmt 3 Utility 184 EHS000_M4_E Prin Mgr, Health & Sfty 3 Combined 185 HRM150_M4_E Prin Mgr, HR Strategic Bus Team 3 Combined 186 PRJ200_M4_E Prin Mgr, Major Cnstrn Projs 4 Utility 187 MFA050_M4_E Prin Mgr, Modelg, Fcstg & Econ Anlys 3 Combined 188 SCM100_M4_E Prin Mgr, Purchasing 4 Combined 189 RPA400_M4_E Prin Mgr, Reg Affairs & Compl 12 Combined 190 PRJ400_J5_E Prin Prj Mgr, IT Project Intg 19 General 191 PRJ050_J5_E Prin Prj Mgr, IT Project Mgmt 1 Combined 192 ROM1 Real Time Operations Manager 1 6 Utility


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# of SCE Incumbents

Comparator Group18

193 SUP2_APPRT_E Supervisor 2, Appartus: Transmission & Distribution: Transmission Substations & Operations

4 Utility

194 SUP2_CONST_E Supervisor 2, Construction: Transmission & Distribution: Transmission Substations & Operations

8 Utility

195 SUP2_FLDSP_E Supervisor 2, Field: Transmission & Distribution: Distribution Business Line

64 Utility

196 SUP2_FLDSP_E Supervisor 2, Field: Transmission & Distribution: Transmission Substations & Operations

16 Utility

197 SUP2_GNFRM_E Supervisor 2, General Foreman: Transmission & Distribution: Distribution Business Line

75 Utility

198 SUP2_GNFRM_E Supervisor 2, General Foreman: Transmission & Distribution: Transmission Substations & Operations

14 Utility

199 SUP2_PRJGS_E Supervisor 2, Project General Sup: Transmission & Distribution: Distribution Business Line

34 Utility

200 SUP2_SUBOP_E Supervisor 2, Substation Ops: Transmission & Distribution: Transmission Substations & Operations

3 Utility

201 SUP2 Supervisor 2: Finance: Controllers 2 Combined 202 SUP2 Supervisor 2: Transmission & Distribution:

Distribution Business Line 15 Utility

203 SUP2 Supervisor 2: Transmission & Distribution: Engineering & Tech Srvcs Bs Ln

3 Utility

204 SUP2 Supervisor 2: Transmission & Distribution: Transmission Substations & Operations

5 Utility

205 SUP4 Supervisor 4: Information Technology: Grid Services

4 Combined

206 SUP4 Supervisor 4: Legal Organization 1 Combined 207 SUP4 Supervisor 4: Power Production 2 Utility

Not Able to Include in 2018 Study Because of Insufficient Data


# of SCE Incumbents

0247 Dir Corp Financial Plng, EIX 1 DirFinPlAnly Dir Financial Planning & Analysis 1 MGR2 Manager 2: Customer Service: Business Customer Division 11 MGR2 Manager 2: Operational Services: Transportation Services 2 MGR2 Manager 2: Settlements & Operations Services 6


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Table A-5: Executive Positions Included in 2018 Study



# of SCE Incumbents

Comparator Group19

208 0058 President, SCE 1 Utility 209 SVPCFOSCE SVP & CFO, SCE 1 Combined 210 0092 SVP & General Counsel 1 Combined 211 2247 SVP Corp Communications 1 Utility 212 1236 SVP Customer Service 1 Combined 213 VP & CIO VP & Chief Information Officer 1 Combined 214 0259 VP & Treasurer 1 General 215 VPCusPrgmsSv VP Customer Programs and Services 1 General 216 0069 VP Customer Service Operations 1 Combined 217 VP DistBusLn VP Distribution Business Line 1 Utility 218 VPEnProcMgmt VP Energy Procurement & Management 1 Utility 219 VP Pow Prod VP Power Production 1 Utility 220 VP TrSbstnOp VP Transmission,Substations & Operations 1 Utility 221 0606 VP, Human Resources 1 Combined 222 1510 VP,AGC,Ch Gov Ofc,CSec,EIX/SCE 1 General

Not Able to Include in 2018 Study Because of Insufficient Data


# of SCE Incumbents

0189 VP Engineering & Technical Svs 1 VP & Cntrlr VP and Controller 1

19 In the Study, Aon Hewitt used an executive comparator group. “Utility” is the energy utility companies in the group. “General” is the

general industry companies in the group. “Combined” included all utility and general industry companies.

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Appendix B: Comparator List

37




Comparator List Table B-1: Energy Utility Industry Companies Used to Value Benefits for Non-Executive Jobs

Company Headquarters Location

Revenue Size($ Millions)20

1. American Electric Power Company (AEP) Columbus, OH $17.020 2. Arizona Public Service Phoenix, AZ $3.492 3. Consolidated Edison of New York, Inc. New York, NY $12.919 4. Dominion Resources, Inc. Richmond, VA $12.436 5. DTE Energy Company Detroit, MI $12.301 6. Duke Energy Corporation Charlotte, NC $25.673 7. Energy Future Holdings Corp. Dallas, TX $5.978 8. Entergy Corporation New Orleans, LA $12.495 9. Exelon Corporation Chicago, IL $27.429 10. FirstEnergy Corp. Akron, OH $15.054 11. Los Angeles Department of Water & Power (LADWP) Los Angeles, CA --

12. NextEra Energy, Inc. Juno Beach, FL $17.021 13. NRG Energy Princeton, NJ $15.868 14. NV Energy, Inc. Las Vegas, NV $2.961 15. Pacific Gas and Electric Company (PG&E) San Francisco, CA $17.090 16. PacifiCorp Portland, OR $5.252 17. Public Service Enterprise Group Newark, NJ $10.886 18. Sacramento Municipal Utility District (SMUD) Sacramento, CA --

19. Southern Company Atlanta, GA $18.467

20 Annual revenues reported by companies for 2015; LADWP and SMUD are governmental agencies and do not provide revenue statistics.

38




Table B-2: General Industry Companies Used to Value Benefits for Non-Executive Jobs


Revenue Size($ Millions)

1. Aerospace Corporation, The El Segundo, CA $906 2. Allergan, Inc. Irvine, CA $7.238 3. Allianz SE (Fireman’s Fund) Minneapolis, MN $10.800 4. Amgen Inc. Thousand Oaks, CA $20.063 5. Anthem Indianapolis, IN $73.874 6. AT&T Inc. Dallas, TX $132.447 7. Avery Dennison Corporation Pasadena, CA $6.330 8. Bechtel Group Inc. San Francisco, CA $27.000 9. Boeing Company, The Long Beach, CA $90.762 10. Chevron Corporation San Ramon, CA $203.784 11. Computer Sciences Corporation El Segundo, CA $13.233 12. Kaiser Permanente Oakland, CA $53.100 13. McKesson Corporation San Francisco, CA $138.030 14. Nestlé USA, Inc. Glendale, CA $74.255 15. Northrop Grumman Corporation Los Angeles, CA $23.979 16. Parsons Corporation Pasadena, CA $1.107 17. Science Applications International Corporation San Diego, CA $3.885 18. Walt Disney Company, The Burbank, CA $48.813 19. Wells Fargo & Company San Francisco, CA $88.372

39




Table B-3: Energy Utility Industry Companies and General Industry Companies used to value Base Salary, Bonus, TCC, and LTI for Executive Jobs


Revenue Size ($ Millions)

1. American Electric Power Company (AEP) Columbus, OH $17.020 2. Amgen Inc. Thousand Oaks, CA $20.063 3. Baxter International Inc. Deerfield, IL $16.972 4. Consolidated Edison of New York, Inc. New York, NY $12,919 5. Dominion Resources, Inc. Richmond, VA $12.436 6. DTE Energy Company Detroit, MI $12.301 7. Duke Energy Corporation Charlotte, NC $25.673 8. Entergy Corporation New Orleans, LA $12.495 9. FirstEnergy Corp. Akron, OH $15.054 10. Los Angeles Department of Water & Power (LADWP) Los Angeles, CA --

11. Northrop Grumman Corporation Los Angeles, CA $23.979 12. Pacific Gas and Electric Company (PG&E) San Francisco, CA $17.090 13. Praxair, Inc. Danbury, CT $12.000 14. Public Service Enterprise Group Newark, NJ $10.886 15. R. R. Donnelley & Sons Company Chicago, IL $11.603 16. Sacramento Municipal Utility District (SMUD) Sacramento, CA --

17. Sempra Energy San Diego, CA $11.305 18. Southern Company Atlanta, GA $18.467 19. SunTrust Banks, Inc. Atlanta, GA $8.707 20. The Sherwin-Williams Company Cleveland, OH $11.130

40




Appendix C: Detailed Results by Category

41



Job

Cod

eB

ase

SCE

(Avg

. $00

0)To

tal

Cas

hLT

IB

enef

itsPT

O#

SCE

EEs

Bas

e

Mar

ket (

Avg.

$00

0)To

tal

Cas

hLT

IB

enef

itsPT

OB

ase

SCE

+/- M

arke

tTo

tal

Cas

hLT

IB

enef

itsPT

O

Tab

le C

-1: P

hysi

cal/T

echn

ical

Tota

lC

omp

Tota

lC

omp

Tota

lC

omp

Job

Title

#87

55C

ontro

l Ope

rato

r$9

8.5

$106

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$93.

2$9

8.4

--5.

7%7.

9%--

$25.

2$2

4.5

3.0%

$1.8

$0.9

96.5

%5

7.6%

$123

.8$1

33.1

193

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river

Hvy

Tra

nsp

$77.

5$8

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--$7

7.8

$78.

1--

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8%--

$22.

7$2

2.4

1.3%

$1.4

$0.8

85.0

%14

5.4%

$101

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06.8

294

00E

lect

n C

onst

rn$9

0.4

$97.

9--

$88.

2$9

2.5

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5%5.

8%--

$24.

4$2

3.9

2.3%

$1.6

$0.9

90.4

%53

5.7%

$117

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24.0

394

81Fo

rm E

lect

l Cre

w$1

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$132

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01.9

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$28.

0$2

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13.2

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154

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$162

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$82.

0$7

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5$6

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8--

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337

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$82.

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r Mtrl

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01.

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$96.

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r Mtrl

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5$7

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r Sr M

trl$7

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13.9

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ecto

r, E

lect

rical

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$115

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9627

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hnst

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vice

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$20.

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$114

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ian

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9$8

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$24.

6$2

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$1.7

$0.8

104.

9%73

12.6

%$1

13.6

$128

.016

8730

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rato

r Con

trol

$103

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12.1

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3.2

$98.

4--

11.5

%14

.0%

--$2

6.0

$24.

56.

2%$1

.9$0

.910

7.2%

1613

.1%

$123

.8$1

40.0

1787

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pera

tor,

Syst

em$1

07.3

$116

.2--

$94.

0$9

4.0

--14

.2%

23.6

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$26.

2$2

4.0

9.1%

$1.9

$0.9

112.

3%13

121

.3%

$119

.0$1

44.3

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pr S

ubst

atio

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6.4

$81.

8--

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7$9

4.8

---1

7.6%

-13.

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$22.

6$2

4.1

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%$1

.4$0

.953

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124

-11.

8%$1

19.8

$105

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9796

Pat

rolm

an S

r$1

15.3

$126

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1$9

8.1

--21

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29.1

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$27.

3$2

4.4

12.0

%$2

.1$0

.912

5.4%

3426

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$123

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56.1

2078

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epr F

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0%$1

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152

11.0

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$103

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9871

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r Sub

s C

able

$95.

9$1

03.0

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--$2

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4%$1

20.6

$129

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9866

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LIC

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$92.

9$9

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$24.

7$2

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2.0%

$1.7

$0.9

91.6

%29

6.5%

$120

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28.5

2393

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ubst

atio

n E

lect

ricia

n$9

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$23.

94.

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1.4%

112

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17.2

$130

.024

9914

Tech

n C

hem

ical

$91.

4$9

7.5

--$8

5.4

$87.

2--

7.0%

11.8

%--

$24.

4$2

3.3

4.5%

$1.6

$0.8

98.8

%3

10.9

%$1

11.4

$123

.525

9929

Tech

n C

omnc

tn$9

5.1

$100

.8--

$89.

9$9

4.6

--5.

9%6.

5%--

$24.

5$2

4.1

1.7%

$1.7

$0.9

96.8

%45

6.2%

$119

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27.0

2699

34Te

chn

Lab

$94.

6$9

9.8

--$8

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$89.

2--

9.0%

11.9

%--

$24.

7$2

3.6

4.9%

$1.7

$0.8

102.

5%20

11.1

%$1

13.6

$126

.227

9767

Tech

nici

an$7

1.1

$75.

0--

$83.

4$8

6.9

---1

4.8%

-13.

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$22.

0$2

3.3

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%$1

.3$0

.858

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34-1

1.4%

$111

.0$9

8.4

2898

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chni

cian

, Tes

t$9

3.4

$99.

8--

$94.

9$9

7.5

---1

.6%

2.3%

--$2

4.7

$24.

41.

2%$1

.7$0

.982

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792.

7%$1

22.9

$126

.229

9501

Trou

blem

an$1

17.5

$129

.5--

$95.

1$9

8.1

--23

.6%

32.0

%--

$27.

7$2

4.4

13.5

%$2

.1$0

.912

9.8%

202

29.0

%$1

23.5

$159

.330

9993

Wel

der C

nstrn

$77.

5$8

1.6

--$8

7.9

$91.

3--

-11.

8%-1

0.7%

--$2

2.6

$23.

8-5

.1%

$1.4

$0.9

63.9

%4

-9.0

%$1

16.0

$105

.631

$94.

2$1

01.5

--$8

4.8

$87.

1--

11.1

%16

.5%

--$2

4.8

$23.

36.

1%$1

.7$0

.810

6.6%

2,38

915

.0%

$111

.3$1

28.0

4120

18 G

ener

al R

ate

Cas

e

Rep

rese

nts

aver

age

pay

data

for S

CE

and

com

para

tor (

mar

ket)

data

.

42



Job

Cod

eB

ase

SCE

(Avg

. $00

0)To

tal

Cas

hLT

IB

enef

itsPT

O#

SCE

EEs

Bas

e

Mar

ket (

Avg.

$00

0)To

tal

Cas

hLT

IB

enef

itsPT

OB

ase

SCE

+/- M

arke

tTo

tal

Cas

hLT

IB

enef

itsPT

O

Tab

le C

-2: C

leric

al

Tota

lC

omp

Tota

lC

omp

Tota

lC

omp

Job

Title

#A

CA

1A

ccou

ntin

g A

ssis

tant

1$3

6.9

$37.

4--

$44.

4$4

6.5

---1

6.8%

-19.

4%--

$18.

2$1

7.4

5.0%

$0.6

$0.8

-34.

2%8

-13.

1%$6

4.7

$56.

232

AC

A2

Acc

ount

ing

Ass

ista

nt 2

$44.

4$4

6.3

--$4

9.9

$52.

5--

-10.

9%-1

1.7%

--$1

9.7

$19.

31.

8%$0

.7$0

.7-5

.6%

16-8

.1%

$72.

5$6

6.6

33A

CA

3A

ccou

ntin

g A

ssis

tant

3$4

8.9

$50.

8--

$58.

2$6

0.7

---1

6.1%

-16.

3%--

$19.

6$1

8.2

7.9%

$0.7

$1.1

-33.

7%18

-11.

0%$8

0.0

$71.

234

AID

2A

dmin

istra

tive

Aid

e 2

$42.

9$4

5.0

--$5

3.7

$56.

5--

-20.

1%-2

0.3%

--$1

9.4

$19.

6-1

.0%

$0.6

$0.8

-15.

3%17

-15.

3%$7

6.9

$65.

135

AID

3A

dmin

istra

tive

Aid

e 3

$51.

1$5

3.4

--$6

3.3

$68.

0--

-19.

2%-2

1.5%

--$2

0.0

$20.

5-2

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$0.8

$0.9

-14.

5%16

4-1

7.1%

$89.

5$7

4.2

36A

ID4

Adm

inis

trativ

e A

ssis

tant

$59.

2$6

2.2

--$6

8.5

$73.

6--

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5%-1

5.5%

--$2

0.7

$21.

0-1

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$0.9

$1.0

-8.3

%11

4-1

2.3%

$95.

6$8

3.8

37A

BU

1A

naly

st-B

usin

ess

1$5

9.3

$61.

6--

$61.

7$6

5.6

---3

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$20.

6$2

0.3

1.5%

$0.9

$0.9

1.9%

25-4

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$86.

8$8

3.2

38A

BU

2A

naly

st-B

usin

ess

2$7

2.5

$76.

2--

$77.

5$8

3.2

---6

.5%

-8.5

%--

$22.

1$2

1.8

1.6%

$1.1

$1.1

-0.9

%15

1-6

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$106

.1$9

9.4

39A

PP1

Ana

lyst

-Pro

gram

/Pro

ject

1$5

7.2

$60.

3--

$69.

5$7

3.5

---1

7.7%

-18.

0%--

$20.

5$1

9.1

7.4%

$0.9

$1.3

-34.

9%14

5-1

3.1%

$93.

9$8

1.7

40A

PP2

Ana

lyst

-Pro

gram

/Pro

ject

2$6

8.8

$72.

4--

$83.

4$8

9.7

---1

7.5%

-19.

3%--

$21.

6$2

2.3

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%$1

.0$1

.2-1

2.6%

298

-16.

0%$1

13.2

$95.

141

8283

Con

stru

ctio

n/M

aint

enan

ce A

cct

$84.

8$9

0.5

--$5

9.0

$61.

4--

43.5

%47

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--$2

3.6

$20.

017

.9%

$1.3

$0.8

52.1

%21

840

.3%

$82.

2$1

15.3

42C

CM

1C

onst

ruct

ion/

Mat

eria

l Coo

rdin

ator

1$6

1.9

$65.

3--

$59.

0$6

1.7

--5.

0%5.

8%--

$21.

1$1

8.3

15.8

%$0

.9$1

.1-1

7.0%

157.

7%$8

1.1

$87.

443

CC

M2

Con

stru

ctio

n/M

ater

ial C

oord

inat

or 2

$73.

8$7

8.5

--$7

1.0

$74.

9--

3.9%

4.8%

--$2

2.4

$19.

117

.2%

$1.1

$1.4

-17.

9%56

7.0%

$95.

4$1

02.1

44C

CM

3C

onst

ruct

ion/

Mat

eria

l Coo

rdin

ator

3$9

2.7

$98.

4--

$87.

9$9

2.5

--5.

5%6.

4%--

$24.

2$2

2.5

7.5%

$1.4

$1.3

11.8

%36

6.7%

$116

.3$1

24.1

45C

SR

1C

usto

mer

Sol

utio

ns R

epre

sent

ativ

e 1

$50.

1$5

2.7

--$4

4.7

$48.

0--

12.1

%9.

9%--

$19.

9$1

9.0

4.8%

$0.8

$0.6

18.7

%16

98.

5%$6

7.6

$73.

446

CS

R2

Cus

tom

er S

olut

ions

Rep

rese

ntat

ive

2$5

5.7

$58.

7--

$51.

6$5

4.7

--7.

9%7.

4%--

$20.

2$1

9.5

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8%$2

97.1

$317

.118

5P

RJ2

00_M

4_E

Prin

Mgr

, Maj

or C

nstrn

Pro

js$1

82.8

$234

.3--

$196

.4$2

47.0

---6

.9%

-5.1

%--

$40.

7$4

5.1

-9.9

%$3

.0$1

.958

.0%

4-5

.5%

$294

.0$2

77.9

186

MFA

050_

M4_

EP

rin M

gr, M

odel

g, F

cstg

& E

con

Anl

ys$1

83.0

$247

.4--

$178

.4$2

15.7

$40.

22.

6%14

.7%

-100

.0%

$42.

2$3

8.3

10.0

%$3

.0$2

.614

.0%

3-1

.4%

$296

.8$2

92.5

187

SC

M10

0_M

4_E

Prin

Mgr

, Pur

chas

ing

$176

.7$2

27.9

--$1

63.8

$199

.3$3

9.0

7.9%

14.4

%-1

00.0

%$3

9.9

$36.

98.

3%$2

.9$2

.419

.9%

4-2

.5%

$277

.5$2

70.7

188

4720

18 G

ener

al R

ate

Cas

e

Rep

rese

nts

aver

age

pay

data

for S

CE

and

com

para

tor (

mar

ket)

data

.

48



Job

Cod

eB

ase

SCE

(Avg

. $00

0)To

tal

Cas

hLT

IB

enef

itsPT

O#

SCE

EEs

Bas

e

Mar

ket (

Avg.

