SESSION: RECOVERY & RESILIENCY AFTER SANDY (2)

1. SESSION: RECOVERY & RESILIENCY AFTER SANDY (2) Leveraging Environmental Management Systems to Improve Business Continuity and Planning and Emergency Response - Lessons Learned from Hurricane Sandy Peter Hall, AMEC AMEC Environment and Infrastructure has supported a global Fortune 500 Telecommunications organization with an Environmental, Health and Safety Management System (EHSMS) that has been deployed at a range of facilities throughout the world. An important component of the EHSMS program has included the Business Continuity (BCP) program and EHS training to manage risks and emergency preparedness planning. The Business Continuity Planning (BCP) program, which is managed within the overall EHSMS, played a key role in this organizations response to operations and customers in the NYC area impacted by Hurricane Sandy. Specifically, the BCP program focused on employee’s personal safety, facilities preparations in advance of the storm event and the proactive outreach to customers. This presentation will review the overall role that an EHSMS program and BCP can have in addressing significant storm events and the role of BCP coordinators, incident managers, facility managers, and customer action teams. Key steps involved in the BCP process and lessons learned will be reviewed. An overview of key areas that EHS Management systems can be utilized to address liability management, training and emergency response communications will also be summarized as part of this presentation. Peter Hall is a Principal Consultant and the AMEC Environment & Infrastructure Sustainability & Climate Change/Resiliency Practice Lead. He is based in the Portland, Maine office, been with the firm for over 28 years and is a certified geologist & environmental audit professional. His expertise includes management systems, stakeholder engagement/training, emergency response, stormwater, waste management and energy management and integrated solutions for climate change vulnerability/adaptation programs. Peter has extensive experience with sustainability programs that address mitigation including waste and water reduction, carbon foot-print assessments and sustainability planning. Peter’s background in management systems have been applied to a range of organizations looking to incorporate resilience to natural hazards and climate change into regional and local land use planning, short-term and long-term decisions, and implementation solutions. He has supported a range of AMEC projects for climate change adaptation/resiliency planning, utility sustainability KPIs, sustainability planning for mining and airport sustainability planning projects. Peter is a co-author of the ABB “Practical Guide for Documentation and Implementation of an EMS” used to secure ISO 14001 registration at hundreds of ABB sites which included both construction and infrastructure related projects, is a registered ISO 26000 Social Responsibility Presenter and has published over 15 technical papers on system integration and business sustainability. He has an Integrated Management Credential from the USM Graduate School of Business, Economics, and Management and a B.Sc. degree from St. Lawrence University in New York.

2. Leveraging Environmental Management Systems to Improve Business Continuity Planning and Emergency ResponseLessons Learned from Hurricane Sandy Peter J. Hall, C.G. (Hydrology Spec.), CEA (IEMA) AMEC Environment & Infrastructure Principal - EHS Management Systems and Sustainability Portland, Maine Office I 207-828-3501 Cell I 207-272-2153 Email: peter.j.hall@amec.com AMEC Sustainability & Climate Change/Resiliency Professional Practice Lead ISO 26000 CSR Registered Presenter ISO 14001/OHSAS 18001 Certified Auditor AMEC – EA 2013 Top Ranked Global Climate Change/Energy Services Provider 2012 Dow Jones Sustainability Index Oil and Gas Sector Leader

3. Presentation Outline AMEC has supported a global Fortune 500 Telecommunications organization with an Environmental, Health and Safety Management System (EHSMS) that has been deployed at a range of facilities throughout the world. A component of the EHSMS included Business Continuity and associated liability management and training. Hurricane Sandy Response and Lesson’s learned • Background • Key Features of BCP planning for this event • Role of the EMS program

4. Business Continuity Planning (BCP) The Business Continuity Planning (BCP) program, managed within the overall EHSMS, played a key role in this organizations response to operations in the NYC area impacted by Hurricane Sandy. BCP program focused on Employee’s personal safety, Facility preparations and the proactive outreach to customers. Key steps involved in the BCP process and Lessons learned will be reviewed. An overview of the key areas that EHS Management systems can be improved to address liability management, training and emergency response communications will also be summarized and lessons learned discussed.

5. Crisis Management • Description: • Crisis management is the coordination of an organization’s response to a crisis, in an effective, timely manner, with the goal of avoiding or minimizing damage to the organization’s profitability, reputation, and ability to operate. • Supporting documents: • Corporate Crisis Management Plan • Local Incident Management Plan • Threat Assessment • Emergency Preparedness Plan • Emergency Communication Pamphlet • Incident Tracking Report

6. Business Continuity • Description: • Business continuity is the ability of an organization to provide service and support for its customers and to maintain its viability before, during, and after a business continuity event. A business continuity plan is the process of developing and documenting arrangements and procedures that enable an organization to respond to an event that lasts for an unacceptable period of time and return to performing its critical functions after an interruption. • Supporting documents: • Risk Assessment Summary • Business Impact Analysis • Resource Requirement Evaluation • Recovery Strategy Matrix • Business Continuity Plan • Continuity Plans

7. EHS Management System – PDCA ModelPer ISO 14001/OHSAS 18001 EHS Policy Leadership Commitment • ManagementReview • Aspects, Hazards and Risks • Legal and other requirements • Act • Plan • EHS Internal Audit • EHS objectives, targets, and programs • Resources, Roles, Responsibility, Accountability and Authority Continual Improvement • Control of Records • Competence, Training, and Awareness • Incident, Investigation, non-conformity, corrective and preventive action • Check • Communication • Do • Documentation • Control of Documents • Evaluation of Compliance • Operational control • Performance Measurement and Monitoring • Emergency Preparedness and response

