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HomeMy WebLinkAbout2026 Southern California Edison Company SOUTHERN CALIFORNIA Ryan Jerman ME D I S O N Senior Attorney Ryan.Jerman@sce.com R CEv D . L:.'i 1; '1? 30 PM 12: 14 ti April 13, 2026 }� _' ;- t ; i;e 6 i ..ACH d Via Email Only Robert Osborn Director, Communications Division (serviceresiliency(a cpuc.ca.gov) California Public Utilities Commission California Governor's Office of Emergency Services (emergency.plans@caloes.ca.gov) Re: Submission of Emergency Operations Plan in Compliance with Decision 21-02-029 Pursuant to Ordering Paragraph 5 and Section 5.9.2 of the California Public Utilities Commission's (Commission) Decision No. 21-02-029, Southern California Edison Company (SCE) submits Edison Carrier Solutions 2026 Emergency Operations Plan Compliance Report. SCE's submission includes the Emergency Operations Plan, Emergency Contact Information, Emergency Preparedness Exercise Attestation, and Public Communications Plans. Pursuant to Decision No. 21-02-029, SCE is also providing a copy of its submission to the California Office of Emergency Services (CalOES) and the local emergency response managers within our service territory.' Very truly yours, /s/Ryan Jerman Ryan Jerman RJ/odg Enclosure cc via email: Nancy Ward, Director, CalOES (Nancy.Ward@caloes.ca.gov) Lori Nezhura, Deputy Director, CalOES (Lori.Nezhuracaloes.ca.gov) Lindsay Brown, CPUC Legal (Lindsay.Brown@cpuc.ca.gov) cc via U.S. mail: SCE's Cities and Counties service list(CPUC Rule 3.2(b)) I Because SCE does not know the identities of the local emergency response managers within our service territory, SCE is mailing a copy of its 2026 Emergency Operations Plan to SCE's Cities and Counties Service List that SCE uses pursuant to Rule 3.2(b)of the Commission's Rules of Practice and Procedure. Because the distribution to our Cities and Counties is not electronic, SCE will be sending the 2026 Plan to these entities via U.S.mail. P.O.Box 800 2244 Walnut Grove Ave. Rosemead,California 91770 (626)302-4632 SOUTHERN CALIFORNIA ' Iii EDISON ' An EDISON INTERNATIONAL R Company Edison Carrier Solutions 2026 Emergency Operations Plan Compliance Report April 13, 2026 ANNUAL COMPLIANCE REPORT OF EDISON CARRIER SOLUTIONS APRIL 13, 2026 This report is submitted by Southern California Edison Company ("SCE") in compliance with Decision No. 21- 02-029 to Adopt Wireline Resilience Strategies. This compliance report comprises the following: Compliance Statement: Summarizing SCE's compliance with Decision to Adopt Wireline Resilience Strategies. Edison Carrier Solutions Emergency Operations Plan Appendix A: Emergency Operations Plan Appendix B: Emergency Contact Information Appendix C: Emergency Preparedness Exercise Attestation Appendix D: Public Communications Plans Page 11 COMPLIANCE STATEMENT Emergency Response Plan As part of SCE's continued commitment to effective emergency response, SCE maintains a portfolio of emergency response plans, has a robust emergency response capability, and routinely exercises its emergency response capability. SCE conducts routine training with our field personnel on our emergency response processes, procedures, and protocols. Compliance with CPUC Decision 21-02-029 Section 5.9.2 This Edison Carrier Solutions Emergency Operations Plan complies with CPUC Decision 21-02-029 Section 5.9.2. • This plan is submitted to the Commission's Communications Division Director, CalOES, and local emergency response managers within the ECS service territory. • This plan includes: Appendix A: Emergency Operations Plan Appendix B: Emergency Contact Information Appendix C: Emergency Preparedness Exercise Attestation Appendix D: Public Communications Plans Routine Updates In compliance with industry standards, emergency plans are validated and updated as necessary. The SCE Edison Carrier Solutions Emergency Operations Plan was revised in preparation for the 2026 submission. The material was aligned to the phases of response, and actions were tied to execution checklists. If Edison Carrier Solutions (ECS) makes substantive changes to its emergency operations plan, it will submit the revised plan to the CPUC within 14 days in compliance with CPUC Decision 21-02-029. Emergency Training and Exercises SCE has a robust training and emergency preparedness exercise program and ECS is incorporated as appropriate. Following the annual emergency preparedness exercise, SCE assesses the effectiveness of the exercise and modifies its emergency operations plans as needed. Communications Strategy In response to CPUC Decision 21-02-029, ECS updated and enhanced its communications strategy. A copy of this strategy is attached in Appendix D. Annual Pre-Event Coordination ECS will participate in Pre-Event Coordination through exchange of contact information, and participation in emergency exercises with external agencies, including CalOES. Page 12 TABLE OF CONTENTS Page ANNUAL COMPLIANCE REPORT OF EDISON CARRIER SOLUTIONS 1 COMPLIANCE STATEMENT 2 Emergency Response Plan 2 Compliance with CPUC Decision 21-02-029 Section 5.9.2 2 Routine Updates 2 Emergency Training and Exercises 2 Communications Strategy 2 Annual Pre-Event Coordination 2 APPENDIX A EMERGENCY OPERATIONS PLAN 4 PURPOSE 4 PLAN ACRONYMS 5 DRIVERS AND ASSUMPTIONS 5 SCENARIOS AND POTENTIAL IMPACTS 6 Guarded Incident Scenario 6 Elevated Incident Scenario 6 Substantial Outage Scenario 6 Severe Outage Scenario 7 OBJECTIVES 8 INCIDENT COMPLEXITY LEVELS AND ASSOCIATED ACTIONS 9 INCIDENT CONCEPT OF OPERATIONS 10 ALIGNMENT WITH EXISTING EMERGENCY MANAGEMENT FRAMEWORKS 10 DAMAGE ASSESSMENT AND RESTORATION PRIORITIZATION 10 Trouble Ticket Based Strategy 11 Impact-Based Strategy 11 RESTORATION PRIORITIZATION 11 High Priority Customers 11 Training, Testing and Maintenance of The Plan 12 PHASES OF OPERATIONS 13 PHASE 2A: ACTIVATION 14 PHASE 2B: INITIAL RESPONSE 16 PHASE 2C: SUSTAINED RESPONSE 19 PHASE 3: RECOVERY(DEMOBILIZATION) 21 APPENDIX B EMERGENCY CONTACT INFORMATION: 22 APPENDIX C EMERGENCY PREPAREDNESS EXERCISE ATTESTATION 23 APPENDIX D PUBLIC COMMUNICATIONS PLAN 24 Direct Contact Through Email and Telephone 24 Local Media, Local and State Elected Officials and Public Safety Stakeholders 24 FCC 24 CPUC 24 Required Compliance with SB 670 24 Customer Education 24 Page 13 APPENDIX A EMERGENCY OPERATIONS PLAN PURPOSE The Southern California Edison (SCE) Edison Carrier Solutions (ECS) Emergency Operations Plan outlines a threat-specific strategy for mitigating, planning for, responding to, and recovering from disruptions to the system that cause an outage