$00

0)To

tal

Cas

hLT

IB

enef

itsPT

OB

ase

SCE

+/- M

arke

tTo

tal

Cas

hLT

IB

enef

itsPT

O

Tab

le C

-4: M

anag

er/S

uper

viso

r

Tota

lC

omp

Tota

lC

omp

Tota

lC

omp

Job

Title

#R

PA

400_

M4_

EP

rin M

gr, R

eg A

ffairs

& C

ompl

$186

.8$2

84.5

--$1

80.8

$226

.6$4

8.5

3.3%

25.6

%-1

00.0

%$4

6.2

$39.

417

.2%

$3.0

$2.6

14.8

%12

5.2%

$317

.2$3

33.7

189

PR

J400

_J5_

EP

rin P

rj M

gr, I

T P

roje

ct In

tg$1

56.0

$202

.9--

$137

.2$1

46.1

$14.

913

.8%

38.8

%-1

00.0

%$3

9.5

$28.

538

.7%

$2.5

$2.7

-6.0

%19

27.4

%$1

92.2

$244

.919

0P

RJ0

50_J

5_E

Prin

Prj

Mgr

, IT

Pro

ject

Mgm

t$1

58.0

$206

.2--

$141

.7$1

62.8

--11

.5%

26.7

%--

$40.

0$3

3.3

20.0

%$2

.6$2

.123

.9%

125

.6%

$198

.1$2

48.8

191

RO

M1

Rea

l Tim

e O

pera

tions

Man

ager

1$1

51.2

$187

.3--

$161

.6$2

05.6

$22.

6-6

.4%

-8.9

%-1

00.0

%$3

8.6

$41.

2-6

.5%

$2.4

$1.5

58.9

%6

-15.

8%$2

71.0

$228

.219

2S

UP

2_A

PP

RT_

ES

uper

viso

r 2, A

ppar

tus:

Tra

nsm

issi

on &

D

istri

butio

n: T

rans

mis

sion

Sub

stat

ions

&

Ope

ratio

ns

$134

.2$1

50.4

--$1

22.4

$136

.6--

9.6%

10.1

%--

$34.

0$3

3.6

1.4%

$2.2

$1.2

85.9

%4

8.9%

$171

.4$1

86.6

193

SU

P2_C

ON

ST_

ES

uper

viso

r 2, C

onst

ruct

ion:

Tra

nsm

issi

on &

D

istri

butio

n: T

rans

mis

sion

Sub

stat

ions

&

Ope

ratio

ns

$118

.1$1

35.3

--$1

22.4

$136

.6--

-3.5

%-1

.0%

--$3

2.8

$33.

6-2

.2%

$1.9

$1.2

63.6

%8

-0.8

%$1

71.4

$170

.119

4

SU

P2_

FLD

SP_E

Sup

ervi

sor 2

, Fie

ld: T

rans

mis

sion

&

Dis

tribu

tion:

Dis

tribu

tion

Bus

ines

s Li

ne$1

32.8

$152

.1--

$112

.0$1

26.2

--18

.6%

20.6

%--

$34.

3$3

2.3

6.0%

$2.1

$1.1

101.

2%64

18.2

%$1

59.6

$188

.619

5

SU

P2_

FLD

SP_E

Sup

ervi

sor 2

, Fie

ld: T

rans

mis

sion

&

Dis

tribu

tion:

Tra

nsm

issi

on S

ubst

atio

ns &

O

pera

tions

$135

.2$1

53.9

--$1

22.4

$136

.6--

10.4

%12

.6%

--$3

4.3

$33.

62.

2%$2

.2$1

.287

.2%

1611

.1%

$171

.4$1

90.4

196

SU

P2_G

NFR

M_

ES

uper

viso

r 2, G

ener

al F

orem

an:

Tran

smis

sion

& D

istri

butio

n: D

istri

butio

n B

usin

ess

Line

$126

.2$1

44.7

--$1

12.0

$126

.2--

12.6

%14

.7%

--$3

3.3

$32.

32.

8%$2

.0$1

.191

.1%

7512

.8%

$159

.6$1

79.9

197

SU

P2_G

NFR

M_

ES

uper

viso

r 2, G

ener

al F

orem

an:

Tran

smis

sion

& D

istri

butio

n: T

rans

mis

sion

S

ubst

atio

ns &

Ope

ratio

ns

$127

.5$1

51.2

--$1

22.4

$136

.6--

4.2%

10.7

%--

$34.

1$3

3.6

1.7%

$2.1

$1.2

76.6

%14

9.4%

$171

.4$1

87.4

198

SU

P2_

PR

JGS

_E

Sup

ervi

sor 2

, Pro

ject

Gen

eral

Sup

: Tr

ansm

issi

on &

Dis

tribu

tion:

Dis

tribu

tion

Bus

ines

s Li

ne

$132

.5$1

50.7

--$1

12.0

$126

.2--

18.3

%19

.4%

--$3

4.1

$32.

35.

4%$2

.1$1

.110

0.7%

3417

.1%

$159

.6$1

86.9

199

SU

P2_

SU

BO

P_

ES

uper

viso

r 2, S

ubst

atio

n O

ps: T

rans

mis

sion

&

Dis

tribu

tion:

Tra

nsm

issi

on S

ubst

atio

ns &

O

pera

tions

$119

.2$1

33.6

--$1

22.4

$136

.6--

-2.6

%-2

.2%

--$3

2.6

$33.

6-2

.9%

$1.9

$1.2

65.0

%3

-1.9

%$1

71.4

$168

.120

0

SU

P2

Sup

ervi

sor 2

: Fin

ance

: Con

trolle

rs$8

6.5

$95.

9--

$82.

2$8

9.1

--5.

2%7.

6%--

$28.

4$2

5.8

10.1

%$1

.4$1

.216

.8%

28.

2%$1

16.1

$125

.720

1S

UP

2S

uper

viso

r 2: T

rans

mis

sion

& D

istri

butio

n:

Dis

tribu

tion

Bus

ines

s Li

ne$9

7.8

$108

.4--

$112

.0$1

26.2

---1

2.7%

-14.

1%--

$30.

0$3

2.3

-7.4

%$1

.6$1

.148

.1%

15-1

2.3%

$159

.6$1

40.0

202

SU

P2

Sup

ervi

sor 2

: Tra

nsm

issi

on &

Dis

tribu

tion:

E

ngin

eerin

g &

Tech

Srv

cs B

s Ln

$94.

4$1

04.9

--$1

16.4

$128

.1--

-18.

9%-1

8.1%

--$2

9.8

$32.

6-8

.5%

$1.5

$1.1

37.5

%3

-15.

8%$1

61.8

$136

.320

3

SU

P2

Sup

ervi

sor 2

: Tra

nsm

issi

on &

Dis

tribu

tion:

Tr

ansm

issi

on S

ubst

atio

ns &

Ope

ratio

ns$1

02.8

$114

.3--

$122

.4$1

36.6

---1

6.0%

-16.

3%--

$30.

8$3

3.6

-8.1

%$1

.7$1

.242

.3%

5-1

4.3%

$171

.4$1

46.8

204

SU

P4

Sup

ervi

sor 4

: Inf

orm

atio

n Te

chno

logy

: Grid

S

ervi

ces

$125

.2$1

39.3

--$1

45.9

$163

.7--

-14.

2%-1

4.9%

--$3

2.5

$33.

4-2

.5%

$2.0

$2.1

-4.6

%4

-12.

7%$1

99.2

$173

.920

5

SU

P4

Sup

ervi

sor 4

: Leg

al O

rgan

izat

ion

$110

.4$1

24.0

--$1

15.3

$136

.1--

-4.2

%-8

.9%

--$3

1.8

$30.

64.

1%$1

.8$1

.76.

4%1

-6.4

%$1

68.4

$157

.620

6S

UP

4S

uper

viso

r 4: P

ower

Pro

duct

ion

$123

.4$1

38.5

--$1

39.1

$162

.9--

-11.

3%-1

5.0%

--$3

3.3

$36.

6-9

.1%

$2.0

$1.3

50.3

%2

-13.

5%$2

00.9

$173

.820

7

$138

.8$1

67.0

$1.7

$153

.2$1

78.3

$31.

1-9

.4%

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%-9

4.6%

$35.

8$3

5.6

0.5%

$2.2

$2.0

10.4

%1,

459

-7.6

%$2

23.6

$206

.7

4820

18 G

ener

al R

ate

Cas

e

Rep

rese

nts

aver

age

pay

data

for S

CE

and

com

para

tor (

mar

ket)

data

.

49



Job

Cod

eB

ase

SCE

(Avg

. $00

0)To

tal

Cas

hLT

IB

enef

itsPT

O#

SCE

EEs

Bas

e

Mar

ket (

Avg.

$00

0)To

tal

Cas

hLT

IB

enef

itsPT

OB

ase

SCE

+/- M

arke

tTo

tal

Cas

hLT

IB

enef

itsPT

O

Tab

le C

-5: E

xecu

tive

Tota

lC

omp

Tota

lC

omp

Tota

lC

omp

Job

Title

#00

58P

resi

dent

, SC

E$6

75.0

$827

.0$1

,687

.6$7

22.3

$1,6

22.2

$1,8

88.0

-6.5

%-4

9.0%

-10.

6%$3

37.8

$233

.644

.6%

$15.

7$1

4.0

12.2

%1

-23.

7%$3

,757

.9$2

,868

.120

8S

VPC

FOSC

ESV

P &

CFO

, SC

E$3

15.0

$427

.7$3

40.3

$298

.1$4

72.8

$202

.55.

7%-9

.5%

68.0

%$1

75.5

$93.

487

.9%

$7.3

$5.8

26.8

%1

22.8

%$7

74.4

$950

.820

900

92S

VP

& G

ener

al C

ouns

el$3

62.0

$689

.7$3

25.9

$363

.7$5

87.4

$309

.3-0

.5%

17.4

%5.

4%$2

84.9

$108

.816

1.8%

$8.4

$7.1

19.5

%1

29.3

%$1

,012

.6$1

,308

.921

022

47S

VP

Cor

p C

omm

unic

atio

ns$2

83.0

$529

.6$2

54.8

$247

.3$3

69.7

$152

.714

.4%

43.3

%66

.9%

$219

.1$7

8.3

179.

9%$6

.6$4

.837

.3%

166

.8%

$605

.5$1

,010

.221

112

36S

VP

Cus

tom

er S

ervi

ce$2

96.8

$500

.8$2

45.0

$462

.7$8

09.0

$746

.8-3

5.8%

-38.

1%-6

7.2%

$206

.8$1

36.7

51.3

%$6

.9$9

.0-2

3.0%

1-4

3.6%

$1,7

01.6

$959

.521

2V

P &

CIO

VP

& C

hief

Info

rmat

ion

Offi

cer

$336

.3$6

51.5

$333

.1$3

31.4

$525

.0$3

19.7

1.5%

24.1

%4.

2%$2

69.3

$91.

919

3.0%

$7.8

$6.4

21.8

%1

33.8

%$9

43.0

$1,2

61.8

213

0259

VP &

Tre

asur

er$2

47.2

$292

.0$1

63.3

$250

.5$3

20.0

$60.

0-1

.3%

-8.7

%17

2.1%

$119

.8$6

6.8

79.3

%$5

.8$4

.918

.5%

128

.6%

$451

.7$5

80.9

214

VP

Cus

Prg

msS

vV

P C

usto

mer

Pro

gram

s an

d S

ervi

ces

$253

.0$4

19.5

$139

.2$3

65.0

$658

.9$4

86.9

-30.

7%-3

6.3%

-71.

4%$1

73.0

$104

.765

.1%

$5.9

$7.1

-16.

8%1

-41.

4%$1

,257

.6$7

37.5

215

0069

VP

Cus

tom

er S

ervi

ce O

pera

tions

$255

.0$4

28.3

$165

.9$2

90.4

$433

.0$2

52.2

-12.

2%-1

.1%

-34.

2%$1

76.6

$80.

711

9.0%

$5.9

$5.6

5.4%

10.

7%$7

71.5

$776

.821

6V

P D

istB

usLn

VP

Dis

tribu

tion

Bus

ines

s Li

ne$2

49.5

$392

.3$1

64.8

$278

.6$4

05.8

$176

.0-1

0.4%

-3.3

%-6

.3%

$161

.7$7

7.4

108.

9%$5

.8$5

.47.

5%1

9.0%

$664

.5$7

24.6

217

VP

EnP

rocM

gmt

VP

Ene

rgy

Pro

cure

men

t & M

anag

emen

t$2

53.8

$371

.1$1

39.7

$267

.4$4

39.3

$172

.4-5

.1%

-15.

5%-1

9.0%

$152

.8$7

9.9

91.2

%$5

.9$5

.213

.9%

1-3

.9%

$696

.8$6

69.5

218

VP

Pow

Pro

dV

P P

ower

Pro

duct

ion

$275

.0$2

75.0

$192

.6$2

59.8

$392

.6$1

74.1

5.9%

-29.

9%10

.6%

$112

.4$7

5.1

49.6

%$6

.4$5

.027

.0%

1-9

.3%

$646

.8$5

86.4

219

VP

TrS

bstn

Op

VP

Tra

nsm

issi

on,S

ubst

atio

ns &

Ope

ratio

ns$2

49.5

$392

.3$1

64.8

$264

.0$4

23.7

$164

.7-5

.5%

-7.4

%0.

1%$1

61.7

$78.

410

6.3%

$5.8

$5.1

13.4

%1

7.9%

$671

.8$7

24.6

220

0606

VP

, Hum

an R

esou

rces

$285

.0$4

99.1

$185

.3$4

16.6

$754

.8$6

06.8

-31.

6%-3

3.9%

-69.

5%$2

06.3

$115

.978

.0%

$6.6

$8.1

-17.

9%1

-39.

6%$1

,485

.6$8

97.4

221

1510

VP

,AG

C,C

h G

ov O

fc,C

Sec,

EIX

/SC

E$3

20.5

$568

.2$2

08.4

$375

.7$6

08.3

$286

.9-1

4.7%

-6.6

%-2

7.3%

$234

.7$1

01.8

130.

6%$7

.5$7

.32.

4%1

1.4%

$1,0

04.2

$1,0

18.8

222

$310

.4$4

84.3

$314

.1$3

46.2

$588

.2$3

99.9

-10.

3%-1

7.7%

-21.

5%$1

99.5

$101

.696

.4%

$7.2

$6.7

7.6%

15-8

.3%

$1,0

96.4

$1,0

05.0

4920

18 G

ener

al R

ate

Cas

e

Rep

rese

nts

aver

age

pay

data

for S

CE

and

com

para

tor (

mar

ket)

data

.

50




Appendix D: Competitive Analysis Summary

51




Competitive Analysis Summary � Table D-1—Displays SCE’s competitive status for each element of compensation. This is the same

information presented in Table 1 of the Study Results.

� Table D-2—Displays total compensation by job category and compensation element including base salary, total cash compensation, LTI, and benefits for SCE and the comparator companies. Total compensation for each compensation element is derived by adding together the compensation dollars for each incumbent covered by a benchmark job in the Study.

� Table D-3—Displays average compensation by job category and compensation element for SCE and the comparator companies. Average compensation is derived by dividing the sum of compensation dollars for all incumbents covered by benchmark jobs for each compensation element by the number of SCE incumbents covered by benchmark jobs in the Study.

52



2018

Gen

eral

Rat

e C

ase

52

Com

petit

ive

Ana

lysi

s S

umm

ary

Tabl

e D

-1: C

ompe

titiv

e S

umm

ary

(SC

E v

ersu

s M

arke

t)

SCE

vs. M

arke

t

Job

Cat

egor

y SC

E

Popu

latio

n21

SCE

Payr

oll

Dol

lars

($00

0s)22

Payr

oll

Wei

ghtin

gB

ase

Pay

Tota

l Cas

h

Com

p23

LTI24

Ben

efits

PTO

Tota

l C

omp25

Phy

sica

l/Tec

hnic

al

3,76

7 $3

66,6

78.1

24.8

%11

.1%

16.5

%

0.0%

6.1%

106.

6%15

.0%

Cle

rical

3,

075

$208

,895

.514

.1%

-4.5

%-5

.0%

0.

0%2.

6%1.

4%-3

.2%

Pro

fess

iona

l/Tec

hnic

al

4,11

8 $4

95,0

80.2

33.5

%-1

3.2%

-11.

2%

-100

.0%

1.7%

-10.

3%-9

.6%

Man

ager

/Sup

ervi

sor

2,21

5 $3

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%

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%

Exe

cutiv

e 43

$2

6,20

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3%-1

7.7%

-2

1.5%

96.4

%7.

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.3%

Ove

rall26

13

,218

$1

,476

,309

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0.0%

-5.0

%-2

.5%

-6

.1%

4.3%

25.8

%-1

.9%

Tabl

e D

-2: C

ompe

titiv

e A

naly

sis—

By

Tota

l Com

pens

atio

n D

olla

rs (0

00s)

# Ee

s in

S

tudy

SCE

M

arke

t

Job

Cat

egor

y B

ase

TCC

LT

I27

Ben

efits

PT

O

Tota

l C

omp

B

ase

TCC

LT

I30

Ben

efits

PT

O

Tota

l C

omp

Phy

sica

l/Tec

hnic

al

2,38

9 $2

25,0

95

$242

,564

--

$5

9,13

3 $4

,061

$3

05,7

58

$2

02,5

55

$208

,152

--

$5

5,73

1 $1

,965

$2

65,8

48

Cle

rical

2,

559

$163

,177

$1

71,9

28

$0.0

$5

4,45

6 $2

,465

$2

28,8

48

$1

70,8

99

$180

,968

--

$5

3,08

1 $2

,432

$2

36,4

81

Pro

fess

iona

l/Tec

hnic

al

3,24

2 $3

45,6

02

$386

,293

$0

.0

$90,

688

$5,0

84

$482

,065

$398

,283

$4

35,0

29

$3,4

84

$89,

148

$5,6

65

$533

,327

Man

ager

/Sup

ervi

sor

1,45

9 $2

02,4

94

$243

,641

$2

,448

$5

2,24

7 $3

,269

$3

01,6

06

$2

23,5

23

$260

,105

$1

1,19

8 $5

1,99

8 $2

,961

$3

26,2

62

Exe

cutiv

e 15

$4

,657

$7

,264

$4

,711

$2

,992

$1

08

$15,

076

$5

,193

$8

,822

$5

,999

$1

,523

$1

01

$16,

446

21 S

CE

’s p

opul

atio

n is

as

of D

ecem

ber 3

1, 2

015.

22

Pay

roll

dolla

rs in

clud

e ba

se p

ay a

s of

Dec

embe

r 31,

201

5, a

nd a

nnua

l inc

entiv

es (a

s de

fined

on

page

17)

, pai

d in

201

5 fo

r 201

4 pe

rform

ance

. 23

Tot

al C

ash

Com

pens

atio

n re

flect

s ba

se p

ay p

lus

actu

al s

hort-

term

(ann

ual)

ince

ntiv

es fo

r all

cate

gorie

s, a

djus

ted

to D

ecem

ber 3

1, 2

015.

24

Tot

al C

ompe

nsat

ion

incl

udes

long

-term

ince

ntiv

es (L

TI) f

or 1

5 E

xecu

tive,

55

Man

ager

/Sup

ervi

sor,

and

2 P

rofe

ssio

nal/T

echn

ical

job.

25

For

Stu

dy p

urpo

ses,

tota

l com

pens

atio

n is

def

ined

as

tota

l cas

h co

mpe

nsat

ion,

ben

efits

, PTO

, and

act

ual L

TI.

26 R

esul

ts a

re w

eigh

ted

by S

CE

pay

roll

dolla

rs fo

r all

jobs

; bot

h be

nchm

ark

and

non-

benc

hmar

k.

27To

tal c

ompe

nsat

ion

dolla

rs fo

r LTI

for S

CE

and

the

mar

ket a

re d

eriv

ed b

y ad

ding

all

LTI v

alue

s fo

r all

incu

mbe

nts

in th

e 59

pos

ition

s el

igib

le fo

r LTI

.

53



2018

Gen

eral

Rat

e C

ase

53

Tabl

e D

-3: C

ompe

titiv

e A

naly

sis—

By

Ave

rage

Com

pens

atio

n D

olla

rs (0

00s)

# Ee

s in

S

tudy

SCE

M

arke

t

Job

Cat

egor

y B

ase

TCC

LT

I28

Ben

efits

PT

O

Tota

l C

omp

B

ase

TCC

LT

I31

Ben

efits

PT

O

Tota

l C

omp

Phy

sica

l/Tec

hnic

al

2,38

9 $9

4.2

$101

.5

--

$24.

8 $1

.7

$128

.0

$8

4.8

$87.

1 --

$2

3.3

$0.8

$1

11.3

Cle

rical

2,

559

$63.

8 $6

7.2

$0.0

$2

1.3

$1.0

$8

9.4

$6

6.8

$70.

7 --

$2

0.7

$1.0

$9

2.4

Pro

fess

iona

l/Tec

hnic

al

3,24

2 $1

06.6

$1

19.2

$0

.0

$28.

0 $1

.6

$148

.7

$1

22.9

$1

34.2

$5

5.3

$27.

