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F500-2021-226-Edison International

The 135-year-old public utility holding company operates powerhouses like Southern California Edison and Edison Energy. More recently, Southern California Edison debuted an ambitious plan dubbed Reimagining the Grid, detailing how energy infrastructure and management needs to adapt in order meet California’s greenhouse gas reduction goals. In 2020, its revenues grew 10% to some $13.6 billion.

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F500-2020-259-Edison-International

The parent company of Southern California Edison generates and distributes electric power, energy services, and renewable energy.

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Edison International, a public utility holding company, is the parent company of Southern California Edison (SCE). It generates and distributes electric power, energy services, and renewable energy, serving approximately 15 million people within about 50,000 square miles in California. SCE operates an infrastructure that includes approximately 125,000 circuit miles of distribution and bulk transmission lines and 1.4 million power poles. It has a stated goal of reducing its greenhouse gas emissions by 95% between 2005 and 2045. Edison International's other subsidiary, Trio, was formerly named Edison Energy and is an advisory company that helps other organizations navigate sustainability and clean energy transition goals and requirements.

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Edison International (EIX): Company Profile, Stock Price, News, Rankings

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Edison International

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Good afternoon, and welcome to the Edison First Quarter 2026 financial teleconference. My name is Michelle, and I will be your operator today. When we get to the question and answer session, if you have a question, press star one on your phone. Today's call is being recorded. I would now like to turn the call over to Mr. Sam Ramraj, Vice President of Investor Relations. Mr. Ramraj, you may begin your conference.

Thank you, Michelle. Welcome everyone. Our speakers today are President and Chief Executive Officer, Pedro Pizarro, and Executive Vice President and Chief Financial Officer, Maria Rigatti. Also on the call are other members of the management team. Materials supporting today's call are available at www.edisoninvestor.com. These include a Form 10-Q, prepared remarks from Pedro and Maria, and the teleconference presentation. Tomorrow, we will distribute our regular business update presentation. During this call, we will make forward-looking statements about the outlook for Edison International and its subsidiaries. Actual results could differ materially from current expectations. Important factors that could cause different results are set forth in our SEC filings. Please read these carefully. The presentation includes certain outlook assumptions as well as reconciliation of the non-GAAP measures to the nearest GAAP measure. During the question-and-answer session, please limit yourself to one question and one follow-up.

Thanks a lot, Sam, and good afternoon, everyone. Let me start by acknowledging that last week we announced Maria's retirement plans, so this is our last earnings call that we're partnering on together. I'll come back to this at the end of my remarks because if I start now, I may not make it to my comments. Before moving on, I'd like to welcome Susan Hardwick to our board. She brings over 35 years of leadership experience in the electric and water utilities, including a CEO of American Water, with deep strengths in operations, finance, and regulatory oversight. We are pleased with our start to the year and the momentum across our business. Edison International's first quarter 2026 core earnings per share was $1.42.

Our continued performance reflects disciplined execution, steady operational progress, and a clear focus on the priorities that matter most to our customers, communities, and capital providers. Importantly, we are reaffirming our 2026 core EPS guidance and other financial targets, including our 5%-7% core EPS growth over the long term. Our targets are supported by strong visibility into the capital plan, SCE's regulatory outlook, and a sustained focus on safety and risk management. Today, I will focus on three areas. First, our continued work to make communities safer and more resilient, including wildfire mitigation and rebuilding efforts. Second, key legislative developments. Finally, our confidence in the financial outlook, which Maria will expand on in her remarks. Beginning with wildfire mitigation and grid reliability, safety and community protection continue to guide SCE decisions and investments.

Over the past several years, the utility has made substantial progress strengthening the grid, improving situational awareness, and reducing wildfire risk across its service area. The planned physical hardening work on the distribution system in high fire risk areas is now about 93% complete, reflecting years of sustained investment in covered conductor and targeted undergrounding. SCE continues to evolve its Public Safety Power Shutoff or PSPS protocols, which include enhancing its analysis of on-the-ground conditions enabled by its fast network of weather stations and overall system visibility. These measures, plus the grid hardening work I mentioned earlier, are keeping SCE customers and communities safe. Importantly, in March, the Office of Energy Infrastructure Safety approved SCE's annual safety certification after its independent assessment of the utility's WMP and SCE's continued progress implementing its plan.