incident. Based on scenarios most likely to occur, it is intended to guide how ECS will coordinate critical preparedness, response, and restoration activities before, during and after an actual telecommunications outage incident. ECS is a business unit within SCE. ECS is primarily established to provide commercial telecommunications services to telecommunications carriers, internet service providers, commercial mobile radio service providers, cable and satellite television companies, and enterprise customers. Service is provided to commercial customers only, and ECS does not provide voice service or service to residential customers. This plan outlines the roles and responsibilities for Incident Management Teams (IMT) during response operations. It is designed to help ensure safe and efficient restoration for any type of outage through consistent use of the Incident Command System, identification of applicable prioritization and restoration strategies, and the development of a common operating picture for communicating situational awareness to internal and external stakeholders. This plan does not supersede or replace existing procedures for safety, hazardous materials response, or other similar procedures adopted and in place, including and not limited to specific response plans prepared to address individual circumstances or to comply with regulatory requirements. Plan users should reference the SCE All Hazards Plan for more details, including information regarding response priorities in multi-incident activations. The ECS incident response and associated emergency response and recovery plans are governed and/or informed by the following: • Federal Communications Commission's (FCC) network outage reporting regulations' • CPUC telecommunications outage reporting regulations2 • Telecommunications Service Priority (TSP) Program for National Security and Emergency Preparedness3 • CPUC Decision Adopting Wireline Provider Resiliency Strategies D.21-02-029 • CPUC General Order Number 95 and General Order Number 128 47 C.F.R. §4.1-4.15 https://www.govinfo.gov/app/details/CFR-2015-title47-voI1/CFR-2015-title47-vol1-part4 2 CPUC General Order 133-C Rules Governing Telecommunications Services 3 47 C.F.R. §64, Appendix A Page I 4 PLAN ACRONYMS AREP Agency Representatives BRDM Business Resiliency Duty Manager CFR Code of Federal Regulations CMC Crisis Management Council DWDM Dense Wave Division Multiplexing ECS Edison Carrier Solutions EOC Emergency Operations Center FCC Federal Communications Commission's r ICS Incident Command System ICT Incident Communications Team IMT Incident Management Team 1ST Incident Support Team LNO Liaison Officer SCE t Southern California Edison SOC State Operations Center SEMS Standardized Emergency Management System NIMS National Incident Management System TCC Telecommunications Command Center TTC Transmission Telecommunications Organization DRIVERS AND ASSUMPTIONS ECS is actively engaged in managing potential reliability and safety impacts from incidents that may cause disruption to its commercial telecommunications system by prioritizing damage assessment, restoring critical infrastructure and communicating with internal and external stakeholders to increase situational awareness. Specific drivers and assumptions for these events include, but are not limited to, the following: • Damage assessment operations will be performed when safe to do so. • Restoration activities may need to be prioritized based on response operations. • Organizational units may be required to modify their daily operations to assist with incident management. • Business Continuity and/or Disaster Recovery Teams may be activated for incident response operations. • Local EOCs may be activated to coordinate city, county, and state government response to an ECS incident. • SCE IMT and ECS personnel may be deployed to communicate and coordinate activities with city, county, and state EOCs where necessary. Page 15 SCENARIOS AND POTENTIAL IMPACTS The ECS Emergency Plan uses four incident complexity levels: Guarded, Elevated, Substantial, and Severe. These complexity levels are established for ECS commercial telecommunications. The overall incident complexity level is based on an aggregation of individual trouble ticket information that has been augmented with consideration for unrelated widespread outages such as system-wide interruptions. ECS will base all prevention, mitigation, preparedness, response, and recovery operations related to outage incidents on the following scenarios and potential impacts based on complexity. SCENARIOS Guarded Incident Scenario A guarded incident is typically localized to one or more circuits with a single cause and normal resources are sufficient to manage response and recovery activities. Guarded incidents are frequent, occurring several times a month. Characteristics include: • Customer interruptions: "Standard" ECS customer outage with clear recovery path (fiber cut, equipment failure, and TCC/ECS working to resolve and communicate with customer). Customers may be 'hard down' without service or `non-redundant' with a backup circuit still functioning or in a ring with a secondary pathway. • Restoration: There are sufficient field personnel, restoration technical resources (fiber optic cable, equipment, telecommunications cards, optics, etc.) and other technical or operations specialist resources. • The majority of customers are typically expected to be restored in less than 24 hours. Elevated Incident Scenario An elevated incident is typically spread over multiple systems or in a more complex isolated incident that requires additional resources to manage response and recovery activities. Elevated incidents are experienced only a few times annually. Such incidents can be characterized by multiple ECS customers 'hard down' or critical systems impacted resulting in: • Customer interruptions: Multiple customers carrying critical information/data impacting their businesses or the customers of their business. Such traffic may include cellular traffic, business data, first responder networks or other businesses where telecommunications services are critical to their operations. • Restoration: Sufficient field personnel, restoration technical resources (fiber optic cable, equipment, telecommunications cards, optics, etc.) and other technical or operations specialist resources are available or may be reallocated to aid with extended shifts for personnel. ECS Tier- 3 support may potentially reroute customer traffic to other cables and/or systems based on priority and availability of fiber and network