5 $1

.7

$164

.5

Man

ager

/Sup

ervi

sor

1,45

9 $1

38.8

$1

67.0

$1

.7

$35.

8 $2

.2

$206

.7

$1

53.2

$1

78.3

$3

1.1

$35.

6 $2

.0

$223

.6

Exe

cutiv

e 15

$3

10.4

$4

84.3

$3

14.1

$1

99.5

$7

.2

$1,0

05.0

$346

.2

$588

.2

$399

.9

$101

.6

$6.7

$1

,096

.4

28A

vera

ge L

TI d

olla

rs b

y jo

b ca

tego

ry fo

r SC

E a

nd th

e m

arke

t is

dete

rmin

ed b

y ad

ding

LTI

val

ues

for a

ll in

cum

bent

s in

the

72 p

ositi

ons

elig

ible

for L

TI a

nd d

ivid

ing

the

sum

by

the

num

ber o

f SC

E e

mpl

oyee

s in

the

job

cate

gory

.

54




Appendix E: Generic Job Methodology

55




Generic Job Methodology This section summarizes the approach used to compare each of SCE’s generic job titles analyzed in this Study to market. For the 2018 Study, the Team agreed upon a method for each generic job described below that would allow Aon Hewitt to match incumbents in generic job titles to survey sources. This approach was also used for the 2015 Study.

Manager (MGR)—2 Levels There are 545 SCE incumbents assigned to a Manager level (MGR 1 or 2). This classification is used to designate general levels of Manager work. Each level has a market base salary and an annual incentive (as a percentage of salary) target. SCE assigns jobs to each level based on benchmark market pay data and the level of work required of incumbents. In addition, when making a Manager level assignment, SCE considers reporting relationships, market bonus targets, number and type of subordinates, budget authority, and impact.

The level of work is assumed to vary somewhat for all incumbents at each level, but still reflects the job description for each Manager level.

Supervisor (SUP)—3 Levels29 There are 250 SCE incumbents assigned to a Supervisor level (SUP 1, 2, or 4). This classification is used to designate the level of Supervisor; each level has a market base salary and a bonus target (which is the same percentage of base salary for all levels of Supervisor). SCE assigns jobs to a Supervisor level using market pay data for benchmark jobs. However, similar to the Manager classification, other considerations are also used, including, supervisory responsibility, subordinate pay levels, and number of direct reports and their job titles.

Matching Manager and Supervisor Titles to Market The Manager and Supervisor classifications were broken out into more discrete levels to allow comparison to market. SCE noted that within a function such as “Finance,” there are several departments (such as Controllers, Risk Management, and Treasurers). Within each of these departments are more discrete work units. Aon Hewitt benchmarked these work unit managers and supervisors to market based on their specific responsibility. Aon Hewitt then used that benchmark data for all other Managers and Supervisors at the same level in that department.

For example, within the Controllers department, there are three work units, including, “Accounting” and “Transaction Processing.” The Team decided that if Aon Hewitt was able to benchmark MGR2 jobs in the Controllers’ Accounting work unit, that data would also be applied to all MGR2 incumbents within the entire Controllers department, such as the Manager for the “Accounting Advisory & Reporting” work unit.

29 A fourth level exists, SUP3; however, no benchmarks exist for this job.

56




Technical Specialist (TSP)—4 Levels There are 543 SCE incumbents assigned to a Technical Specialist level (TSP 1, 2, 3, or 4). This classification is used for incumbents who are performing technical activities across the organization (such as Biologist and Chemist). SCE’s internal analysis indicates that the level of technical work is similar at each level of Technical Specialist, regardless of the specific department to which the employees are assigned.

The count of Technical Specialist incumbents by SCE business unit/department is as follows:

Table E-1: Technical Specialist

# of SCE Incumbents In Study SCE Operating Unit TSP Total TSP1 TSP2 TSP3 TSP4 Compliance and Safety 2 1 1 Corporate Communication 1 1 Customer Service 70 9 3 49 9 Energy Procurement & Management 3 1 2 Information Technology 25 6 18 1 Legal Organization 1 1 Operational Services 81 7 44 30 Power Production 12 10 2 Settlements & Operations Services 1 1 Transmission & Distribution 347 21 103 176 47 TSP Total 543 30 121 300 92

Several types of Technical market benchmarks are used internally by SCE to test the competitiveness of market for each Technical Specialist level. These benchmarks include Technical jobs with specialties such as Environmental Health and Safety Engineering, Chemistry, and Biology.

Aon Hewitt used the benchmark matches listed above (similar to SCE’s current internal practice) to compare each level of Technical Specialist to market.

57




Information Technology Specialist/Engineer (ITS)—4 Levels There are 217 SCE incumbents assigned to an Information Technology Specialist/Engineer level (ITS 2, 3, 4, or 5). This classification is used for IT functions that are not highly populated, such as IT Security, Network Administration, and Database Administration. Similar to the Technical Specialist role, employees are expected to perform similar IT work at each Information Technology Specialist/Engineer level. Aon Hewitt used several IT market benchmarks to assess pay competitiveness for each Information Technology Specialist/Engineer level, including, Network Engineering, IT Security, and Database Administration.

The count of Information Technology Specialist/Engineer incumbents by SCE business unit/department is as follows:

Table E-2: Information Technology Specialist

# of SCE Incumbents In Study SCE Operating Unit/Department ITS Total ITS2 ITS3 ITS4 ITS5 Information Technology 213 7 61 110 35 Transmission & Distribution 4 1 3 ITS Total 217 7 62 113 35

58




Manager, Project/Product (MPP)—2 Levels There are 1,154 SCE incumbents assigned to a Manager, Project/Product level (MPP 1 or 2). This classification is used for roles that manage finite projects, regardless of functional area. SCE believes that the primary skill sets for these jobs—establishing, monitoring, and assessing progress on project milestones; resource allocation; negotiation; budget determination; and monitoring project changes—are similar, regardless of department. Aon Hewitt primarily matched this job family to Project Manager benchmarks found in surveys.

The count of Manager, Project/Product incumbents by SCE business unit/department is as follows:

Table E-3: Manager, Project/Product

# of SCE Incumbents In Study SCE Operating Unit MPP Total MPP1 MPP2 Audit Services 1 1 Compliance and Safety 13 2 11 Corporate Communication 35 17 18 Customer Service 250 191 59 Edison Energy Group 1 1 Edison Material Supply 20 7 13 EIX Holding Company 7 2 5 Energy Procurement & Management 9 5 4 Ethics & Compliance 33 15 18 Finance 70 23 47 Government Affairs 8 1 7 Human Resources 57 22 35 Information Technology 123 48 75 Legal Organization 12 9 3 Operational Services 88 40 48 Portfolio Planning and Analysis 5 4 1 Power Production 17 4 13 President's Office 1 1 Regulatory Affairs 62 23 39 Settlements & Operations Services 8 2 6 Transmission & Distribution 334 228 106 MPP Total 1,154 644 510

59




Manager, Program/Contract (MPC)—3 Levels There are 242 SCE incumbents assigned to a Manager, Program/Contract level (MPC 1, 2, or 3). This classification contains jobs that perform purchasing or contract administration activities. Aon Hewitt matched these jobs to survey roles performing this type of work, such as Contracts Administrator and Subcontracts Administrator.

The count of Manager, Program/Contract incumbents by business unit/department is as follows:

Table E-4: Manager, Programs/Contracts

# of SCE Incumbents In Study SCE Operating Unit MPC Total MPC1 MPC2 MPC3 Compliance and Safety 1 1 Corporate Communication 3 3 Customer Service 36 3 24 9 Edison Energy Group 2 2 Edison Material Supply 52 17 35 EIX Holding Company 1 1 Finance 2 2 Human Resources 12 2 10 Information Technology 1 1 Legal Organization 1 1 Operational Services 19 9 10 Power Production 3 3 Regulatory Affairs 3 1 2 Settlements & Operations Services 5 4 1 Transmission & Distribution 101 24 62 15 MPC Total 242 30 125 87

60




Appendix F: LTI Study Positions

61




Appendix F: LTI Study Positions � Assistant Controller � Assistant Treasurer � Attorney � Dir Corporate Health and Safety � Dir Cybersecurity & IT Compliance � Dir Electric System Planning � Dir Grid Operations � Dir Risk Management � Dir SCE Corporate Communications � Dir Transportation Services � Dir, Business Resiliency � Director & Managing Attorney � Director HR Operations � Director HR Strategic Business Partner � Manager 1 (Op Mid): Transmission & Distribution: Transmission Substations & Operations � Manager 1: Transmission & Distribution: Transmission Substations & Operations � Manager 2: Audit Services � Manager 2: Corporate Communication � Manager 2: Customer Service: Customer Programs & Services � Manager 2: Customer Service: Customer Service Operations Division � Manager 2: Finance � Manager 2: Finance: Treasurers � Manager 2: Human Resources � Manager 2: Information Technology: Enterprise Architecture & Strategy � Manager 2: Information Technology: IT Service Mgmt Office & Operations � Manager 2: Legal Organization � Manager 2: Operational Services: Corporate Environmental Services � Manager 2: Operational Services: Corporate Real Estate � Manager 2: Regulatory Affairs � Manager 2: Regulatory Affairs: State Regulatory Operations � Manager 2: Transmission & Distribution: Distribution Business Line � Manager 2: Transmission & Distribution: Major Projects Organization � Manager 2: Transmission & Distribution: Transmission Substations & Operations � Managing Dir T&D Asset Mgmt & Ops Svcs � Managing Dir Tax � President, SCE

62




� Prin Mgr, Account Mgmt - Bus Cust � Prin Mgr, Bus Process & Soltns Intg � Prin Mgr, Client Svc Del Mgmt � Prin Mgr, Corp Comm � Prin Mgr, Distrib Mgmt � Prin Mgr, Energy Efficiency Port � Prin Mgr, Gen Acctg, Anlys & Rptg � Prin Mgr, Grid Mgmt � Prin Mgr, Health & Sfty � Prin Mgr, HR Strategic Bus Team � Prin Mgr, Modelg, Fcstg & Econ Anlys � Prin Mgr, Purchasing � Prin Mgr, Reg Affairs & Compl � Prin Prj Mgr, IT Project Intg � Real Time Operations Manager 1 � Senior Attorney � Supervisor 2, Apparatus: Transmission & Distribution: Transmission Substations & Operations � Supervisor 2, Construction: Transmission & Distribution: Transmission Substations & Operations � Supervisor 2, Field: Transmission & Distribution: Transmission Substations & Operations � Supervisor 2, General Foreman: Transmission & Distribution: Transmission Substations & Operations � Supervisor 2, Substation Ops: Transmission & Distribution: Transmission Substations & Operations � Supervisor 2: Transmission & Distribution: Transmission Substations & Operations � SVP & CFO, SCE � SVP & General Counsel � SVP Corp Communications � SVP Customer Service � VP & Chief Information Officer � VP & Treasurer � VP Customer Programs and Services � VP Customer Service Operations � VP Distribution Business Line � VP Energy Procurement & Management � VP Power Production � VP Transmission,Substations & Operations � VP, Human Resources � VP,AGC,Ch Gov Ofc,CSec,EIX/SCE

63




Appendix G: Benefit Calculation Samples (SCE and Comparator Company)

64




Sample Benefit Calculations—SCE The following briefly summarizes the calculation methodology for a sample Professional/Technical SCE employee, using actual benefits.

Sample employee characteristics:

� Age: 45

� Service: 12 years

� Base Salary: $100,000

� Bonus: $8,000

These illustrations do not show the full, complex set of calculations. They are intended to represent the approach Aon Hewitt took to value benefits according to Aon Hewitt’s Benefit Index® methodology utilizing SCE’s demographic profile and assumptions. All values shown are annual amounts.

Defined Contribution Aon Hewitt determined defined contribution plan values based on the amount of company contribution during the plan year.

The SCE plan matches up to 6 percent of base pay at a rate of $1 for each $1 of employee deferrals. All employees are immediately eligible to participate, and after five years of service, all company matching contributions are fully vested. This sample employee has 12 years of service and, therefore, is fully vested in the company match provided this year.

Assuming that this employee defers 5 percent of salary into the plan, SCE’s contribution would equal 5 percent of salary (or $100,000 × 5 percent).

This produces a value of $5,000.

Defined Benefit Pension Under the SCE plan formula, this sample employee has 57 “points” of pension credit (“points” under the formula is a total of age plus service) and is, therefore, eligible for an allocation of 5 percent of base pay, or $5,000 in the current year. A similar calculation was performed for all past and future years and this employee’s account is projected to each assumed retirement age.

Normal Retirement To illustrate the calculations assuming a single point, age 65 retirement, assume that this employee’s account is projected to accumulate to $723,000. At that time, this employee will have 32 years of service. The projected account balance was then spread evenly over each year of service to produce an annual “credit” of $23,000 assigned to this year.

Because this employee is currently age 45, the actuarial present value of this $23,000 credit was determined by discounting this amount for 20 years to reflect the time value of money and the probability of remaining in service to age 65. This discounted value is approximately $11,000.

65




Early Retirement A similar calculation was performed to determine a value if the employee leaves SCE between the ages 55 to 65. Assume that the sum of these discounted values is approximately $8,800.

If we assume 34 percent of employees retire at age 65 and 66 percent retire prior to age 65, the total value of the defined benefit pension is then ($11,000 x 34 percent) + ($8,800 x 66 percent) = $9,500. (Additional value is added for terminated vested benefits, disability benefits, $150 per month of service after 1/1/10, etc., as applicable in each plan, but those elements are excluded from this example for simplicity’s sake.)

Death Benefits Death benefits were valued taking into account the probability of an employee dying during the plan year. Several components of death benefits were valued:

Basic and accidental life insurance SCE provides 1 times base pay (maximum $50,000) of life insurance and an additional $50,000 of accidental death coverage. Assuming that the probability of this employee’s death this year is 0.15 percent by natural causes and 0.04 percent by accident, the value of the basic and accidental preretirement life insurance benefit is $50,000 × 0.15 percent + $50,000 × 0.04 percent = $95.

Supplemental life insurance In addition, suppose this employee elects to purchase supplemental coverage equal to 3 times salary. This benefit has a value of 3 × $100,000 × 0.15 percent = $450. Assume that this employee pays a monthly rate of $.10 per thousand dollars of coverage. Therefore, the contribution would be 300 × $.10 × 12 = $360 per year for this benefit. Aon Hewitt calculated the net value of this supplemental coverage at $450 – $360 = $90.

Death benefits from defined benefit plan The value of death benefits from the cash balance pension plan was not included as a retirement benefit, but rather was included in this calculation. Suppose our employee has an account balance of $80,000 at age 45. The death benefit value is $80,000 × 0.15 percent = $120.

Postretirement life insurance The SCE postretirement death benefit is $5,000. Suppose the value at age 65 (taking into account the employee’s life expectancy at age 65) is $2,000. The value assigned to this year is a proportional share of the $2,000. Given that this employee will have 32 years of service at age 65, the amount assigned to this year is $2,000 divided by 32, or $63. Discounting this back to the current age for the time value of money and the probability of working until retirement at age 65, as was done with the pension benefit, produces a value of approximately $18.

Therefore, the total value of death benefits is $95 + $90 + $120 + $18 = $323.

66




Disability The SCE program offers a choice of disability benefit levels of 50 percent, 60 percent, or 70 percent of pay, minus the primary Social Security benefit. Assume that this employee selects the 60 percent of pay option. Assume that the employee’s primary Social Security benefit is approximately $25,000. Therefore, the disability benefit amount would be approximately 60 percent × $100,000 – $25,000, or $35,000 per year.

Assume that the probability the employee will become disabled this year is 0.5 percent and the actuarial present value of the disability payment stream (i.e., the annuity factor) is 5.14.

The value of the disability benefit, net of flex credits, is $35,000 × 0.5 percent × 5.14 = $900.

Active Health Care Health care is divided into medical, dental, vision and hearing benefits:

Medical Values for a given active employee medical plan option were based on SCE’s actual claims. Overall values were determined by taking a weighted average of the option’s rates based on actual election patterns at SCE and reflecting the percentage of employees who waive coverage. Within each plan, the distribution of family size elections was based on the structure and patterns of SCE’s demographic model.

Aon Hewitt calculated the weighted average rate for all plans at $12,200 and assumes that the employee contributions average $2,900, net of flex credits. The employer-paid value is $12,200 - $2,900 = $9,300.

Dental Aon Hewitt used a similar approach to value dental coverage. Assume the weighted average value of each coverage tier and election is $1,100 and net employee contributions are $200. Therefore, the employer-paid value is $1,100 – $200 = $900.

Vision and hearing Vision and hearing have a combined value of $125 with zero employee contributions.

Therefore, the preretirement health care (medical, dental, vision and hearing) value is $9,300 + $900 + $125 = $10,325.

Retiree Health Care Retiree health benefits were valued in a manner similar to defined benefit pension benefits. The value at retirement is assigned equally to each year worked. Although a distribution of retirement ages is used, to illustrate, assume age 62 retirement.

Pre-Medicare benefits Assume pre-65 retiree medical costs are about $19,000 in 2015. Assume SCE’s share in 2015 is $11,500, which increases each year by the greater of CPI or 50% of plan cost inflation (maximum CPI +

67




2%). When a person who is age 45 in 2015 reaches age 62 in 2032, assume pre-65 retiree medical costs are $45,800 per year and SCE’s share is now $21,000. The retiree’s portion is $45,800 - $21,000 = $24,800. Aon Hewitt assumes the value of this benefit at age 62 is $65,000 for the 3 years of pre-Medicare coverage. Because the employee will have 29 years of service at age 62, the value of $65,000 is divided by 29 = $2,200 per working year. Discounting that to the current year for the time value of money and the probability of remaining in service until 62, gives an approximate value of $830.

Medicare-eligible Assume that at age 65 the annual cost will be approximately $24,400 per year, to reflect coordination with Medicare. Assume also that SCE will pay about $6,200 per year. Aon Hewitt estimates the actuarial, lifetime present value at age 65 is approximately $84,500. Spreading this amount over 29 years produces an annual value of $2,900. Discounting this to the current year gives an approximate present value of $1,300.

Therefore, the total retiree health value is $830 + $1,300 = $2,130.

Paid Time Off Paid time off benefits in excess of currently used days were valued similar to a pension benefit paid out as a lump sum at retirement/termination. This equals about 1.5 percent of salary.

Therefore, the value of unused paid time off is $100,000 x 1.5 percent = $1,500.

Overall Benefit Value The value for this sample SCE employee is approximately:

Benefit Area Benefit Index Value Defined Contribution $5,000 Defined Benefit 9,500 Death 323 Disability 900 Active Health Care 10,325 Retiree Health Care 2,130 Paid Time Off 1,500 Total $29,678

68




Sample Benefit Calculations—Comparator Company The following briefly summarizes the calculation methodology for a sample employee, using benefits plan features from a company in SCE’s comparator group.

Sample employee characteristics:

� Age: 45

� Service: 12 years

� Base Salary: $100,000

� Bonus: $8,000

These illustrations do not show the full, complex set of calculations. They are intended to represent the approach Aon Hewitt took to value the benefits according to Aon Hewitt’s Benefit Index methodology.

Defined Contribution Defined contribution plan values were determined based on the amount of company contribution during the plan year. The comparator company sponsors an ESOP (employee stock ownership program)/profit sharing plan and a matching 401(k) plan.

401(k) The comparator company matches employee contributions at a rate of $.50 per $1 on the first $2,000 of employee deferrals and $.25 per $1 on deferrals above $2,000. All employees are immediately eligible to participate, and after five years of service all company matching contributions are fully vested. This sample employee has 12 years of service and, therefore, is fully vested in the company match provided this year.

Assuming that this employee defers 2 percent of salary into the plan (2 percent × $100,000 = $2,000), the comparator company’s contribution would equal $1,000 (.50 × $2,000). This produces a value of $1,000.

ESOP The ESOP is assumed to provide contributions of 8 percent of base pay. Therefore, this employee would receive a contribution of $100,000 × 8 percent = $8,000.

The total defined contribution value for this employee is $1,000 + $8,000 = $9,000.

Defined Benefit Pension This comparator company does not provide a defined benefit pension plan, so this value is $0.

Death Benefits Death benefits were valued taking into account the probability of an employee dying during the plan year. Several components of death benefits were valued:

69




Basic and accidental life insurance The comparator company provides a basic death benefit of 2 times salary ($200,000 for this employee) and an additional 1 times salary ($100,000) of accidental death coverage. Assuming that the probability of this employee’s death this year is 0.15 percent by natural causes and 0.04 percent by accident, the value of the basic and accidental preretirement life insurance benefit is $200,000 × 0.15 percent + $100,000 × 0.04 percent = $340.