SCE's wildfire mitigation plan includes new and expanded tools to improve safety, reliability, and efficiency across its network. Let me share some tangible examples. SCE is using AI models to improve grid inspections and identify maintenance needs with faster and more accurate diagnostics and enhanced quality control. Since 2023, SCE has developed and deployed AI and machine learning models that are collectively capable of detecting nearly 100 unique object classes and dozens of defect conditions. SCE is also using lidar and satellite imagery to support precise, proactive vegetation management to help prevent ignitions. The utility is also expanding its deployment of early fault detection tools that identify abnormal grid conditions, enabling earlier awareness and faster response to potential equipment issues or ignition risk. Capabilities like these are increasingly integrated into how SCE monitors conditions, anticipates risk, and deploys resources in real time.

Turning to the Wildfire Recovery Compensation Program, or WRCP, SCE continues to make progress. SCE has now extended over 1,500 offers totaling over $500 million to community members impacted by the Eaton fire, helping families and individuals move forward more quickly without the delays and uncertainty of traditional litigation. SCE remains committed to administering the program in a transparent way that is responsive to community needs with fast and fair payments. On the legislative front, earlier this month, the California Earthquake Authority released its study. It reinforces that addressing California's growing wildfire risk requires a whole-of-society approach. That the status quo is not working for customers, policy holders or wildfire impacted communities who ultimately bear the real and increasing costs of inaction.

It presents options for policymaker consideration, including three non-exclusive pathways, a defined set of strategies, and more than two dozen specific policy choices for reforming California's wildfire insurance and utility systems. We have provided a summary on page three. There is urgency for legislative action, and we remain actively engaged with policymakers and key stakeholders to help shape solutions that support safety, affordability, and long-term resilience for California communities. Our team is also fully engaged on the various pieces of proposed legislation pertaining to utilities with affordability a critical focus. A common goal across wildfire reform and affordability is to build the right whole of society approach, allocating wildfire risk equitably across the economy and attracting capital at a reasonable cost on customer bills. This will benefit both customers and capital providers.

Operational excellence is a core Edison value as SCE aims to maintain its cost leadership position with the lowest system average rate among the large IOUs in the state. I have shared on prior earnings calls examples of operational excellence in practice, including SCE's use of AI in areas like grid inspections, vegetation management, and wildfire situational awareness, including the award-winning AWARE grid monitoring platform. The team continues to explore new AI-enabled process improvements across the entire value chain. Let me share another recent example. All utilities have instances where electricity usage can occur at a location before it is fully linked to an active customer billing record. In the past, identifying those situations required periodic manual checks and often occurred after the fact.

Through SCE's internal innovation program and in only a handful of development hours, frontline teams develop an initial proof of concept of an AI-driven approach that continuously monitors for these situations and brings them to the surface earlier with clearer and more actionable insights. Once implemented, we anticipate this approach could yield roughly $25 million in potential unbilled revenue savings over a three to six-month period. It's a good illustration of how smarter systems and disciplined execution translate directly into stronger financial controls and support long-term affordability. Let me now turn briefly to the financial outlook. We remain confident in the company's financial position and long-term trajectory. Major SCE regulatory decisions like the 2025 GRC, cost of capital, and legacy wildfire cost recoveries are successfully resolved, providing clear visibility to 2028 earnings.

Combined with our operational progress and disciplined capital execution, this all supports our confidence in our long-term targets, including 5%-7% core EPS growth with no new equity needs. Before I turn it over to Maria, we announced that she will retire on September 1st after transitioning the Edison International CFO role on July 3rd to Aaron Moss, who is here in the room with us today. Maria will focus her final months on critical policy priorities, including the SB 254 process and supporting Aaron's transition. This is really bittersweet because Maria and I have partnered continuously for over 15 years across our Edison Mission Energy, SCE, and EIX gigs.