resources. • TCC telephone bridge with ECS Tier-3 and other shared partners may be enabled. ECS leadership (via escalations) may be engaged as well to assist in managing customer expectations and communication. • The majority of customers are typically expected to be restored in less than 48 hours. Substantial Outage Scenario A substantial incident is typically either an incident with escalating consequences affecting multiple systems or a severe-intensity isolated incident. Such incidents are rarely experienced on an annual basis, occurring on average once or twice every ten years and are characterized by an extremely high number of outage related incidents resulting in: • Customer interruptions: Complex ECS technical issue(s), customer issue(s) or incident requiring full ECS management and shared partner engagement for resolution. Examples include ECS major hub down, or major fire risking critical ECS circuits (cell sites, first responder network, etc.). Page 16 An IMT may be initiated and in place to manage the response to the outage(s) and to coordinate restoration. • Restoration: There may be insufficient field personnel and other constraints related to equipment spares, telecommunication cards, optics, or fiber optic cable (and/or field equipment). Additional assistance from other shared partners/vendors maybe required. • The majority of customers are expected to be restored in less than 72 hours. Severe Outage Scenario A severe emergency or incident may require additional assistance if the resources required to respond exceed the available SCE/ECS resources and restoration may be prolonged beyond 72 hours. Such incidents are extremely rare and may cause such significant damage to the system resulting in: • A company-wide need to focus on restoration efforts. • Customer interruptions: Major SCE event or Southern California Incident which engages the SCE IMT and affects critical ECS telecommunications systems, customers, and/or traffic. ECS engages the IMT and participates in the IMT as appropriate until issues resolved/stand down. • Restoration: Potentially have insufficient field personnel and other constraints related to equipment spares, telecommunication cards, optics, or fiber optic cable (and/or field equipment). Additional assistance from other shared partners/vendors may be required. Service restoration is based on prioritization as described later. • Restoration may be prolonged beyond 72 hours. • Required replacements for equipment and cable damaged may exceed those available. • Potential safety and/or health concerns. POTENTIAL IMPACTS Service outages that may pose a life safety risk to critical customers or essential services Common scenarios may include the following: • Fiber Optic Cable Cuts— Damage directly to a cable that can be caused by tree trimmer errors, contractor digging, rodents, etc. Cables are also damaged indirectly when the supporting pole is damaged due to fire, lightning strike, vehicle impact, etc. • Electronics Failure— In telecommunications, the service provider (ECS) utilizes electronic equipment to serve customers. In this environment, equipment failure may cause service interruption. The electronics equipment may include equipment chassis, modules/cards, and optics. • Cyber-Attack— SCE has its own IT department that manages cybersecurity risk, prevention, detection, and mitigation. ECS works closely with the SCE cybersecurity team to monitor and manage cyber-attacks or other threats. • Fires - California fire season typically begins during the summer and peaks in the fall, but fires are becoming more frequent and have the potential to threaten SCE service territory year-round. As fires often affect areas that are relatively inaccessible, outage lengths are usually much longer compared to other types of severe events. Most fire recovery efforts and costs involve rebuilding and repairing cables and restoring telecommunications service after the fire has passed through affected areas and SCE has rebuilt poles and other aboveground structures. • Extreme Environmental Issues -Extreme environmental (and weather) challenges such as earthquakes, lightning storms, significant rainstorms, cold weather including snow and sleet, and windstorms have the potential to cause extensive damage. Any of these scenarios can limit SCE ability to respond to outage situations. Page 17 OBJECTIVES The following objectives for incident management within the ECS commercial telecommunications system have been identified: • Maintain the safety of customers, employees, contractors, first responders and the public • Maintain effective communications with internal and external stakeholders (employees, customers, the public, first responder and emergency management agencies, and public officials) on potential impacts of the incident • Perform safe and timely damage assessment of impacts to ECS infrastructure • Prioritize restoration activities of ECS infrastructure • Conduct safe and efficient restoration of critical ECS infrastructure • Monitor conditions within the telecommunications system and the need for potential mitigation activities • Attempt to notify customers of potential outages and provide on-going outage updates • Comply with all identified regulatory requirements • Consider impacts to the environment Page 18 INCIDENT COMPLEXITY LEVELS AND ASSOCIATED ACTIONS "Standard" ECS customer outage with clear recovery path (fiber cut, Level 4 equipment failure, and TCC/ECS working to resolve & communicate GUARDED with Customer) Multiple ECS customers down (or critical system - DWDM)with extended Level 3 outage timing or unknowns related to resolution. Management escalation ELEVATED and engagement within ECS and TCC/TTC to ensure outage or service issues are resolved in a safe, productive manner Incidents with the potential to result in substantial harm to the commercial telecommunications network, but there is a higher level of familiarity or expectation. This may present itself as complex telecom technical issue(s), customer issue(s), or an incident requiring full ECS management and shared partner engagement for resolution (e.g., ECS major hub down, or major fire risking critical ECS backhaul circuits (cell sites, first responder network, etc.)). The IMT is implemented - for full response and management engagement. A rare and unanticipated emergency with the potential to do, or in the process inflicting irreparable and severe harm to the commercial telecommunications network. The most severe type of incident. Examples Level 1 include a major SCE event or Southern California Incident which engages SEVERE