Rakesh is responsible for SCE’s energy trading, wholesale market participation and generation asset management activities. He leads several strategic planning initiatives, including the development of the vision, strategy, goals and operating models for the Trading & Marketing Operations (TMO) department. He also identifies and facilitates the execution of quick wins, as well as finding and implementing opportunities to break silos and bring greater alignment and transparency between departments.

He is well respected throughout the organization for his knowledge, intelligence, ability to get things done, interpersonal communication and collaboration skills. Over the course of the last two years, Rakesh assisted and mentored employees in implementing 26 continuous improvement projects to streamline, standardize and automate processes. He also developed dashboards to track status on department initiatives, identify synergies and improve collaboration.

Rakesh doesn’t just embody all of Edison’s values and guiding behaviors, he inspires others to as well. His kind, respectful demeanor enhances the dynamic of every team he works with. His ability to transform diverse thoughts and ideas or nebulous concepts into clear frameworks and visuals helps teams solve challenges and identify opportunities. His sense of teamwork and willingness to help others solve problems, whether it pertains to his area of expertise or functional responsibility, makes him a highly sought-after partner. 

Vicki provides program/project analyst support to the CPUC and FERC legal administrative assistants and attorneys. She coordinates filings, distributions, data requests and case management functions throughout the company, working directly with attorneys, project managers and assistants as well as the case administration group in Regulatory Affairs. She is the go-to person for any issues at FERC, as well as the CPUC. Vicki also handles appellate filings needed in the federal district courts, which has required her to learn a new set of rules under which she communicates with both the court and the attorneys to make sure important appeals are filed on time.  

She always goes above and beyond her normal job responsibilities, making sure that the attorneys and proceedings she supports have everything required, regardless of whether it is her direct responsibility. Vicki always checks in before a big filing to make sure she is ready to assist in any way possible. In addition to the very high workload Vicki takes on, she also volunteers in leadership roles within the department and company to help make SCE a better place. Everyone who works with Vicki knows that if she is asked to handle a task, no matter how busy she is, she will get it done. Even more than getting her work done, she always makes sure to communicate where things are, suggest improvements and has a great positive attitude. 

Vicki is considered a guide and mentor for others. Her honesty and integrity have earned her respect throughout the department. She shows strength and dedication in her demanding role yet seeks new responsibilities. She continually fosters an inclusive environment by maintaining effective working relationships with others. She also encourages ideas and is always open to change. Vicki displays a genuine appreciation for her job and is a highly valued member of her department.  

Anna is responsible for SCE’s Demand Response (DR) programs, including the day-to-day administration and development of new programs. She assists in preparing advice letters, tariff revisions, data request responses and other forms of regulatory documentation and testimony language, and serves as an external spokesperson for SCE’s DR programs in regulatory forums, customer events, trade associations, etc. She also monitors and addresses issues related to customer enrollment, work orders, program compliance and disputes, and assists with marketing materials, SCE webpages, customer notifications and other communications as needed.

She helped establish the groundwork for implementing the Demand Response Auction Mechanism (DRAM) pilot with Energy Procurement & Management (EP&M). To make sure the team was set up for success and the program was administered prudently, Anna stepped in to ensure EP&M knew the nuances and rules of DR. Because of Anna’s keen understanding of the programs and resulting load impacts that DR can provide to help ensure the reliability of the grid, she identified an issue with the viability of certain DR resources procured as resource adequacy. She has collaborated with colleagues across the organization over the past 18 months to ensure the integrity of SCE’s DR programs, the reliability of resource procurement and the effectiveness of regulatory advocacy on behalf of both SCE and its customers.

Anna is now regarded as an authority in all projects that she takes on. Anna’s outstanding performance over the past two years has cemented her reputation as a key role model for others. She comes into any situation with an open mind and assumes best intentions and always comes having done her homework. Her words carry weight because they are grounded in research with a mind for best outcomes. Anna has a quote that appears below her email signature that says, “Stay Teachable,” and that is a perfect representation of Anna’s public commitment to be open to constructive coaching, to continuously pursue opportunities to grow and learn and to set high expectations for herself and others. 