Our board, our team, and I are grateful for the outstanding leadership she has provided across multiple challenges that many of our investors will remember well, including the EME restructuring, helping our communities recover after tragic wildfires, a global pandemic, four SCE GRCs, and shepherding the investment and operational improvement opportunities created by the clean energy transition, historic load growth, and the rapid ascendance of AI. Throughout it all, she has shown great financial skill, unflappable balance, a deep commitment to engaging with our investors. Some might say a lot of patience dealing with me and a real passion for developing our people, including Aaron. Aaron, Maria, and I worked closely together through the EME restructuring, and we kept on going as Aaron took on the EIX and SCE controller roles, and most recently, as SCE's Chief Financial Officer.

He has been a key leader of SCE's operational excellence efforts over the past several years, and many of you know him well already from his extensive investor interactions. I am excited about and confident in our new chapter together. Aaron, welcome to this role. Maria, just thank you for your partnership. Thank you for your friendship. Now it's time for your 39th and final earnings call remarks. Waiting for you to drop the mic here.

I appreciate that, Pedro, and would like to extend my thanks as well. Over the years I've spent with Edison, I have had the privilege to work with dedicated people who are focused on delivering on the commitments we have made to our customers, communities, and investors. I thank the team for their focus and innovation. I also want to thank all our investors for your engagement and feedback through the opportunities and challenges that Edison has managed. I know that Pedro, Aaron, and the entire team will continue to benefit from your support. Now, let's move on to the quarter and the financial outlook. I'll cover first quarter 2026 results, our capital and rate base outlook, regulatory updates, and our earnings guidance. EIX reported first quarter core EPS of $1.42. Page four provides the year-over-year quarterly variance analysis.

Core earnings increased by $0.05, primarily due to the adoption of the GRC decision last year, partially offset by the absence of about $0.30 recorded in Q1 2025 related to the TKM cost recovery approval. Parent and other core loss was $0.01 lower, driven primarily by lower financing costs following the redemption of preferred stock. Overall, the quarter reflects benefits from solid execution and SCE having strong regulatory visibility with no major proceedings driving this year's results. Importantly, it also reflects the quality and durability of our earnings profile while keeping our focus squarely on delivering safe, reliable, and affordable service for customers. Our first quarter results reinforce our confidence in the underlying business and our ability to deliver consistent performance through the year.

Building on first quarter performance, I'll turn to SCE's capital and rate base outlook, shown on pages five and six, which is unchanged from last quarter. Our capital plan of $38 billion-$41 billion from 2026 through 2030 is driven by essential investments in the grid to meet customer needs and support California's clean energy objectives. We are executing this plan with an unwavering focus on affordability and cost discipline. I want to reinforce Pedro's earlier comments on execution and line of sight into our financial projections. With an improved GRC covering the bulk of SCE's capital plan through 2028, we have a high degree of confidence in our ability to execute and deliver on this plan in a way that meets customer needs and regulatory expectations.

That confidence is further bolstered by long-term fundamentals as we ensure the grid is ready for the economy-wide electrification ahead. Customer demand for an increasingly reliable and resilient grid continues to grow, making the need for sustained grid investment clear. As shown on page six, we expect SCE rate base compound annual growth of approximately 7% from 2025 to 2030, reflecting both near-term visibility and the long-term case for grid investment. SCE is focused on executing the work authorized under its current GRC, which provides clarity for most of its operations through 2028. In addition to the approved GRC, SCE has two significant standalone applications underway. The first is the NextGen ERP program, which we have discussed in prior quarters.

The second is SCE's AMI 2.0 application, which was filed in March and requests approximately $3.1 billion of capital investment through 2033. As we have previously disclosed, the capital associated with both programs is already incorporated in our capital plan. AMI 2.0 represents a comprehensive modernization effort with benefits across the system. It supports grid resilience and operational efficiency, enables more advanced customer services, and provides the data foundation needed to support electrification, distributed energy resources, and more dynamic system management. Looking ahead to the next GRC cycle, SCE will take the first step next month by filing its Risk Assessment and Mitigation Phase, or RAMP application. This filing informs the next GRC and outlines the risk mitigations that guide proposed investments across wildfire risk, transmission and distribution reliability, cybersecurity, climate adaptation, and other safety-related measures.

