ALL4 Onboarding Guidebook

ALL4 Onboarding Guidebook

Onboarding Guidebook We’re excited that you’ve decided to join our company! In this Onboarding Guidebook, you’ll find materials needed for your orientation sessions, as well as information to help you get acquainted with ALL4 and our way of doing things. ON YOUR FIRST DAY, please complete the following in Paylocity: • I9 Form • Handbook Acknowledgment Form • Handbook Non-Discrimination & Non-Harassment Form • Employee Confidentiality Policy • Vehicle Driver Agreement WITHIN ONE WEEK of your start date, please complete the following: • Headshot for website – Please contact your office’s on-staff photographer to arrange for a picture for your website profile. (If you aren’t sure who your office’s photographer is, please ask the Marketing Director [[email protected]] for that information). If you work remotely, please have someone take a photo of you or select an existing professional photo of yourself and send it to our Marketing Director. • A “fun” picture showing your personality or hobby may be sent to our Marketing Director at [email protected] for upload to the website, as well. • Personal Narrative – The template is available at \"C:\\BoxDrive\\Box\\Departments Public\\Marketing\\People\\Personal Narratives\\ALL4 New Hire - BLANK - Personal Narrative For Website.docx\". Perform a Save As to save your draft in the same folder on Box using the same naming configuration as the others, complete electronically, and email the Marketing Director when done for upload to ALL4’s website. WITHIN TWO WEEKS of your start date, please complete the following: • Onboarding Plan (After your Orientation session with your Coordinator, you are expected to create a draft of your plan and schedule a meeting with your Coordinator for review and finalization. Template is available at \"C:\\BoxDrive\\Box\\Departments Public\\Human Resources\\Career Development\\ORIENTATION MATERIALS\\Onboarding Plan Form_FINAL 1.doc\". • LinkedIn Profile – (set up your LinkedIn account; using the materials in the “To Do” section of your Orientation Handbook). • Professional Profile – Page 1 (Profile template is available at \"C:\\BoxDrive\\Box\\Departments Public\\Marketing\\People\\PROFILES\\Generic Professional Profile 2021.docx\". Open template, do a Save As, and save your draft in the appropriate year’s Word folder on Box using the same file naming format as others in the current year’s folder, email a draft to your Coordinator for review, make edits, and save the final version in the current year’s folder. Email the Marketing Director to notify her to upload to ALL4’s website). • Skills Matrix (Prepare your information, run it by your Coordinator as needed, and provide to the Operations Manager to be added to the matrix.) The Skills Matrix is available at https://all4inc.sharepoint.com/sites/All4All/Shared%20Documents/RegTech/ALL4%20staff% 20skills%20matrix_03032022.xlsx?web=1.

Onboarding Guidebook WITHIN APPROXIMATELY FOUR WEEKS of your start date, please complete the following: • Mentor Program Form (This form is intended to be used as a guide to developing your relationship with your mentor; it provides minimum requirements of our informal program. As you meet with your mentor, record meeting dates on the form. Return the completed form to your Coordinator.) The Mentor Program form is located at \"C:\\BoxDrive\\Box\\Departments Public\\Human Resources\\Career Development\\ORIENTATION MATERIALS\\Mentor Form - Tech Staff 6-08-16.docx\\\".

Onboarding Guidebook ONBOARDING PLAN ALL4 expects that you’ll take responsibility for your own success and growth within the company. To start, we ask that you complete this Onboarding Plan by listing the goals you have for yourself in your new position with ALL4. These goals should be meaningful to you but also to the company. Think about how you can make a positive impact on the company. Think about the ways you can exceed our expectations. List your goals in the table below, keeping in mind that we expect you to complete these goals within your first 90 days of employment at ALL4. Please note that it’s your responsibility to discuss these goals with your coordinator to be sure they’re appropriate. It’s also your responsibility to schedule meetings with your supervisor at 45 and 90 days to review your progress. You and your coordinator can initial this form as you complete each item. To get you started, here are two goals key to the first 90 days for tech staff. Goals How Measured Progress / Complete? (At 45 and 90 days) Mastery of the skill to QA a Successfully QA at least three deliverable. For purposes of this documents. The expectation is to QA goal, a deliverable is considered a the document to the satisfaction of document consisting of at least “your client.” Your client is the internal five pages, which may include text, ALL4 person receiving your figures, and tables. incorporation of comments. Success will be determined by the PM, PL, or CE/CS assigned to the project. Mastery of the skill of incorporating Successfully incorporate internal internal comments on a comments on at least three documents. deliverable. For purposes of this The expectation is that 100% of the goal, a deliverable is considered a comments are addressed and/or document consisting of at least five incorporated to the satisfaction of pages, which may include text, “your client.” Your client is the internal figures, and tables. ALL4 person receiving your incorporation of comments. Success will be determined by the PM, PL, or CE/CS assigned to the project.

Onboarding Guidebook Upon completion, please sign and return to HR. (This form will be filed in your HR file.) New Hire Coordinator Name Name Signature Date Signature Date

Onboarding Guidebook OVERHEAD MENTOR FORM We at ALL4 hope that the mentor and new hire will meet as often as they deem necessary in order to help the new hire get acquainted with life at ALL4. We provide the items below as a guide for mentor/new hire meetings. These are the minimum requirements of the mentor/new hire relationship. Please note it is expected that this relationship last for the first year of the new hire’s employment. Please note this relationship should help introduce the new hire to who we are as a company and what are expected actions and behaviors. This can encompass professional careers, consulting, the seriousness of our technical work, the culture of ALL4 and more. The last page of the Mentor Program Form is a resource that provides some oversight and tips to ensure an effective mentor relationship. 1. Lunch Meeting (weeks #1 or 2): Mentor takes new hire out to lunch one time during week #1 or #2 of the new hire’s employment to discuss how things are going, any pertinent questions or issues that have come up, and anything else they deem appropriate. (Examples: workload/prioritizing, dealing with different personalities, Onboarding Plan goals, the seriousness of our work, building good work habits, getting involved, office life reminders: asking for help/calling out for sickness or weather, etc.) □ Week 1 or 2 Lunch – date __________ notes _________________ 2. Monthly Check-in Meetings (weeks #1 - 12): Mentor and new hire hold check-in meetings monthly during weeks #1 – 12 of the new hire’s employment to discuss how things are going, discuss any pertinent questions or issues that have come up, and anything else they deem appropriate. (Examples: timesheets, ALL4 administrative items, workload/prioritizing, dealing with different personalities, Onboarding Plan goals, the seriousness of our work, building good work habits, getting involved, office life reminders, etc.) □ Meeting 1 – date __________ notes ____________________________ □ Meeting 2 – date __________ notes ____________________________ □ Meeting 3 – date __________ notes ____________________________ 3. Quarterly Check-in Meetings (weeks #13 – 52): Following new hire’s first 12 weeks, mentor and new hire meet once per quarter to follow-up on new hire onboarding process, career interests and goals, etc. These meetings can be formal or informal as determined by the new hire and mentor.

Onboarding Guidebook □ Quarter A – date _________ notes _____________________________ □ Quarter B – date _________ notes _____________________________ □ Quarter C – date _________ notes _____________________________

Onboarding Guidebook WHAT IS A MENTOR? Webster’s New World Dictionary defines mentor as “a person looked upon for wise advice and guidance.” A mentor can play many roles including coach, teacher, advocate, friend, cheerleader, and opener of doors. Though a mentor may be a role model, a true mentor does not ask another person to “be like me.” A mentor says, “I will help you be whoever you wish to be.” A mentor is not a parent, a peer, or a counselor. Above all, mentoring is about listening without negative judgment and questioning with respect. Remember to enjoy your mentoring relationship and to keep an open mind. Suggested Activities Become Acquainted • Discuss your backgrounds and get to know each other. • Discuss your goals for the relationship. • Discuss the mentee’s career interests and goals. Career Conversations • Discuss and list the mentee’s talents, skills, and interests. • Discuss how the mentor’s personal and professional life fit together. • Discuss the mentor’s educational background and the role of educational preparation in your field. • Discuss organizational types and cultures. • Discuss how individual work values impact career choices. • Discuss the transition from school to work. • Go out to lunch or dinner and discuss proper business etiquette. • Discuss “office politics.” Tips for Effective Mentoring • Maintain regular contact. • Always be honest. • Avoid being judgmental. • Don't expect to have/receive all the answers. • Maintain a positive attitude. • Help your mentee access resources and expand support networks. • Communicate effectively. • Respect confidentiality. • Encourage awareness: Stress that an individual be aware of the environment, be intuitive, be problem-sensitive, and be ready to make the most of opportunities. • Encourage risk-taking: Encourage the mentee to be a risk-taker and to be an active participant, not a spectator.