Supplemental life insurance In addition, suppose this employee elects to purchase supplemental coverage equal to 2 times salary. This benefit has a value of 2 × $100,000 × 0.15 percent = $300. Assume that this employee pays a monthly rate of $.12 per thousand dollars of coverage. Therefore, the contribution would be 200 × $.12 × 12 = $288 per year for this benefit. The net value of this supplemental coverage is $300 – $288 = $12.

Death benefits from defined benefit plan Because the comparator company does not sponsor a defined benefit plan, this value is $0.

Postretirement life insurance The comparator company does not provide a postretirement life insurance benefit. Therefore, this value is $0.

Therefore, the total value of death benefits is $340 + $12 + $0 + $0 = $352.

Disability The comparator company provides a disability benefit equal to 67 percent of annual pay, minus the family Social Security benefit. Assume that the employee’s family Social Security benefit is approximately $40,000. Therefore, the disability benefit amount would be approximately 67 percent × $100,000 – $40,000, or $27,000 per year.

Aon Hewitt assumes that the probability the employee will become disabled this year is 0.5 percent and the actuarial present value of the disability payment stream (i.e., the annuity factor) is 5.14.

The value of the disability benefit is $27,000 × 0.5 percent × 5.14 = $694.

Active Health Care Health care is divided into medical, dental, vision and hearing benefits:

Medical Values for a given active employee medical plan option were based on SCE’s actual claims. Overall values were determined by taking a weighted average of the option’s rates based on actual election patterns at SCE and reflecting the percentage of employees who waive coverage. Within each plan, the distribution of family size elections was based on the structure and patterns of SCE’s demographic model.

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Aon Hewitt calculates the weighted average rate for all plans at $17,700, and that the employee contributions average $2,300, net of flex credits. The employer-paid value is $17,700 - $2,300 = $15,400.

Dental A similar approach was used to value dental coverage. Aon Hewitt assumes the weighted average value of each coverage tier and election is $1,200 and net employee contributions are $600. The employer-paid value is $1,200 – $600 = $600.

Vision and hearing The comparator company provides a vision and a hearing plan on an employee-pay-all basis. Therefore, the employer-paid value is $0.

Therefore, the preretirement health care (medical, dental, vision and hearing) value is $15,400 + $600 = $16,000.

Retiree Health Care The comparator company does not sponsor a retiree health care plan. Therefore, this value is $0.

Paid Time Off Paid time off benefits in excess of currently used days were valued similar to a pension benefit paid out as a lump sum at retirement/termination. This equals about 0.9 percent of salary.

Therefore, the value of unused paid time off is $100,000 x 0.9 percent = $900.

Overall Benefit Value The value for this sample employee is approximately:

Benefit Area Benefit Index Value Defined Contribution $9,000 Defined Benefit 0 Death 352 Disability 694 Active Health Care 16,000 Retiree Health Care 0 Paid Time Off 900 Total $26,946

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Appendix H: Meeting Notes

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Consulting | Broad-Based Compensation 1

Date: March 3, 2016

To: The GRC Study Team (the Team)

From: Alison Peterson, Aon Hewitt

Subject: Meeting Notes, March 3, 2016

Meeting Attendees Name Organization

George DeMaria Southern California Edison (SCE) Colleen Hernandez SCE Rahab Mahfud SCE Michelle Ricard SCE Al Kopec Aon Hewitt (AH) Kathy Miller AH Blake Murphy AH Chelsea Penaloza AH Alison Peterson AH

Discussion Items Opening Remarks and Introductions � All participants introduced themselves.

� Aon Hewitt (AH) outlined the agenda items for the meeting and reviewed the materials that were sentout in advance to provide Team members a chance to prepare for the meeting and to make themeeting as efficient and productive as possible. Materials included:

– Materials to be used to facilitate the meeting

– A copy of the 2015 Total Compensation Study report

– Participant lists from Aon Hewitt’s 2015 Benefits Index (BI) Database and Total CompensationMeasurement (TCM) Database

– A compensation and benefits data request created by AH for Southern California Edison (SCE)

� Alison explained that AH will facilitate this and future meetings with a focus on allowing sufficient timeto explore and discuss all topics while also working to stay on track with the project timeline. Sheasked that the Team provide feedback to ensure we are meeting everyone’s needs and addressingall topics of interest.

� AH confirmed that the Team will strive to replicate the approach and methodology applied in the 2015Study and that in this meeting we will review each component to confirm our approach.

Process � The intent is to meet face-to-face but for shorter topics, or where there are conflicts with scheduling,

conference calls may need to be scheduled instead of in-person meetings. The Team agreed to the approach.

� For each meeting AH will develop facilitation materials, an agenda, and a summary of the priormeeting notes. AH will then facilitate the meetings and capture meeting notes.

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March 3, 2016 The GRC Study Team Page 2

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� The Team reviewed the meeting process, team ground rules, high level project steps, timing, key deliverables, milestones and preliminary schedule.

– George and Colleen will act as Subject Matter Experts (SMEs) for SCE compensation.

– Michelle’s role will be to ensure issues are resolved, and that the Study stays on schedule.

– Rahab’s expertise will be from a regulatory perspective, including serving as a liaison if interaction is required with the regulatory team.

– Additional SMEs may be brought in around compensation and benefits topics, including bringing in SCE’s Benefits Manager for benefits discussions.

� AH described the process for reviewing the report which includes AH creating the first draft of the report and circulating it to the Team for review and comment. The Team will come together to incorporate edits and discuss any changes to come to consensus.

� The Team reviewed the meeting notes format and generally agreed that the format should remain consistent with the 2015 Study.

Methodology Job Categories � The Team reviewed the list of the five job categories (executive, managerial & supervisory,

professional/technical, physical/technical & clerical) used in the 2015 Study and agreed to use those same categories and definitions. We agreed to clarify that the executive category includes “Officers of the Company” and we will refine the description accordingly.

Pay Elements � The Team reviewed the pay elements included in the 2015 Study: base pay, total cash (base pay

plus actual bonus), benefits, and Long-Term Incentives (LTI) and asked if these are the elements to include in this Study.

� SCE proposed inclusion of target cash compensation in the Study in addition to actual total cash compensation and commented that PG&E used this approach in their most recent filing as well.

� AH noted that not all surveys include target bonus. AH additionally offered that pay practice data may be available that describes actual payouts compared to target on a broad basis. The Team agreed that it is important to ensure that the data is as reliable as actual total compensation data.

� SCE will send AH the most recent peer company Studies that include target total compensation. AH will evaluate the data to assess the reliability of target pay information and will report back out at the next meeting. The team will evaluate the analysis of target data and determine of both actual and target will be included in the 2018 Study. Pay elements to be excluded:

– Non-cash benefits such as time-off and short-term disability (part of base salary)

– Spot awards (not reflected in survey data and typically less than 1% of payroll)

SCE asked about including Spot awards in the Study given the CPUC’s interest in this area. AH explained that general industry data is available on funding of spot awards but that information is not included for specific jobs in any of the survey sources used in the Study. The Team decided not to include spot awards in the Study but will evaluate if analysis should be completed separately.

– Shift differentials and overtime (not reflected in survey data and wide variances exist)

� Treatment of Edison International (EIX) jobs

– Similar to previous Studies, SCE will identify EIX executive level jobs that spend part of their time supporting SCE. That information will be reviewed at the next Team meeting including the percentage of time spent supporting SCE. We will then include the total compensation costs related to that percentage of time in the Study.

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Benefits � SCE commented that there are some benefits program changes since the last Study. We will invite

someone from SCE Benefits to provide an overview of those changes at the next Team meeting.

Demographic � AH recapped the process for valuing benefits including using the SCE demographic as well as

soliciting executive compensation and benefits data from the Office of Ratepayer Advocates (ORA) requested companies including California Public Utilities Commission (CPUC), Los Angeles Department of Water & Power (LADWP), and Sacramento Municipal Utility District (SMUD).

� For the 2015 Study, the ORA requested that the SCE executive population data be used to value benefits for executives. In prior Studies AH’s standard demographic profile was used in order to provide a credible sample size. AH reiterated concerns expressed during the 2015 Study process that using the small SCE executive population for valuing benefits was problematic because the sample size is not large enough to be statistically reliable. In the 2015 Study, the Team agreed to use 20 years of SCE’s executive demographic data to create a larger sample, however, that approach meant that the same executive would be included multiple times since most have several years of tenure as an executive at SCE. The Team discussed if the concerns about the small sample size warranted reverting to the use of the AH standard demographic profile only for the executive population. The SCE team will consider this and we will revisit this methodological issue at the next meeting.

Comparators � SCE explained that the comparator group(s) used in the 2018 Study will need to be circulated to the

interveners for comment.

� AH highlighted that the majority of companies used in the 2015 Study are in the current AH database. A few of the companies from the 2015 Study were acquired by another comparator. We discussed the need to target about 20 companies per comparator group in order to have a sufficient sample size and concluded that we may not need to replace the acquired companies because their pay and benefits data would still be reflected in the data of the acquirer. We also felt that adding new companies to the list could introduce change to the Study results and that that was not necessary if we could maintain the target of approximately 20 companies after accounting for the acquisitions. The team agreed that was a reasonable approach. We will revisit the list of comparators at the next meeting and finalize it.

� Data from some of the comparators does need to be updated for 2015 including CPUC, LADWP, Jacobs Engineering, Jet Propulsion Lab, PPL, SMUD, and Sempra (SDG&E and SoCalGas). AH believes we will be successful in soliciting up-to-date data, however, if we are unsuccessful in updating the data we may need to add comparators. We will begin solicitation efforts shortly.

� GenOn Energy was acquired by NRG Energy which will be included as a comparator. In addition, Constellation Energy Group was acquired by Exelon Company which is also a comparator.

� For the non-executive general industry comparator group, WellPoint Health Networks data is not available. The team will determine if a replacement in required at the next meeting.

� For the executive comparator group, the Team agreed that we will review revenue scope for all comparators to ensure they meet the guidelines of having revenue within a range of 50% to 200% of SCE’s revenue in 2015. AH will gather 2015 revenue data for review by the team and will also provide a list of companies in the 2015 database that meet this revenue requirement should we need to replace any of the 2015 comparators due to revenue size issues.

PTO � The Team discussed the approach of valuing and reporting PTO separately as was done at the

ORA’s request in the 2015 Study. The team discussed the limited impact this approach had on the Study results and noted that the methodology change added complexity, time, and cost to the last Study.

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� SCE outlined that had PTO not been valued separately that SCE’s position to market on total compensation would have actually been lower in the last Study. SCE further commended that in addition, PG&E did not do a PTO carve out in their most recent study.

� AH suggested that the Team consider credibility of methodology, materiality to Study results, the Team’s desire to be consistent in the methodology used and the approach other peer utilities like PG&E used in their most recent Studies in evaluating whether methodological changes from the 2015 Study should be made.

� The SCE team agreed to discuss and make a decision on whether to include or exclude PTO in advance of the next Team meeting.

Compensation � AH recapped that we benchmarked 245 jobs in the last Study and that data was available for 224

jobs. That allowed us to achieve coverage of about 76% of SCE’s population. Based on parameters on benchmarking included in SCE’s Request for Proposal (RFP) for the Study, AH included 225 benchmarks in the project plan.

� SCE confirmed that we would use the same benchmarks as the 2015 Study. AH agreed this was the appropriate starting point but mentioned that some jobs from the prior Study may no longer exist and that some new high-incumbent jobs may have been created that should be included.

� SCE commented that nuclear is not part of the GRC recovery process and asked if those jobs should be excluded from the Study. SCE to clarify in advance of the next methodology meeting.

� SCE further described that other groups have also been eliminated, such as IT that was outsourced.

Generic Jobs � The Team agreed to use the same approach for jobs described as “generic” in the Study.

Study Effective Date � SCE proposed an effective date for the Study is December 31, 2015. The Team agreed.

Escalation Factor � AH described the alternatives for selecting an escalation/adjustment factor to bring the data to a

common date. AH reminded the Team that the ORA changed the methodology in the 2015 Study to use the labor escalation rate. At the time, AH pointed out that the labor escalation rate is not representative of the rate of change in market data collected from salary surveys and therefore was not an appropriate escalation factor. The best practice methodology is to apply a compensation escalation factor derived from any of the major salary increase survey studies conducted each year.

� The Team agreed that the market based salary escalation factor best represents the salary market movement and was a more appropriate factor.

� The Team agreed to compare the most recent labor escalation factor to the results of the salary escalation factors reported in the most recent survey results and make a determination on approach in the next meeting. AH will provide the salary increase information.

– As a reference, SCE provided the 2015 approved labor escalation factor of 2.68%.

Survey Sources � The Team reviewed and confirmed the list of preferred survey sources.

Labor Market Definition � AH reminded the Team of the approach used in the 2015 Study of using a national cut of the market

data adjusted for geography for non-executive jobs.

� Directors and Officers were benchmarked using revenue cuts, where available.

� The Team agreed to keep the same approved approach as the 2015 Study.

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Long-Term Incentive Eligibility � AH recapped the methodology used when determining which jobs in the Study would include LTI

values as part of total compensation. Only jobs where 50% or more of the comparator group reports that the job is eligible for LTI will be included. The Team agreed to continue with this approach.

� AH commented that target LTI data is typically not available and therefore we may not be able to report target total compensation. AH will evaluate the availability of data and present to the team.

Next Steps and Follow-Ups � Action Items for AH include:

– Compile revenue size for the comparator groups to make sure they still fit the approved criteria.

– Evaluate survey sources for target total cash and target LTI to see what is available.

– Extract Economic Research Institute (ERI) data for geographic adjustment analysis. Confirm that the Bureau of Labor Statistics (BLS) that was used in the last Study no longer reports geographic adjustments and therefore will not be used for the 2018 Study.

– Contact participants in the benefits comparator group who did not provide plan information to determine if they will submit that information.

– Update the list of benchmark jobs with current data to reflect incumbent count and confirm the job still exists. SCE will provide the update to the data as outlined below.

– Create a spreadsheet for SCE’s use in defining the appropriate labor market for each benchmark job and provide to SCE

– Calculate the weighted average escalation factor once updated employee and job data is provided by SCE.

� Action items for SCE include:

– Clarify if nuclear jobs should be excluded from the Study.

– Review Study report and meeting notes format and content and provide suggested changes to sections, format, etc.

– SCE to send AH the most recent peer company Studies that include target total compensation to review their decision, data format and sources, including what was approved by ORA.

– Compile data on the EIX executive jobs that have SCE accountabilities and provide that information to the Team.

– Compile data on executive demographics for the past three years and present that at the next meeting.

– Respond to compensation and benefits data requests.

– Once approved, circulate the benefits comparator group list to the interveners for comment.

– Send out meeting requests for the dates selected for future meetings.

– Determine SCE’s position on:

Using the SCE executive population to create a demographic profile versus using AH’s standard demographic profile for executive positions.

Reporting of PTO values as a separate component of compensation.

Use of the labor escalation rate versus the salary increase survey escalation factor for adjusting market data to the effective date of the Study.

� The next Team meeting is scheduled for March 14 at 10 am in SCE’s Rosemead office.

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Date: March 14, 2016



Subject: Meeting Notes, March 14, 2016


Mark Bennett Southern California Edison (SCE) George DeMaria SCE Colleen Hernandez SCE Rahab Mahfud SCE Michelle Ricard SCE Al Kopec Aon Hewitt (AH) Kathy Miller AH Blake Murphy AH Chelsea Penaloza AH Alison Peterson AH

Follow-Up on Action Items Aon Hewitt � Compile revenue size for the comparator groups to make sure they still fit the approved criteria.

(Completed)

� Evaluate survey sources for target total cash and target LTI to see what is available. (Completed)

– Target total cash and target total direct compensation is available for the primary surveys used inthe Study.

� Extract Economic Research Institute (ERI) data for geographic adjustment analysis. (Completed)

� Confirm that the Bureau of Labor Statistics (BLS) that was used in the last Study no longer reportsgeographic adjustments and therefore will not be used for the 2018 Study. (In progress)

� Contact participants in the benefits comparator group who did not provide plan information todetermine if they will submit that information. (In progress)

– Process to contact PPL, Sempra, Jacobs Engineering and Jet Propulsion has begun.

– Waiting to contact CPUC, LADWP, and SMUD until executive comparators are selected in orderto submit one data request for compensation and benefits.

� Update the list of benchmark jobs with current data to reflect incumbent count and confirm the job stillexists. (Completed)

� Create a spreadsheet for SCE’s use in defining the appropriate labor market for each benchmark joband provide to SCE. (Completed)

� Calculate the weighted average escalation factor once updated employee and job data is provided bySCE. (Completed)

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SCE � Clarify if nuclear jobs should be excluded from the Study.

– The SCE team confirmed that nuclear jobs will be excluded from the Study.

� Review Study report and meeting notes format and content and provide suggested changes to sections, format, etc. (Completed)

� SCE to send AH the most recent peer company Studies that include target total compensation to review their decision, data format and sources, including what was approved by ORA. (Completed)

� Compile data on the EIX executive jobs that have SCE accountabilities and provide that information to the Team. (Completed)

� Compile data on executive demographics for the past three years and present that at the next meeting. (Completed)

� Respond to compensation and benefits data requests. (In progress)

� Once approved, circulate the comparator group lists to the interveners for comment.

� Send out meeting requests for the dates selected for future meetings. (Completed)

� Determine SCE’s position on:

– Using the SCE executive population to create a demographic profile versus using AH’s standard demographic profile for executive positions. (Completed)

– Reporting of PTO values as a separate component of compensation. (Completed)

– Use of the labor escalation rate versus the salary increase survey escalation factor for adjusting market data to the effective date of the Study. (Completed)

Discussion Items Methodology � SCE expressed the desire to maintain the same, approved, methodology as the last Study and

therefore decided:

– Not to include target total cash and target total compensation,

– Include PTO valuation

Aon Hewitt to come back to the Team on timing, cost and process and to submit a data request to SCE

– Include SCE executive demographic profile for valuing benefits.

– Use the labor escalation rate (2.68%) versus the salary increase rate (2.8%).

– Use national data with ERI adjustment to approximate Southern California market versus a custom data cut from the surveys.

� In the prior Study, the Team and Aon Hewitt expressed concern about some of the short-comings of the approved methodology (e.g. sample size related to using SCE’s executive population for developing a demographic profile). These concerns remain the same and Aon Hewitt will note them in the final TCS report.

� The Team reviewed the revenue size for the benefits comparators. Three companies are notably above or below the 0.5x to 2.0x of SCE revenue. The Team decided to:

– Exclude Nestle ($74.3B), Sara Lee ($4.1B), and Science Applications International ($3.9B) due to revenue size.

Include Kraft Foods, Inc. ($18.2B) and Northrop Grumman ($24.0B) as replacements.

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– Replace Constellation Energy (which has been acquired) with Public Service Enterprise Group (PSEG). PSEG has similar characteristics in terms of size and make-up to SCE.

– Solicit participation from Praxair. If they decline to participate, replace with NRG Energy.

� The Team reviewed the in-Study job list and Study coverage (excluding directors and above as that data is still pending). The Team agreed to exclude any nuclear jobs and re-review the Study job list and coverage and add to the list, if needed.

� The Team reviewed the ERI geographic data and presented the proposed geographic factor of 12% based on weighted average of that data. AH to continue research on the availability of the BLS geographic data and come back to the team to confirm.

� The Team reviewed the list of EIX executive officers and non-officer executives with SCE accountability and the percentage of time spent on SCE work (current as of March 14). If these jobs are in the Study, data will be adjusted to reflect only SCE accountability.


– Come back to the Team on timing, cost and process and to submit a data request to SCE for PTO valuation.

– Compile a data request for CPUC, LADWP, and SMUD for compensation and benefits.

– Continue research and analysis on BLS geographic differentials.

– Continue to solicit input for benefits comparators; if no response in a week additional companies may need to be selected.

– Contact Praxair to see if they would submit salaried benefits.

– Exclude any employees in the Nuclear Organization and come back to the team with coverage.

� Action items for SCE include:

– Re-review the Study job list to determine if any additional jobs should be included.

– Complete compensation and benefits data request.

– Request custom data cuts for executive salary surveys using the executive comparators once finalized.

– Circulate comparator group lists to the interveners and give them one week to respond.