the SCE IMT and affects critical ECS systems, customers, and/or traffic. ECS engages the IMT and participates in the SCE IMT as appropriate until issues resolved/stand down. Page INCIDENT CONCEPT OF OPERATIONS ALIGNMENT WITH EXISTING EMERGENCY MANAGEMENT FRAMEWORKS Outage events can pose coordination and communication challenges for our local Public Safety Partners. Therefore, SCE will actively support and engage stakeholders through existing State and Federal emergency frameworks for collaborative planning and response. This engagement is intended to prevent duplicative effort, increase situational awareness, standardize response operations, and integrate existing outreach and collaboration whenever possible. SCE standardizes planning and response frameworks with Public Safety Partners for outage events through alignment with the California Governor's Office of Emergency Services, Standardized Emergency Management System (SEMS) guidelines. This alignment includes implementing an Incident Management Team (IMT) structure to manage outage events. SCE's Business Resiliency (BR) organizational unit is responsible for the creation, implementation, maintenance, training, and testing of SCE's enterprise emergency plans, and provides guidance on emergency plans to ECS. BR staff also work to create relationships with state and local governments, Public Safety Partners, and other community stakeholders before events occur to increase communication and collaboration during PSPS events. SCE maintains a direct line of communication with any impacted communities, the Safety and Enforcement Division of the California Public Utility Commission, CalOES, the California State Warning Center, and the California Utilities Emergency Association, as applicable to any emergency response operation. SCE utilizes specialized Fire Management staff to monitor, respond to, and report on all fires affecting or having the potential to affect SCE and ECS infrastructure. These personnel represent SCE by serving as a Cooperator'in the field fire incident management structure. Fire Management staff assist in coordinating SCE's response to fires by providing information to manage the bulk electric system, repairing damage, restoring the electric system, restoring the wireline system, and providing safe access to begin restoration work. These personnel maintain close working relationships with fire and emergency management agencies throughout the service territory and serve as consultants and subject matter experts on fire risk management. During times of response, SCE staff may also act as an Agency Representative (AREP), operating as a liaison between SCE's Incident Management teams and the affected communities. AREPs work to identify outages, real and potential issues associated with those outages, and address information requests regarding restoration. This relationship allows for increased situational awareness to make informed decisions regarding evacuations, necessary fire-fighting operations, and critical restoration times for essential and critical use facilities. SCE also makes every effort to provide space in its Emergency Operations Center for representatives from CalOES, Public Safety Partners, and water and communications infrastructure providers, when requested. SCE also aligns Incident Command System response with Federal structures to include use of Federal Incident Management team structures during outage events. This is a fundamental form of management, and it enables incident managers to identify the key concerns associated with the incident, often under urgent and/or challenging conditions, without sacrificing attention to any component of the command system. This alignment allows SCE to respond to both single and multiple incidents simultaneously, if need be, while still effectively scaling operations and maintaining appropriate response levels. DAMAGE ASSESSMENT AND RESTORATION PRIORITIZATION ECS may need to address more than one outage incident concurrently and may employ different strategies for assessing damage and restoring service based on customer impact, scope, and complexity of each incident. In smaller, more isolated incidents, ECS typically employs the standard trouble ticket-based strategy that it uses under routine outage circumstances. As described below, this strategy is not effective or efficient in larger incidents where there is an overwhelming volume of trouble tickets. When incidents are larger, ECS moves to an impact-based strategy where repair priorities are assigned by areas and circuits. This is a tactical decision 4 A federal, tribal, state, or local agency that participates with another agency(s) in planning and conducting fire or emergency management projects and activities as defined by the National Wildland Coordination Group (NWCG). Page I10 made during the planning process for a given operational period and documented in the IAP. The two strategy types, trouble ticket and impact-based, can be used together as needed during an event. Trouble Ticket Based Strategy Trouble ticket-based restoration is most frequently applied during less complex incidents where the number of trouble tickets is within the capacity of the available workforce to efficiently process and complete. Trouble ticket-based strategies may also be useful during less complex, distributed incidents where there is not a significant amount of physical damage experienced by the system. It is also useful before and concurrently with the initial damage assessment before the full extent of the damage has been discerned. The trouble ticket-based restoration strategy is used when there are a relatively small number of trouble tickets. Under this strategy, day-to-day restoration processes monitor, locate, and repair faulty equipment or cables. The TCC (Telecom Command Center) prioritizes trouble tickets based on response criticality and resource availability. Trouble ticket-based restoration is very effective when the instances of damage are not substantial and when the number of trouble tickets allows for a response in an orderly manner. The degree of effectiveness of this type of restoration strategy may be diluted when the physical damage is substantial. In such an instance, the time necessary to restore a specific trouble ticket is not easily incorporated into the analysis, which prioritizes and assigns work. Consequently, during significant incidents where there is widespread damage resulting in numerous trouble tickets with physical damage, an impact-based restoration strategy may be more appropriate to optimize the restoration