ALL4 Onboarding Guidebook

Onboarding Guidebook SalesALL4 Sales Process/Manual – serves as sales guidance material. It’s also an accompaniment for ALL4 Sales Enrollment and Client Communications Training. BD or BD Lead – BD means “business development,” which basically is any action that is intended to grow our client base. BD Lead would be the person who is heading up those activities. Fact Finding – part of the sales process where relationship, credibility, reliability, and trust are developed. During this process, questions are asked of the suspect/prospect. Questions should be open-ended and create enrollment and possibility for the suspect/prospect. Opportunity – a potential project. One we might have written a proposal for already or are working toward a proposal. Prospect – is a company or person that we know uses environmental consultants, but we haven’t done any work with them yet. Prospects are the second step in the sales cycle. Suspect – is a company or person that we believe might be someone who would want/need our services. Suspects are the first step in the sales cycle.

Onboarding Guidebook OrganizationalBoard or Board of Directors – includes members from JMH Capital, ALL4’s CEO, and ALL4’s COO. Business Unit – a regional office or tech team that has revenue-generation responsibilities. Coordinator – individual responsible for helping employees develop both their technical and soft skills. A coordinator serves as your coach, not your boss. He or she wants to see you succeed in your role and coaches you over time to help you reach your career goals. However, employees are responsible for their own career growth. Coordinators are responsible for assisting with workload distribution/procurement for their staff. ELT – Executive Leadership Team (ELT). Composed of the CEO, COO, CFO, CTO, CSO, and HR Director; they meet weekly and guide the direction of the organization at large. Future Org Chart – the organizational chart that focuses on our organic growth. We’re continuously evaluating our future structure for the company and creating opportunities for people. How to Bill Time “White Paper” – aka Unpacking the “Mystery” of the Quarterly Forecast. This document is intended to provide explanation and understanding around the purpose of the forecast and how we determine our quarterly financial forecast. 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 Leader. MMM – the company-wide weekly Monday Morning Meeting held at 11 am, ET. Operational Area – divisions within ALL4 responsible for functional aspects of the business outside of client management and revenue generation. Includes IT, Human Resources, Marketing, Sales, and Operations. Operations Group or Ops Group – The Operations Group supports the day-to-day functions of ALL4 such as opening jobs, timesheets, invoicing, reporting, building maintenance, office moves, dead storage of files, etc. Practice Area – a collection of services with a leader who will grow the practice as their own business. Practice Area directors have a top line business plan and report to the CTO. They’re responsible for growing services, training staff, and meeting revenue projections. Regional Office – where ALL4 defines having a presence based on the metropolitan area of the location of their brick-and-mortar offices. Also referred to as Business Units, Regional Offices have annual revenue, staffing targets, and Profit and Loss (P&L) responsibility. ALL4’s Regional Offices are: PHL (Kimberton, PA, and Philadelphia, PA): ATL (Kennesaw, GA); HOU (Stafford,

Onboarding Guidebook TX); KTY (Lexington, KY, and Louisville, KY); RAL (Durham, NC); WDC (Herndon, VA), and CAL (Rancho Cucamonga, CA). RegTech – The RegTech Operations Group (RegTech) is responsible for maintaining, growing, and disseminating the company’s institutional knowledge base for each ALL4 service area. With a broad pool of experience, RegTech is designed to harness internal resources and allocate them to improve project efficiency and product quality. Internally, we refer to this knowledge base as ALL4’s “RegTech expertise.” There are three sub-groups or “centers” that comprise RegTech. The three RegTech centers include: The Knowledge Center, the Education Center, and the Growth Center. These centers provide a formal structure to manage and grow the collective corporate-wide RegTech expertise, oversee the application of that expertise to all client service activities, and ensure the continued growth of our company through planning, sales, and marketing support (including 4 The Record, our podcast, and Live Expert webinar series). Tactical Meeting – biweekly meeting of operations staff to cover upcoming tactical business management activities anticipated over the next two weeks. This meeting covers sales, marketing, HR, IT, finance, recruiting, project management, and general operations.