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Date: May 11, 2016



Subject: Meeting Notes, May 11, 2016; Revised July 14, 2016


George DeMaria Southern California Edison (SCE) Colleen Hernandez SCE Rahab Mahfud SCE Michelle Ricard SCE Chelsea Penaloza AH (Aon Hewitt) Alison Peterson AH

Follow-Up on Action Items Aon Hewitt � Come back to the Team on timing, cost and process and to submit a data request to SCE for PTO

valuation. (Complete)

� Compile a data request for CPUC, LADWP, and SMUD for compensation and benefits. (Complete)

– After several attempts at requesting executive compensation and benefits data input from CPUCby both Aon Hewitt and SCE, we did not receive any submissions

� Continue research and analysis on BLS geographic differentials. (Complete; current data notavailable)

� Continue to solicit input for benefits comparators; if no response in a week additional companies mayneed to be selected. (Complete)

� Contact Praxair to see if they would submit salaried benefits. (Complete; Praixair was not responsive.Excluded for salaried benefits)

� Exclude any employees in the San Onofre Nuclear Generating Station (SONGS) Organization andcome back to the team with coverage. (Complete)

SCE � Re-review the Study job list to determine if any additional jobs should be included. (Complete)

� Complete compensation and benefits data request. (Complete)

� Request custom data cuts for executive salary surveys using the executive comparators oncefinalized. (Complete)

� Circulate comparator group lists to the GRC interveners and give them one week to respond.(Complete)

� Solicit input on executive compensation data from CPUC (Complete)

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Discussion Items � Aon Hewitt reported on the status of compensation and benefits data collection and analysis.

– LADWP and SMUD have submitted their executive compensation and benefits data

– In response to Aon Hewitt’s request, the CPUC explained that they could not submit the requested data because of other work priorities and lack of resources.

– The team agreed that we would disclose in the 2018 Study report that we attempted to gain participation from CPUC in the Study but they were unable to provide the required data. The inclusion of such data was based upon ORA’s request during their participation in the 2015 Study.

� The proposed comparator group for the Study was circulated to interested parties and intervenors for comment. No input has been received.

� The Team reviewed Study coverage statistics and preliminary comparisons between the 2018 and 2015 results.

– Incumbent coverage is comparable with 73.2% coverage in the 2018 Study versus 75.7% in the 2015 Study

– Part of the decline in incumbent coverage is because Nuclear positions were included in 2015 but excluded in the 2018 Study resulting in a reduction of the covered incumbent population of about 2.6% or 345 employees)

� The Team reviewed the summary market data for non-executive groups overall and by benchmark job excluding benefits (base, total cash, and LTI)

– Overall SCE’s position to market is -4.9% on base salary and -2.2% on total cash. That compares to -3.3% below on base salary and -3.7% on total cash in the 2015 Study.

Base salary is lower to market because SCE’s average increase in base salary between Studies was approximately +5% while the market increased during the same time period by +7%. The slower rate of increase in base pay at SCE is likely a result of changes in the employee population (people leaving or coming to the Company) because SCE’s average base pay merit funding has been in the range of 2.5% a year (totaling approximately 7.5% over three years) which is generally in-line with the rate of increase in the market.

Total cash has moved closer to the market median increasing from -3.7% below market in 2015 to -2.2% of market in 2018. This improvement to market is attributable, in part to an average bonus payout of 142% for bonuses paid in 2015 (reported in the 2018 Study) versus an average bonus payout of 104% for bonuses paid in 2012 (and reported in the 2015 Study)

� The position to market on Long-Term Incentives (LTI) for non-executive positions has moved from -15.0% below market in the 2015 Study to -5.8% below market in the 2018 Study. The primary driver of this change is that fewer jobs were eligible for LTI in the 2018 Study.

– The team reviewed the LTI eligibility guidelines and the list of jobs that are eligible.


– Complete the benefits review and valuation and review at the next team meeting on June 2nd.

– Complete the total compensation analysis and review with the team on June 9th.

– Send the detailed benchmark results to SCE for review.

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Date: June 9, 2016



Subject: Meeting Notes, June 9, 2016; Revised July 14, 2016


Mark Bennett Southern California Edison (SCE) George DeMaria SCE Colleen Hernandez SCE Rahab Mahfud SCE Michelle Ricard SCE Al Kopec AH (Aon Hewitt) Kathy Miller AH Chelsea Penaloza AH Alison Peterson AH

Follow-Up on Action Items Aon Hewitt � Followed up several times with CPUC; determined that they are unable to provide executive

compensation and benefits data due to other work priorities and lack of resources, so that information will not be available to include in the Study. (completed)

� Provide detail of cash compensation data for non-executives to SCE for review (completed)

� Develop draft analysis of benefits (completed)

� Develop draft executive compensation analysis (completed)

� Develop draft total compensation analysis covering all employee groups (completed)

SCE � Rahab to make final attempt to obtain executive compensation and benefits data from CPUC

(completed)

Discussion Items � Aon Hewitt recapped the approach and methodology for valuing the benefits elements for the Study.

The same methodology used in the 2015 Study was applied to the 2018 Study.

� Overall, benefits values have moved from slightly below comparators in the 2015 Study to 4.3 percentabove comparators in the 2018 Study. The primary reason for the shift for non-executives is that anumber of the utility peers reduced retirement benefits while SCE made no changes. Retirementbenefits make up the largest component of percent of pay benefits. The increase in SCE’s position tocomparators due to retirement benefits was partially offset by SCE’s lower position to comparators onhealth care. A significant portion of SCE’s employee population is enrolled in an HMO resulting inlower medical values and costs as compared to the utility and general industry comparators who havelower levels of enrollment in an HMO.

SCE’s position on PTO also increased above that of comparators. The team reviewed themethodology used to value PTO that was utilized in the 2015 Study and repeated for the 2018 Study.

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The methodology develops a value for PTO in two parts (based on SCE’s utilization as applied to each company’s schedule of PTO days).

– Part 1: Days used during the year: The lesser of the number of PTO days provided by each company and the number of PTO days used by SCE employees were valued using Aon Hewitt’s current PTO methodology and included implicitly in salary. This is a consistent treatment for all PTO days up to the utilization assumption. Any PTO days provided above the utilization assumption would be included in Part 2.

– Part 2: Days in excess of used days during the year: Because days provided in excess of those used during the year are eligible for cash out when the employee leaves the company, these days were valued similar to a pension benefit as a lump sum at projected termination/retirement. PTO value is based on final salary and the number of unpaid days. This is consistent treatment for all PTO days above the utilization assumption. The value is added to the total benefit value.

� Regarding PTO, SCE’s position to comparator’s increased to 25.8 percent above comparators because the number of “excess days” for SCE increased by approximately one day. The increase is because employees at SCE used approximately one fewer PTO day during 2015 versus 2012 while the comparator group used about the same number of PTO days. Because PTO is a relative small component of benefits, a small shift in the excess days results in a fairly significant shift in the position to comparators.

� For the executive population, SCE has moved further above the comparators as compared to the 2015 Study results. Similar to non-executive benefits, the increase is primarily a result of a reduction in nonqualified retirement benefits for utility comparators in this group.

� The team reviewed the executive compensation data including base salary, total cash compensation (TCC) and Long-Term Incentives (LTI). Executives moved further below the comparator group on base salary, and the position to comparators on TCC shifted approximately 30 percent to move to 17.7% below comparators. In contrast, executives moved closer to the comparators on LTI, though continue to be below by 21.5%, The shift in position to comparators is difficult to isolate because there were a number of changes in the benchmark results for executives from the 2015 Study including:

– Six of the fifteen jobs included in the Study had a significant change in scope and accountabilities. As a result, the benchmark matches for these jobs changed from the 2015 Study.

– There are five new jobs in the 2018 Study

Two jobs are new to SCE and were added to the Study

One job was included in the 2015 Study; however insufficient market data was available so was excluded from the 2015 Study results

– Two jobs remained the same in scope and were included in both the 2015 and 2018 Study with no changes in incumbents

– One job remained the same but had a change in incumbents between Studies

Job Title Note President, SCE New to study; job existed in last study, but insufficient survey

data to be included in results

SVP & CFO, SCE Same survey matches; new incumbent in job

SVP & General Counsel Matches changed (to group level) from previous study

SVP Corp Communications New job since previous study

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Job Title Note

SVP Customer Service Job scope (and matches) changed from previous study VP & Chief Information Officer New job since previous study

VP & Treasurer Matches changed (to group level) from previous study

VP Customer Programs and Services Job scope (and matches) changed from previous study

VP Customer Service Operations New job since previous study

VP Distribution Business Line New job since previous study

VP Energy Procurement & Management

Job scope (and matches) changed from previous study

VP Power Production Same job and matches, market dropped 14% on base

VP Transmission, Substations & Operations

New job since previous study

VP, Human Resources Matches changed (to corporate level) from previous study

VP, Associate General Counsel, Chief Governance Officer & Corporate Secretary, EIX/SCE

Same matches as previous study

� Aon Hewitt provided updated Study coverage statistics (73.1% of employees) and overall position to comparators on total compensation, including executives (-1.9%). The team reviewed the results and discussed the changes in position to the comparators with particular focus on the shift in benefits and PTO and the compensation elements for the executive population. The SCE team asked Aon Hewitt to provide a detailed breakdown of the executive positions so that the Team can more fully understand all of the changes that occurred with this group. Aon Hewitt will prepare that analysis for review at the next meeting.


– Identify and report which percentage of jobs are constant study to study

– Note in the body of the report changes to comparator group and explain change (i.e., mergers)

– Provide detail of the executive job changes in the June 9 meeting notes

� SCE:

– Provide feedback on Study results by June 17

85




Appendix I: Measurement of Error

86




Measurement of Error Following is a description of how error was measured in conducting the 2018 Study.

Error Related to Assuming All Employees Receive Salaried Benefits Aon Hewitt’s database does not have specific data for all employee types at all peer companies. However, 10 companies in the peer group disclosed that they provide different benefits to union hourly than to salaried employees. When we evaluated the difference in benefits for these groups, we found that the primary difference was in the level of employer contributions toward active and retiree medical benefits with union salaried employees receiving approximately $58 more per year than salaried employees. If you compare that with the lowest pay for a Clerical employee (the group with the lowest pay), you would find that the impact on total compensation would be about 0.16% (equals $58 / $36,900 = .158%) of pay. This percentage would, of course, be much lower for all other higher paid employees.

Aon Hewitt compared all of the benefit values for the Clerical employees who earn $36,900 and found the following summary data statistics:

� $17,765 - mean

� $2,652 - standard deviation

The calculated difference of $58 per year is clearly much smaller than one standard deviation for this employee group. The mean and standard deviation are both higher for higher paid employees.

Error Related to Benefit Aggregation To estimate the impact of aggregating benefit costs based on average pay data versus determining benefit costs for each employee, Aon Hewitt looked at the benefits for employees at different pay levels within the physical/technical group, who had average pay of $55,200, and determined a simple average of their benefit costs. We then compared the average costs for these employees to the benefit cost for an employee in the physical/technical group who earns $55,200. Aon Hewitt found that the difference between the average cost for the group and the cost for the sample employee was only $52 per year. This translates into about .09% of total compensation (equals $52 / $55,200 = .094%). For reference, Aon Hewitt compared all of the benefit values for the Physical/Technical employees who earn $55,200 and found the following summary data statistics:

� $19,871 - mean

� $3,217 - standard deviation

The mean and standard deviation are both higher for higher paid employees.

Error Related to Job Matching Inaccuracies In prior Studies, to estimate the impact of job matching inaccuracies on survey error, Aon Hewitt measured any dollar change in benchmark values resulting from changes made to benchmark positions during the review and validation process conducted jointly with ORA. Because ORA declined to participate in the 2018 Study, this process step could not be performed. However, in the 2015 and 2012 Studies, the validation process resulted in a measurement of error of -0.2% to +0.2%. For the 2018 Study, we have assumed a similar degree of error and note that none of the benchmark matches for positions that have been validated by ORA in past Studies were modified in the 2018 Study.

87




Appendix J: Glossary of Terms

88




Glossary of Terms The following terms are referenced in this report and are defined in this section for Study purposes.

Annuity A stream of payments, generally payable over a participant’s lifetime, but also payable for a limited time period or over the lives of a participant and beneficiary.

Annuity Factor An amount used to convert an annuity to an equivalent value paid in another form (e.g., single sum), or vice versa.

Average The arithmetic mean of a group of numbers (see “Mean” below).

Base Pay The fixed rate (whether hourly, weekly, monthly or annual), that an employee receives as compensation for work performed. Usually, these amounts are guaranteed.

Base Salary Compensation paid by the week, month or year rather than by the hour. Generally, a salary is a guaranteed amount that is not reduced for time not worked. Generally, salaries apply to higher-level professional or supervisory jobs that are exempt from the provisions of the Fair Labor Standards Act of 1938 (FLSA).

Benchmarking A process by which an organization seeks to identify information about other organizations and analyzes their practices (including pay) for comparison purposes. Benchmark jobs are specific titles used in the benchmarking process. Such jobs are commonly found at most organizations, have a high population, and perform a similar level of work.

Comparator The group of companies against which pay and benefits are compared. Typically includes companies of similar size, in the same industry, that operate in the same geographic location, and with whom the Study company competes for talent.

Deferred Stock Units A form of long-term incentives that includes an award of units that correspond in number and value to a specified number of shares of stock. Units do not represent actual ownership or equity interest and typically are subject to vesting requirements and transferability restrictions.

89




Defined Benefit Formula/Points A formula is typically used in the calculation of an employee’s pension benefit. Often a point value, usually a combination of age and years of service (e.g., 55 years of age + 20 years of service = 75 “points”), that influences the amount of benefit received.

Defined Benefit Pension Plan Both the Employee Retirement Income Security Act of 1974 (ERISA) and the Internal Revenue Code (IRC) define any plan that is not an individual account plan as a defined benefit pension plan. It is a pension plan that specifies the benefits, or the methods of determining the benefits, but not the level or rate of contribution. Contributions are determined actuarially on the basis of the pension benefits expected to become payable.

Defined Contribution Plan A defined contribution or individual account plan as defined by the Employee Retirement Income Security Act of 1974 (ERISA) and the Internal Revenue Code (IRC) as a plan that provides for an individual account for each participant and for benefits based solely on (1) the amount contributed to the participant’s account, plus (2) any income, expenses, gains and losses, and forfeitures of accounts of other participants that may be allocated to the participant’s account. The benefit amount actually received by the participant at retirement is unknown.

Demographic Profile and Assumptions Used in Valuing Benefits Since demographics of any group (such as age, marital status, length of service) affect the inherent value of the benefit package, it is important to use information that most closely reflects the experience of that group. To facilitate comparisons that focus on program design while minimizing the impact of differences in incumbent demographics, demographic data was collected from SCE and used to value the benefits for all companies in the Study. The value of benefits is determined by applying each benefit program to each individual in the demographic profile using SCE’s actuarial assumptions for all companies in the Study. Some of these assumptions, such as mortality (used for generating the group life insurance values) and rates of disability (used for generating the long-term disability values) are based on studies from the Society of Actuaries. Economic assumptions, such as interest rates and pay increases, are based on estimates of long-term future expectations.

EAPDIS The Edward A. Powell Data Information Solutions Study survey; formerly, the Edison Electric Institute (EEI) Nonexempt Survey.

EEI Edison Electric Institute.

90




Employee Benefits A collection of noncash compensation elements, including, but not limited to, income protection, health coverage, retirement savings, and income supplements for employees, provided in whole or in part by employer payments.

FLSA The Fair Labor Standards Act (FLSA) of 1938 established overtime, record keeping, and a floor for minimum wage. It also determined the type of positions that are exempt from the overtime provisions. Federal law requires that “nonexempt” positions receive overtime pay for hours in excess of 40 worked in a week. Some states (e.g., California) require overtime pay for nonexempt positions for hours in excess of 8 worked in one day.

Generic Job This is an SCE job that is broadly defined to include employees performing the same level of work in various parts of the organization. At many other organizations, there would be a variety of unique job titles performing these activities. At SCE, these titles are consolidated into a single job title, encompassing employees in various departments.

Health and Welfare Benefits Plans that provide dental, vision, disability, life insurance, medical, surgical, or hospital care, or benefits in the case of sickness, accident, death or unemployment.

Long-Term Incentives Any incentive plan that requires sustained performance of the firm for a period longer than one fiscal year. Most plans are based on stock value of an organization and may require investment by the participant. Stock options are the most common form of long-term incentive.

Mean A simple arithmetic mean (or average) obtained by adding a set of numbers and then dividing the sum by the number of items in the set. A weighted average is used when there are multiple observations for one or more numbers in the set. In this case, the multiple observations are counted as individual observations and are included in the numerator and the denominator of the average calculation.

Median The median of a set of data is the value that half of the data are above and half of the data are below. If there are an odd number of data points, the median is the value of the middle item when the data are arranged in ascending or descending order. If there are an even number of data points the median is the average of the two middle values when the data are arranged in ascending or descending order.

91




Performance Share Performance shares are a common form of long-term incentive. Typically, a performance share is a promise to provide a share of stock to a recipient at no cost, subject to achievement of performance goals over a specified time frame. The award of a performance share is usually structured so that the recipient forfeits the share is they terminate employment with the company.

Phantom Stock A long-term incentive, which is based on a hypothetical value of an organization’s equity (stock), rather than its actual equity. The incentive’s value is calculated based on a formula to derive the hypothetical (or phantom) value.

Restricted Stock Restricted stock is a common form of long-term incentive. Typically, a restricted share is a promise to provide a share of stock to a recipient at no cost. The share is usually “restricted” by a vesting schedule, so that the recipient forfeits the share if they terminate employment with the company.

Shift Differentials Shift differentials are a practice of paying a premium to employees who work a less desirable shift (evenings, weekends, holidays, etc.). Shift differentials consist of a base pay rate plus a premium. The base pay rate is typically the pay rate the employee would receive for working during a typical day-time shift.

Short-Term Incentives Usually a lump-sum payment (in cash) made in addition to an employee’s base salary or for a fiscal or calendar year. Generally, these are formula-driven pay plans that are designed to reward the accomplishment of specific results. Plan awards can be based on individual, group, division, business-unit or company-wide performance, or a combination.

Standard Deviation In probability theory and statistics, the standard deviation of a statistical population, a data set, or a probability distribution is the square root of its variance. Standard deviation is a widely used measure of the variability or dispersion. It shows how much variation there is from the "average" (mean, or expected/budgeted value). A low standard deviation indicates that the data points tend to be very close to the mean, whereas high standard deviation indicates that the data is spread out over a large range of values.

Stock Appreciation Rights (SARs) This is a long-term incentive which allows the recipient to receive the increase in stock price of a share of stock over a specified maximum period of time. SARs are typically subject to vesting restrictions. They do not usually require that the recipient actually purchase shares of company stock.

92




Stock Options Stock options are the most commonly used form of long-term incentive. Stock options allow a recipient to purchase a share of stock at a fixed price, subject to vesting restrictions and contractual term. The recipient executes the purchase by “exercising” the option, allowing them to obtain the share, regardless of current price level, for the fixed contractual price.

Target/Actual Incentive Awards The planned or expected payout from an incentive plan is the target award. Usually, target incentives are expressed as a percentage of base salary. Actual incentive awards may be higher or lower than the target incentive award.

Total Cash Compensation The typical definition was used for this Study: the sum of annual base pay and annual incentives provided by an employer to an employee. In some cases, total cash compensation also includes spot bonuses or other cash awards. For this Study, spot bonuses were excluded due to lack of consistent, reliable data among comparator groups. Additionally, overtime pay was excluded from the Study because it varies with company operating policies and staffing practices.

Total Compensation Total Compensation is the sum of all elements of compensation provided by an employer to an employee. For Study purposes, the Team defined it to include annualized base pay, incentives, and benefit values. In other studies, other extrinsic elements of pay may be included. (For example, overtime pay and shift differentials). In some definitions, intrinsic awards (e.g., job satisfaction) are considered a part of total compensation, but these are not quantifiable and consequently not included in total compensation studies.