Onboarding Guidebook • Encourage flexibility: Share with the mentee the importance of being flexible and adaptable in attitudes and action, looking for alternatives, and seeing situations/people from different perspectives. Source: Modified from both Mentoring Myths and Tips, Nancy Henry, Northwest Regional Educational Laboratory, and Noller (1982) Mentoring: A Renaissance of Apprenticeship. The Journal of Creative Behavior

Onboarding Guidebook PROJECT MANAGER MENTOR FORM We hope that the mentor and mentee will meet as often as they deem necessary in order to help the mentee get acquainted with their new position. We provide the items below as a guide for mentor/mentee meetings. These are the minimum requirements of the mentor/mentee relationship. Please note that although we suggest working together for the first two months, it is expected that this relationship last at least six months. Mentor and mentee meet one time per week during the first two months of the mentee’s position transition to discuss how things are going, pertinent questions/issues/tricky situations that have come up, anything else they deem appropriate, and for the mentor to teach the mentee ALL4 procedures relating to the mentee’s new “responsibilities.” The mentor should actually talk the mentee through a particular procedure as it pertains to one of the mentee’s valid projects, whenever possible. For example, at month- end the mentor should do the mentee’s backlog with the mentee, explaining the process while doing it. □ General Mtg – date ____________ place ___________________________ Topics discussed: □ Backlog Completion Mtg – date _________ place ____________________ When should this be done, where is file on network, how to do it, why is it important, etc. □ Invoice Review Mtg – date _________ place ________________________ What invoice options are there, what to look for, when to hold invoice, how to get invoice off hold, tracking invoice totals/budget status, etc. □ Budget Increases Mtg – date ___________ place ____________________ How do I know if I need more money, when to contact client, what to say vs. not say to client, etc. □ Out-of-Scope Issues Mtg – date ___________ place __________________ How to see this coming, how to handle, when to contact client, what to say vs. not say, how to avoid/minimize this, etc. □ Proposal Development Mtg – date __________ place _________________

Onboarding Guidebook Choosing right template, using proposal cost spreadsheet, determine number of hours needed, estimating travel costs, other things to consider, location of necessary files on network, etc. □ Job Opening/Kickoff Mtg – date __________ place _________________ Completing Job Opening form, preparing for kickoff meeting, hosting kickoff meeting, etc. □ Other topics covered: Upon completion, please sign and return to HR. (This form will be filed in mentee’s & mentor’s HR file.) Mentee Name ____________________________ Signature _______________________________ Date ___________________ Mentor Name ____________________________ Signature _______________________________ Date ___________________

Onboarding Guidebook WHAT IS A MENTOR? Webster’s New World Dictionary defines mentor as “a person looked upon for wise advice and guidance.” A mentor can play many roles, including coach, teacher, advocate, friend, cheerleader, and opener of doors. Though a mentor may be a role model, a true mentor does not ask another person to “be like me.” A mentor says, “I will help you be whoever you wish to be.” A mentor is not a parent, a peer, or a counselor. Above all, mentoring is about listening without negative judgment and questioning with respect. Remember to enjoy your mentoring relationship and to keep an open mind. Suggested Activities Become Acquainted • Discuss your backgrounds and get to know each other. • Discuss your goals for the relationship. • Discuss the mentee’s career interests and goals. Career Conversations • Discuss and list the mentee’s talents, skills, and interests. • Discuss how the mentor’s personal and professional life fit together. • Discuss the mentor’s educational background and the role of educational preparation in your field. • Discuss organizational types and cultures. • Search online together for air quality resources and other information related to your field. • Discuss how individual work values impact career choices. • Discuss a current event or issue in your field. • Discuss the professional standards that exist in your field. • Discuss the transition from school to work. • Go out to lunch or dinner and discuss proper business etiquette. • Discuss “office politics.” Tips for Effective Mentoring • Maintain regular contact. • Always be honest. • Avoid being judgmental. • Don't expect to have/receive all the answers. • Maintain a positive attitude. • Help your mentee access resources and expand support networks. • Communicate effectively. • Respect confidentiality. • Encourage awareness: Stress that an individual be aware of the environment, be intuitive, be problem-sensitive, and be ready to make the most of opportunities. • Encourage risk-taking: Encourage the mentee to be a risk-taker and to be an active participant, not a spectator.

Onboarding Guidebook • Encourage flexibility: Share with the mentee the importance of being flexible and adaptable in attitudes and action, looking for alternatives, and seeing situations/people from different perspectives. Source: Modified from both Mentoring Myths and Tips, Nancy Henry, Northwest Regional Educational Laboratory, and Noller (1982) Mentoring: A Renaissance of Apprenticeship. The Journal of Creative Behavior

Onboarding Guidebook TECH STAFF MENTOR FORM We at ALL4 hope that the mentor and new hire will meet as often as they deem necessary in order to help the new hire get acquainted with life at ALL4. We provide the items below as a guide for mentor/new hire meetings. These are the minimum requirements of the mentor/new hire relationship. Please note that although the first six weeks are formal, it is expected that this relationship last for the first year of the new hire’s employment. Please note this relationship should help introduce the new hire to professional careers, air quality, consulting, the seriousness of our technical work, and the culture of ALL4. The last page of this form is a resource that provides some oversight and tips to ensure an effective mentor relationship. 4. Lunch Meeting (weeks #1 or 2): Mentor takes new hire out to lunch one time during week #1 or #2 of the new hire’s employment to discuss how things are going, any pertinent questions or issues that have come up, and anything else they deem appropriate. (Examples: workload/prioritizing, meeting utilization goal, dealing with different personalities, interacting wwith clients, Federal Register, preparing deliverables, Onboarding Plan goals, the seriousness of our work, building good work habits, getting involved, office life reminders: asking for help/calling out for sickness or weather, etc.) □ Week 1 or 2 Lunch – date __________ notes _________________ 5. Semi-monthly Check-in Meetings (weeks #1 - 12): Mentor and new hire hold check-in meetings every 2 weeks during weeks #1 – 12 of the new hire’s employment to discuss how things are going, discuss any pertinent questions or issues that have come up, and anything else they deem appropriate. (Examples: timesheet, questions regarding weekly projections, ALL4 administrative items, workload/prioritizing, meeting utilization goal, dealing with different personalities, interacting with clients, Federal Register, preparing deliverables, Onboarding Plan goals, the seriousness of our work, building good work habits, getting involved, office life reminders, etc.) □ Meeting 1 – date __________ notes ____________________________ □ Meeting 2 – date __________ notes ____________________________ □ Meeting 3 – date __________ notes ____________________________ □ Meeting 4 – date __________ notes ____________________________ □ Meeting 5 – date __________ notes ____________________________

Onboarding Guidebook □ Meeting 6 – date __________ notes ____________________________ 6. Quality Assurance Support (weeks #3 - 6): New hire is to complete three deliverable QAs AND three deliverable QAs incorporating internal comments within weeks #3 - #6, having mentor review/QA new hire’s work before turning it in. Mentor is to provide honest feedback to new hire after each QA is performed. Mentor is to support development of QA and comment-incorporation skills. Mentor will provide a brief written status of new hire’s QA progress to coordinator at specified times (end of third and sixth weeks). □ 1st QA – date _________ notes__________________________________ □ 2nd QA – date _________ notes__________________________________ □ 3rd QA – date _________ notes__________________________________ □ 1st Incorporate Comments – date _________ notes________________ □ 2nd Incorporate Comments – date _________ notes________________ □ 3rd Incorporate Comments – date _________ notes________________ 7. Quarterly Check-in Meetings (weeks #13 – 52): Following new hire’s first 12 weeks, mentor and new hire meet once per quarter to follow-up on new hire onboarding process, career interests and goals, etc. These meetings can be formal or informal as determined by the new hire and mentor. □ Quarter A – date _________ notes _____________________________ □ Quarter B – date _________ notes _____________________________ □ Quarter C – date _________ notes _____________________________