Sara is the Hazardous Waste Program lead supplying waste management services, education, guidance and compliance with regulatory requirements for the company. Managing the transportation and disposal of thousands of tons of waste materials from hundreds of locations across 50,000 square miles is an intense juggling act. The typical number of waste-related transactions in a year is 30,000 pieces of equipment and 17,000 containers of waste. Handling this volume with a limited number of resources is where Sara shines as a leader. Last year, she issued an RFP for waste management services that resulted in a 5.6% reduction in transportation costs and a 4.4% reduction in labor rates of an annual spend of $6 million.

She was the driving force behind changing the process to manage electrical equipment and waste from Contractor Project Stores (CPS). She developed a process change that allowed for units to be picked up directly from CPS that eliminated extra touch points in the process. The proposal required a cost determination, statement of benefits and proposed implementation plan. Stakeholders were presented with the information and received authorization to move forward, highlighting how “changing the norm” would result in benefits to the company. In addition to this project, Sara is currently gaining state approval to exempt mineral oil from certain hazardous waste regulations and fees, which would result in approximately $700,000 in savings per year.

She is always willing to take on a task without question or pushback. Her calm and upbeat personality can help colleagues get through the times when the work can sometimes be overwhelming. Even when the workload is daunting, she perseveres to meet deadlines, compliance filings and other internal milestones. She does this with a “can-do” attitude and will reach out for assistance and support when warranted, and as a leader, delegates when it’s appropriate. She sees the need and offers herself up as part of the solution.  

Marina and her staff are responsible for providing reasonable assurance that nuclear facility personnel are trustworthy, will perform their tasks reliably and are fit for duty. She provides clear vision and goals for her team and ensures team success by removing obstacles and streamlining processes. Marina is forward thinking and interacts with station leadership, project managers and supervisors to create a solid foundation for successfully onboarding and screening personnel for unescorted access to the facility. Her efforts ensure minimal downtime typically associated with onboarding and screening personnel for site and/or protected area access.

She created a cross-training and development program to ensure all personnel in her group were well versed in all aspects of access authorization and fitness for duty. Marina worked with her team and learned all aspects of the program and has completed the training necessary to assume the role of Clearance Grantor to support the Access Authorization Reviewing Official if needed. This process normally takes three years to complete; Marina did it in 12 months. Marina was also selected as the project manager to develop/implement the SONGS Decommissioning Agent Organization. Her efforts led SONGS to be a more efficient and focused organization, ultimately saving the company and co-owners more than $5 million annually in direct payroll costs. Marina’s leadership and people skills were evident throughout the project and the reorganization efforts were conducted in a fair, legal and ethical fashion.

Marina treats all personnel with dignity and respect. She values opinions and input from others as demonstrated through engagement with her staff and customers. She also implemented a customer feedback process to ensure ideas and improvement opportunities are heard and evaluated in a timely manner. This process has been identified as a “best practice” by external entities during benchmarking visits conducted by other nuclear sites. 

Yuriy is a portfolio manager in the SmartGrid and Enterprise Network Engineering Group under Grid Services, managing and overseeing many high-visibility projects with budgets of ~$19 million. He has been a key person in bringing together several working groups in different departments to oversee the implementation of complex and critical data network projects. His invaluable leadership skills help move technical projects along, meeting major milestones, and he keeps projects on track. He also understands the technical aspect of these projects.

He regularly goes above and beyond his normal job responsibilities. When asked for information, he consistently takes it one step further and gathers additional data to help management make informed decisions. When he works with a team, he often takes the extra step of communicating the decisions to a broader audience, ensuring the right stakeholders have the information they need to contribute to whatever effort he’s supporting. He has done an exceptional job in updating the SmartGrid and Enterprise portfolio projects, as well as managing high-visibility programs and leading new technology projects.

Yuriy is a highly respected team member who delivers quality work with great energy. He accepts accountability for his actions and his assignments, putting in whatever effort is required to meet his commitments. He also takes the time to provide project updates at the right level of detail appropriate to his audience. He works directly with engineers and peers, and whenever there are delays, he consistently addresses issues one on one before escalating, which earns him the trust of those who collaborate with him. He does all of this while maintaining a positive, constructive and professional demeanor. 