Onboarding Guidebook Project ManagementFatal Flaw – data or technical information that is the basis for project work that, if incorrect, could result in stopping or adversely affecting the outcome or timing of the project and/or have an impact on a client’s project design or project capital expenditure and return-on-investment plans. Two examples of potential Fatal Flaws are: • An incorrectly applied emissions factor for an air emissions compound that results in a false conclusion that New Source Review is not triggered. • Relying on federal guidance when a local or state agency does not accept use of that guidance. Postmortem – a review of a project after it’s completed to identify what worked well, what didn’t work well, the root cause of breakdowns that occurred (if any), valuable lessons learned that should be shared with the rest of the company, and how future project planning can be improved. While this can be difficult to share, it’s a critical step in expanding our company-wide knowledge and averting similar breakdowns. Project Kickoff – a meeting of all project team members convened by the person managing the project prior to beginning the work. During the kickoff, the project manager informs each team member about the project details, including task assignments and expectations, budgeted hours, schedule milestones, health and safety for site work, and specific instructions for deliverables and how they’ll be organized and presented to the client. Fatal Flaw information is also shared with the project team, as applicable to the project. Q vs. Real – these are terms used when working in Backlog to describe the viability of the project work. The term “real” refers to any project work that we know for a fact is going to happen (i.e., we have a PO in hand or written email authorization to proceed). On the other hand, “Q” project work means that there is a >75% probability the work will occur that month and the project manager is moving forward with a high confidence level that a PO/authorization is forthcoming (also see “Questionable Backlog” under Financial). RegTech Resource – the ALL4 project team member who has responsibility to provide senior- level technical and regulatory direction and review for a project. The RegTech Resource may also be the person managing the project, depending on the type and subject matter of the project AQP (ALL4 Quality Professional).

Onboarding Guidebook HistoricalHot Sand and the Ocean – term coined by Bill at past “Beers with Bill” quarterly company-wide meetings when describing ALL4 and where we are in our growth/goals. He started with an analogy that as an organization, we’re walking in the hot sand toward the ocean, and he would typically tee the audience up at the start as to where we are in our journey from the hot sand to the ocean. This analogy is no longer used, but you may hear references to it. “One Thing” – this relates to CTY and goal setting. You’ll see it on the meeting agenda as we “Complete the Year” and assess how we fared in accomplishing our goal for the previous year. It’ll also be an action item to do the following: Prior to CTY, prepare the answer to the following question: What is the “One Thing” you’ll be most focused on in the coming year and how will it impact the organization? The “One Thing” could be the thing that opens other avenues for success/growth/accomplishment or aspiration. It can be personal, or it can be tied to technical or financial objectives. It could be a way of being. Think of this from the perspective of how others could provide challenge, collaboration, assistance, sharing, coaching, or feedback to you simply by hearing you state it. A little specificity or measurability helps since you’ll want to keep this present throughout the year. It could be the “One Thing” that you would filter most of your decisions through (i.e., “How does this help me accomplish my “One Thing”?”).

Onboarding Guidebook Cultural TermsAccolade – recognition from a peer as an acknowledgment of merit. An ALL4 Accolade is one of our peer recognition programs. Peers submit to HR a written nomination for a coworker who has shown excellence in his or her work, exceeded expectations, and positively impacted the person nominating. Once approved, the accolade is read aloud at an MMM, and the recipient receives a well-deserved recognition and a small monetary award. ALL4 Accolades go beyond a High Five and, most importantly, can flow in any direction, across function, titles, offices, etc. Best of all, everyone in the company gets to hear it! Accountability – assure words match behaviors. It’s keeping our word, to ourselves and to others, and aligns perfectly with ownership. A key ingredient to accountability is that when you are accountable, you inspire trust. We earn the trust of our clients and regulators through excellent work products, taking ownership, our authenticity, and strong relationships. Acknowledgement/Acknowledge Yourself –references our Complete the Year acknowledgement process. It’s important to acknowledge yourself for all you do and your accomplishments. Taking time to acknowledge yourself and how you’ve been able to create success inside and outside the organization is important. All for One – the four founding Principals (John Egan, Dan Holland, Kevin Hickey, and Bill Straub) founded ALL4 on the premise of “ALL4 for one, one for all.” You’ll also hear the reference of standing for the “all” in ALL4, meaning standing up for our clients, our company, and our colleagues. ALL4 1.0 – the original “version” of ALL4 created by the four founders. This version “ended” when ALL4 brought on JMH Capital as an equity partner to assist with our next phase of growth. ALL4 2.0 – the current version of ALL4. ALL4 3.0 – the next chapter after we achieve “50x27” and #thinking300. This would potentially result in a “recapitalization” of the company and a new leadership regime. Authenticity – communicate openly and honestly in a constructive manner when sharing thoughts and feelings. We’re committed to developing authentic relationships with our clients, colleagues, and regulators. Authenticity means routine open and honest communication. It means being and acting consistent with who you hold yourself out to be for others and who you hold yourself to be for yourself. At times, we need to tell our clients what they need to know, which is not always what they want to hear. Another aspect of our authenticity is that we embrace feedback. We have structures and processes in place that allow us to learn from each other and our clients and do whatever it takes to exceed expectations.