Onboarding Guidebook Upon completion, please sign and return to new hire’s coordinator. New Hire Name ____________________________ Signature _______________________________ Date ___________________ Mentor Name ____________________________ Signature _______________________________ Date ___________________

Onboarding Guidebook WHAT IS A MENTOR? Webster’s New World Dictionary defines mentor as “a person looked upon for wise advice and guidance.” A mentor can play many roles including coach, teacher, advocate, friend, cheerleader, and opener of doors. Though a mentor may be a role model, a true mentor does not ask another person to “be like me.” A mentor says, “I will help you be whoever you wish to be.” A mentor is not a parent, a peer, or a counselor. Above all, mentoring is about listening without negative judgment and questioning with respect. Remember to enjoy your mentoring relationship and to keep an open mind. Suggested Activities Become Acquainted • Discuss your backgrounds and get to know each other. • Discuss your goals for the relationship. • Discuss the mentee’s career interests and goals. Career Conversations • Discuss and list the mentee’s talents, skills, and interests. • Discuss how the mentor’s personal and professional life fit together. • Discuss the mentor’s educational background and the role of educational preparation in your field. • Discuss organizational types and cultures. • Search online together for air quality resources and other information related to your field. • Discuss how individual work values impact career choices. • Discuss a current event or issue in your field. • Discuss the professional standards that exist in your field. • Discuss the transition from school to work. • Go out to lunch or dinner and discuss proper business etiquette. • Discuss “office politics.” Tips for Effective Mentoring • Maintain regular contact. • Always be honest. • Avoid being judgmental. • Don't expect to have/receive all the answers. • Maintain a positive attitude. • Help your mentee access resources and expand support networks. • Communicate effectively. • Respect confidentiality. • Encourage awareness: Stress that an individual be aware of the environment, be intuitive, be problem-sensitive, and be ready to make the most of opportunities.

Onboarding Guidebook • Encourage risk-taking: Encourage the mentee to be a risk-taker and to be an active participant, not a spectator. • Encourage flexibility: Share with the mentee the importance of being flexible and adaptable in attitudes and action, looking for alternatives, and seeing situations/people from different perspectives. Source: Modified from both Mentoring Myths and Tips, Nancy Henry, Northwest Regional Educational Laboratory, and Noller (1982) Mentoring: A Renaissance of Apprenticeship. The Journal of Creative Behavior

Onboarding Guidebook MARKETING RESOURCES mahr-ki-ting; noun Marketing is the analysis of clients, competitors, and a company, combining this understanding into an overall understanding of what segments exist, deciding on targeting the most profitable segments, positioning your products, and then doing what's necessary to deliver on that positioning. (adapted from MarketingProfs and dictionary.com) GENERAL MARKETING INFO Welcome to ALL4! Even though you’ve likely familiarized yourself with the website, note that there are still more marketing items that you can explore at your leisure. We’re active on our social media accounts, send out a weekly digest of our blogs, and have regular communications with our clients and prospects! If you’d like to review a few of the items we share, such as our About ALL4 and List of Services documents, visit our Marketing folder. ARTICLES Here at ALL4, there is an expectation that everyone, from Technical Staff to Senior Consultants, write articles for our website that are distributed to our subscribers. For more information about how to get started writing an article, please review the documents in 4 The Record Articles. CONFERENCES AND EVENTS At some point during your career at ALL4, you’ll likely be attending an event or presenting at one. There is an approval process for submitting abstracts and attending conferences, which is led by our CTO. You can read more about the event attendance process. PERSONAL NARRATIVE If you’re an ALL4 employee, you’ll be featured on our website under People. Please schedule a time to take your photo* and complete the Personal Narrative to include on your page. This is a great way to provide some details on what you did before joining ALL4, as well as share fun tidbits of information. We encourage employees to add a “fun” picture that can be included on the page, as well as your LinkedIn profile. Send photos and personal narratives to [email protected] when completed. PROFESSIONAL PROFILE Marketing Checklist: Clients hire ALL4 based on our extensive experience, and Please complete within there are proposals that require us to provide a background two weeks after of work experience for everyone who will be handling the marketingorientation: project. Experienced employees are encouraged to create a full Professional Profile upon joining us, and all technical - Personal Narrative employeesshould be able to provide at least the first - Professional Profile page. Send the link to your completed Profile to - Headshot [email protected] . General Questions? BUSINESS CARDS Contact: Business cards are not required but are needed on occasion [email protected]

Onboarding Guidebook for networkingopportunities. If you’d like to order cards, please review our guide. *Some of our offices have dedicated “photographers” for headshots. For employees working remotely, please provide a photo from the waist up taken outside with a neutral background. We’re happy to answer questions about this! IS MARKETING THE SAME AS SALES? Although there are times of overlap and collaboration, marketing and sales are not the same. At ALL4, marketing is the communication of services and products we offer. Marketing’s goals include generating new leads, sharing our service offerings and technical expertise, and warming up prospects by consistently communicating the value our consultants provide. Sales is the process of leading prospects (and sometimes clients) through buying ALL4’s services. WHERE CAN I FIND ALL4’s TEMPLATES? C:\\BoxDrive\\Box\\Departments Public\\Business Admin\\Templates & Forms Includes: Report template, PowerPoint presentations, letterhead, memos, etc. I WANT TO WRITE AN ARTICLE—WHERE DO I START? For topic ideas, view the BlogLog (tab: Potential available blog topics). HOW DO I VIEW TRAINING, PRESENTATIONS, AND VIDEOS? View the library of resources on Teams. I WANT TO ATTEND A VIRTUAL OR IN-PERSON CONFERENCE. WHERE DO I START? Complete this form to start the process. Once submitted, the form goes to the Marketing Director, CTO, and CFO. WHO RECEIVES THE 4 THE RECORD EMAIL NEWSLETTER? Any contact in Deltek who is not labeled a competitor (under Relationship Type) or whose Email Status is not Opt Out. MAY I SEND AN EMAIL BLAST? The Marketing Department can assist with sending mass emails for regulatory drivers, geographic updates, and technical events. Note that the deliverability from Outlook will be better than Mailchimp; however, Mailchimp is a great way to reach out to hundreds or thousands of contacts at once. Contact Sarah McCall for more information. WHAT QUALIFIES AS A MARKETING EXPENSE? Most employees would only have marketing charges related to conferences (registration, travel, etc.). Other items are photos/images purchased for presentations (talk to Marketing prior to doing so, as we have resources). Sales/BD visits are not charged to Marketing.

Onboarding Guidebook Watch the Marketing Welcome Video >

FIRST AND LAST NAME ALL CAPS TITLE ALL CAPS CREDENTIALS ♦ PROFESSIONAL ♦ EXPERIENCE TECHNICAL EXPERTISE  Insert technical area  Insert technical area  Insert technical area  Insert technical area  Insert technical area  Insert technical area  Insert technical area  Insert technical area  Insert technical area  Insert technical area  Insert technical area  Insert technical area   PROFESSIONAL OVERVIEW Include a brief professional history of about 200-300 words; keep it to the first page www.all4inc.com Page 1 of 2 [email protected]

FIRST AND LAST NAME ALL CAPS TITLE ALL CAPS AIR QUALITY PERMITTING EXPERIENCE Project Type, Industry, State, Role in Project: Description of the project Project Type, Industry, State, Role in Project: Description of the project • Bullet points if needed • • • • • OTHER TYPES OF EXPERIENCE Project Type, Industry, State, Role in Project: Description of the project Project Type, Industry, State, Role in Project: Description of the project • Bullet Points if needed TRAINING WORKSHOPS Title of Training, Company Involved, Project Role: Brief Description PUBLICATIONS/ PRESENTATIONS • Bullet-point bibliography www.all4inc.com Page 2 of 2 [email protected]

Onboarding Guidebook KEYS TO SUCCESS AT ALL4 Emphasis of each responsibility is highlighted in bold/underlined. Responsibilities Sample Language 1. Consistently deliver quality and timely The key is project managers or peers being able to depend on you to consistently deliver quality work products both work products technically and non-technically (i.e., formatting, grammar, punctuation, etc., in accordance with the ALL4 Standards 2. Own the ALL4 QA process Manual) within the established deadline and budget allotment. The mindset you should have with everyone you work with (even internally) is that they are your client. Consistently delivering quality work products should be your highest priority. We have an expectation of responsiveness. Being responsive means acknowledging receipt of a request within 24 hours to internal and external clients even if additional time will be needed to complete the task. The QA process is an essential component of what sets ALL4 apart from other consulting firms. Our attention to detail and commitment to consistently deliver quality work to our clients each and every time is what sets us apart from the competition. We do sweat the small stuff. It’s your responsibility to make sure that each step of the QA process is followed on each project that you work on (i.e., own it). Everything you work on should be QA’d and/or peer-reviewed prior to sending it to the PM. You’ll see during your first 90 days how seriously we take QA as it will be a key component of your onboarding experience.