93



2018 General Rate Case: Total Compensation Study WorkpapersSouthern California Edison

July 2016

1



SCE Job ListSurvey Job Matches

18

Workpapers

2



SCE Job List

SCE Job Code and Title# SCEEEs Comment

Physical/TechnicalControl Operator8755 5

Driver Hvy Transp9312 14Electn Constrn9400 53

Form Electl Crew9481 154

Groundman9525 2Groundman9528 337

Handlr Mtrl9531 68

Handlr Mtrl9520 1Handlr Mtrl9519 2

Handlr Sr Mtrl9522 1

Hydro Mechanical Maintenance Tech6402 21Inspector, Electrical System9803 46

Lineman9611 616Lineman(Rubber Glove Trained)9614 1

Machnst Service Shop9627 2

Meter Technician 59446 73Operator Control8730 16

Operator, System8776 131

Opr Substation8763 124Patrolman Sr9796 34

Repr Fld Srvce 27863 152

Splcr Subs Cable9871 8SPLICER CABLE9866 29

Substation Electrician9344 112

Techn Chemical9914 3Techn Comnctn9929 45

Techn Lab9934 20Technician9767 34

Technician, Test9827 79

Troubleman9501 202Welder Cnstrn9993 4

Lead Technician9768 52 Insufficient Data

Meter Technician 49445 38 Insufficient DataSplcr Sr Cble9870 25 Insufficient Data

Street Light Repairman9798 32 Insufficient Data

Technician, Test Supervising9825 51 Insufficient Data

1Aon Hewitt

3




ClericalAccounting Assistant 1ACA1 8Accounting Assistant 2ACA2 16

Accounting Assistant 3ACA3 18

Administrative Aide 2AID2 17Administrative Aide 3AID3 164

Administrative AssistantAID4 114

Analyst-Business 1ABU1 25Analyst-Business 2ABU2 151

Analyst-Program/Project 1APP1 145

Analyst-Program/Project 2APP2 298Construction/Maintenance Acct8283 218

Construction/Material Coordinator 1CCM1 15Construction/Material Coordinator 2CCM2 56

Construction/Material Coordinator 3CCM3 36

Customer Solutions Representative 1CSR1 169Customer Solutions Representative 2CSR2 140

Customer Specialist 1CUS1 5

Customer Specialist 2CUS2 333Designer 1DES1 53

Designer 2DES2 125

Drafting Technician 2DRF2 4Executive Assistant 1EXA1 65

Planner 1PLA1 233Technical Specialist/Scientist 1TSP1 30

Technical Specialist/Scientist 2TSP2 121

2Aon Hewitt

4




Professional/TechnicalAccount Executive 2AEM2 39Accountant 2ACC2 5

Accountant 3ACC3 17

Accountant 4ACC4 9Analyst-Business 3ABU3 229

Analyst-Financial 2AFN2 26

Analyst-Financial 3AFN3 72Analyst-Financial 4AFN4 34

Analyst-Program/Project 3APP3 227

Analyst-Systems 2ASY2 14Analyst-Systems 3ASY3 43

Analyst-Systems 4ASY4 27AttorneyLGL000_P4_E 2

Auditor-Corporate 3AUC3 10

Auditor-Corporate 4AUC4 13Corporate Representative 1CRR1 2

Corporate Representative 2CRR2 2

Corporate Representative 3CRR3 12Engineer 1ENG1 56

Engineer 2ENG2 118

Engineer 3ENG3 136Hum Res Consultant 1HRC1 9

Hum Res Consultant 2HRC2 17Hum Res Consultant 3HRC3 34

Inspector-Quality Control 3IQC3 19

IT Specialist/Engineer 2ITS2 7IT Specialist/Engineer 3ITS3 62

IT Specialist/Engineer 4ITS4 113

IT Specialist/Engineer 5ITS5 35Land Services Agent 3LSA3 24

Land Services Agent 4LSA4 21

Manager-Program/Contract 1MPC1 30Manager-Program/Contract 2MPC2 125

Manager-Program/Contract 3MPC3 87

Manager-Project/Product 1MPP1 644Planner 2PLA2 202

Planner 3PLA3 84Safety & Environmental Specialist 3SES3 27

Senior AttorneyLGL000_P5_E 61

Senior EngineerENG4 129Technical Specialist/Scientist 3TSP3 300

Technical Specialist/Scientist 4TSP4 92

Training Specialist 2TRS2 8Training Specialist 3TRS3 19

3Aon Hewitt

5




Manager/SupervisorAssistant ControllerAsst Cntrlr 1Assistant Treasurer2278 1

Cybersecurity Engineering Manager 1CEM1 2

Cybersecurity Engineering Manager 2CEM2 1Dir Corporate Health and SafetyDirCpHlthSft 1

Dir Cybersecurity & IT ComplianceDir CyScITCm 1

Dir Electric System PlanningDirElSysPlng 1Dir Grid OperationsDir GridOps 1

Dir Risk ManagementDirRskMgmt 1

Dir SCE Corporate CommunicationsDirSCECorpCm 1Dir Transportation ServicesDirTransSvcs 1

Dir, Business ResiliencyDir Bus Res 1Director & Managing AttorneyDir&MA 12

Director HR OperationsDirHROps 1

Director HR Strategic Business PartnerDir HRSBP 2Engineering Manager 2EMG2 29

Manager 1 (Op Mid): Transmission & Distribution: Distribution Business Line

MGR1_OPMD_E 18

Manager 1 (Op Mid): Transmission & Distribution: Transmission Substations & Operations

MGR1_OPMD_E 8

Manager 1, Safety & Training: Transmission & Distribution: T&D Safety

MGR1_TDST_E 1

Manager 1: Corporate CommunicationMGR1 1

Manager 1: Customer Service: Business Customer DivisionMGR1 14

Manager 1: Customer Service: Customer Programs & ServicesMGR1 13Manager 1: Customer Service: Customer Service Operations Division

MGR1 23

Manager 1: Finance: ControllersMGR1 7Manager 1: Finance: Operational FinanceMGR1 2

Manager 1: Human ResourcesMGR1 9

Manager 1: Information Technology: Grid ServicesMGR1 9Manager 1: Information Technology: IT Service Mgmnt Office & Operations

MGR1 7

Manager 1: Legal OrganizationMGR1 1Manager 1: Operational Services: Business ResiliencyMGR1 1

Manager 1: Operational Services: Corporate Real EstateMGR1 1

Manager 1: Operational Services: Corporate SecurityMGR1 2Manager 1: Operational Services: Transportation ServicesMGR1 7

Manager 1: Power ProductionMGR1 2

Manager 1: Settlements & Operations ServicesMGR1 2Manager 1: Transmission & Distribution: Asset Management & Operations Support

MGR1 6

Manager 1: Transmission & Distribution: Distribution Business LineMGR1 33Manager 1: Transmission & Distribution: Engineering & Tech Srvcs Bs Ln

MGR1 14

Manager 1: Transmission & Distribution: T&D SafetyMGR1 2Manager 1: Transmission & Distribution: Transmission Substations & Operations

MGR1 26

Manager 2: Audit ServicesMGR2 8

4Aon Hewitt

6




Manager/SupervisorManager 2: Compliance and SafetyMGR2 4Manager 2: Corporate CommunicationMGR2 5

Manager 2: Customer Service: Customer Programs & ServicesMGR2 29

Manager 2: Customer Service: Customer Service Operations Division

MGR2 22

Manager 2: Edison Material Supply: OS EMS Supply ManagementMGR2 13

Manager 2: FinanceMGR2 5Manager 2: Finance: ControllersMGR2 13

Manager 2: Finance: Operational FinanceMGR2 6

Manager 2: Finance: TreasurersMGR2 1Manager 2: Human ResourcesMGR2 17

Manager 2: Information Technology: Enterprise Architecture & Strategy

MGR2 5

Manager 2: Information Technology: Grid ServicesMGR2 15

Manager 2: Information Technology: IT Service Mgmnt Office & Operations

MGR2 7

Manager 2: Legal OrganizationMGR2 8Manager 2: Operational Services: Business ResiliencyMGR2 2

Manager 2: Operational Services: Corporate Environmental Services

MGR2 13

Manager 2: Operational Services: Corporate Health & SafetyMGR2 1

Manager 2: Operational Services: Corporate Real EstateMGR2 2

Manager 2: Operational Services: Corporate SecurityMGR2 1Manager 2: Operational Services: Enterprise Safety ProgramMGR2 1

Manager 2: Operational Services: TD/PPD Supply Chain and Integrated Support Service

MGR2 3

Manager 2: Power ProductionMGR2 10

Manager 2: Regulatory AffairsMGR2 5

Manager 2: Regulatory Affairs: State Regulatory OperationsMGR2 5Manager 2: Transmission & Distribution: Asset Management & Operations Support

MGR2 15

Manager 2: Transmission & Distribution: Distribution Business LineMGR2 54Manager 2: Transmission & Distribution: Engineering & Tech Srvcs Bs Ln

MGR2 9

Manager 2: Transmission & Distribution: Major Projects Organization

MGR2 6

Manager 2: Transmission & Distribution: T&D SafetyMGR2 8

Manager 2: Transmission & Distribution: Transmission Substations & Operations

MGR2 43

Manager-Project/Product 2MPP2 510

Managing Dir T&D Asset Mgmt & Ops SvcsMD T&D AMOS 1

Managing Dir Tax0339 1Prin Mgr, Account Mgmt - Bus CustACM000_M4_E 4

Prin Mgr, Bus Process & Soltns IntgBOP150_M4_E 2

Prin Mgr, Client Svc Del MgmtCLS000_M4_E 10Prin Mgr, Corp CommCOM000_M4_E 2

Prin Mgr, Distrib MgmtELD050_M4_E 9Prin Mgr, Energy Efficiency PortEEC000_M4_E 2

Prin Mgr, Envir ScienceEHS050_M4_E 4

5Aon Hewitt

7




Manager/SupervisorPrin Mgr, Gen Acctg, Anlys & RptgACC000_M4_E 4Prin Mgr, Grid MgmtELD000_M4_E 3

Prin Mgr, Health & SftyEHS000_M4_E 3

Prin Mgr, HR Strategic Bus TeamHRM150_M4_E 3Prin Mgr, Major Cnstrn ProjsPRJ200_M4_E 4

Prin Mgr, Modelg, Fcstg & Econ AnlysMFA050_M4_E 3

Prin Mgr, PurchasingSCM100_M4_E 4Prin Mgr, Reg Affairs & ComplRPA400_M4_E 12

Prin Prj Mgr, IT Project IntgPRJ400_J5_E 19

Prin Prj Mgr, IT Project MgmtPRJ050_J5_E 1Real Time Operations Manager 1ROM1 6

Supervisor 2, Appartus: Transmission & Distribution: Transmission Substations & Operations

SUP2_APPRT_E 4

Supervisor 2, Construction: Transmission & Distribution: Transmission Substations & Operations

SUP2_CONST_E 8

Supervisor 2, Field: Transmission & Distribution: Distribution Business Line

SUP2_FLDSP_E 64

Supervisor 2, Field: Transmission & Distribution: Transmission Substations & Operations

SUP2_FLDSP_E 16

Supervisor 2, General Foreman: Transmission & Distribution: Distribution Business Line

SUP2_GNFRM_E 75

Supervisor 2, General Foreman: Transmission & Distribution: Transmission Substations & Operations

SUP2_GNFRM_E 14

Supervisor 2, Project General Sup: Transmission & Distribution: Distribution Business Line

SUP2_PRJGS_E 34

Supervisor 2, Substation Ops: Transmission & Distribution: Transmission Substations & Operations

SUP2_SUBOP_E 3

Supervisor 2: Finance: ControllersSUP2 2

Supervisor 2: Transmission & Distribution: Distribution Business Line

SUP2 15

Supervisor 2: Transmission & Distribution: Engineering & Tech Srvcs Bs Ln

SUP2 3

Supervisor 2: Transmission & Distribution: Transmission Substations & Operations

SUP2 5

Supervisor 4: Information Technology: Grid ServicesSUP4 4

Supervisor 4: Legal OrganizationSUP4 1

Supervisor 4: Power ProductionSUP4 2Dir Corp Financial Plng, EIX0247 1 Insufficient Data

Dir Financial Planning & AnalysisDirFinPlAnly 1 Insufficient Data

Manager 2: Customer Service: Business Customer DivisionMGR2 11 Insufficient DataManager 2: Operational Services: Transportation ServicesMGR2 2 Insufficient Data

Manager 2: Settlements & Operations ServicesMGR2 6 Insufficient Data

6Aon Hewitt

8




ExecutivePresident, SCE0058 1SVP & CFO, SCESVPCFOSCE 1

SVP & General Counsel0092 1

SVP Corp Communications2247 1SVP Customer Service1236 1

VP & Chief Information OfficerVP & CIO 1

VP & Treasurer0259 1VP Customer Programs and ServicesVPCusPrgmsSv 1

VP Customer Service Operations0069 1

VP Distribution Business LineVP DistBusLn 1VP Energy Procurement & ManagementVPEnProcMgmt 1

VP Power ProductionVP Pow Prod 1VP Transmission,Substations & OperationsVP TrSbstnOp 1

VP, Human Resources0606 1

VP,AGC,Ch Gov Ofc,CSec,EIX/SCE1510 1VP and ControllerVP & Cntrlr 1 Insufficient Data

VP Engineering & Technical Svs0189 1 Insufficient Data

7Aon Hewitt

9



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8124

Dra

fter/D

esig

ner

42M

HR

C-S

IRS

K56

4 - 3

Des

igne

r1,

259

MH

RC

-SIR

ST4

15 -

1E

ngin

eerin

g D

esig

n C

heck

ing

No

Dat

aD

WP

7229

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tep

5D

rafti

ng A

ide

No

Dat

a

Des

igne

r 2D

ES2

125

51M

HR

C-S

IRS

T412

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Eng

inee

ring

Des

ign

1,08

5M

HR

C-S

IRS

T415

- 2

Eng

inee

ring

Des

ign

Che

ckin

g23

TW-M

M-E

NG

YA

ZT58

0 - T

2M

ajor

Con

stru

ctio

n D

esig

n Te

chni

cal S

peci

alty

No

Dat

aD

WP

7217

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tep

5E

ngin

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esig

ner

17

14A

on H

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16



Sour

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ode

Job

Title

SCE

Job

Cod

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tle#

of S

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cum

bent

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SCE

EEs

Stud

y Po

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Cle

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Dra

fting

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hnic

ian

2D

RF2

452

RA

DFO

RD

8122

Dra

fter/D

esig

ner

49M

HR

C-S

IRS

K56

1 - 2

Dra

fter

462

TW-M

M-E

NG

YA

ZT08

0 - T

2C

AD

/CA

E D

rafti

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echn

ical

Spe

cial

ty14

1TW

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-GE

NA

ZT08

0 - T

2C

AD

/CA

E D

rafti

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echn

ical

Spe

cial

ty64

7D

WP

7232

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tep

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vl E

ngg

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g Tc

hn75

DW

P75

51 -

Ste

p 5

Mch

l Eng

g D

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9

Exec

utiv

e As

sist

ant 1

EXA1

6553

RA

DFO

RD

6503

Exe

cutiv

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ssis

tant

35

4D

WP

1336

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tep

5U

tility

Exe

cutiv

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tary

25

Plan

ner 1

PLA1

233

54E

APD

IS10

5C

usto

mer

Ser

vice

Pla

nner

/Est

imat

or1,

172

Tech

nica

l Spe

cial

ist/S

cien

tist 1

TSP1

3055

MH

RC

-SIR

ST0

36 -

1E

ngin

eerin

g - E

nviro

nmen

tal,

Hea

lth a

nd S

afet

y16

3TW

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-EN

GY

AZT

000

- P1

Tech

nica

l Spe

cial

ty/S

kille

d Tr

ade

Gen

eral

ist/M

ultid

isci

plin

e64

TW-M

M-G

EN

AZT

000

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Tech

nica

l Spe

cial

ty/S

kille

d Tr

ade

Gen

eral

ist/M

ultid

isci

plin

e11

3

Tech

nica

l Spe

cial

ist/S

cien

tist 2

TSP2

121

56M

HR

C-S

IRS

T036

- 2

Eng

inee

ring

- Env

ironm

enta

l, H

ealth

and

Saf

ety

414

TW-M

M-E

NG

YA

ZT00

0 - P

2Te

chni

cal S

peci

alty

/Ski

lled

Trad

e G

ener

alis

t/Mul

tidis

cipl

ine

276

TW-M

M-G

EN

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000

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Tech

nica

l Spe

cial

ty/S

kille

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ade

Gen

eral

ist/M

ultid

isci

plin

e70

4

15A

on H

ewitt

17



Sour

ceJo

b C

ode

Job

Title

SCE

Job

Cod

e an

d Ti

tle#

of S

urve

yIn

cum

bent

s#

SCE

EEs

Stud

y Po

s #

Prof

essi

onal

/Tec

hnic

al Acco

unt E

xecu

tive

2AE

M2

3957

TW-M

M-E

NG

YC

AM

510

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Indu

stria

l/Com

mer

cial

– A

ccou

nt M

anag

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M-G

EN

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M51

0 - S

3In

dust

rial/C

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al –

Acc

ount

Man

agem

ent

No

Dat

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Acco

unta

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ACC

25

58R

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FOR

D61

02A

ccou

ntan

t (G

ener

al)

168

MH

RC

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SA

100

- 2A

ccou

ntin

g-G

ener

al4,

442

TW-M

M-E

NG

YA

FB00

0 - P

2A

ccou

ntin

g G

ener

alis

t/Mul

ti17

9TW

-MM

-GE

NA

FB00

0 - P

2A

ccou

ntin

g G

ener

alis

t/Mul

ti1,

115

Acco

unta

nt 3

ACC

317

59R

AD

FOR

D61

03A

ccou

ntan

t (G

ener

al)

241

MH

RC

-SIR

SA

100

- 3A

ccou

ntin

g-G

ener

al3,

367

TW-M

M-E

NG

YA

FB00

0 - P

3A

ccou

ntin

g G

ener

alis

t/Mul

ti37

3TW

-MM

-GE

NA

FB00

0 - P

3A

ccou

ntin

g G

ener

alis

t/Mul

ti1,

220

Acco

unta

nt 4

ACC

49

60R

AD

FOR

D61

04A

ccou

ntan

t (G

ener

al)