Diane is the executive assistant for the Tax department, which is part of Finance, and supports the VP of Tax, two directors and a team of 22 tax professionals. She’s also responsible for processing/mailing all tax return filings and is the point of contact on many companywide initiatives. Diane does not limit herself to the job description of her role but agrees to take on additional and different tasks as opportunities present themselves. She became an active member responsible for implementing SharePoint in the department. She is the department’s liaison with Corporate Real Estate for the Seismic Retrofit project and its representative in the Finance Safety Congress.

She is constantly looking for ways to employ technology to streamline and improve processes. She is a three-time alumnus of the X-Change program. Diane was part of the team that focused on efforts to eliminate office supply waste in Finance's Company Central locations, standardized office supply storage and explored options on reducing costs associated with procuring supplies. For her second project, she created a self-service site for commonly requested tax forms to help customers and to reduce efforts by the Tax team. Her third project looked at ways to improve management of the tax compliance log that tracks tax filing requirements.

Diane’s work ethic, her breadth and depth of the department and company knowledge and her sharp, curious approach to everything is impressive. Her positive attitude has no bounds. Her treatment of others exudes kindness and compassion — always putting others ahead of her. She truly exemplifies our values with all who are fortunate to work with her. She brings ideas and people together by cultivating diversity in teamwork, creating opportunities to learn and grow. She values different perspectives, seeing suggestions and exchanges, not as threats, but as learning moments. This is the essence of her leadership skills.

Pete is a troubleman whose work assists with operating and maintaining the distribution system. He is a first responder to emergent calls from incidents such as car hit poles, structure fires and circuit interruptions. He also ensures the public’s safety and the safety of crews while working in the field. He is an instructor at the Chino Training Center to train journeyman lineman to be troublemen by teaching them how to troubleshoot, operate and maintain the distribution system.

He has gone above and beyond his regular job by being heavily involved with mentoring up-and-coming apprentices, linemen and troublemen. Pete always stays on top of new policies, rules and technologies on his own time. He also takes what he learns and folds it into his class curriculum by putting together workbooks, training scenarios and attending after-hour classes. This not only improves his skills, but also improves those of everyone who comes through the class. He is always willing to learn and adapt new information to make things safer and more efficient for his students, mentees and fellow troublemen.

Pete has always maintained great relationships with people. Students walk away from classes knowing they have someone who will treat them with respect, and who has a calm, cool and collective demeanor when explaining things. Pete is always available whenever called upon, whether it’s picking up the phone, providing refresher training if needed or doing ride-alongs. His input to ensure safe work habits is highly respected. He is dedicated, knowledgeable and believes in the welfare of all employees, ensuring that they know their jobs well enough to perform to their highest and safest capabilities possible. 

Gaspar manages a small civil crew at Kaweah that maintains miles of waterways to keep the Kaweah hydro plants functioning. This involves hours of hard physical labor while working in the trenches side by side with his crew. He manages his crew extremely well, never hesitating to do more than his fair share of office work, as well as volunteering to create work efficiencies that help reduce costs. Gaspar is detail-oriented and very thorough in his inspection of the lines and notifications of work that needs to be performed. He makes sure the full inventory of needed engineering drawings and spec sheets for rebuilds are on hand — requiring a bit of extra searching in the records room. He is a true steward of the assets and takes extra steps to make sure the job gets done right.

One indicator of his strong performance record is, even as the crew has decreased in numbers, the work has grown. This is due to Gaspar’s reputation for being hard working, driven and very efficient. He has found ways to optimize using helicopters to fly loads back and forth to save time and crew work. Outside of his regular duties, Gaspar looks for improvement opportunities and to cut inefficiencies. He successfully made the case to remove a contractor because in-house staff could do the work cheaper and faster without the markup for outsourcing. He saved the company 50% on a single job. He also looks for ways to save money by consolidating many work orders by area.

Although Gaspar has a quiet and humble demeanor, he is very inclusive and welcoming. His commitment to his crew, co-workers and team is one of his best attributes. He really knows his crew on a deep level, and his friendship and caring for them extends beyond the work place. His crew works hard, and he works hard and gets right in there alongside them. Workers with his dedication do not come along very often. His positive spirit lifts and motivates everyone he meets.