Responsibilities Onboarding Guidebook 3. Continually seek out and provide Sample Language feedback We operate in a mode of continual improvement. Everyone is constantly trying to get better at ALL4 (Bill, Kevin, other tech staff). In order to get better, you need to know where to improve or what behaviors to continue. The avenue for understanding this is feedback from your peers, PMs, coaches, coordinators, or anyone from ALL4. It’s your responsibility to seek out that feedback. Don’t rely on others to come to you as the day-to-day of work sometimes delays feedback. Timeliness of the feedback is also important. Ask in the moment as you review comments with a peer. It doesn’t do anyone any good to receive feedback a month after the fact. Similarly, we also expect you to provide feedback to others both “up” and “down” the chain. PMs and coordinators are also trying to get better, and we want to know if there are areas for improvement or things that work really well for you. Feedback doesn’t always need to be criticism. Positive feedback is just as important! It highlights those skills and behaviors that are working, and you may be able to apply some of those strengths to areas of weakness.

Onboarding Guidebook 4. Own your billable hours Billable targets exist for planning purposes and to ensure that the organization is financially solvent and successful over a given period of time. Note that the target is just that: a target, not a threshold for determining continued employment (i.e., who stays and who goes). At the end of the day, all anyone expects is for you to hit your target. There is no expectation for you to exceed your target. We understand that things happen throughout the quarter, such as unplanned PTO, an opportunity to attend a nonbillable conference, RegTech support, sales activity, etc. 5. Participate in the ALL4 Coaching Program You’re responsible for keeping yourself busy. You should seek 6. Learn from failures out work and opportunities from other PMs or tech staff if you look light for a given week. You’ll communicate with your coordinator about workload, but it’s your responsibility to reach out to PMs to find things to do. If you’re able to consistently deliver quality and timely work products, own the ALL4 QA process, and embrace feedback, billable work will follow you. Finding work to fill out your week will be a non-issue. ALL4 fosters a coaching culture. A coaching culture is much different from what you might think corporate life is like. There are no annual performance reviews, no boss analyzing every little thing you do. Coaching is about helping you find and walk your professional path. It’s about asking questions to help you identify those things that you are passionate about and want to achieve. You’re very much in the driver’s seat of your own career path. There’s no hidden agenda. It may feel slightly uncomfortable at times, especially in the beginning, but the key to it all is an openness to the coaching process. Coaching is not mentoring or advice-giving. However, at times during conversations, there might be a mix of mentoring and coaching, or you’ll be asked if you’re open to a piece of advice based on others’ experiences. There will be times when you’ll fail while you’re at ALL4. Nobody is perfect, and things happen. That’s life. We want people to challenge themselves. Stretch themselves. Take on things that are uncomfortable for you. And yes, in challenging yourself, you may fail from time to time. It is OK to fail. The key is to learn from those failures. Some of your greatest learnings and growth opportunities in your professional career will come on the heels of failing. No one at ALL4 has ever been fired for making a mistake on a project. We learn from those mistakes and get better the next time.

Onboarding Guidebook UNPACKING THE “MYSTERY” OF THE QUARTERLY FORECAST We take great pride in the amount of transparency we have as an organization. Transparency can work in two different directions. When things are going well and we’re hitting targets, transparency serves to buoy our momentum. When we’re faced with struggles and aren’t meeting company targets, transparency can cause angst, concern, “story,” and confusion, among other worries. We believe that the positive aspects of transparency outweigh the negatives and align with our culture and our core values. That being said, we also recognize that transparency requires explanation and understanding in order for it to be effective in a positive manner. This document is intended to provide explanation and understanding around the purpose of, and how we determine, our quarterly financial forecast. OBJECTIVE We refer to our Annual Financial Plan as our “annual plan” and each quarter we do a financial “forecast.” The objective in developing a quarterly financial forecast is to put shorter-term targets in place that serve to keep the company on pace to meet our Annual Financial Plan Key Performance Indicators (KPIs). As an example, past KPIs have included the following: 1. Net Labor Revenue 2. EBITDA (earnings before interest, taxes, depreciation, and amortization) 3. New Business Wins 4. Fixed-Fee Invoiced (as a percent of total invoiced dollars) PROCESS The quarterly forecast is the primary indicator of our performance against our “top line” or billed revenue target. This process is completed by each Business Unit (BU) Leader. The forecast is ultimately determined by the BU Leader. The BU Leader has both the responsibility and the discretion to make any adjustments to the forecast that they deem necessary to run the business effectively and profitably. The BU Leaders follow these general steps to develop the forecast: 1. Input proposed vacation, holidays, and projected out of office (OOO) time for each week of the quarter. Typically, OOO time may be for an external training session, a sales meeting, company event, conference, career fairs, etc. For management positions that have sales expectations, it’s important to account for known or projected OOO time for sales meetings over and above the typical weekly non-billable time. 2. Input internal training conducted within normal work hours. We typically split this time in

Onboarding Guidebook half for purposes of the forecast. The logic behind splitting this time is that there’s a shared component to the training: It’s of value to both the company and the individual (i.e., getting training betters your personal market value and enhances your career growth). 3. Apply the base utilization percentage for each employee to the remaining time in the office. Base utilization percentages vary by business unit and quarter, as well as other factors. Generally, they fall within the following ranges: Position* Typical Base Utilization Range Staff Engineers/Scientists 92– Project Engineers/Scientists 95% 90– 95% Consulting Engineers/Scientists 85– 90% Managing Consultants/Senior 75– Managing Consultants 85% Technical Managers/Senior Technical 75– Managers 85% Directing Consultants/Technical 50– Directors 70% Tech Team Leaders 40– Office Leaders 80% 40– 60% Practice Directors 20– Regional Directors 60% 20– 60% *Coordinator utilizations may be lowered by 5–10% depending on number of staff coordinated. 4. Once these data are calculated, the BU leader checks the projected revenues and net income against our annual plan to see if we’re tracking on pace with our annual plan. If the impact of the OOO time, in conjunction with PTO time, creates a quarterly forecast scenario that doesn’t keep pace with our annual plan, the BU leader will go back to Step 1 and adjust as needed to track as closely as possible to our annual plan. The BU leader will consider a variety of factors in making adjustments, including such things as turnover, financial performance to date, backlog, and situations that are specific to the quarter, such as temporary leave, etc. These changes are unpredictable and are predicated on putting the company in a solid financial position each quarter. Our overall objectives for a given quarter may range from breaking even to exceeding our base quarter target from the annual plan.