As in prior cycles, this process provides a clear safety and risk-driven framework for evaluating capital needs and supports consistent engagement with regulators and stakeholders on safety and risk priorities. I will highlight that following the resolution of several major proceedings last year, 2026 represents a cleaner regulatory slate, meaning fewer open proceedings and greater visibility into capital recovery, which further supports our confidence in the utility's ability to execute the long-term plan reflected in our capital and rate base outlook. I want to underscore an important differentiator in our financial strategy. We plan to deliver this growth without issuing new common equity for at least the next five years through 2030. This builds on our track record of cost effectively managing our credit metrics and having issued only about $400 million of common equity over the last five years.

We will continue to finance the business efficiently and remain committed to our 15%-17% FFO to debt framework. We expect to be within this range in the forecast window, and EIX has one of the strongest consolidated FFO to debt ratios projected by S&P. These data points demonstrate the strength of our balance sheet and cash flow profile. This diligence allows us to fund critical infrastructure investments, maintain financial flexibility, and create value for both customers and shareholders. Moving to earnings guidance, we are affirming our 2026 core EPS range of $5.90-$6.20. We are also affirming our previously provided core EPS targets for 2027, 2028, and 2030, as well as our long-term EPS growth rate.

With a strong start to the year, we remain confident in our ability to deliver on these commitments for customers and capital providers. That confidence is grounded in disciplined execution. We continue to maintain a strong focus on capital prioritization, operating efficiency, and cost management. Investments are evaluated through a risk-based framework with a clear line of sight to recovery. This rigor reinforces our ability to deliver on our long-term financial targets while continuing to advance safety, reliability, and resilience for the customers and communities we serve. That concludes my remarks. Back over to Sam.

Michelle, please open the call for questions. As a reminder, we request you to limit yourself to one question and one follow-up so everyone in line has the opportunity to ask questions.

Thank you, Sir. If you would like to ask a question, please press star one on your phone. One moment please for the first question. Nick Campanella with Barclays, your line is open.

Hey, good afternoon, thanks for the time. Congrats to Maria and Aaron here. Always a pleasure, both of you. You know, you brought up in your prepared remarks, the wildfire legislation and the SB 254 study. I guess a lot was thrown out there in terms of the recommendations, but ultimately, I guess, what is Edison kind of advocating for in the three paths? Where is the threshold in your mind for shareholder contributions? Just kinda keeping in mind, you know, what played out last year. I guess as we, you know, move forward here, when do you expect the actual CEA report to go in front of the legislature, if there's any timing that you can kinda talk to? I know that's a few questions in one. Thank you.

Yeah. That's pretty good, Nick. I appreciate it. All right, first on, you know, what we think is important here. You know, look, broad strokes, right? We appreciate that the CEA report really touches on all of these. It's important that we as, you know, the broad California economy, not just utilities, but the whole society, see broad risk reduction incentives and programs, right, to reduce the physical risk across our entire state. It's important that when, in spite of everybody's best efforts, the catastrophe strikes, that there be process for recovering quickly, and having a fair process for that, one that's predictable, where there's good accountability, where there's transparent enforcement, and, you know, tying that to conduct of the various parties involved.

You know, you saw that the joint submissions that the utilities made, you know, talked about some examples from other jurisdictions on, you know, mechanisms for how you think about addressing, say, the insurance components and the like. Broad strokes, you asked about the shareholder piece here. You know, we said before, we think it's really important that the state return to an investor-owned utility cost of service model, right? A model that we've had across the country, where investors can, you know that there's a good opportunity to recover their capital investment, you know, with return off and on that, if the utility has been prudent, and where further shareholder contributions would, you know, take place if a utility's management was not demonstrated to have been prudent.

To me, that's the base, the base piece here. We also recognize that, you know, there could be a lot of different ins and outs and ideas that folks throw out, so we will continue to engage with, you know, with all the stakeholders and, you know, evaluate, you know, any and all packages on their merits, you know, at the time. Finally, you asked about timing. I think the one solid piece of timing guidance I can give you is that the legislative session ends August 31, and that, you know, bills have to be in print by August 28, 72 hours prior. I know I've seen some chatter about, "Well, you know, is it sooner? Is it later?" This is complex legislation in a year that's full of, you know, complex topics.