Keisha leads a team that is responsible for the development and redesign of technical training, such as Craft Apprenticeships, New Hire, and operating unit-specific compliance programs. Keisha has built a strong team and created a culture that contributes to business results. Keisha is open to initiating change and acting on the team’s suggestions on ways to improve processes, relationships and learning solutions. She implemented learning strategies and created a positive impact with departments to become more strategic in how they prioritized their key learning initiatives. She not only led her team to meeting their key goals, but also took on work to support her peers and successfully led her team to deliver enterprise learning solutions and implementing virtual reality training.

She looks outside of the organization and welcomes new ways of learning and executing projects, seeking opportunities to better partner with other groups in order to help advance the work. She recognizes that a siloed approach to tackling work limits potential; being inclusive of additional perspectives produces better results. Through her leadership, her team has served clients at a level that they have not achieved in many years.

When Keisha came into the organization, it had just undergone a second reduction in force. Keisha sensed the low morale. Uncertainties in the work environment caused a lot of stress and anxiety. She showed something different. She was transparent, empathetic and understanding. Keisha has created an environment in which all feel valued and trusted. She has made an impressive positive impact on each individual and on the entire team. Through her genuine caring about the people, the team quickly began to trust and care for each other. She leads with vision and transparency and has created a team that feels like it can, and does, make a difference. 

Rich tests meters and metering equipment, conducts weather station assessments, troubleshoots field issues including solar installs and uses tools to continuously maintain and improve the grid. Rich is always looking out for his co-workers by exploring new ideas that promote safety. He has designed tools and improved field equipment to enhance safe practices. After the Thomas Fire, Rich worked on the weather station proposal to eliminate future wildfires and promote public safety. Rich also trains the planner group on the proper requirements for metering installations. He also keeps up on the metering installation standards and codes.

He goes out of his way to train anyone willing to listen and will use his own time to help or research things that can improve the team’s work. He serves on many committees because of his vast experience and knowledge. He is on the tool team and develops many of the safety tools used today. Rich is one of the go-to-guys people call when they have a question. He receives many calls from meter techs who need help or to ask questions about complex equipment. He takes time to educate and makes learning fun. Rich enables and encourages teamwork, involving others and developing their knowledge base while recognizing their contributions. He is definitely a team player and encourages others’ input as a team to come up with new ways or procedures that can improve work culture.

More than once, Rich has gone out of his way to help customers feel comfortable after troubleshooting an issue. He has turned angry customers into smiling ones who are thanking him for his help. Rich is one of the nicest, most humble people you’ll ever meet. He leads by example, upholding integrity and respect for everyone.

Rose is responsible for the design and implementation of Edison safety initiatives that reduce or mitigate life-threatening and life-altering injuries. She co-leads the Predictive Analytics initiative, which help field locations where high-hazard work is performed to identify and manage safety risk prior to engaging in work. While this data-driven, complex effort will have direct impact on field personnel, it indirectly creates and sustains a positive safety culture across the enterprise.

Rose partnered with an IT data scientist and put the Predictive Analytics project on a path for success by immersing herself in the data and self-studying to learn the area of predictive analytics and data science. She has consistently exceeded expectations on the initiative. She then used the data model results to collaborate with managers, supervisors and line workers to develop mitigating actions to life- threatening/altering injuries. She was successful in presenting and achieving buy-in from leadership to implement a pilot in three districts. Rose’s role in co-leading the development of a sophisticated risk-model demonstrates true innovation and pioneering prowess in safety and hazard mitigation. She not only fully takes ownership and pride in this unchartered work through her enthusiasm and knowledge, she generates eagerness in others.

She shines in her positive can-do/will-do attitude. Employees like Rose live our values through their words and their actions. She is fully transparent, open and honest. She respects and embraces feedback, and genuinely uses it to grow. When there is something to learn from others, she uses it and passes the learning on so others may benefit. Transparency stands out when thinking of Rose’s approach to work and partnership. She has an ongoing candid nature of sharing information with various stakeholders and is always a pleasure to work with. 