Onboarding Guidebook FREQUENTLY ASKED (OR FREQUENTLY WONDERED ABOUT) QUESTIONS WHY ISN’T THE FORMULA THE SAME FOR EVERY QUARTER? History shows that the third and fourth quarters are more challenging from a revenue generation perspective due to the amount of vacation typically taken in the summer and over the holidays. These quarters can run closer to break even, historically, so we plan for that and try and make a little better net income in the first and second quarters. In addition, ALL4 events, heavy OOO time/PTO time can also impact the formula. We also know that our client’s service needs tend to change from quarter to quarter, largely tracking a similar path as our own staff’s out-of-office time. HOW DO YOU CALCULATE BILLABLE HOURS DURING WEEKS WHERE I HAVE OOO TIME? This decision is made by the BU leader based on the results of the process described above. SO WHY WOULD MY BASE UTILIZATION BE AT THE HIGHER OR LOWER END OF THE RANGE? Some utilizations are reduced for coordinators and people with significant sales responsibilities. Essentially, any non-billable time is an investment on the part of the company, and we need to be judicious with these investments. An example of this would be non-billable time for sales. As people show success around sales or outline ambitious sales goals that have a solid business case, then we “invest” non-billable hours accordingly. We also “invest” in non-billable time for other activities that the company believes are worthwhile such as coaching, training, recruiting, etc., that require time from a person who is primarily billable. We make these decisions on a case-by-case basis. SO AS A PM, SHOULD I TRY AND FIGURE OUT WAYS TO NOT BILL MY PROJECT SO MY FIXED-FEE PROFIT IS MAXIMIZED OR SHOULD I USE ANY EXCESS TIME UNDER BUDGET TO HELP MY, AND OTHERS’, UTILIZATION TARGET? We need to be able to do both. Since we are essentially 60% T&M and 40% Fixed-Fee, we need to run our projects the same way. We should always bill what it takes to do the project. If it takes more than we budgeted, and it’s a Fixed-Fee project, then we make less profit. No one should be asked not to bill his or her time. LET’S PUT THAT ANOTHER WAY: ALL4’S POLICY IS THAT EVERY EMPLOYEE PUTS ALL OF THEIR TIME ON THEIR TIMESHEET EVERY WEEK. THIS INCLUDES ALL BILLABLE TIME AND UNBILLABLE TIME. At a minimum, we need to know what it actually costs to complete our projects. If we’re scoping or costing our jobs incorrectly, the only way to find out is if that time is entered on a timesheet. If we can do it for what was budgeted, great. If you were super-efficient, then move on to a new project.

Onboarding Guidebook DOES THE FORECAST ALWAYS GET ADJUSTED TO ALIGN WITH OUR ANNUAL PLAN? Sometimes this isn’t possible depending on the amount of OOO time projected. If a bulk of that OOO is for sales or related business development activities, we may be able to justify the necessity of the investment. It’s important to keep in mind that we can’t always be in “investment” mode; at some point, we should be able to meet or exceed our annual targets. IS THE FORECAST UNACHIEVABLE? It’s not good for anyone for ALL4 to miss our forecast targets. In 2016, we missed our forecast targets three of the four quarters, and we made over 20% less in net income as compared with the previous year, while we increased our revenue. We’ve been calculating our forecast billable targets essentially the same way since 2010. IF WE MAKE MONEY THROUGH FIXED-FEE PROJECTS, AND IF WE’RE HITTING OR EXCEEDING THAT TARGET, CAN’T WE TAKE THAT INTO ACCOUNT IN DECIDING WHETHER TO PAY OUT PLUS COMPENSATION? The forecast doesn’t take into account any profit generated from Fixed-Fee work. We still bill hours to Fixed-Fee projects, so they’re not different from a T&M job in that respect. Hitting the billable hour targets ensures that we’re meeting our T&M job profitability targets AND executing the Fixed-Fee projects to reduce our Estimate to Complete (ETC) values. Hitting the billable hour target and billed revenue projection number is still the best indicator of financial performance for ALL4. DOESN’T HAVING A PLUS COMP MODEL PAID OUT SOLELY ON BILLABLE HOURS DISINCENTIVIZE EFFICIENCY ON OUR PROJECTS, ESPECIALLY WHEN IT COMES TO ACHIEVING THE PROFIT TARGET? The Plus Comp model is predicated upon company success first and individual benefit second. If we have the workload, the Plus Comp model works because you would have hours available for both T&M and Fixed-Fee projects, which don’t look any different on your timesheet. We should always bill what it takes to do the project. On Fixed-Fee projects, if you’re super-efficient and do not use all of your budgeted time, it allows you to move on to a new project. If we don’t have another project for you to work on, then we likely don’t have the overall workload to hit our company forecast anyway. Regardless of the cost basis for the project, if we’ve costed our jobs correctly, you bill the time it actually takes to do the work, AND we have enough work as a company, then we’ll likely hit both our forecast and our profit target. THIS SEEMS PRETTY SIMPLE; WHY DO WE MISS FORECAST? We miss forecast when we don’t have enough work and/or when too many people don’t hit their target and the others that do exceed their target aren’t over their forecast by a wide-enough margin

Onboarding Guidebook to cover it. For example, in the first quarter of 2017, 22 of 46 people missed their personal forecast. Missing forecast is compounded at the higher billing rates. Even with a lower utilization, missing forecast targets at the higher billing rates makes a bigger impact. For example, it takes two hours of a $100/hour billing-rate person to make up for one hour of a $200/hour billing-rate person. This is where the “all for one, one for all” mentality is critical. It’s important that everyone works to keep everyone else utilized and busy from tech staff to senior consultants. AS TS, SOMETIMES IT CAN FEEL LIKE WE’RE GETTING THE SHORT END OF THE STICK—WE DO MOST OF THE WORK, MAKE THE LEAST MONEY…WHAT GIVES? We are all for one and one for all. Our purpose is to grow sustainable community. Everyone has an important role, and those roles expand as you take on more responsibility. People that are driving revenue in the company have a great responsibility. They “feed” TS work first and foremost and often at the expense of their own utilization targets while juggling many other important non-billable responsibilities. When senior staff transition responsibilities to TS, they’re creating a future opportunity for that TS. When TS are highly billable and executing on project work, they’re creating the opportunity for senior staff to create a future opportunity for each of us by selling, becoming a technical expert, building relationships, etc. Each ALL4 staff member is called upon to make an investment for the benefit of ALL at some point in their career (and most likely more than once). In exchange, each ALL4 staff member will also be afforded the opportunity for growth at some point in their career (also most likely more than once). This opportunity will be fueled by the hard work and dedication of their fellow employees.

Onboarding Guidebook 2022 PAY AND HOLIDAY DATES Provided below are the 2022 pay dates for ALL4 employees and the corresponding pay periods for both non-exempt and exempt employees. *NOTE: An asterisk represents a period that includes 3 weeks. 2022 Paycheck Date Hourly Employee Pay Period Salaried Employee Pay Period 01/14/22 ...................12/25/21 – 01/07/22 .............01/01/22 – 01/15/22 01/28/22 ...................01/08/22 – 01/21/22 .............01/16/22 – 01/31/22 02/15/22 ...................01/22/22 – 02/04/22 .............02/01/22 – 02/15/22 02/28/22 ...................02/05/22 – 02/18/22 .............02/16/22 – 02/28/22 03/15/22 ...................02/19/22 – 03/04/22 .............03/01/22 – 03/15/22 03/30/22 ...................03/05/22 – 03/18/22..............03/16/22 – 03/31/22 04/15/22 ...................03/19/22 – 04/08/22 *............04/01/22 – 04/15/22 04/29/22 ...................04/09/22 – 04/22/22 .............04/16/22 – 04/30/22 05/13/22 ...................04/23/22 – 05/06/22 .............05/01/22 – 05/15/22 05/27/22 ...................05/07/22 – 05/20/22 .............05/16/22 – 05/31/22 06/15/22 ...................05/21/22 – 06/03/22 .............06/01/22 – 06/15/22 06/30/22 ...................06/04/22 – 06/17/22 .............06/16/22 – 06/30/22 07/15/22 ....................06/18/22 – 07/08/22*.............07/01/22 – 07/15/22 07/29/22 ...................07/09/22 – 07/22/22 .............07/16/22 – 07/31/22 08/15/22 ...................07/23/22 – 08/05/22 .............08/01/22 – 08/15/22 08/30/22 ...................08/06/22 – 08/19/22 .............08/16/22 – 08/31/22 09/15/22 ...................08/20/22 – 09/02/22 .............09/01/22 – 09/15/22 09/30/22 ...................09/03/22 – 09/23/22* ............09/16/22 – 09/30/22 10/14/22 ...................09/24/22 – 10/07/22..............10/01/22 – 10/15/22 10/28/22 ...................10/08/22 – 10/21/22 .............10/16/22 – 10/31/22 11/15/22 ...................10/22/22 – 11/04/22 .............11/01/22 – 11/15/22 11/30/22 ...................11/05/22 – 11/18/22 .............11/16/22 – 11/30/22 12/15/22 ...................11/19/22 – 12/02/22 .............12/01/22 – 12/15/22 12/30/22 ...................12/03/22 – 12/23/22* ............12/16/22 – 12/31/22