You know, there's the discussion about wildfire, but it in itself really touches on affordability for the state broadly, right? 'Cause as you saw in the CEA report, doing the right thing in terms of the wildfire framework will indeed help affordability for the state. I wouldn't expect that that gets solved in the first week of the legislators being back. Really can't predict when it happens. If it takes the whole session, it takes the whole session. Most important is to make sure that we do our part to help them, you know, do the right thing for our economy.

Yeah, thanks, Nick. I think I covered all three parts, and then some.

Thank you. Our next question comes from Richard Sunderland with Truist Securities. Your line is open, sir.

Hi, good afternoon. Thank you, and congratulations as well to both Maria and Aaron. picking up on the sort of legislative discussion from earlier, I realize, Pedro, it looked like you didn't wanna speak to timing much, and I get that. I guess just procedurally, you know, this go around versus last year or a few years back, how do you think that will differ, you know, in terms of the engagement given we have the CEA report out? Do you see more of a public bent to all of this given the high-profile public nature of the report? I guess any other thoughts there would be helpful. Thank you.

Yeah, sure. I mean, it's a good question, and I think part of the answer is the CEA process itself, right? You know, we had, prior to the legislative session reopening, you had frankly a group that was a very professional group at the CEA go through a methodical process, engage a broad range of stakeholders. A lot of different voices are appropriately represented in the options that the CEA laid out in their report. I, it's me speculating a little bit here, but, you know, I think it's probably fair to say that this gives the legislature a much more robust platform from which to enter their debate, and one that already reflects stakeholder voices.

Given that so many stakeholders contributed to the development of the CEA report, I would expect to see, you know, a broad group of folks also engage in the legislature, and that's a good thing. This can't be just about utilities. This can't be just about insurance. It can't just be about building codes and standards. You really need all of these things to come together to make the system work for the world's fifth-largest economy. You know, in terms of procedure, maybe the other thing I would offer is that I'd say typically when you see these kinds of complex topics, it's probably not surprising to expect some continued engagement from the Governor's Office, you know, their leadership.

You saw the governor say early on in his initial press release after SB 254 that the state would benefit from the continued engagement of, for example, Ann Patterson now at Stanford, right? Good brains being applied to this. In the legislature, I, you know, I would imagine and expect that the leaders of some of the relevant committees, you know, will be, you know, personally engaged. In the past, sometimes you've seen working groups get assembled, you know, designated by leadership. Haven't heard that's gonna happen, I wouldn't be shocked if we saw something similar because, you know, you really need a core group of policymakers to be able to dive into the details as they craft potential legislation. Some thoughts. Maria, I don't know if you have anything to add there. Okay.

No, that's helpful context. Thanks for that, Pedro. Then I guess sticking with this theme, I think if I followed the script correctly, you talked about some broader legislative engagement and mentioned affordability is a critical focus. Could you just expand on that a little bit more? Are you talking kind of outside of the wildfire reform efforts and, you know, any other context for what you're, I guess, focused on and promoting there would be helpful.

Yeah. Just acknowledging, you've seen a number of bills introduced already that, you know, hit in some way on affordability, you know, affordability themes. I think going into that, it's really important that, you know, Southern California Edison is proud of the affordability trajectory that it's been on. You know, I think we mentioned it briefly in my remarks, but the hard work that Steve and Aaron and the whole team have been doing over multiple years to manage costs, be as affordable as possible, that'll continue. But that's an important, you know, fact that we go into with all this. Yeah, I was just acknowledging that you've seen a number of bill introductions that hit on affordability. It's clearly a theme in the gubernatorial primary.

I know that's on people's minds and the wildfire piece will be an important part of managing affordability for the state.

Yeah, maybe just, Rich, Pedro's right. The wildfire legislation itself is about affordability. It is inherently an affordability bill. The other affordability bills, they really do cover a wide range of things. Everything ranging from, you know, looking at rates and rate structures and, you know, how to manage those down potentially to things that are, you know, just around the reporting and how the utilities would disclose the work that they do, how things are audited. It really covers a pretty wide spectrum of things that fall into that affordability category.