Jessica is Kevin Payne’s chief of staff, responsible for the CEO’s office for SCE. She handles all requests coming into the office, including counsel, reports, presentations, event logistics, talking points, all-company livestreams and employee meetings. She troubleshoots and provides the framework for employees, customers, external stakeholders and executives to interact with the CEO’s office. This often means thinking about the issues from a CEO perspective, connecting dots and seeing the larger picture. She also handles her own projects that involve leaders and culture across the company. She interacts with all levels of the organization — from executives to field employees. Jessica’s role supports more than a department. Her role has direct impact on the direction of the company and our communities.

She has gone above and beyond to ensure the success of the company. On numerous occasions, she freely and willingly gave of her time and expertise to our culture transformation work even though she was not officially a member of the Culture Congress. She ensures those around her have the context and information needed to do well in their efforts. She is tenacious while strengthening the performance of others through mutual support. When issues do arise, she handles them directly and openly in a manner that helps the team and gets results. Through many jobs, roles and departments, Jessica has gone the extra mile to deliver outstanding results that benefit her teammates and the company.

Jessica lives our values every day, even in high-pressure situations that are very demanding. She never breaks her cool in front of executives or employees and always treats others with respect and assumes best intentions. She’s always extremely thoughtful. She consistently handles herself with grace and patience in the face of constant pressure. She’s always responsive, organized, realistic and respectful of everyone’s time. In addition, she does all of this with a genuine smile. She’s a real pleasure to work with.  

Steve is responsible for performing line work on our distribution grid, which includes operations, construction and inspection. This involves operating grid equipment, performing maintenance and removing and installing equipment. He engages, supports and drives for results while maintaining a personable, caring and positive attitude. He serves on the Safety Steering Team, where he and his peers forgo overtime work in their districts so they can contribute to a great safety culture. Steve constantly looks for ways to work more safely and efficiently. 

He and his team recently proposed an efficiency idea for wildfire overhead inspections through the X-Change program, recommending a find-and-fix approach to the inspection process rather than completing inspections first then follow-up remediation. This new procedure is more streamlined, effective and safe. More impressive is that he explained his project to district managers and was able to receive their support to proceed with a pilot. Steve has also been involved with updating construction standards, raising awareness and providing improvement ideas to the arc flash manual rollout, facilitating guest speakers at the Safety Congress and coordinating rodeos and safety recognition. These efforts contribute to the improvement in our safety culture.

Steve genuinely cares about fellow employees and has led efforts to develop programs to help others, such as the Peer Volunteer Program (PVP). PVP is a joint company-and-union partnership designed to help employees and family members get information and help with alcohol and drug abuse. The program, based on a similar project at PG&E, is staffed with company volunteers, typically those who have gone through the program previously and serve as peers for those seeking help for their addiction. Steve’s genuine and caring attitude, coupled with his knowledge of the program, has allowed PVP to gain traction and support from leadership. Employees like Steve, who are willing to give their time to help others and speak up on others’ behalf, are appreciated by the craft and the company.

Russell is responsible for developing new models and software components that directly serve Managed Portfolio Solutions (MaPS) client needs and allow the Digital Platform to continue providing actionable insight on challenging questions. He also mentors junior team members, advising on a multitude of different client engagements and software architecture tasks, and works with other principal team members to develop future road map plans.

Over the last two years, Russell has achieved several outstanding goals. He has been the main point of contact for Edison Energy’s first major MaPS client for almost the duration of their contract. He has been the liaison between Client Services and the Digital Platform, which requires development of completely new features on request, answering difficult questions, creatively designing new ways to convey and display data and ideas and fixing problems in all areas of the Digital Platform. Without Russell’s ingenuity, tenacity and communication skills through a challenging first major client, Edison Energy would have been unable to provide the value and expertise that it has. He was also a leading driver in last year’s release of the Digital Platform. He would consistently be one of the first to arrive and last to leave and possessed the depth of understanding and insight to decide when something was right or wrong on matters as wide ranging as statistics, architecture, hardware and energy. Russell never stopped leading by example, maintaining a positive and helpful attitude — keeping the focus on the team and the goal, and not himself. 