Onboarding Guidebook 2022 HOLIDAY SCHEDULE: Provided below is a summary of ALL4 scheduled holidays for 2022:  2 Floating Holidays – May be used at the discretion of the employee with prior approval from your coordinator. (*New employees hired during the calendar year with a start date on or after July 1, 2022, are NOT eligible for the Floating Holidays in 2022.)  Martin Luther King, Jr., Day (Monday, 1/17/22)  Memorial Day (Monday, 5/30/22)  4th of July (Monday, 7/4/22)  Labor Day (Monday, 9/5/22)  Thanksgiving Day and Thanksgiving Friday (Thursday and Friday, 11/24/22 and 11/25/22)  Christmas Day (Monday,12/26/22)  New Year’s Day (Monday, 1/2/23)

Onboarding Guidebook 2022 PAY AND HOLIDAY DATES—CALIFORNIA Provided below are the 2022 pay dates for California ALL4 employees and the corresponding pay periods for both non-exempt and exempt employees. 2022 Paycheck Date Pay Period 01/07/22 12/16/21 – 12/31/21 01/21/22 01/01/22 – 01/15/22 02/07/22 01/16/22 – 01/31/22 02/22/22 02/01/22 – 02/15/22 03/07/22 02/16/22 – 02/28/22 03/22/22 03/01/22 – 03/15/22 04/07/22 03/16/22 – 03/31/22 04/22/22 04/01/22 – 04/15/22 05/06/22 04/16/22 – 04/30/22 05/20/22 05/01/22 – 05/15/22 06/07/22 05/16/22 – 05/31/22 06/22/22 06/01/22 – 06/15/22 07/07/22 06/16/22 – 06/30/22 07/22/22 07/01/22 – 07/15/22 08/05/22 07/16/22 – 07/31/22 08/22/22 08/01/22 – 08/15/22 09/07/22 08/16/22 – 08/31/22 09/22/22 09/01/22 – 09/15/22 10/07/22 09/16/22 – 09/30/22 10/21/22 10/01/22 – 10/15/22 11/07/22 10/16/22 – 10/31/22 11/22/22 11/01/22 – 11/15/22 12/07/22 11/16/22 – 11/30/22 12/22/22 12/01/22 – 12/15/22 01/06/23 12/16/22 – 12/31/22

Onboarding Guidebook 2022 HOLIDAY SCHEDULE—CALIFORNIA: Provided below is a summary of ALL4 scheduled holidays for 2022:  2 Floating Holidays – May be used at the discretion of the employee with prior approval from your coordinator. (*New employees hired during the calendar year with a start date on or after July 1, 2022, are NOT eligible for the Floating Holidays in 2022.)  Martin Luther King, Jr., Day (Monday, 1/17/22)  Memorial Day (Monday, 5/30/22)  4th of July (Monday, 7/4/22)  Labor Day (Monday, 9/5/22)  Thanksgiving Day and Thanksgiving Friday (Thursday and Friday, 11/24/22 and 11/25/22)  Christmas Day (Monday,12/26/22)  New Year’s Day (Monday, 1/2/23)

Onboarding Guidebook ALL4 TRAVEL PROGRAM ALL4 employees have access to benefits in both EHIDirect and Emerald Club that require setting up a Personal Profile. To set up your Personal Profile, you’ll need to complete these two easy steps. Please have your ALL4 American Express card (or a personal credit card, if you don’t have a company card) and your driver’s license. Even if you don’t travel for ALL4, please complete your profiles. 1ST: EMERALD CLUB – ACCOUNT SETUP Go to the website (https://www.nationalcar.com/en/emerald-club/enroll.html) and enter the required information. You’ll need your driver’s license number and corporate American Express card or personal credit card. a. In the Rewards Preferences section, choose Rental Credits b. For Optional Protection Products, select Decline for all options (you can change these at the time of your rentals) and leave the add-on options blank c. Click the Read Terms and Conditions button and then agree to the terms and conditions d. Click Enroll e. You’ll receive an email with your Emerald Club number. Please enter this number into your EHIDirect profile (see below) and let your office BizAdmin know when this is done. *NOW YOU’LL NEED TO COMPLETE Step #2*

Onboarding Guidebook 2ND: EHIDIRECT – ACCOUNT SETUP We’ve set up a Personal Profile for you on the EHIDirect website. You’ll need to: a. ACTIVATE YOUR ACCOUNT: You should’ve received an email from EHIDirect stating that an account was recently registered for you. Click the button in that email to get started. (If you deleted that email by mistake, please use this link to enter your email and click “Forgot your password?”) After you log in, follow the instructions. b. CONFIRM YOUR PROFILE INFORMATION: Please review your profile information and make any changes. Then click the settings wheel in the upper right of your screen, choose Account, and click Travel Preferences under Preferences. Scroll down to Car Memberships, select National Car Rental from the dropdown, add your Emerald Club number, and click Save. ADD YOUR CREDIT CARD: Click the settings wheel in the upper right of your screen, choose Account, and click Add next to Payment cards under your name. HOW DO I MAKE TRAVEL ARRANGEMENTS? You’re now able to make your own ALL4 travel arrangements through the EHIDirect website: www.ehidirect.com. If you need help, reach out to your BizAdmin as soon as possible with your travel details (see below). Rental Car Needs Flight Needs (need this Hotel Needs Enterprise or National information first) (car size preference): Preferred Airline: Preferred hotel (name, address): Name for reservation: Location preference (close to client or Pick-up location: Outgoing Trip Details to airport?): Pick-up date: Check-in date: Drop-off Location: Departure airport: Drop-off date: Check-out date: Drop-off time: Time of departure: Preferred room type / # of beds: Destination airport: *Always choose the room type that is Time of arrival: CANCELLABLE *If you need a car rental at the *Identify reservations with Billable airport, provide details: Project #.

Traveler phone #: Return Trip Details Onboarding Guidebook Time of departure: Send itinerary via email or text: Time of arrival: *In Notifications, add your email to the itinerary *In Notifications, add your email to the itinerary *In Car Rental, change from Direct Bill to your credit card #. *Name for trip: Project # No dashes in the number--use a space; an error will occur with dashes (-) FAQS *Why am I required to use this EHIDirect site for rental cars? ALL4 receives corporate discount pricing and also extends that to you for your personal travel. *New hires: We have the payment set to default “direct billing” on EHIDirect until you add your company AmEx card to your profile. *Am I required to use this EHIDirect site for flights and hotel arrangements? No, but it’s highly recommended because we also receive flight and hotel discounts. *What if I have issues while traveling? Contact your BizAdmin. Hotels are through Booking.com (888- 850-3958) when made on the EHIDirect website (855-573-0012 for support). Reference your Emerald Club number and Contract ID XZ17A96 when working with both National and Enterprise. Some flights are booked through Adleman Travel (800-641-4331). *What is the billing address for my ALL4 AmEx card? The billing address is P.O. Box 299, Kimberton, PA 19442-0299. *How should I name/identify my trip? Identify your trip with your project/client number. When you book on EHIDirect, your trip name should reflect whether this is billable to a specific client (“Site Visit – 00025-0023.00”) or is overhead (“OH - NCASI Trip”). This simplifies the expense reporting process and makes it easy for you (or FinOps) to match up expenses, ensure correct account categorizing, and correctly bill clients. If you’re using your corporate AmEx card, you don’t need to save receipts. If you’re using your personal credit card or cash, you do need receipts for any expense over $50. *For your corporate AmEx card, don’t manually post these expenses to your expense report; wait until FinOps pulls them from the bank and puts the expenses on your AmEx account.