Onboarding Guidebook Building Backlog – winning opportunities. Our backlog is the sum of all projects we’ve won but haven’t executed on yet. So, the only way to build it is to win more opportunities. Celebration – a share with the company on something great going on in your professional or personal life. Time is set aside at the MMM to share celebrations. Coaching – asking questions and giving feedback designed to enhance fulfillment and elevate performance. Coaching as a management style enables coordinators and coaches to facilitate self- discovery in individuals. CORE – shortened reference to ALL4CORE, ALL4’s employee engagement platform. When employees join ALL4, they create a profile, which includes a series of questions, photo, and a background photo. Employees are encouraged to check CORE daily to see important company- wide announcements and broadcasts, share celebrations both personally and professionally, and provide high fives to colleagues. Core4 – Ownership, Authenticity, Accountability, and Culture are the four foundational core values for our company and our people. CTY – acronym for Complete/Create/Celebrate the Year, which references the annual event when ALL4 brings the entire organization together to collaborate on completing the previous year, create the upcoming year’s goals, and celebrate our team and individual accomplishments. Culture – how we treat one another and how that manifests itself in our language, behaviors, and attitude. Essentially, what is acceptable and not acceptable in our interpersonal relationships and interactions. ALL4’s culture is defined by the following foundational cultural attributes, as determined by our employees: community, collaboration, excellence, growth, flexibility, and close proximity to leadership. Other hallmarks of our culture include investing in others and enjoying the journey along the way. 50x27 – ALL4’s long-term strategic goal to reach $50 million in labor revenue by 2027. Getting to We – reference to integrating new employees and acquisitions. ALL4 wants to get to “we” in our language (vs. “they” or “you” or “them”) as fast as possible. Growth Intention – term to describe our focus on growing the company. Growth Intention translates to more opportunities for everyone by deliberately working to scale ourselves and one another. Growth Mindset – references an approach where one recognizes that people are capable of learning and growing from failure and that they’re not static or unable to change. Critical to scaling the organization and important for coaching or coordinating others. Guard Rails – putting financial, technical, and/or rule-making considerations and constraints in place for a team/client/etc., in the spirit of guiding a project toward success vs. failure.

Onboarding Guidebook High Five – thanking a co-worker in front of the company for doing something worth recognizing or for a good deed. This is a session each week in the MMM. Intentional – being deliberate in what you set out to say, do, or mean with clients and colleagues. This means that we own what we say and do. Ownership – Own what you say, are, and do. Having ownership means you don’t wait for others to act and that you take responsibility for the results of your actions. Our clients’ issues are our issues, and ownership means that you care as much about the outcomes as the client does. Purpose – our company purpose, why we do what we do, is “Grow Sustainable Community.” Internally, personal purpose is why employees do what they do, and why they choose to do it at ALL4. Safe to Fail – our cultural foundations and core values are intended to create a sense of trust in one another and our leadership. Once a level of trust is attained (and it’s a constant ebb and flow, not a destination), this fosters a sense of safety to take risks and potentially stretch to a place of discomfort where you may “fail” or fall short. ALL4 is a safe place to fail forward. Being an organization that leads with trust, we work together to learn from our mistakes, seek coaching and mentorship when needed, and lean on team members for collaboration, education, and training. Size and Shape – to define the parameters either numerically or by description/comparison. For example, a proposal opportunity evaluation could hinge on future work – putting “Size and Shape” to that would mean defining the number of plants, typical scope needs, future spend, etc., vs. stating it could “be a big opportunity.” Story – refers to a coaching distinction. A “story” can be your version of events or what you’re telling yourself vs. what’s factual. Puts a name to our tendency to “fill in the blanks” ourselves or make something up to fill in the blanks vs. actually asking the question or finding out the facts for ourselves. A story is a way to name the chatter in our heads. Taking Care of vs. Creating Opportunities for – this references the growth evolution of the organization. ALL4 leadership has transitioned from a mindset of “taking care of” our employees and one another to deliberately “creating opportunities for” our employees. The subtle difference is that our leadership responsibility shifted as we have evolved and that it’s our job to create opportunities and career paths for our people. The “ALL4 Way” – living true to our core values in all that we do and all that we say. Referring to coaching the ALL4 Way is providing feedback to one another to make each other better both personally and professionally. In some cases, this may reference the past; however, ALL4 is a growth and change organization, so embracing change is part of the ALL4 way.