effort. Impact-Based Strategy Impact-based restoration strategy is used when the number of trouble tickets exceeds the ability to assign work on an individual trouble ticket basis. Work is coordinated with SCE utility telecom restoration and assigned to crews based on impact/urgency for restoration and prioritized rather than through evaluation of individual trouble tickets. Work is prioritized based on considerations such as impacted service criticality, impacted service level (`hard down' vs. non-redundant) and magnitude of telecom traffic impacted (how many customers are impacted by the specific outage cause). The impact-based restoration strategy focuses executing the outage restoration work on restore critical services that are 'hard down' ahead of other outage types that are less critical (speed degradation, restoration of non-redundant to full redundant, etc.). This type of restoration strategy capitalizes on directing multiple resource types, including damage assessors, first responders, SCE telecom restoration crews, under one authority to optimize restoration efforts. RESTORATION PRIORITIZATION Due to the wide range and nature of incidents, ECS has identified guidelines to restore both the most critical circuits as quickly as possible while continually prioritizing public health and safety. Restoration work needs to be performed in the most efficient and safe manner possible while also maintaining critical infrastructure, service obligation, and customer satisfaction considerations. High Priority Customers SCE has developed a method which prioritizes addressing outages in the system based on a combination of several factors, including: • Pre-identified criticality based on facility/telecom traffic (first responders, law enforcement, government agencies, hospitals/critical care facilities, municipalities, general cellular traffic, general business traffic, etc.) • Criticality determined by length of time without service or service degradation level (unprotected, performance degradation, 'hard down,' etc.) • Number of customers affected Page I11 Training, Testing and Maintenance of The Plan Annual updates to the Emergency Plan are socialized through SCE's established training and exercise program. The Emergency Plan is tested through an annual exercise series created to identify gaps in planning to allow for continuous improvement. ECS also complies with all CPUC requirements through annual updates and submittal of the Emergency Plan as required. Page I12 PHASES OF OPERATIONS ECS will utilize the following phased approach as the foundation for outage incident management for Substantial and Severe Scenarios: Pre-Incident Response Recovery 1 2A 2B 2C 3 Normal Operation Activation Initial Response Sustained Response Recovery Phase 1: Normal Operations Outlines the mitigation and preparedness programs regularly practiced throughout the organization. Phase 1 is ongoing and informed by risk assessment and identified mitigation needs. Phase 2A: Activation Outlines the actions taken during the beginning of an event, with a focus on activating personnel and gathering initial situational awareness and ends once Incident Command establishes operational control over the incident. Phase 2B: Initial Response Details the actions of the IMT in the early response operation, focusing on situational awareness and establishing a regular response cycle allowing all teams to coordinate effectively. Phase 2C: Sustained Response Outlines the continuing activities of the IMT once operational control, a regular operational cycle and situational awareness have been established. Phase 3: Recovery Outlines the activities of key personnel following the end of an event. This includes analysis of an affected system to determine the potential for ongoing issues, identifying indicators to inform mitigation and preemptive measures, and developing a schedule for continued monitoring for post-incident issues. Page 113 PHASE 2A: ACTIVATION Pre-Incident Response Recovery 1 2A 2B 2C 3 Normal Operation Activation Initial Response Sustained Response Recovery Indicators: • Outage occurs and TCC becomes aware due to alarms or trouble ticket influx by customer(s) Critical Information Requirements: • Identification of possible at-risk systems • Outage damage identification, assessment, and impact(systems and customer traffic) • Status of any additional indicators (fires, vehicle incidents, tree trimming work, etc.) • Identification of available field resources and supplies End-State Conditions for Phase 2A: Activation • IMT responds to the Emergency Operations Center (EOC) • Incident Command personnel are activated, deployed, and responding under the ICS • Initial safety concerns have been assessed and protective actions are being implemented as appropriate (move to Phase 2B: Initial Response) --OR-- • The BRDM with input from subject matter experts determines the incident no longer poses a significant threat to SCE and ECS services and no IMT is activated (return to Phase 1: Normal Operations) Phase 2A: Activation Execution Checklist: Role Responsibility SCE Watch Office 0 Send Critical Incident Report (as needed) ❑ Distributes update on Watch Office Daily Report Business Resiliency 0 Provide support to IMT and assist with coordinating response efforts Duty Manager 0 Contact impacted jurisdictions (Local, State, Federal) (BRDM) ❑ Interface with the Officer in Charge Officer in Charge (01C) and the Crisis Management Council (CMC), as needed ❑ Review scheduled IT outages and coordinate rescheduling with IT Branch Director Incident 0 Evaluate the needs of the incident and define the appropriate organizational Commander (IC) structure for the incident ❑ Assess the need to activate supplemental emergency action and/or business continuity plans for different regions of the SCE service territory and critical applications Public Information 0 Implement Public Communications Plan (Appendix D) Officer (PIO) Page 114 Phase 2A: Activation Execution Checklist: Liaison Officer 0 LNO establish contact with EOCs (LNO) 0 Determine need to use SCE Alert process or other means to inform elected officials Safety Officer 0 Monitor potential health and safety risks at external locations where SCE (SOF) personnel are operating ❑ Evaluate and report on potential issues related to projected work Environmental 0 Identify presence of environmental resources (biological, cultural,and waters) Officer Operations Section 0 Determine resource needs and arrange to have crews on site for anticipated Chief(OSC) impacts ❑ Stay informed restoration strategy and support efforts through