Maria, I think it's fair to say you're also seeing affordability discussions around the insurance market. I'm sure as folks think about risk reduction in physical space, you'll see affordability considerations there. Yeah, it's just an important theme for the state. By the way, one thing that the CEA report pointed out is that wildfire, while that's the main focus here in this discussion and in what you were asking about, it is one of a range of other natural impacts that California needs to deal with. I thought there was a table in the CEA report that was instructive, where, you know, you look at the, what is needed in the state in terms of earthquake hardening, for example, probably has an extra zero compared to the wildfire.

You know, I think lawmakers will be thinking about affordability writ large, you know, everything in that context.

Great. Appreciate all the thoughts. Thank you.

Thank you. Our next caller is Gregg Orrill with UBS. Your line is open, sir.

Yeah. Hi, thank you. What's your anticipation, or is it too early to know, you know, what the scale will be of the Wildfire Recovery Compensation Program?

Yeah, we don't know ultimately what the participation rate will be. What I can tell you is that, you know, I mentioned we've had around 1,500 offers have been made already. There's over 3,100 claims that have been filed. To put that in scale, we've also seen claims brought forth by something like 30,000 plaintiffs so far. We know that in the program itself, there are around 18,000 properties that, you know, qualify for the program. They're in the zones that for eligibility. Any given property could have multiple claimants. That says to us that the 3,100 plus claims so far, the 1,500 or so offers so far are very early stage here, but we really can't forecast what that ultimate number might be.

Thank you. Our next caller is Anthony Crowdell with Mizuho. Your line is open, sir.

Hey, thanks for taking my question, and congrats to Maria and Aaron. Just I think it's off of Gregg's question, and maybe you just answered it. You know, obviously, the claimants grew about three times from the update you provided in February, over $500 million now. At what point or clarity on maybe the pace of settlements gives you enough visibility to provide a loss estimate?

Yeah. Sorry, Anthony, I know this is gonna sound familiar from prior quarters, it's really hard to estimate even when we will be able to provide an estimate. You know, I think we will need to see not only a large enough volume of claims go through the program, but also, I'm not sure this is the right word, some stability or lack of volatility in terms of the types of claims that we're seeing, where we could then somehow extrapolate that we have a really good beat on what the, you know, the rest of the exposure might look like.

You might remember, frankly, I think we all learned lessons together as we went through the exposures and the, you know, the other heartbreaking instances of TKM and Woolsey, where, you know, we saw that there were new facts that came out and such a variety of different types of claims that I think we learned from that it is very difficult to come up with the best estimate or even at this stage, a low end of the estimable range. That was a long-winded way of saying not sure when we would be in a position to do that, Anthony.

Great. Just a quick follow-up. I believe in the first quarter, you stated you filed the AMI 2.0 application. Just any timing of a decision there or expected timeline of the CPUC decision?

Yep. We just filed in March. We'll have, that's a $3 billion, a little bit more than $3 billion capital program that we filed for, replacing the smart meters that we deployed nearly 20 years ago. About half of that capital is in our current capital forecast, about half of it extends beyond the 2030 timeframe. We're at the front stages of our of our process with the application just being filed. Believe, somebody could correct me, that interveners would provide comments later in the summertime with July, and then the decision follows along after that, Anthony.

Thank you. Our next caller is Carly Davenport with Goldman Sachs. Your line is open.

Hey. Hey, good afternoon. Thanks so much for taking the questions. Maybe just to follow up on some of the SB 254 questions. There's still, I think, robust debate around if there will in fact be legislation passed this session or if you maybe see this pushed into 2027. I guess, could you just provide some thoughts on kind of the course of action in the event that legislation is not passed this session or maybe isn't as comprehensive as you might have hoped? I guess, should we expect any changes to the strategic focus areas or the current plan on the back of that?

Yeah, thanks, Carly. Look, let me be very clear. Our singular focus today is on 2026. Yes, you heard in my prepared remarks, one of the real strengths of the, you know, strongest messages in the CEA report was the deep cost of inaction. That was a real call for action. It was a sense of urgency that the CEA communicated, that I think you're already starting to, you know, see reflected in maybe some of the early comments from the legislature. That said, we can't guarantee that, you know, we'd see action in 2026. You know, we think that the table is very much set for that there is a need for the economy to see that.