134

MH

RC

-SIR

SA

100

- 4A

ccou

ntin

g-G

ener

al1,

789

TW-M

M-E

NG

YA

FB00

0 - P

4A

ccou

ntin

g G

ener

alis

t/Mul

ti12

1TW

-MM

-GE

NA

FB00

0 - P

4A

ccou

ntin

g G

ener

alis

t/Mul

ti59

1

Anal

yst-B

usin

ess

3AB

U3

229

61R

AD

FOR

D46

83B

usin

ess

Pro

cess

Ana

lyst

17

9M

HR

C-S

IRS

A30

1 - 3

Bus

ines

s P

roce

ss A

naly

sis

4,09

8M

HR

C-S

IRS

A40

3 - 3

Bus

ines

s P

lann

ing

362

TW-M

M-E

NG

YA

EO

000

- P3

Bus

ines

s O

pera

tions

Ana

lysi

s G

ener

alis

t/Mul

tidis

cipl

ine

1,06

3TW

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NA

EO

000

- P3

Bus

ines

s O

pera

tions

Ana

lysi

s G

ener

alis

t/Mul

tidis

cipl

ine

1,67

0

Anal

yst-F

inan

cial

2AF

N2

2662

RA

DFO

RD

6003

Fina

ncia

l Ana

lyst

75

9M

HR

C-S

IRS

A08

0 - 3

Fina

ncia

l Ana

lysi

s6,

191

TW-M

M-E

NG

YA

FT00

0 - P

3Fi

nanc

ial A

naly

sis

and

Tax

Gen

eral

ist/M

ultid

isci

plin

e21

6TW

-MM

-GE

NA

FT00

0 - P

3Fi

nanc

ial A

naly

sis

and

Tax

Gen

eral

ist/M

ultid

isci

plin

e1,

196

Anal

yst-F

inan

cial

3AF

N3

7263

RA

DFO

RD

6004

Fina

ncia

l Ana

lyst

60

6M

HR

C-S

IRS

A08

0 - 4

Fina

ncia

l Ana

lysi

s4,

709

TW-M

M-E

NG

YA

FT00

0 - P

4Fi

nanc

ial A

naly

sis

and

Tax

Gen

eral

ist/M

ultid

isci

plin

e22

5TW

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-GE

NA

FT00

0 - P

4Fi

nanc

ial A

naly

sis

and

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Gen

eral

ist/M

ultid

isci

plin

e40

9

16A

on H

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18



Sour

ceJo

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ode

Job

Title

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Job

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Prof

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inan

cial

4AF

N4

3464

RA

DFO

RD

6005

Fina

ncia

l Ana

lyst

33

0M

HR

C-S

IRS

A08

0 - 5

Fina

ncia

l Ana

lysi

s1,

196

TW-M

M-E

NG

YA

FT00

0 - P

5Fi

nanc

ial A

naly

sis

and

Tax

Gen

eral

ist/M

ultid

isci

plin

e73

TW-M

M-G

EN

AFT

000

- P5

Fina

ncia

l Ana

lysi

s an

d Ta

x G

ener

alis

t/Mul

tidis

cipl

ine

65

Anal

yst-P

rogr

am/P

roje

ct 3

APP3

227

65R

AD

FOR

D66

33Pr

ojec

t (Ad

min

) Mgr

47

1M

HR

C-S

IRS

A48

0 - 3

Pro

ject

Man

agem

ent

6,56

7TW

-MM

-EN

GY

AP

M00

0 - P

3P

roje

ct/P

rogr

am M

anag

emen

t Gen

eral

ist/M

ultid

isci

plin

e1,

142

TW-M

M-E

NG

YA

PM

010

- P3

Info

rmat

ion

Tech

nolo

gy P

roje

ct M

anag

emen

t19

1TW

-MM

-EN

GY

AP

M53

0 - P

3E

lect

ric T

rans

mis

sion

and

/or D

istri

butio

n Pr

ojec

t Man

agem

ent

362

TW-M

M-G

EN

AP

M00

0 - P

3P

roje

ct/P

rogr

am M

anag

emen

t Gen

eral

ist/M

ultid

isci

plin

e7,

898

TW-M

M-G

EN

AP

M01

0 - P

3In

form

atio

n Te

chno

logy

Pro

ject

Man

agem

ent

3,66

5

Anal

yst-S

yste

ms

2AS

Y214

66R

AD

FOR

D64

63B

usin

ess

Sys

tem

s A

naly

st

438

MH

RC

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ST0

45 -

3C

ompu

ter S

yste

ms

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ysis

3,38

9TW

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-EN

GY

AID

020

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ines

s S

yste

ms

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lysi

s83

2TW

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NA

ID02

0 - P

3B

usin

ess

Sys

tem

s A

naly

sis

8,02

4D

WP

1596

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tep

5S

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ms

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lyst

40

Anal

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ms

3AS

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67R

AD

FOR

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64B

usin

ess

Sys

tem

s A

naly

st

479

MH

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ST0

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ter S

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ms

Anal

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3,57

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GY

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020

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NA

ID02

0 - P

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usin

ess

Sys

tem

s A

naly

sis

6,51

8

Anal

yst-S

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ms

4AS

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68R

AD

FOR

D64

65B

usin

ess

Sys

tem

s A

naly

st

300

MH

RC

-SIR

ST0

45 -

5C

ompu

ter S

yste

ms

Anal

ysis

898

TW-M

M-E

NG

YA

ID02

0 - P

5B

usin

ess

Sys

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s A

naly

sis

72TW

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NA

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0 - P

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usin

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Sys

tem

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naly

sis

1,75

3

Atto

rney

LGL0

00_P

4_E

269

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P-L

AW

AT3

Inte

rmed

iate

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71H

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E-LA

WS

TAS

taff

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rney

108

TW-M

M-E

NG

YA

LG00

0 - P

4Le

gal-M

ulti

210

TW-M

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EN

ALG

000

- P4

Lega

l-Mul

ti96

3

17A

on H

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19



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ceJo

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ode

Job

Title

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Job

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AUC

310

70R

AD

FOR

D61

74In

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al A

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r 61

MH

RC

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SA

020

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uditi

ng46

4M

HR

C-S

IRS

A02

2 - 4

Aud

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ompl

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e19

4TW

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GY

AFU

000

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it an

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nanc

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Con

trols

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ultid

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TW-M

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EN

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000

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it an

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Con

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Gen

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e36

1

Audi

tor-

Cor

pora

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AUC

413

71R

AD

FOR

D61

75In

tern

al A

udito

r 17

MH

RC

-SIR

SA

020

- 5A

uditi

ng16

6M

HR

C-S

IRS

A02

2 - 5

Aud

iting

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ompl

ianc

e12

TW-M

M-E

NG

YA

FU00

0 - P

5A

udit

and

Fina

ncia

l/Bus

ines

s C

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ls G

ener

alis

t/Mul

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5TW

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NA

FU00

0 - P

5A

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and

Fina

ncia

l/Bus

ines

s C

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ener

alis

t/Mul

tidis

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104

Cor

pora

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epre

sent

ativ

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272

MH

RC

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SA

260

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omm

unic

atio

ns -

Ext

erna

l17

3M

HR

C-S

IRS

A45

4 - 2

Gov

ernm

ent A

ffairs

79TW

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GY

AC

A05

0 - P

2R

egul

ator

y A

ffairs

and

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plia

nce

167

TW-M

M-E

NG

YA

CA

070

- P2

Gov

ernm

ent R

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ions

38

Cor

pora

te R

epre

sent

ativ

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CR

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273

MH

RC

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260

- 3C

omm

unic

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ns -

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l40

3M

HR

C-S

IRS

A45

4 - 3

Gov

ernm

ent A

ffairs

75TW

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-EN

GY

AC

A05

0 - P

3R

egul

ator

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ffairs

and

Com

plia

nce

260

TW-M

M-E

NG

YA

CA

070

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Gov

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ions

45

Cor

pora

te R

epre

sent

ativ

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CR

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1274

MH

RC

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260

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ns -

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l39

0TW

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GY

AC

A05

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ffairs

and

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plia

nce

278

TW-M

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070

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101

18A

on H

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20



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Title

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G1

5675

RA

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5082

Mec

hani

cal D

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142

RA

DFO

RD

5122

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26

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T229

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545

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lect

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T400

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286

TW-M

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326

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WP

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p 5

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Ass

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truct

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2,25

2M

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C-S

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T280

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inee

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hani

cal

4,92

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T380

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inee

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ngin

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ZE00

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323

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3 - P

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soci

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9D

WP

95-7

5542

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l Eng

rg A

ssoc

iate

(mec

hani

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te II

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19A

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346

20A

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22



Sour

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Title

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Cod

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SCE

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Stud

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21A

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23



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22A

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24



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Title

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5

23A

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25



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149

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IRS

S217

- 3

Dat

abas

e Ad

min

istra

tion

71M

HR

C-S

IRS

S22

0 - 3

Info

rmat

ion

Syst

ems-

Gen

eric

/Mul

tidis

cipl

ined

(Tec

hnic

al)

2,28

5M

HR

C-S

IRS

S22

2 - 3

Info

rmat

ion

Syst

ems-

Gen

eric

(Adm

inis

trativ

e)25

8R

AD

FOR

D34

63Te

leco

mm

unic

atio

ns M

gmt

125

TW-M

M-E

NG

YA

ID11

0 - M

2IS

Sec

urity

Dev

elop

men

t13

TW-M

M-E

NG

YA

IT00

0 - M

2IT

Adm

inis

tratio

n G

ener

alis

t/Mul

tidis

cipl

ine

169

TW-M

M-E

NG

YA

IT01

0 - M

2C

ompu

ter S

yste

ms

Adm

inis

tratio

n65

TW-M

M-E

NG

YA

IT03

0 - M

2D

atab

ase

Adm

inis

tratio

n21

TW-M

M-E

NG

YA

IT04

0 - M

2N

etw

ork

Con

trol/A

dmin

istra

tion

29TW

-MM

-GE

NA

ID11

0 - M

2IS

Sec

urity

Dev

elop

men

t68

TW-M

M-G

EN

AIT

000

- M2

IT A

dmin

istra

tion

Gen

eral

ist/M

ultid

isci

plin

e2,

252

TW-M

M-G

EN

AIT

010

- M2

Com

pute

r Sys

tem

s Ad

min

istra

tion

398

TW-M

M-G

ENAI

T030

- M

2D

atab

ase

Adm

inis

tratio

n13

8TW

-MM

-GEN

AIT0

40 -

M2

Net

wor

k C

ontro

l/Adm

inis

tratio

n24

8

Man

ager

1: I

nfor

mat

ion

Tech

nolo

gy: I

T Se

rvic

e M

gmnt

Offi

ce &

Ope

ratio

nsM

GR

17

128

TW-M

M-E

NG

YA

IT00

0 - M

2IT

Adm

inis

tratio

n G

ener

alis

t/Mul

tidis

cipl

ine

169

TW-M

M-G

EN

AIT

000

- M2

IT A

dmin

istra

tion

Gen

eral

ist/M

ultid

isci

plin

e2,

252

Man

ager

1: L

egal

Org

aniz

atio

nM

GR

11

129

MH

RC

-SIR

SS

907

- 3R

egul

ator

y D

ocum

enta

tion

69M

HR

C-S

IRS

S97

2 - 3

Wor

ker'S

Com

pens

atio

n C

laim

s A

naly

sis

14TW

-MM

-EN

GY

AH

S07

0 - M

2W

orke

rs C

ompe

nsat

ion

Cas

e M

anag

emen

t8

TW-M

M-E

NG

YA

LS00

0 - M

2Le

gal S

uppo

rt G

ener

alis

t/Mul

tidis

cipl

ine

8TW

-MM

-GE

NA

HS

070

- M2

Wor

kers

Com

pens

atio

n C

ase

Man

agem

ent

16TW

-MM

-GE

NA

LS00

0 - M

2Le

gal S

uppo

rt G

ener

alis

t/Mul

tidis

cipl

ine

84

Man

ager

1: O

pera

tiona

l Ser

vice

s: B

usin

ess

Res

ilien

cyM

GR

11

130

MH

RC

-SIR

SS

454

- 3B

usin

ess

Con

tinui

ty16

TW-M

M-E

NG

YA

AY0

10 -

M2

Bus

ines

s C

ontin

uatio

n10

TW-M

M-G

EN

AA

Y010

- M

2B

usin

ess

Con

tinua

tion

17

30A

on H

ewitt

32



Sour

ceJo

b C

ode

Job

Title

SCE

Job

Cod

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tle#

of S

urve

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cum

bent

s#

SCE

EEs

Stud

y Po

s #

Man

ager

/Sup

ervi

sor M

anag

er 1

: Ope

ratio

nal S

ervi

ces:

Cor

pora

te R

eal E

stat

eM

GR

11

131

RA

DFO

RD

6313

Rea

l Est

ate

Spe

cial

ist/M

gr

15M

HR

C-S

IRS

S30

5 - 3

Rea

l Est

ate

Man

agem

ent

134

TW-M

M-E

NG

YA

RE

010

- M2

Rea

l Est

ate/

Pro

perty

Man

agem

ent

29TW

-MM

-GEN

ARE0

10 -

M2

Rea

l Est

ate/

Prop

erty

Man

agem

ent

97

Man

ager

1: O

pera

tiona

l Ser

vice

s: C

orpo

rate

Sec

urity

MG

R1

213

2R

AD

FOR

D33

43S

ecur

ity M

gmt

50M

HR

C-S

IRS

S18

0 - 3

Sec

urity

-Indu

stria

l32

8TW

-MM

-EN

GY

AA

Y000

- M

2S

ecur

ity G

ener

alis

t/Mul

tidis

cipl

ine

67TW

-MM

-GE

NA

AY0

00 -

M2

Sec

urity

Gen

eral

ist/M

ultid

isci

plin

e38

5

Man

ager

1: O

pera

tiona

l Ser

vice

s: T

rans

port

atio

n Se

rvic

esM

GR

17

133

TW-M

M-G

EN

AA

T000

- M

2Tr

ansp

orta

tion

Ser

vice

s an

d Ad

min

istra

tion

Gen

eral

ist

52

Man

ager

1: P

ower

Pro

duct

ion

MG

R1

213

4TW

-MM

-EN

GY

EG

F040

- M

2Fo

ssil

Pow

er O

pera

tions

276

TW-M

M-E

NG

YE

GF0

50 -

M2

Gas

Tur

bine

/Pea

king

Uni

t14

TW-M

M-E

NG

YE

GH

020

- M2

Hyd

roel

ectri

c O

pera

tions

and

/or M

aint

enan

ce9

Man

ager

1: S

ettle

men

ts &

Ope

ratio

ns S

ervi

ces

MG

R1

213

5TW

-MM

-EN

GY

AE

O51

0 - M

2B

ulk

Pow

er M

arke

t Set

tlem

ents

19

Man

ager

1: T

rans

mis

sion

& D

istr

ibut

ion:

Ass

et M

anag

emen

t & O

pera

tions

Sup

port

MG

R1

613

6M

HR

C-S

IRS

S027

- 3

Con

tract

s Ad

min

istra

tion

938

TW-M

M-E

NG

YA

LS02

0 - M

2C

ontra

ct A

dmin

istra

tion

66TW

-MM

-GEN

ALS0

20 -

M2

Con

tract

Adm

inis

tratio

n69

0

Man

ager

1: T

rans

mis

sion

& D

istr

ibut

ion:

Dis

trib

utio

n B

usin

ess

Line

MG

R1

3313

7TW

-MM

-EN

GY

ED

D00

0 - M

2E

nerg

y D

eliv

ery/

Dis

tribu

tion

Gen

eral

ist/M

ultid

isci

plin

e28

7TW

-MM

-EN

GY

ED

D02

0 - M

2E

lect

ric D

istri

butio

n C

onst

ruct

ion

and/

or M

aint

enan

ce43

0

31A

on H

ewitt

33



Sour

ceJo

b C

ode

Job

Title

SCE

Job

Cod

e an

d Ti

tle#

of S

urve

yIn

cum

bent

s#

SCE

EEs

Stud

y Po

s #

Man

ager

/Sup

ervi

sor M

anag

er 1

: Tra

nsm

issi

on &

Dis

trib

utio

n: E

ngin

eerin

g &

Tec

h Sr

vcs

Bs

LnM

GR

114

138

MH

RC

-SIR

SS

300

- 3E

ngin

eerin

g-C

onst

ruct

ion

66M

HR

C-S

IRS

S34

3 - 3

Eng

inee

ring

Pla

nnin

g20

1M

HR

C-S

IRS

S43

9 - 3

Eng

inee

ring-

Mec

hani

cal

484

MH

RC

-SIR

SS

449

- 3E

ngin

eerin

g-E

lect

rical

352

MH

RC

-SIR

SS

460

- 3E

ngin

eerin

g-S

yste

ms

Inte

grat

ion

1,61

3M

HR

C-S

IRS

S46

5 - 3

Eng

inee

ring

Des

ign

164

MH

RC

-SIR

SS

641

- 3E

ngin

eerin

g-S

truct

ural

523

TW-M

M-E

NG

YA

ZE53

0 - M

2E

lect

ric S

yste

m/G

rid P

lann

ing

Eng

inee

ring

72TW

-MM

-EN

GY

AZE

533

- M2

Ele

ctric

Sys

tem

/Grid

Ope

ratio

ns E

ngin

eerin

g42

TW-M

M-E

NG

YA

ZE54

0 - M

2E

lect

ric T

rans

mis

sion

Ass

et P

lann

ing

and

Ope

ratio

ns E

ngin

eerin

g13

9TW

-MM

-EN

GY

AZE

543

- M2

Ele

ctric

Dis

tribu

tion

Eng

inee

ring

273

TW-M

M-E

NG

YA

ZE58

0 - M

2M

ajor

Con

stru

ctio

n D

esig

n E

ngin

eerin

g18

TW-M

M-E

NG

YA

ZE58

3 - M

2M

ajor

Con

stru

ctio

n C

ost E

ngin

eerin

gN

o D

ata

TW-M

M-E

NG

YA

ZT54

4 - M

2E

lect

ric T

rans

mis

sion

and

/or D

istri

butio

n Te

chni

cal S

peci

alty

29

Man

ager

1: T

rans

mis

sion

& D

istr

ibut

ion:

T&

D S

afet

yM

GR

12

139

RA

DFO

RD

3383

Env

ironm

enta

l Hea

lth &

Saf

ety

Mgm

t 17

MH

RC

-SIR

SS

032

- 3E

nviro

nmen

tal,

Hea

lth A

nd S

afet

y-M

ultip

le F

unct

ions

273

MH

RC

-SIR

SS

152

- 3O

ccup

atio

nal S

afet

y An

d H

ealth

125

MH

RC

-SIR

SS

456

- 3E

ngin

eerin

g - E

nviro

nmen

tal,

Hea

lth a

nd S

afet

y30

3TW

-MM

-EN

GY

AH

S03

0 - M

2H

ealth

and

Saf

ety

74TW

-MM

-GE

NA

HS

030

- M2

Hea

lth a

nd S

afet

y28

6

Man

ager

1: T

rans

mis

sion

& D

istr

ibut

ion:

Tra

nsm

issi

on S

ubst

atio

ns &

Ope

ratio

nsM

GR

126

140

TW-M

M-E

NG

YE

TM00

0 - M

2E

lect

ric T

rans

mis

sion

Con

stru

ctio

n an

d/or

Mai

nten

ance

G

ener

alis

t/Mul

tidis

cipl

ine

192

Man

ager

2: A

udit

Serv

ices

MG

R2

814

1R

AD

FOR

D30

54In

tern

al A

udit

Mgm

t 37

MH

RC

-SIR

SS

001

- 4A

uditi

ng21

5TW

-MM

-EN

GY

AFU

010

- M3

Gen

eral

Aud

it35

TW-M

M-G

ENAF

U01

0 - M

3G

ener

al A

udit

201

32A

on H

ewitt

34



Sour

ceJo

b C

ode

Job

Title

SCE

Job

Cod

e an

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tle#

of S

urve

yIn

cum

bent

s#

SCE

EEs

Stud

y Po

s #

Man

ager

/Sup

ervi

sor M

anag

er 2

: Com

plia

nce

and

Safe

tyM

GR

24

142

RA

DFO

RD

3384

Env

ironm

enta

l Hea

lth &

Saf

ety

Mgm

t 11

MH

RC

-SIR

SS

032

- 4E

nviro

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Hea

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nd S

afet

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ultip

le F

unct

ions

201

MH

RC

-SIR

SS

152

- 4O

ccup

atio

nal S

afet

y An

d H

ealth

76M

HR

C-S

IRS

S45

6 - 4

Eng

inee

ring

- Env

ironm

enta

l, H

ealth

and

Saf

ety

125

TW-M

M-E

NG

YA

HS

030

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Hea

lth a

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afet

y22

TW-M

M-G

EN

AH

S03

0 - M

3H

ealth

and

Saf

ety

82

Man

ager

2: C

orpo

rate

Com

mun

icat

ion

MG

R2

514

3R

AD

FOR

D36

74E

mpl

oyee

Com

mun

icat

ions

Mgm

t 21

MH

RC

-SIR

SS

138

- 4C

omm

unic

atio

ns -

Inte

rnal

177

TW-M

M-E

NG

YA

CA

100

- M3

Inte

rnal

/Em

ploy

ee C

omm

unic

atio

ns7

TW-M

M-G

EN

AC

A10

0 - M

3In

tern

al/E

mpl

oyee

Com

mun

icat

ions

101

Man

ager

2: C

usto

mer

Ser

vice

: Cus

tom

er P

rogr

ams

& S

ervi

ces

MG

R2

2914

4R

AD

FOR

D25

44P

rodu

ct M

arke

ting

Mgm

t 19

9M

HR

C-S

IRS

S05

5 - 4

Pro

duct

Mar

ketin

g51

5TW

-MM

-EN

GY

AM

K03

0 - M

3M

arke

t/Seg

men

t Dev

elop

men

t24

TW-M

M-G

EN

AM

K03

0 - M

3M

arke

t/Seg

men

t Dev

elop

men

t38

6

Man

ager

2: C

usto

mer

Ser

vice

: Cus

tom

er S

ervi

ce O

pera

tions

Div

isio

nM

GR

222

145

MH

RC

-SIR

SS

068

- 4C

usto

mer

Adm

inis

tratio

nN

o D

ata

TW-M

M-E

NG

YA

MS

030

- M3

Hig

h V

olum

e C

usto

mer

Billi

ng9

TW-M

M-E

NG

YA

MS

510

- M3

Met

er R

eadi

ng -

Res

iden

tial

10TW

-MM

-GE

NA

MS

030

- M3

Hig

h V

olum

e C

usto

mer

Billi

ngN

o D

ata

Man

ager

2: E

diso

n M

ater

ial S

uppl

y: O

S EM

S Su

pply

Man

agem

ent

MG

R2

1314

6R

AD

FOR

D14

64Su

pply

Cha

in/P

rocu

rem

ent M

gmt

89TW

-MM

-EN

GY

AS

C00

0 - M

3S

uppl

y C

hain

and

Log

istic

s G

ener

alis

t61

TW-M

M-G

EN

AS

C00

0 - M

3S

uppl

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hain

and

Log

istic

s G

ener

alis

t1,

241

Man

ager

2: F

inan

ceM

GR

25

147

TW-M

M-E

NG

YA

FT -

M3

Fina

ncia

l Ana

lysi

s an

d Ta

x R

ollu

p39

3TW

-MM

-GE

NA

FT -

M3

Fina

ncia

l Ana

lysi

s an

d Ta

x R

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p4,

384

33A

on H

ewitt

35



Sour

ceJo

b C

ode

Job

Title

SCE

Job

Cod

e an

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tle#

of S

urve

yIn

cum

bent

s#

SCE

EEs

Stud

y Po

s #

Man

ager

/Sup

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sor M

anag

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: Fin

ance

: Con

trol

lers

MG

R2

1314

8R

AD

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D31

04A

ccou

ntin

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gmt

91R

AD

FOR

D31

14B

udge

t/Fin

anci

al M

gmt

349

RA

DFO

RD

3124

Payr

oll M

gmt

7M

HR

C-S

IRS

S00

3 - 4

Bud

getin

g24

6M

HR

C-S

IRS

S00

7 - 4

Fina

ncia

l Ana

lysi

s2,

008

MH

RC

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SS

009

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ccou

ntin

g-G

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036

MH

RC

-SIR

SS

015

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RA

DFO

RD

3014

Fina

ncia

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trols

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plia

nce

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7TW

-MM

-EN

GY

AFB

000

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Acc

ount

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Gen

eral

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ulti

91TW

-MM

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GY

AFB

070

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Pay

roll

No

Dat

aTW

-MM

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GY

AFT

010

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Fin

Anl

ys88

TW-M

M-E

NG

YA

FT02

0 - M

3B

udge

t Ana

lysi

s53

TW-M

M-G

EN

AFB

000

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Acc

ount

ing

Gen

eral

ist/M

ulti

598

TW-M

M-G

EN

AFB

070

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Pay

roll

78TW

-MM

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NA

FT01

0 - M

3Fi

n A

nlys

2,40

1TW

-MM

-GE

NA

FT02

0 - M

3B

udge

t Ana

lysi

s26

1

Man

ager

2: F

inan

ce: O

pera

tiona

l Fin

ance

MG

R2

614

9M

HR

C-S

IRS

S00

7 - 4

Fina

ncia

l Ana

lysi

s2,

008

TW-M

M-E

NG

YA

FT00

0 - M

3Fi

nanc

ial A

naly

sis

and

Tax

Gen

eral

ist/M

ultid

isci

plin

e48

TW-M

M-G

EN

AFT

000

- M3

Fina

ncia

l Ana

lysi

s an

d Ta

x G

ener

alis

t/Mul

tidis

cipl

ine

741

Man

ager

2: F

inan

ce: T

reas

urer

sM

GR

21

150

RA

DFO

RD

3094

Trea

sure

r 18

MH

RC

-SIR

SS

014

- 4Tr

easu

rer

No

Dat

aM

HR

C-S

IRS

S01

6 - 4

Cas

h M

anag

emen

t80

TW-M

M-E

NG

YA

FT03

0 - M

3Tr

easu

ry O

pera

tions

26TW

-MM

-GE

NA

FT03

0 - M

3Tr

easu

ry O

pera

tions

198

34A

on H

ewitt

36



Sour

ceJo

b C

ode

Job

Title

SCE

Job

Cod

e an

d Ti

tle#

of S

urve

yIn

cum

bent

s#

SCE

EEs

Stud

y Po

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Man

ager

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sor M

anag

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esou

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MG

R2

1715

1R

AD

FOR

D32

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Mgm

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RA

DFO

RD

3234

Bene

fits

Mgm

t 13

MH

RC

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SS

144

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mpl

oyee

Ben

efits

133

MH

RC

-SIR

SS

146

- 4La

bor R

elat

ions

33M

HR

C-S

IRS

S17

0 - 4

Com

pens

atio

n12

5TW

-MM

-EN

GY

AH

R02

0 - M

3C

ompe

nsat

ion

Gen

eral

ist/M

ultid

isci

plin

e18

TW-M

M-E

NG

YA

HR

060

- M3

Ben

efits

18TW

-MM

-EN

GY

AH

R10

0 - M

3La

bor R

elat

ions

9TW

-MM

-EN

GY

AH

R12

0 - M

3O

rgan

izat

ion

Dev

elop

men

t13

TW-M

M-E

NG

YA

HR

140

- M3

Rec

ruitm

ent G

ener

alis

t/Mul

tidis

cipl

ine

17TW

-MM

-GE

NA

HR

020

- M3

Com

pens

atio

n G

ener

alis

t/Mul

tidis

cipl

ine

169

TW-M

M-G

EN

AH

R06

0 - M

3B

enef

its20

8TW

-MM

-GE

NA

HR

100

- M3

Labo

r Rel

atio

ns42

TW-M

M-G

EN

AH

R12

0 - M

3O

rgan

izat

ion

Dev

elop

men

t15

7TW

-MM

-GE

NA

HR

140

- M3

Rec

ruitm

ent G

ener

alis

t/Mul

tidis

cipl

ine

373

Man

ager

2: I

nfor

mat

ion

Tech

nolo

gy: E

nter

pris

e Ar

chite

ctur

e &

Str

ateg

yM

GR

25

152

RA

DFO

RD

2224

Sys

tem

s D

esig

n/A

rchi

tect

ure

Eng

rg M

gmt

459

MH

RC

-SIR

SS

226

- 4S

yste

ms

Arc

hite

ctur

e - I

nfor

mat

ion

Tech

nolo

gy19

4TW

-MM

-EN

GY

AID

030

- M3

IT A

rchi

tect

ure

(Sys

tem

s D

esig

n)

12TW

-MM

-GE

NA

ID03

0 - M

3IT

Arc

hite

ctur

e (S

yste

ms

Des

ign)

43

4

35A

on H

ewitt

37



Sour

ceJo

b C

ode

Job

Title

SCE

Job

Cod

e an

d Ti

tle#

of S

urve

yIn

cum

bent

s#

SCE

EEs

Stud

y Po

s #

Man

ager

/Sup

ervi

sor M

anag

er 2

: Inf

orm

atio

n Te

chno

logy

: Grid

Ser

vice

sM

GR

215

153

RA

DFO

RD

3404

Info

rmat

ion

Syst

ems

Mgm

t 36

2R

AD

FOR

D34

24C

ompu

ter O

pera

tions

Mgm

t 21

RA

DFO

RD

3444

Net

wor

k Sy

stem

s M

gmt

54M

HR

C-S

IRS

S20

7 - 4

Net

wor

k E

ngin

eerin

g13

3M

HR

C-S

IRS

S20

9 - 4

Com

pute

r Sys

tem

s An

alys

is60

4M

HR

C-S

IRS

S21

5 - 4

Net

wor

k C

omm

unic

atio

ns33

6M

HR

C-S

IRS

S217

- 4

Dat

abas

e Ad

min

istra

tion

37M

HR

C-S

IRS

S22

0 - 4

Info

rmat

ion

Syst

ems-

Gen

eric

/Mul

tidis

cipl

ined

(Tec

hnic

al)

2,30

0M

HR

C-S

IRS

S22

2 - 4

Info

rmat

ion

Syst

ems-

Gen

eric

(Adm

inis

trativ

e)17

5R

AD

FOR

D34

64Te

leco

mm

unic

atio

ns M

gmt

61TW

-MM

-EN

GY

AID

110

- M3

IS S

ecur

ity D

evel

opm

ent

No

Dat

aTW

-MM

-EN

GY

AIT

000

- M3

IT A

dmin

istra

tion

Gen

eral

ist/M

ultid

isci

plin

e49

TW-M

M-E

NG

YA

IT01

0 - M

3C

ompu

ter S

yste

ms

Adm

inis

tratio

n20

TW-M

M-E

NG

YA

IT03

0 - M

3D

atab

ase

Adm

inis

tratio

nN

o D

ata

TW-M

M-E

NG

YA

IT04

0 - M

3N

etw

ork

Con

trol/A

dmin

istra

tion

5TW

-MM

-GE

NA

ID11

0 - M

3IS

Sec

urity

Dev

elop

men

t59

TW-M

M-G

EN

AIT

000

- M3

IT A

dmin

istra

tion

Gen

eral

ist/M

ultid

isci

plin

e1,

388

TW-M

M-G

EN

AIT

010

- M3

Com

pute

r Sys

tem

s Ad

min

istra

tion

188

TW-M

M-G

ENAI

T030

- M

3D

atab

ase

Adm

inis

tratio

n36

TW-M

M-G

ENAI

T040

- M

3N

etw

ork

Con

trol/A

dmin

istra

tion

256

Man

ager

2: I

nfor

mat

ion

Tech

nolo

gy: I

T Se

rvic

e M

gmnt

Offi

ce &

Ope

ratio

nsM

GR

27

154

TW-M

M-E

NG

YA

IT00

0 - M

3IT

Adm

inis

tratio

n G

ener

alis

t/Mul

tidis

cipl

ine

49TW

-MM

-GE

NA

IT00

0 - M

3IT

Adm

inis

tratio

n G

ener

alis

t/Mul

tidis

cipl

ine

1,38

8

Man

ager

2: L

egal

Org

aniz

atio

nM

GR

28

155

MH

RC

-SIR

SS

972

- 4W

orke

r'S C

ompe

nsat

ion

Cla

ims

Ana

lysi

s8

TW-M

M-E

NG

YA

HS

070

- M3

Wor

kers

Com

pens

atio

n C

ase

Man

agem

ent

No

Dat

aTW

-MM

-EN

GY

ALS

000

- M3

Lega

l Sup

port

Gen

eral

ist/M

ultid

isci

plin

eN

o D

ata

TW-M

M-E

NG

YA

LS03

0 - M

3C

laim

s R

esol

utio

nN

o D

ata

TW-M

M-G

EN

AH

S07

0 - M

3W

orke

rs C

ompe

nsat

ion

Cas

e M

anag

emen

tN

o D

ata

TW-M

M-G

EN

ALS

000

- M3

Lega

l Sup

port

Gen

eral

ist/M

ultid

isci

plin

e34

TW-M

M-G

EN

ALS

030

- M3

Cla

ims

Res

olut

ion

No

Dat

a

Man

ager

2: O

pera

tiona

l Ser

vice

s: B

usin

ess

Res

ilien

cyM

GR

22

156

MH

RC

-SIR

SS

454

- 4B

usin

ess

Con

tinui

ty11

TW-M

M-E

NG

YA

AY0

10 -

M3

Bus

ines

s C

ontin

uatio

nN

o D

ata

TW-M

M-G

EN

AA

Y010

- M

3B

usin

ess

Con

tinua

tion

6

36A

on H

ewitt

38



Sour

ceJo

b C

ode

Job

Title

SCE

Job

Cod

e an

d Ti

tle#

of S

urve

yIn

cum

bent

s#

SCE

EEs

Stud

y Po

s #

Man

ager

/Sup

ervi

sor M

anag

er 2

: Ope

ratio

nal S

ervi

ces:

Cor

pora

te E

nviro

nmen

tal S

ervi

ces

MG

R2

1315

7M

HR

C-S

IRS

S63

4 - 4

Eng

inee

ring

- Env

ironm

enta

l24

TW-M

M-E

NG

YA

ZE12

0 - M

3E

nviro

nmen

tal E

ngin

eerin

g N

o D

ata

TW-M

M-G

EN

AZE

120

- M3

Env

ironm

enta

l Eng

inee

ring

69

Man

ager

2: O

pera

tiona

l Ser

vice

s: C

orpo

rate

Hea

lth &

Saf

ety

MG

R2

115

8R

AD

FOR

D33

84E

nviro

nmen

tal H

ealth

& S

afet

y M

gmt

11M

HR

C-S

IRS

S03

2 - 4

Env

ironm

enta

l, H

ealth

And

Saf

ety-

Mul

tiple

Fun

ctio

ns20

1M

HR

C-S

IRS

S15

2 - 4

Occ

upat

iona

l Saf

ety

And

Hea

lth76

MH

RC

-SIR

SS

456

- 4E

ngin

eerin

g - E

nviro

nmen

tal,

Hea

lth a

nd S

afet

y12

5TW

-MM

-EN

GY

AH

S03

0 - M

3H

ealth

and

Saf

ety

22TW

-MM

-GE

NA

HS

030

- M3

Hea

lth a

nd S

afet

y82

Man

ager

2: O

pera

tiona

l Ser

vice

s: C

orpo

rate

Rea

l Est

ate

MG

R2

215

9R

AD

FOR

D63

14R

eal E

stat

e S

peci

alis

t/Mgr

7

MH

RC

-SIR

SS

305

- 4R

eal E

stat

e M

anag

emen

t61

TW-M

M-E

NG

YA

RE

010

- M3

Rea

l Est

ate/

Pro

perty

Man

agem

ent

No

Dat

aTW

-MM

-GEN

ARE0

10 -

M3

Rea

l Est

ate/

Prop

erty

Man

agem

ent

81

Man

ager

2: O

pera

tiona

l Ser

vice

s: C

orpo

rate

Sec

urity

MG

R2

116

0R

AD

FOR

D33

44S

ecur

ity M

gmt

29M

HR

C-S

IRS

S18

0 - 4

Sec

urity

-Indu

stria

l17

2TW

-MM

-EN

GY

AA

Y000

- M

3S

ecur

ity G

ener

alis

t/Mul

tidis

cipl

ine

28TW

-MM

-GE

NA

AY0

00 -

M3

Sec

urity

Gen

eral

ist/M

ultid

isci

plin

e25

1

Man

ager

2: O

pera

tiona

l Ser

vice

s: E

nter

pris

e Sa

fety

Pro

gram

MG

R2

116

1R

AD

FOR

D33

84E

nviro

nmen

tal H

ealth

& S

afet

y M

gmt

11M

HR

C-S

IRS

S03

2 - 4

Env

ironm

enta

l, H

ealth

And

Saf

ety-

Mul

tiple

Fun

ctio

ns20

1M

HR

C-S

IRS

S15

2 - 4

Occ

upat

iona

l Saf

ety

And

Hea

lth76

MH

RC

-SIR

SS

456

- 4E

ngin

eerin

g - E

nviro

nmen

tal,

Hea

lth a

nd S

afet

y12

5TW

-MM

-EN

GY

AH

S03

0 - M

3H

ealth

and

Saf

ety

22TW

-MM

-GE

NA

HS

030

- M3

Hea

lth a

nd S

afet

y82

Man

ager

2: O

pera

tiona

l Ser

vice

s: T

D/P

PD S

uppl

y C

hain

and

Inte

grat

ed S

uppo

rt S

ervi

ceM

GR

23

162

RA

DFO

RD

1464

Supp

ly C

hain

/Pro

cure

men

t Mgm

t 89

TW-M

M-E

NG

YA

SC

000

- M3

Sup

ply

Cha

in a

nd L

ogis

tics

Gen

eral

ist

61TW

-MM

-GE

NA

SC

000

- M3

Sup

ply

Cha

in a

nd L

ogis

tics

Gen

eral

ist

1,24

1

37A

on H

ewitt

39



Sour

ceJo

b C

ode

Job

Title

SCE

Job

Cod

e an

d Ti

tle#

of S

urve

yIn

cum

bent

s#

SCE

EEs

Stud

y Po

s #

Man

ager

/Sup

ervi

sor M

anag

er 2

: Pow

er P

rodu

ctio

nM

GR

210

163

TW-M

M-E

NG

YE

GF0

40 -

M3

Foss

il P

ower

Ope

ratio

ns12

4TW

-MM

-EN

GY

EG

F050

- M

3G

as T

urbi

ne/P

eaki

ng U

nit

No

Dat

aTW

-MM

-EN

GY

EG

H02

0 - M

3H

ydro

elec

tric

Ope

ratio

ns a

nd/o

r Mai

nten

ance

No

Dat

aTW

-MM

-GE

NA

ZE04

0 - M

3C

ivil

Eng

inee

ring

54

Man

ager

2: R

egul

ator

y Af

fairs

MG

R2

516

4M

HR

C-S

IRS

S90

5 - 4

Reg

ulat

ory

Com

plia

nce

249

RA

DFO

RD

1502

4R

egul

ator

y Af

fairs

Mgm

t 88

TW-M

M-E

NG

YA

CA

050

- M3

Reg

ulat

ory

Affa

irs a

nd C

ompl

ianc

e14

0TW

-MM

-EN

GY

AC

A06

0 - M

3E

nviro

nmen

tal A

ffairs

and

Com

plia

nce

29

Man

ager

2: R

egul

ator

y Af

fairs

: Sta

te R

egul

ator

y O

pera

tions

MG

R2

516

5M

HR

C-S

IRS

S90

5 - 4

Reg

ulat

ory

Com

plia

nce

249

RA

DFO

RD

1502

4R

egul

ator

y Af

fairs

Mgm

t 88

TW-M

M-E

NG

YA

CA

050

- M3

Reg

ulat

ory

Affa

irs a

nd C

ompl

ianc

e14

0TW

-MM

-EN

GY

AC

A06

0 - M

3E

nviro

nmen

tal A

ffairs

and

Com

plia

nce

29

Man

ager

2: T

rans

mis

sion

& D

istr

ibut

ion:

Ass

et M

anag

emen

t & O

pera

tions

Sup

port

MG

R2

1516

6M

HR

C-S

IRS

S34

0 - 4

Bus

ines

s P

lann

ing

135

TW-M

M-E

NG

YA

LS02

0 - M

3C

ontra

ct A

dmin

istra

tion

30TW

-MM

-GEN

ALS0

20 -

M3

Con

tract

Adm

inis

tratio

n51

6

Man

ager

2: T

rans

mis

sion

& D

istr

ibut

ion:

Dis

trib

utio

n B

usin

ess

Line

MG

R2

5416

7TW

-MM

-EN

GY

ED

D00

0 - M

3E

nerg

y D

eliv

ery/

Dis

tribu

tion

Gen

eral

ist/M

ultid

isci

plin

e12

1TW

-MM

-EN

GY

ED

D02

0 - M

3E

lect

ric D

istri

butio

n C

onst

ruct

ion

and/

or M

aint

enan

ce15

7

38A

on H

ewitt

40



Sour

ceJo

b C

ode

Job

Title

SCE

Job

Cod

e an

d Ti

tle#

of S

urve

yIn

cum

bent

s#

SCE

EEs

Stud

y Po

s #

Man

ager

/Sup

ervi

sor M

anag

er 2

: Tra

nsm

issi

on &

Dis

trib

utio

n: E

ngin

eerin

g &

Tec

h Sr

vcs

Bs

LnM

GR

29

168

MH

RC

-SIR

SS

300

- 4E

ngin

eerin

g-C

onst

ruct

ion

114

MH

RC

-SIR

SS

343

- 4E

ngin

eerin

g P

lann

ing

703

MH

RC

-SIR

SS

439

- 4E

ngin

eerin

g-M

echa

nica

l57

4M

HR

C-S

IRS

S44

9 - 4

Eng

inee

ring-

Ele

ctric

al37

2M

HR

C-S

IRS

S46

0 - 4

Eng

inee

ring-

Sys

tem

s In

tegr

atio

n1,

760

MH

RC

-SIR

SS

465

- 4E

ngin

eerin

g D

esig

n13

4M

HR

C-S

IRS

S64

1 - 4

Eng

inee

ring-

Stru

ctur

al29

6TW

-MM

-EN

GY

AZE

530

- M3

Ele

ctric

Sys

tem

/Grid

Pla

nnin

g E

ngin

eerin

g47

TW-M

M-E

NG

YA

ZE53

3 - M

3E

lect

ric S

yste

m/G

rid O

pera

tions

Eng

inee

ring

5TW

-MM

-EN

GY

AZE

540

- M3

Ele

ctric

Tra

nsm

issi

on A

sset

Pla

nnin

g an

d O

pera

tions

Eng

inee

ring

66TW

-MM

-EN

GY

AZE

543

- M3

Ele

ctric

Dis

tribu

tion

Eng

inee

ring

66TW

-MM

-EN

GY

AZE

580

- M3

Maj

or C

onst

ruct

ion

Des

ign

Eng

inee

ring

No

Dat

aTW

-MM

-EN

GY

AZE

583

- M3

Maj

or C

onst

ruct

ion

Cos

t Eng

inee

ring

No

Dat

aTW

-MM

-EN

GY

AZT

544

- M3

Ele

ctric

Tra

nsm

issi

on a

nd/o

r Dis

tribu

tion

Tech

nica

l Spe

cial

tyN

o D

ata

Man

ager

2: T

rans

mis

sion

& D

istr

ibut

ion:

Maj

or P

roje

cts

Org

aniz

atio

nM

GR

26

169

TW-M

M-E

NG

YA

PM

510

- M3

Maj

or C

onst

Pro

j Mgm

t48

Man

ager

2: T

rans

mis

sion

& D

istr

ibut

ion:

T&

D S

afet

yM

GR

28

170

RA

DFO

RD

3384

Env

ironm

enta

l Hea

lth &

Saf

ety

Mgm

t 11

MH

RC

-SIR

SS

032

- 4E

nviro

nmen

tal,

Hea

lth A

nd S

afet

y-M

ultip

le F

unct

ions

201

MH

RC

-SIR

SS

152

- 4O

ccup

atio

nal S

afet

y An

d H

ealth

76M

HR

C-S

IRS

S45

6 - 4

Eng

inee

ring

- Env

ironm

enta

l, H

ealth

and

Saf

ety

125

TW-M

M-E

NG

YA

HS

030

- M3

Hea

lth a

nd S

afet

y22

TW-M

M-G

EN

AH

S03

0 - M

3H

ealth

and

Saf

ety

82

Man

ager

2: T

rans

mis

sion

& D

istr

ibut

ion:

Tra

nsm

issi

on S

ubst

atio

ns &

Ope

ratio

nsM

GR

243

171

TW-M

M-E

NG

YE

TM00

0 - M

3E

lect

ric T

rans

mis

sion

Con

stru

ctio

n an

d/or

Mai

nten

ance

G

ener

alis

t/Mul

tidis

cipl

ine

62

Man

ager

-Pro

ject

/Pro

duct

2M

PP2

510

172

RA

DFO

RD

3634

Pro

ject

/Pro

gram

(Adm

in) M

gmt

139

MH

RC

-SIR

SS

623

- 4P

roje

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48

2018 General Rate Case A.16-09- - Southern California Edison€¦ · Workpaper – Southern...

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Transcript of 2018 General Rate Case A.16-09- - Southern California Edison€¦ · Workpaper – Southern...