Russell has garnered a reputation as one of the most insightful and helpful people on our team. He can usually be found tackling any question from the most detailed software minutia to big picture questions about the team’s future. He has a unique talent to listen, say “I’m not completely sure,” and then attack the question from all angles, creating a multitude of possible solutions in the process, and helping lead the group to the most optimal of those solutions. Russell’s impact on the team and Edison Energy moving forward is hard to overstate. 

Rye works in the Grid Resiliency & Public Safety Program Management Office (PMO), which has been the central group coordinating SCE’s companywide wildfire mitigation efforts. Rye has been principally responsible for all of the financial and regulatory aspects of these efforts. This includes developing cost forecasts for dozens of new mitigation programs, ensuring management of the operating plans (budgets) and providing financial and strategic support for major regulatory filings.

Rye has provided some of the greatest contributions to the efforts of the Grid Resiliency & Public Safety PMO. Specifically, her contributions made a tremendous impact on the successful completion of SCE's recent Grid Safety & Reliability Program (GSRP) filing that defined our company's comprehensive wildfire mitigation strategy and encompassed nearly $600 million of proposed spending from 2018-2020. The development and completion of this filing was a monumental effort, which kicked off in June 2018 and was substantially completed just two months later. This is an unprecedented feat for a filing of this magnitude. Filings of this size often take 12 to 18 months to complete. Without Rye’s tremendous leadership and commitment, this could not have been accomplished. Rye contributed to nearly every facet of the filing. At the outset, she drove multiple cross-functional teams to develop and refine the mitigation strategies and successfully did so under very demanding time constraints. Rye has an innate ability to quickly grasp the essence of the larger problem and helps the team work to a logical and practical solution that often challenges the status quo or traditional thinking. 

What is most impressive about Rye is not just the consistent demonstration of exemplary performance in a very dynamic environment, but that she lifts her peers with positivity, patience, professionalism, ownership and a company-first mindset while delivering the results under some of the most demanding, complex, stressful and time-sensitive circumstances. Rye consistently rolls up her sleeves to help others when she sees a team member struggling. 

Bob serves as the Government Affairs (GA) representative to Business Resiliency’s (BR) matrix team, updating and implementing the GA business resiliency strategy and annual business continuity plan. Bob also ensures that all employees assigned to the liaison officer and agency representative Incident Management Team roles are trained and qualified according to BR requirements. For the past year, Bob has also served as a member of the Grid Resiliency and Wildfire Safety PMO, representing Local Public Affairs on the External Outreach team responsible for planning and implementing the Wildfire Mitigation Plan communications to local government officials, public safety and emergency management representatives and conducting community meetings for customers served by high fire risk circuits.

He is a skilled and natural leader. He possesses a rare combination of confidence, self-effacement, political acumen and humor that makes working with him — on even the most challenging projects — productive, effective and fun. Bob has been a tremendous asset to the company with his outreach to elected officials, first responders, emergency managers and community leaders on wildfire mitigation, Public Safety Power Shutoffs and grid resiliency. He has pushed for the company to provide circuit maps to critical city and county staff to help them prepare for the potential of proactive power shutoffs. He has helped Government Relations managers maintain and strengthen important relationships in recent burn areas and high-fire areas throughout our service territory. Bob knows the company and he knows what’s right for our customers, often at very challenging times for both.

Bob is a trusted and dependable colleague who has gone above and beyond the call of duty to address the company's wildfire mitigation efforts. Bob’s generous and dedicated spirit makes him an especially great role model. He is personally committed to safety, both for himself and his colleagues. He has ensured his colleagues, team members and those from across the company were successful with challenges associated with the wildfire mitigation efforts.  

Diane’s team manages the company brand, creative services and web communications in addition to managing external agency resources. If you’ve seen an SCE advertisement promoting clean energy or a billboard with a squirrel reminding you to hold onto metallic balloons, then you’ve seen the impressive and important work that Diane and her team have produced. Diane is also responsible for two of the least visible but most demanding and critical tasks in Corporate Communications — the budget and General Rate Case. Neither of these tasks were part of her original job function, but when the need arose, she stepped up to manage them.