I would also add that, frankly, as a resident of California, put aside my CEO of Edison hat. I worry about this from a broad state perspective and, you know, the world's fifth largest economy. If we don't see legislation this year, I think it's quite likely we would see, for example, credit rating impacts, not only for utilities or for insurance companies, but you know, you could see it in other sectors in the state. You could see it, you know, for the state's own financing authority. Part of our job will be to make sure that we and others are telling, you know, providing that message, providing that fact base to legislators and policy makers that this really requires action this year.

Without action this year, I think we're gonna see some real dire financial consequences across multiple sectors of the economy, not just the utility. If in spite of all that, there isn't sufficient action in 2026, then, you know, we will plan for what we would do in future cycles. We would also need to take a look and see what happens with, for example, our cost of capital. You know, does that lead to then us having to, you know, think differently about our capital allocation? We're not there today, and our, again, singular focus is on 2026.

Maria, do you wanna add anything to that?

Carly, may I just underscore, Pedro's right. The process is progressing right now as, you know, it was intended to and as it was outlined under the legislation. We have a lot of visibility into our capital plan because we have, you know, knocked out a lot of the regulatory proceedings in 2025, so there's a lot of certainty as to the plan, how we execute the plan, and what the plan costs. We have no need for new equity for the next five years. As you know, you know, we have the commitment to the dividend that the board has been declaring an increase, in fact, by 6% in December.

We have a lot of the groundwork laid and a lot of the visibility laid, and when we look at the future, you know, we have a lot of confidence in the scenarios and the conservatism that we've built in. I think as Pedro said, as we continue to think about the costs and benefits, if the cost of capital goes up, our customers would pay more if the cost of capital goes up, and we would have to consider that in the future when we develop new capital plans. That's why a predictable framework in under legislation that supports reasonably priced capital is really most helpful to our customers.

Got it. Okay. That's, that's really helpful. I guess just picking up maybe on that last piece in terms of what's in best interest of your customers, there's obviously been a lot of focus, on affordability, in particular in kind of some of the rhetoric around the upcoming gubernatorial election. There's been some recent changes in kind of the polling there. I guess maybe just if you could talk a little bit about how you're positioning, you know, some of the rate decreases that you've seen this year and Edison's overall strategy on affordability, with policymakers in response to some of the noise, on affordability related to the election.

Carly, I think you're the last word you used there, you know, noise is appropriate because it is an election and there's a lot of stuff, you know, flying around. You know, obviously we ultimately, we will work with well, work well with whomever the people of the state elect. We are very focused on making sure that we are being clear in what the facts really are around the affordability trajectory. The fact that Southern California Edison has had up until you know, the 2019 to 2024 period, had rate increases that on average were at or below inflation. We had a period there, five years, where we went beyond inflation for reasons we've explained, you know, external impacts from weather and power market costs, a bit of a wildfire.

About a third of it was kind of normal load growth sort of impacts. Importantly, the commitment we've been able to make that, you know, Steve and Aaron and the team are steering SCE to be delivering rate increases that are once again at or below inflation through 2030. That's an important message that needs to be, you know, out there and we're making sure we're communicating. We will continue to engage with, you know, candidates in their campaigns, continue to educate our policymakers and our customers. Most importantly, we'll continue the hard, the real work on operational excellence and continuous operational improvement.

Thank you. Our next caller is Aidan Kelly with JPMorgan. Your line is open.

Hey, good morning. Thanks for the time today. Just one question my end. I want to hone in on the Edison fire process, if I could. It seems there's been some recent media headlines pushing back on the information flow in court proceedings. I guess, just curious if you could share some thoughts on Edison's dissemination of information to the, to the state. Do you kind of see this pushback as normal give and take or maybe like a touch higher than what you'd expect typically?

Yeah. Aidan, I think you're probably referring to an article that was posted by the LA Times over the weekend that made that argument. I, as you probably saw in the article, I actually sat down with the reporter and, you know, made sure that I tried my best to make sure that the reporter understood the facts here. I think the article had a slant to it that, you know, lacked appropriate balance. The core of that she was describing in the article, she was making the argument that because some of the information in the case is privileged, that somehow that meant that Edison is withholding information. That is just simply not an appropriate take on the process.