8. Superstorm Sandy Path

9. Response Timeline Daily Recap: October 25 – Business Continuity Coordinators (BCC’s), Incident Managers (IM’s), Facility Managers (FM’s), and Corporate Support Team (CST) put on alert (emergency numbers, check in process, transfer work, bring home laptops) October 26 – Email message sent to employees in NC (327), VA (601), WV (5), MD (122), DE (19), PA ()NJ (763) NY (283), CT (42), MA (319), RI (4), DC (113), provided headcount reports to BCC’s, Message sent to Executives October 28 – Facility Managers meeting October 29 – October 31 – Meetings held with CST, BCC’s, IM’s & FM’s October 29 – November 16 – Meetings held with ACT October 30 – November 2 – Sent IM messages to employees to validate their safety November 6 – Meetings with FM for BR and BCC’s November 19 – 30 – Solicited for lessons learned and feedback

10. Business Continuity Coordinators (BCC’s) Description: Executing business continuity plans in response to a business interruption or outage Business Groups: CAO, Operations, Sales, Services, ECS, GTM, Government, CS&D, Networking, Finance, IT Key Activities During Sandy: Sent internal communications to leadership and employees Assisted with accounting for employees Updated employee hotlines Provided appropriate coverage for work Executed business continuity plan as needed

11. Incident Manager (IM’s) / Facility Managers (FM’s) Description: IM’s and FM’s assist with response, communication, coordination, support, and decision making during a business interruption or outage. Locations: 15 locations along Eastern Seaboard Key Activities During Sandy: Identified locations that could be impacted Reached out to landlord where applicable Updated building hotlines Determined preparations needed at facilities if any Ensured generators and UPS working, made sure fuel on hand Communicated with local power companies Sent communications to employees at facility Set up work area for employees

12. Corporate Support Team (CST) Description: • The CST assess the broader impact to Company, coordinates response, reports back to appropriate leaders, provides support to Local Incident Management Teams, facilitates communication among key contacts in other regions and outside of Company, and escalates to the when a situation becomes a crisis. Team Members: • Business Continuity Mgmt., Security, Facilities, Real Estate, HR, IT, EH&S, Legal, Finance, Risk Mgmt., Communications, Labor Relations, Indirect Procurement Key Activities During Sandy: • Reached out to employees in areas that could be impacted • HR provided employee listing for NY, NJ, CT to update • Worked with fuel company to ensure enough fuel on hand to keep generators running • Worked with insurance company to determine coverage for damage to warehouse location • Reviewed employee communications • Called back employees as needed in response to messages

13. Corporate Support Team (CST) Key Activities: Verified stock availability in local areas Placed expedited orders for parts Provided additional resources to assist in recovery efforts Activated customer service team within Inside Sales to provide priority service to customers without a maintenance plan or requiring assistance beyond the scope of the Maintenance Team (1-800-123-xxxx) Staffed for weekend support Put together marketing packages for the Sales Teams to use when talking to customers Developed scripts for customer service representatives to use

14. Integrating Actions and Response for Climate Change/Extreme Weather EventsResiliency Project Life Cycle – Systems Approach • Adaptation and Resiliency

15. Sustainability & CC/Resiliency Expertise Areas that relate to resiliency planning Integrated Climate Change/Resiliency Planning & Selected Services (Partial List) Stakeholder Engagement Climate Change Scenario Planning Industrial wastewater Stormwater Emergency Planning and Response Value-Engineering & Building Condition Assessment Climate Risk Communications and Training Power T&D and Business Continuity Planning Hazardous and Solid Waste & Oil Storage and Management Design/Construction for Potential CC vulnerabilities Disaster Response EHS Management Systems and Compliance IM Weather Forecasting Green Infrastructure Automated DFIRM & Data Management Flood Risk Assessment (FRA) SLR and Insurance Planning/Requirements Automated sidewalk conditioning/rating program Sustainable Forest Management Energy Efficiency and EnMS programs

16. Challenges Multiple states impacted Widespread power outages No cable or internet available Spotty cell service (AT&T not available week 1) Initially only had work phone numbers for employees in IM Database Basking Ridge without power, on generated power Basking Ridge with limited space for employees Public transportation limited into NYC Employees in NY, NJ, CT offline BCM primary and backup in same state Difficult to initially get in touch with customers

17. Roles and Responsibilities & Metrics

18. Roles & Responsibilities must be clearly defined! • Avaya EH&S Leadership Team • Major Tenant’s Most Senior Level Manager • EHSMS Committee Facilitator • EHSMS Coordinator • EHSMS Committee Member • Facility Manager • Global EH&S Organization • Supervisor • Employee • Roles & Responsibilities are defined in MSR-SR-10 Document

19. Lessons Learned Review primary and backup team members and where they are located Update knowledge base on support.company.com for customers Create playbook for Customer Action Teams (CATs) Identify core contact for CATs Redistribute generated power in key locations (BR) Prepare scripts for hotline updates including date and time of last update Work with Product Management to identify product offerings for customers Work with IT to enhance IM so we can better track employee responses Activate CATs earlier in process Sales teams outside impacted region need to be engaged

20. Personal Preparedness SharePoint

21. BCP Tools and Platforms