Onboarding Guidebook TRAVEL ARRANGEMENTS This document provides guidance on making travel arrangements for work-related purposes. Please see the Operations Manager if you need further explanation or assistance. GENERAL/CLIENT MEETING TRAVEL • You’re welcome to make your own travel arrangements (flight, rental car, hotel, etc). However, BizAdmin is also available to schedule your arrangements for you. • You may book your travel arrangements through a website of your choice. We do encourage that you use our company account on EHI Direct for booking travel, which offers discounted pricing. Make your reservations online using this info: EHI Direct http://www.ehidirect.com 855-573-0012 Login/ID: XZ17A96; Password: all (first 3 letters of company name) o When renting a vehicle (whether through the above Rental Car company account or another rental agency), please list both the ALL4 corporate name along with your personal name and information on the rental contract, and use your ALL4 corporate credit card (if you have one) for payment.  For “billable” project rentals, accept the Liability and Comprehensive & Collision physical damage coverage.  For “overhead” project rentals, the coverage can be declined since this coverage is already in place through the corporate insurance program. • Use long-term/off-site airport parking if parking for more than 1-2 days. • If you have one, use your company credit card to pay for travel costs. Record all expenses on your expense report. This includes flight, hotel, rental car, airport parking/shuttle, cab fare, tips, meals, etc. (Per expense reporting guidelines, receipts are required for expenses of $50 or more if you don’t use your company credit card.) You’ll also be reimbursed for your mileage to and from the airport, if you include it on an expense report. • Guidelines for billing travel time: o Weekend Travel Time:  Check with the PM first and then bill the time to the client, if applicable. o Work Week Travel Time:

Onboarding Guidebook  Travel time during normal business hours (8 am-5 pm) – bill the entire duration beginning from the time leaving your house (if traveling directly to the client) or ALL4 until the time you return to ALL4 or your house (if returning directly home).  Travel time outside of normal business hours – bill all travel time to the client with approval of the PM. Depending on the client’s scope of work, this time may be billed in full or at some percentage of the full time. CONSULT THE PM FOR INSTRUCTIONS PRIOR TO BILLING THE CLIENT. CONFERENCE/TRADESHOW TRAVEL • Follow the same guidelines as above, but the Marketing Department is available to handle your conference registration, hotel reservation, printing/packing of ALL4 marketing/sales handouts, and shipment of those materials to your travel destination/event/meeting. • Please notify the Marketing Department well in advance of your event, which will allow time for copying/printing and to avoid higher-cost overnight shipping fees. o We have three sets of marketing materials (screens, tablecloth, tabletop stands, shipping case, etc.) at ATL and one set at PHL. Spring and Fall are heavy conference times, during which we coordinate the sharing and shipping of our marketing materials to ensure that materials are returned from one person’s event in time to be cleaned, re-supplied, and shipped out to the next person’s event on time.

Onboarding Guidebook CELL PHONE ETIQUETTE “Good cell phone etiquette is a must in today’s technology-driven workplace. And it’s part of good business etiquette and office courtesy. Most people don’t intend to be rude on their smartphones. They just aren’t intentional about using these indispensable devices in a respectful, inoffensive way.” -Rachel Wagner, Founder and President, Rachel Wagner Etiquette and Protocol With cell phones permeating every aspect of our lives, the quote above gets it right when talking about intent. The fact is that ALL4 does not have a specific policy on cell phone use, and we aren’t planning on drafting one soon. However, courtesy matters, and we’ve had instances of disregard for appropriate cell phone etiquette. Generally, meetings of any kind (in person or video conferencing) are a time when cell phones should not be seen or heard. Specifically, here are a few expectations of employees at ALL4: CLIENT MEETINGS AND PARTNER VENDOR MEETINGS 1. Cell phones are away. Basic common courtesy demands that you give 100% focus to the person in front of you. As a client, if I’m paying for ALL4, I want 100% attention from ALL4. 2. If you’re in a partner or vendor meeting, don’t look at your cell phone—this is a sign of respect for them and for their time. 3. There are times that emergency or repeated calls/texts indicate a problem, and in that case, you may make an exception. Instances where you interrupt a one-on-one conversation to take a call should be very rare. In the unusual event that you do need to make an exception, you should apologize and take the call outside of the meeting space. 4. Occasionally you can anticipate that a valid interruption may occur and that you’ll need to break protocol and respond to a call/text. If you’re in a meeting and expecting an urgent call, clearly communicate this and apologize before the meeting begins and then excuse yourself and step away when you take the call. 5. These guidelines apply to all ALL4 meeting attendees, not just the person who is part of the immediate conversation. INTERNAL MEETINGS AND GENERAL BEST PRACTICES 1. Generally, you should adhere to the guidelines for client and vendor meetings whenever possible, even if it’s an internal ALL4 meeting. 2. In meetings, avoid reading, texting, Tweeting, etc., “under the table.” People notice this more than you think, and it indicates a level of disengagement that can be considered rude. Need to reference a specific item via your cell phone? Fine, as long as it relates to the meeting. 3. ALL4 understands that there are times when you have a legitimate reason (such as being the “on- call parent”) to bring a cell phone to an internal meeting. Again, communicate this prior to the meeting start and excuse yourself and step away if you need to answer a call.

Onboarding Guidebook 4. Make and take personal calls in a private place. Even if your discussion isn’t of a personal nature, it can be distracting to the co-workers around you. 5. Never use your cell phone in the restroom. You may not know who else is in there or what “bathroom sounds” may be heard by whomever you are talking with. 6. At a business lunch, a mobile device should not be part of the place setting. Keep it stashed in a pocket, handbag, briefcase, etc. While this guidance is mainly common sense, it should serve as a reminder to be intentional about your office cell phone use. We started with a quote, so we’ll end with one by someone who knew how to run a successful business. “Courtesy is the one coin you can never have too much of or be stingy with.” -John Wanamaker (1838– 1922), Businessman and Entrepreneur

Onboarding Guidebook VIRTUAL MEETING ETIQUETTE In today’s world, virtual meetings happen all the time. Examples include: • A one-on-one meeting • A team meeting • A working session • A conference call • A big-picture large group meeting Not all meetings are the same, and they shouldn’t be treated as such. Here are ALL4’s expectations and some suggested practices to help improve efficiency and effectiveness of virtual meetings. ALL MEETINGS (INTERNAL AND EXTERNAL) • Set expectations. The line between “meeting,” “working meeting or working session,” “conference call,” and “stopping by someone’s virtual desk” can get blurred. If you’re running a virtual meeting, a good practice is to set the expectations either in the meeting request or at the start. • Turn on your camera. If you’d be visible in an in-person meeting, you should be visible on camera. This builds relatability and engagement. • Keep others informed. If you know you’ll need to look at your phone during a meeting or that you’ll be interrupted, as a courtesy, let others know at the start of the meeting. • Avoid creating distractions. You want the person on the other side of the screen to pay attention. Avoid distracting behaviors such as excessive moving, eating, or inviting pets to the meeting. EXTERNAL MEETINGS • Client meetings are still client meetings. Treat virtual meetings with clients as you would in- person meetings. Clients are paying for your time. This means giving your full attention to the client and not multi-tasking. A helpful trick for this is to only keep the windows necessary to the call open on your screen while in the meeting. If you wouldn’t be chatting, texting, or emailing in person during a live meeting, you shouldn’t be doing so during a virtual one. Dress the same way you would if you were on site and use an ALL4 background if you’re not in an office setting. • Be mindful of ambient noise. Use the mute button when you’re not speaking and try to work in a quiet, secluded area of your home. • Be mindful of your background. Pay attention to lighting and what people are seeing on screen. No one, internal or external, wants to look at a stack of dirty dishes, piles of dirty laundry, or your unmade bed. If in doubt, use a professional ALL4 background or one of the formal

Onboarding Guidebook backgrounds provided. Here’s an ALL4 background: C:\\BoxDrive\\Box\\Departments Public\\Human Resources\\Recruiting\\VIRTUAL - Toolkit\\Team Building Background.jpg • Dress appropriately. Meeting virtually doesn’t mean that you don’t need to present yourself in a professional manner. Sure, wear the shorts under the desk that nobody sees, but you should show up well-groomed and dressed in clothes that are appropriate for your audience. • Know your technology. For client and other important meetings, make sure you can count on your internet service. If your internet isn’t always reliable at home, go into the office. • Be patient. We understand that virtual meetings aren’t always ideal, and there may be interruptions that wouldn’t happen during an in-person meeting. Let’s strive to be understanding of each other and create a meeting environment that’s respectful for everyone. These best practices will ensure that virtual meetings are efficient and engaging to all.