It starts with a commitment that I made on behalf of the company, and we continue to make as a company to be as transparent as possible with our public and with you, our investors. We've continued to do that, you know, throughout the process. However, there is information in litigation that is privileged, not just on the Edison side, but there's privileged information on the plaintiff's side. That's one of the items that I emphasized, and I'm not sure got quite captured as strongly in the article there. There's a balancing act here, and both sides develop privileged information. It's, you know, it's important for their litigation strategies. It is litigation, right? It's appropriate to protect privileged information.

By the way, I shall not only should focus on privilege in logs, but also the fact that there's some information that is protected by confidentiality orders in the case. I explained to her, and I think this piece may have made into the article a little bit. Some of that information may have nothing to do with the Edison fire case itself.

For example, in sweeping up, you know, discovery, et cetera, that might include, you know, if you're asking for hypothetical here, asking for information about the network or about, you know, meters on the network, well, that might sweep up information around our network map topology that, you know, the federal government wants us to keep under wraps because to put it out there would provide a roadmap for agents, terrorists and others who do not mean well, right? They mean harm to the system. Similarly, some of the information might include specific customer information that we need to protect, keep confidential. The other side, plaintiff's attorneys, you know, can see some of that information under protective orders, but it's not released to the public. Those are the categories of information that I think she was referring to.

It was trying to support a thesis that somehow we're not being as transparent as possible. That is simply not true. We will continue to stress what fact is and what fact is not here.

Great. Appreciate the insight, Pedro. That does it for me. Appreciate it. Thanks.

Thank you. Our next caller is Ryan Levine with Citi. Your line is open, sir.

Hi, good afternoon. Congrats to Maria and Aaron. In terms of the sizing of how much, is there a way you could size how much cost-cutting initiatives AI could enable or unlock and how the AMI 2.0 and ERP systems could impact that opportunity?

I'm gonna turn it over to Steve and Aaron here. Steve, you want to take it?

Hey, Ryan. How you doing? I think it's still really early to get a full sizing of what the potential with AI is. You know, Pedro listed out in his opening remarks a number of areas that we're leveraging AI. You know, they span from things that we've already done in our customer operations, helping out our call center agents more quickly respond to customers and shorten the length of those calls. We're doing things like identifying trends around customer issues and frankly flagging them before they happen, we can get ahead with proactive communications to customers to deal with some of their challenges. There is a lot of emerging opportunity on the grid. It's, you know, developing tools that will automatically do designs of infrastructure.

We're starting with the basics of like-for-like replacement to changes to how you dispatch your resources, changes to how you optimize our capital portfolio. It spans kind of the entire business from procurement to grid to the customer side. It's still early days. We're getting, you know, we've got benefits that we capture, and they roll into our forecast. I think the total opportunity there is something that will continue to evolve, especially as the technology evolves so rapidly.

Maybe I'd add to that on the question about the Advanced Metering Initiative. You know, the data that we'll be gathering through AMI will be critically useful for us. Take a look, Ryan, at our application. We do go through and quantify a significant amount of value that will come to customers from that program.

In that, we look at, you know, what's the case for a like-for-like replacement and what's the case for what is a more expensive but much more valuable to customers, sort of state-of-the-art or near state-of-the-art metering initiative and how we could use data there to inform demand flexibility, to provide customer signals, to enable things like allowing customers to avoid the cost of a meter upgrade to charge their electric vehicle by better managing their electric consumption within the panel and within the meter that we have there. A lot of benefits that have been quantified in that with a benefit cost ratio for the incremental costs above the obsolescence case well above one. Exciting stuff. Ultimately, all of this is supportive of the 5%-7% EPS growth rate.

Great. One follow-up question to some of the prepared comments. How are you assessing wildfire risk going into this summer wildfire season compared to prior years, given weather and all the company actions over the last few years?

Hey, Ryan, it's Steve. I'll follow up on that one as well. When we go into every, I'll say each year as the weather evolves, you know, we're really focused on our long-term mitigations and how they are significantly reducing risk across the whole system. You know, we've now deployed more than 7,100 mi of covered conductor, nearly 100 mi of undergrounding, and that really forms the basis for that risk reduction. We layer on top of it going into each season, looking to see what are the parts of our system that may have increased risk relative to the rest of the system.

Edison International (EIX) Q1 2026 Earnings Call Transcript

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