She has been an advocate to rebrand Edison since joining the company, continuously promoting to leadership the importance and benefits of branding. A few years ago, Diane received approval to lead the companywide initiative to redefine the Edison brand in the new era of energy business with a new “Energy for What’s Ahead” vision. This was the company’s first branding campaign in two decades, designed to affirm its environmental commitment to the communities we serve. Besides her overall leadership, Diane was instrumental in developing and promoting the brand purpose, brand personality, brand differentiators and the brand tagline to the entire company. The initiative was successfully rolled out and was well accepted among all operating units, with an average 5% increase in internal brand awareness just five months after its launch. Externally, the brand delivered more than 1.1 billion impressions and brand favorability maintained a strong lift (19 points) among customers aware of the campaign.

Diane’s composure and confidence seem to rise in an inverse relationship to the levels of stress and anxiety around her, which has a calming effect on everyone. Her confidence is contagious, seeming to strengthen the resolve of those around her. Diane also cares about her team and supports individual career development. She encourages a diverse and inclusive work environment by respecting different opinions and welcoming her team to express different ideas. She gives everyone opportunities to shine. 

Rob leads various strategy, planning, risk management, asset analytics and regulatory efforts for Transmission & Distribution (T&D). He has led the company — not just T&D — through some of the most significant efforts over the past few years. These include: major aspects of the 2018 General Rate Case; leading the strategy and technical development of major components of the Grid Safety & Resiliency Program, Risk Assessment Mitigation Phase and Wildfire Mitigation Plan; developing the analytical backbone for SCE’s wildfire analysis efforts; and advancing T&D’s risk-informed planning process. Rob approaches his work and his relationships with colleagues and leaders with grace, humility and an unrelenting dedication to the cause.

Few people possess Rob’s depth of technical expertise, his ability to think critically and strategically, his curiosity and innovation in solving complex problems and his grace in communicating complex matters very simply. His ability to bring these skillsets together has made Rob an invaluable “go-to” expert for some of the most critical initiatives facing the company, as well as the de facto expert on some of the most impactful matters before the CPUC. A common theme with Rob is that he will always set high expectations, deliver on his commitments and get the results that are needed. Rob has been given a tremendous amount of responsibility to deliver results. When stakeholders would find out Rob was being brought in to support their efforts, there would be an overwhelming sense of calm and confidence that the work would get done with excellence.

Rob’s thought leadership and his unwavering desire to do the right thing, the right way, every time, elevated the performance and motivated the spirits of those around him. There are countless examples of how Rob has advanced the Edison values and guiding behaviors. He does this every day. What impresses most about Rob is how he seemingly without effort or intention personifies all our values at an exemplary level.

Paige is a fraud specialist on the Customer Service (CS) Information Governance team and is a matrixed resource into the Enterprise Privacy Program within Ethics & Compliance. Her primary responsibility is to investigate reports of customer fraud and scam activity and promptly act to stop the activity. Paige’s work has had a significant impact in the prevention of customer fraud not only for SCE customers but also with other utilities and industries. Paige’s work is important to CS because it displays a genuine concern for our customers’ welfare and prevents them from physical and financial harm. 

In addition to her role as the fraud specialist, she has volunteered to manage the team’s Data Loss Prevention activities. Using monitoring tools, she investigates data loss incidents and takes appropriate action. She also does not hesitate to accept new projects, such as the California Consumer Privacy Act tasks that were assigned to her when the team was still forming. She took on a temporary role and made significant contributions in the data gathering stage that included interviews for a significant number of internal employees. Paige’s work in fighting fraud has evolved to make SCE a leader in this area in the utility space. She is looked upon as a role model for others. She has continued to refine her work since its inception only two years ago. Doing so has resulted in the most effective fraud tracking method that is far ahead of any utility in the U.S.

Paige always acts with a sense of urgency, as her work is time sensitive. She realizes that any delay means the fraudulent activities can continue. Paige is tenacious in pursuing any and all options for the welfare of our customers and the public in general. By demonstrating integrity, Paige assures that information remains secure and maintains professionalism while keeping psychological safety in mind. She uses the “best intent” method to drive toward resolution. Paige delivers on all her commitments, follows up on ideas and does not hesitate to try new things.