Onboarding Guidebook QUICK REFERENCE  All4 LLC vs. ALL4: o Formal name = All4 LLC (lowercase Ls, no comma) o Informal name = ALL4 (capital Ls)  ALL4 Logo: o Both are located here: C:\\BoxDrive\\Box\\Departments Public\\Marketing\\Media\\Logos and Icons\\All4 LLC o Standard Logo Shield Logo (also called “White Name” logo) (a.k.a., “Badge,” “Blue Name” Logo)  ALL4 Colors (RGB Format): o Blue = 0-90-132 o Yellow = 253-187-48 *In Word: Choose “More colors” and set “Custom” color using above codes  Copier Information (the large printers/copiers) o Xerox copiers at all offices o Contact IT, OPs, or your mentor for information on how to do things like: o Print divider tabs o Print on cardstock o Print on glossy paper o Scan and email files  Outgoing Mail o Ask your BizAdmin how mail is handled in your office  UPS and FedEx Shipping o Go to www.ups.com or www.fedex.com/us o Login using UPS or FedEx account info found on ALL4 Phone List o Create a shipment, searching our Address Book using drop-down for company or contact name (if not there, choose Enter New Address)

Onboarding Guidebook o Enter COMPLETE client-job number in Reference #1 space (CLIENT-JOB NUMBER REQUIRED, EVEN IF OVERHEAD) o Print label and receipt. Use label on package; keep receipt for tracking purposes.

Onboarding Guidebook ALL4 Terminology

Onboarding Guidebook FinancialAnnual Plan – annual revenue projection completed at the end of the fiscal (i.e., calendar) year for the upcoming calendar year. The annual plan is developed by the Business Unit Leaders and Operational Areas and establishes revenue targets, EBITDA targets, expense budgets, etc., that are used for the calendar year. The annual plan is finalized after the Board of Directors approves it. This approval is typically completed before the beginning of the fiscal year. Backlog – projected workload for the next two months. The two-month backlog period may be eight or nine weeks but typically will span nine weeks. We limit forward-facing backlog projections to two months, so we don’t consider anything beyond that as “backlog” even though we may have some annual contracts and work that we know will be done beyond those two months. That type of revenue is classified as “base” revenue. Billing Rate Classifications (Platinum, Gold, Standard) – the Rate Table used for billing. Every employee has three rates. Clients who meet certain criteria can receive lower rates (e.g., how long they’ve been a client, favorable net payment, and annual spend). • Platinum – Our lowest hourly rate. No flexibility to negotiate. start. • Gold – Our mid-range hourly rate. Provides some limited negotiation flexibility. • Standard – Our standard rate table. Where all clients EBITDA – earnings before interest, taxes, depreciation, and amortization is an accounting measure calculated using a company's earnings, before interest expenses, taxes, depreciation, and amortization are subtracted, as a proxy for a company's current operating profitability. EBITDA is the basis for comparative valuation of companies as it allows a comparison of profitability between different companies by discounting the effects of interest payments from different forms of financing (by ignoring interest payments), political jurisdictions (by ignoring tax), collections of assets (by ignoring depreciation of assets), and different takeover histories (by ignoring amortization often stemming from goodwill). Fixed-Fee Value Premium – is a concept internal to ALL4 that we use for costing and managing fixed-fee projects. It is intended to capture the inherent value that ALL4’s experienced staff and quality processes add to the execution of a scope of work. There is not a strict definition of Value Premium or how much it should be. Value Premium reflects things like past investments of ALL4 time and resources, market value, qualifications, experience, special requests such as turnaround time, and unique relationships that benefit the client. ALL4’s proposal cost template spreadsheet provides a user-defined field for assigning the Value Premium for a fixed-fee project. For purposes of managing fixed-fee projects with Value Premium, the “ALL4 Budget” excludes the Value Premium.

Onboarding Guidebook Forecast or Forecasting – this is a quarterly projection developed solely based on the expected staff mix, utilization and availability. We account for PTO, training, and out-of-office time such as conferences or sales visits that are over and above the overhead time associated with each position. Incentive Compensation or Comp – a form of variable compensation in which an employee's earnings are directly tied to specific metrics such as sales, utilization, client growth, innovations, the success of their team, or the success of the organization. Unlike base comp, incentive (or variable) comp is not guaranteed. Labor Revenue – this is the revenue associated with ALL4 personnel time or fixed fees only. This does not take into account expense pass-through or subcontractor costs. For example, ALL4 wins a $50,000 stack testing project, and we’re hiring the stack testing firm. The stack test firm quote is $20,000. ALL4 will mark that up to $22,000 at a 10% markup; the remaining work is ALL4 labor revenue, so the ALL4 labor revenue entered for this proposal or opportunity is $30,000, which would include our subcontractor markup revenue. The reason we use labor revenue is that from a projection standpoint, we’re aligning to our backlog and forecast, which are predicated entirely on ALL4 revenue only. This is because these tools are used primarily for the purpose of projecting and managing our workload. Parking Lot – this is a pipeline that is no longer current or is somewhat stale for various reasons (client postponed project temporarily, it’s a long-term prospect, or we’ve done everything we can and are waiting on a decision that we know will be two months out). There isn’t a strict definition of what we put in the parking lot, but generally it’s any proposal for which the client decision is two months out, and we’ve fully completed the sales process with nothing left for us to do. We do require designating a follow-up date that should be executed on to keep this in the parking lot. Periodically we “clean” the parking lot and close all of the open parking lot proposals as a “loss.” It’s important to note that we DON’T let proposals languish in the parking then ultimately write them off as a “loss” without having a conversation with the client. A “no response from client” means they’re not a client, and we won’t engage them in any future work or proposals. Pending Proposal – a proposal that has been submitted to the client. In the Projects Hub in Deltek, the manager or business development person designated as the “Sales Person 1” is required to follow the ALL4 Sales Process and identify a close date and follow-up date. These are updated or checked weekly. The cost is based on ALL4 revenue (i.e., excluding expense and subcontractors), and our approach is that all proposals are fixed fee unless justified and approved otherwise. Pipeline – total amount of ALL4 labor revenue associated with proposals entered as “in pursuit” projects in Deltek. The term “in pursuit” or “projects in pursuit” relates to Deltek. ALL4 requires that all proposals be entered in the Deltek Projects Hub. Pipelog – total of pipeline + real backlog. Sometimes used by Business Unit Leaders to assess all upcoming work against their forecast or annual plan.

Onboarding Guidebook Plus Compensation or Comp – tech staff can receive Plus Compensation for exceeding a set quarterly utilization target. This is essentially a quarterly bonus for hours billed above certain thresholds (between 390 and 425 hours per quarter). Pre-Pipeline – these are opportunities that we’re aware of but that haven’t yet been entered in the Projects Hub in Deltek. These aren’t totaled anywhere, but they’re tracked out of the Activities Hub in Deltek. Prospect Proposal – a proposal that is in process of being developed. The cost associated with these proposals is an estimate and is based on ALL4 revenue (i.e., excluding expense and subcontractors). All prospect proposals are fixed fee unless justified and approved otherwise. Questionable Backlog – may also be referred to as “Q” projects or backlog. This is either work that is under contract but questionable because of a client delay/decision that could prevent completing projected hours during the backlog period OR work not yet under contract, but that we believe has a 75% or better chance to be won during the current backlog period. Real Backlog – this is work that we have under contract and will bill in the current backlog period. Any hours that are entered in the backlog as real are assumed to be charged that month. Revenue Classifications (New, Base, Growth) • New – indicates an opportunity/project for a facility we've never worked with before (or haven't worked with in two-plus years) AND projects/scope changes that occur within the first year (i.e., 12 months) of the first opportunity. Revenue associated with NEW clients (including new facilities, with existing corporate clients) that have never worked with ALL4 previously (e.g., new IP location, new hospital location through an A&E relationship, a new Lafarge location, etc.). This total is based on the New Business Revenue that you’ll personally manage, and it may or may not equal your total Sales revenue. Most of the time, this revenue will be a single line item for a NEW CLIENT or NEW FACILITY (i.e., “sister facility”) at an existing client. • Base – we've worked with this facility before in this service area. Revenue under contract or based on client history. May not be completely “known,” but we can predict. Predictable revenue may also come from a rule implementation that we know will happen (i.e., Oregon Air Toxics, RACT III, etc.). • Growth – means we're expanding into a new service offering for an existing client. Revenue resulting from intentional EXPANSION of an existing client or relationship. This growth can be driven by a regulatory driver, new regulations, expanding ALL4 service offerings to existing individual clients. NOTE: “Sister” facilities would be considered NEW revenue.