allocation and assignment of resources ❑ Review system abnormal circuit conditions for potential return to service ❑ Coordinate with the Air Operations Branch Director to allocate air operations resources to support aerial surveys and the transportation of mission critical personnel ❑ Coordinate with the ECS sales team to ensure systems are in place to implement macro-messaging as necessary following the upcoming event Planning Section 0 Coordinate with the OSC to assess the availability of SCE and contract Chief(PSC) resources to meet staffing limitations for all affected OUs Logistics Section 0 Inventory assessments are conducted in the forecasted impact regions to Chief(LSC) ensure critical assets and equipment are available/ordered, and able to be in place prior to the event ❑ Identify operational resource coordination points (e.g., laydown yards, PODs, etc.) ❑ Assess the availability of fuel resources and coordinate the provision of fuel for SCE and contractor vehicles, equipment, and aircraft ❑ Identify available emergency generators ❑ Assess lodging and meals availability and begin securing necessary accommodations at the discretion of the Operations Section Chief ❑ Reconcile ongoing travel and transportation limitations within impacted areas Page I15 PHASE 2B: INITIAL RESPONSE Pre-Incident Response Recovery 1 2A 2B 2C 3 Normal Operation Activation Initial Response Sustained Response Recovery Indicators: • IST/IMT activated and operating at the Emergency Operations Center • Customer, local government and public safety agency notifications and coordination are being conducted Critical Information Requirements: • Identification of impacted customers, circuits, and systems • Damage modeling • Status of any current fire(s) burning in or toward ECS facilities • Status of available field resources • Status of the system and any constraints End-State Conditions for Phase 2B: Initial Response: • Communication established between IST/IMT and field teams • Early damage assessments have been conducted and common operating picture has been established • Resource requirements have been reviewed and support has been requested • SCE agency representatives are communicating with affected local governments, public safety partners and customers, gathering situational awareness and prioritizing restoration requests • Requests from field resources for support personnel have been conducted (move to Phase 2C: Sustained Response) --OR-- • The BRDM, with input from subject matter experts as needed, determines that the threat to SCE has lessened and activation of teams is no longer necessary (move back to appropriate Phase) Phase 2B: Initial Response Execution Checklist: Role Responsibility SCE Watch Office 0 Includes status updates in the Daily Report 0 Sends Critical Incident Report Business Resiliency 0 Works with IST/IMT lead to provide continual situational awareness updates Duty Manager and coordinate response efforts (BRDM) ES IMT Incident 0 Actively manages the incident Commander 0 Works with Operations Section Chief to determine resource requirements Page 116 Phase 2B: Initial Response Execution Checklist: Public Information ❑ Update messaging in accordance with Public Communications Plan Officer (PIO) (Appendix D) Liaison Officer 0 Contact county EOCs and emergency response organizations and coordinate (LNO) the deployment of SCE representatives where appropriate ❑ Coordinate with external response structures to expedite orwaive permitting requirements ❑ Communicate high-level restoration strategies and customer impacts O Provide county/city restoration needs back to OSC for possible prioritization Safety Officer 0 Monitor potential health and safety risks where SCE personnel are operating (SOF) 0 Identify potential health and safety associated with SCE facilities and notify SCE personnel, the public, and local authorities where appropriate ❑ Communicate need to document and report all safety incidents O Coordinate the production and distribution of employee notifications outlining safety information and providing guidance on initial actions Environmental 0 Develop strategies and priority for avoiding and minimizing environmental Officer (EOF) impacts ❑ Coordinate with OSC to implement environmental mitigation strategies ❑ Identify environmental permits required ❑ Identify if impacted area is on public land jurisdiction. Provide emergency notifications to government agencies. Operations Section 0 Coordinate with DOCs and CA to ensure critical care and medical baseline Chief(OSC) customers have been identified and notified ❑ Coordinate with the TCC to determine status of infrastructure and assess impacts on restoration strategy ❑ Identify focus areas for further damage assessment ❑ Stay informed of TCC restoration strategy and support efforts through allocation and assignment of resources O Identify critical resource gaps and mitigate through contractors. Coordinate all MA requests with the Business Resiliency Duty Manager(BRDM) ❑ Develop a system restoration strategy, prioritizing the recovery of assets critical to re- establishing services throughout the ECS service territory ❑ Ensure resources are identified and assigned to clear hazards with imminent danger as reported by the public and government agencies ❑ Determine if system restoration should be executed by impact-based or ticket- based ❑ Establish damage assessment strategy ❑ Coordinate with the Air Operations Branch Director to allocate air operations resources to support aerial surveys and the transportation of mission critical personnel ❑ Reconcile ongoing emergency repairs with affected locations and provide resource needs and restoration updates ❑ Coordinate with the ECS sales team to implement macro messaging for all Page I17 Phase 2B: Initial Response Execution Checklist: customers without accurate restoration times Planning Section ❑ Coordinate with the OSC to assess the availability of contract resources to Chief (PSC) meet staffing limitations for all affected OUs Logistics Section ❑ Identify operational resource coordination points (e.g., laydown yards, PODs, Chief (LSC) etc.) ❑ Assess the availability of fuel resources and coordinate the provision of fuel for SCE and contractor vehicles, equipment, and aircraft ❑ Assess lodging and meals availability IT Tech Spec 0 Assess damage to all systems that support mission critical facilities/operations (e.g., contact centers, TCC, DOCs, Switching Centers, GOC, ESOC, etc.) ❑ Develop a long-term IT restoration strategy, aligning restoration priorities across the company ❑ Develop restoration strategy for critical applications ❑ Coordinate with the BRDM and IT Branch Director Page 118 PHASE 2C: SUSTAINED RESPONSE Pre-Incident Response Recovery 1 2A 2B 2C 3 Normal Operation Activation Initial Response Sustained Response Recovery Indicators • IMT has established an operating picture and incident is managed until recovery begins • Recurring response cycle is being maintained • Resources are being integrated into response operations at the field level • Ongoing internal/external communications regarding event are being conducted Critical Information Requirements • Ongoing identification of possible at-risk circuits and systems • Status of any impacted circuits or systems • Damage modeling • Status of any current fire(s) burning in or toward ECS facilities • Status of available field resources • Status of the system and any constraints • IMT Availability End-State Conditions for Phase 2C: Sustained Response • Field operations concentrate on restoring normal services • Triggers for transitioning to field operations have been identified and met • IMT has demobilized • ECS is no longer at risk for continued disruptions due to the incident Phase 2C: Sustained Response Execution Checklist Role Responsibility Operations Section ❑ Coordinate with the SOF to implement a 16/8 rotation to support safe Chief(OSC) operational activity ❑ Stay informed of restoration strategy and support efforts through allocation and assignment of resources O Ensure resources are identified and assigned to clear hazards with imminent danger as reported by a public agency and/or the public ❑ Ensure the execution of the IT restoration strategy, aligning restoration priorities across the company ❑ Transition out of macro messaging by developing accurate service restoration times and coordinating with the ECS sales team to close out existing macro messages Planning Section 0 Develop a demobilization plan, defining the roles and responsibilities of a Chief (PSC) recovery taskforce to continue operational activity after the response team Page I19 Phase 2C: Sustained Response Execution Checklist demobilizes Public Information ❑ Update messaging in accordance with Public Communications Plan (Appendix Officer (PIO) D) Safety Officer ❑ Monitor potential health and safety risks where SCE personnel are operating (SOF) ❑ Identify potential health and safety risks associated with ECS facilities and notify SCE personnel,the public, and local authorities where appropriate ❑ Monitor for"fatigue" for long-term 16/8 rotations ❑ Ensure updated safety notifications are distributed throughout the incident to inform SCE personnel of existing or evolving risks Environmental ❑ Monitor ground disturbing activities in areas with environmental resources Officer (EOF) ❑ Ensure proper waste management in identified laydown yard(s).Wood placed in wood bins. Wire and metal placed into salvage bins ❑ Ensure environmental permits obtained and emergency environmental notifications provided to agencies Page 120 PHASE 3: RECOVERY (DEMOBILIZATION) Pre-Incident Response Recovery Normal Operation Activation Initial Response Sustained Response Recovery Indicators • Incident has subsided, and telecommunications services are or have been restored • Observations in the field report no imminent threat and forecasts indicate that hazardous conditions have passed and are not expected to increase for a period of 72 hours or more Critical Information Requirements • Status of circuits and any ongoing repairs End-State Conditions for moving to Phase 3A: Recovery • Field operations concentrate on restoring normal services • Triggers for transitioning to a recovery task force have been identified and met • ECS IMT has demobilized • The recovery task force is coordinating response activity with operational control managed at the district level • ECS is no longer at risk for continued disruptions due to the incident Phase 3: Recovery Execution Checklist: Role Responsibility Watch Office ❑ Sends Critical Incident Report ❑ Includes status updates in the Daily Report Business Resiliency ❑ Informs CMC of demobilization of EOC Duty Manager (BRDM) CMC ❑ Deactivates based on information from the BRDM Liaison Officer 0 Coordinates with local government, public safety agencies and NGOsto demobilize SCE resources at community locations as appropriate Incident 0 Formulates long-term strategy on recovery to include both short-term and Commander long-term restoration strategies for impacted areas as necessary ❑ Facilitates a conference coordination call with OPS Section Chief to validate that DEMOB criteria have been met and that DEMOB is appropriate. ❑ Establishes triggers for re-activation of the IMT and communicates them to the Watch Office, ECS Sales, and the Plans Section Chief for inclusion in the DEMOB plan Planning Section 0 Creates DEMOB Plan Chief Operations Section ❑ Addresses long term repairs for damaged systems in DEMOB plan Chief 0 Demobilizes field observers and additional mitigation resources ❑ Works with the ECS sales team to discontinue macro-messaging as required Page 121 APPENDIX B EMERGENCY CONTACT INFORMATION: At least annually, ECS will submit emergency contact information in a form prescribed by the CPUC's Communications Division Director. ECS uses the SCE Watch Office for emergency activation and notification. The Watch Office can be reached at (626) 812-4286 or by watchoffice(a�sce.com. The Watch Office has access to emergency contact information and can provide personnel that includes individuals who will be able to serve as the State Operations Center (SOC) liaison and can be present twenty-four (24) hours a day, seven (7) days per week in the SOC, when requested by CalOES, during emergency response events. The ECS SOC liaisons are trained in emergency response, in accordance with Standardized Emergency Management System (SEMS), have working knowledge of ECS operations and business processes, and are informed of the impacts of disasters on the ECS network. ECS provides its emergency operations plans and emergency contact information to state emergency response organizations and local emergency response organizations within its commercial telecommunications service territories annually. Page 122 APPENDIX C EMERGENCY PREPAREDNESS EXERCISE ATTESTATION SCE has trained its commercial telecommunications system personnel in the proper procedures for implementing its emergency plan. ECS personnel participate in the annual SCE emergency preparedness exercise to test its emergency procedures. Following the annual emergency preparedness exercise, ECS assesses the effectiveness of the exercise and modifies its emergency operations plan as needed. Page 123 APPENDIX D PUBLIC COMMUNICATIONS PLAN Direct Contact Through Email and Telephone At the onset of a disaster (Substantial or Severe Incident Scenario) or PSPS event, SCE will communicate via, email, phone, or text message to impacted customers. In the event of a wildfire, as well as actual and potential PSPS, SCE will email customers in Tier 2 and Tier 3 High Fire Threat Districts a general notification about potential impacts to their service. SCE will follow Customer Outreach Best Practices according to D.19-08-025 Ordering Paragraph 8 by contacting these customers utilizing their preferred method of outreach. SCE will email all customers requesting updates to their contact information used to receive emergency and outage notices annually in advance of fire season each year. Local Media, Local and State Elected Officials and Public Safety Stakeholders Outreach to Local Media, Local and State Elected Officials and Public Safety Stakeholders will be coordinated through the SCE IMT in the case of substantial and severe incident scenarios. FCC The FCC will continue to be notified in accordance with FCC 47 CFR, Part 4. CPUC The CPUC will continue to be notified in accordance with CPUC GO 133-C Section 4. Required Compliance with SB 670 SB 670 requires all providers whose telecommunication service provides access to 9-1-1 to notify CalOES whenever a community isolation outage occurs, within 60 minutes of discovery. ECS does not provide 9-1-1 service and SB 670 does not apply. Customer Education The customer education requirements do not apply to ECS because it does not provide service to residential customers. Page 124 BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA Order Instituting Rulemaking Regarding Emergency Disaster Relief Program. Rulemaking 18-03-011 CERTIFICATE OF SERVICE I hereby certify that I, Sasha Chavarria , have this day, served a true copy of Edison Carrier Solutions 2026 Emergency Operations Plan Compliance Report dated April 13, 2026, on the cities and counties and government agencies as specified in Rule 3.2(b) of the Commission's Rules of Practice and Procedure. Service was effected by placing copies in properly addressed, sealed envelopes and causing such envelopes to be delivered via United States mail with first-class postage prepaid. I declare under penalty of perjury that the foregoing is true and correct. Executed on April 27, 2026, at Rosemead, California. Signature Sasha Chavarria Name Mailing Clerk Position/Title SOUTHERN CALIFORNIA 4 William Briggs 'k, Director&Managing Attorney ,;* z6 William.K.Briggs@sce.com Energy for What's Ahead" �=.�t 2Ot; J Pit„f2� is Jangari p 2 �s "'-fie 'r ATM UEACH Re: Application of Southern California Edison Company(U 338-E) for Woolsey Fire Recovery Bond Financing Order Pursuant to Public Utilities Code Section 850 et seq. (A.26-01-007) To Whom It May Concern: On January 14, 2026, Southern California Edison(SCE) filed an Application with the California Public Utilities Commission (CPUC)to request that it issue a financing order for costs approved in CPUC Decision D.25-12-023. The requested financing order would allow SCE to finance $1.951 billion Wildfire Expense Memorandum Account costs related to the 2018 Woolsey Fire, including associated financing costs,through the issuance of recovery bonds over 35 years. If SCE is allowed to finance these approved claims costs with recovery bonds, it will result in a lower rate increase to customers, when compared to traditional utility financing. The enclosed notice is being published in a newspaper of general circulation in every county within SCE's service territory and included as a bill notice provided to every SCE customer. To obtain more detailed information,you may view or download a copy of SCEs filing and supporting testimony on our website, at www.sce.com/applications. You may also request a printed copy of these documents from SCE at the address listed in the enclosed notice. Very truly yours, /6/v)!'-!am Mtqy6 William Briggs WKB/kdl Enclosure P.O.Box 800 2244 Walnut Grove Ave. Rosemead,California 91770 (626)302-6735 Fax(626)302-6693 Notice of Southern California Edison Company's Rate Increase Request Southern California Edison Company's(SCE's)Woolsey Fire Recovery Bond Application to the California Public Utilities Commission (CPUC)A.26-01-007 What is Being Requested? SCE is requesting approval to finance an increase in revenue of$1.951 billion with recovery bonds over a 35-year period (2027-2061)for approved claims costs related to the 2018 Woolsey Fire. • The CPUC previously approved SCE to recover some of the claims'costs that it incurred related to the 2018 Woolsey Fire. • With this application, SCE is seeking to finance those approved claims costs through the issuance of recovery bonds over 35 years. WOOLSEY FIRE TOTAL BUNDLED RATE INCREASE REQUESTED Total Rate Increase Customer Class Cumulative Bill$ C/kWh Residential (Non-CARE) 492 0.25 0.6% Residential(CARE/FERA) — — —% Lighting, Small, &Medium Power 2,437 0.18 0.6% Large Power 247,438 0.12 0.6% Agriculture&Pumping 8,972 0.17 0.7% Street&Area Lighting 473 0.14 0.4% Standby 567,496 0.09 0.6% This C/kWh increase will be included in rates over 35 years with some years being more or less than others. How Would This Impact the Average Residential Customer? If the request is approved,a typical non-CARE residential customer could see a rate increase of 0.25 C/kWh from 39.84 C/kWh to 40.09 C/kWh. CARE customers would not be impacted since they are exempt from securitized wildfire costs. The actual impact will vary based on usage,baseline territory, and other factors. Additional Information An administrative law judge will hold hearings,consider evidence,testimony,and public comments before drafting a proposed decision on this application. CPUC Commissioners will then vote on a final decision at a public meeting. You can read more about the utility's request and make public comment by visiting https://apps.cpuc.ca.gov/c/A2601007. For questions about participating in CPUC matters, you can contact the Public Advisor's Office at Public.Advisor(a�cpuc.ca.gov, 1-866-849-8390, or 505 Van Ness Ave., San Francisco,CA 94102.Please reference application A.26-01-007 in any communication with the CPUC. Questions About the Request For questions about this application,please contact SCE at via phone at(800)655-4555,or via email at case.admin(a,sce.com. The mailing address is: Case Administrator Southern California Edison Company A.26-01-007—Woolsey Bond Application P.O. Box 800 Rosemead, CA 91770.