Onboarding Guidebook Thinking300 – introduced in 2021’s CTY event, it references the building of efficiencies and innovation into a longer-sighted way of thinking to scale the firm to 300 people. This is a headcount definition that aligns with 50x27 or $50 million in revenue by 2027. Way of Being – how we show up with one another in our day-to-day interactions and how we react to challenge, adversity, and success. We encourage our people to have a “Way of Being” where they make things happen and aren’t victims of things happening to them. Also referred to as “being cause in the matter of” everything that happens in your work life.

Onboarding Guidebook IT TIPS FOR WORKING REMOTELY PHYSICAL EQUIPMENT 1. When setting up your webcam and headset, be sure to test them and make sure that Teams is set up correctly to use them. 2. When working around your laptop and equipment at home, use a sealed beverage container to avoid spilling anything on your ger. 3. You’re responsible for the physical security of your computer hardware while at home. If you have roommates, plan to host a party, have curious children or anyone that might put your ALL4 laptop at risk, put it in a safe place. If anything happens, notify IT immediately. 4. When you’re not physically in front of your computer, unless you’re home by yourself, lock your screen. Cats and kids love to delete files when you’re taking a bathroom break. 5. If you have children, don’t let them use your ALL4 computer. 6. Use your docking station power brick without your travel charger. The docking station isn’t the same wattage and won’t work properly if you try to use it with your travel charger. SECURITY 1. It’s important to limit the number of customer files or documents you have on your laptop. If the network is slow and you need to work on a larger file, please strictly adhere to the following: a. Create a folder on your desktop called “Temp” or “Scratch.” b. Copy individual files to this folder to work on. c. When you’re done, transfer the files back to the network. d. Delete the files in your temporary folder. e. Empty your Recycle Bin. 2. DO NOT copy entire client folders to your laptop. 3. When you work from home, scammers are using this opportunity to ratchet up Spear Phishing campaigns, direct dialing campaigns, and fraud like we’ve never seen before. This is because they know that when people work from home, home networks are almost always less secure than corporate ones. DO NOT click on any links in emails. Be extra wary of shipping notices, invoice requests, health-related emails, and financial-related emails. When you’re working from home, your system is not as secure as it is at our office locations, and IT has no way of policing your home networks. DO NOT use your Office 365 credentials anywhere unless you’re 100% sure that it’s safe. INTERNET PERFORMANCE 1. Consumer-grade internet in general will be overwhelmed because carriers haven’t had enough time to upgrade systems to handle all the extra internet traffic from streaming services and

Onboarding Guidebook online tools. This will be different for every person/family and every carrier and may require you flexing the times that you typically work to accommodate this. 2. If you’re going to have family members streaming content, on iPads, playing games, or otherwise on the internet while you’re working remotely, this has the potential to impact your experience. Upgrading your internet bandwidth or asking other family members to limit internet use while you’re on calls or doing critical tasks may help. 3. While you’re working from home, try to limit streaming services such as YouTube and Spotify; this will result in better performance for your work needs. 4. You need to be on the VPN if you have to access CyberRegs or our file servers, but otherwise it’s not necessary. Email, Teams, Core, Deltek, and ZoomInfo don’t require VPN access to work properly. You’re welcome to remain on the VPN at all times if you prefer – our systems are designed to handle this. 5. If you’re on Comcast or other shared-cable solutions, your experience will be worse than other users on fiber-based solutions such as Fios. Don’t compare your experience with other users. Generally, for a decent meeting or phone call experience, you need about 50 mb down and 20 mb up of bandwidth. The amount of bandwidth you have at any given time can change, so just because you have it at one time doesn’t mean you always have it. You can check your internet speed/performance on this site at any time: https://www.speedtest.net/ 6. WiFi is likely to be more congested in areas of higher population density like cities and developments. Consider connecting your laptop or docking station to your home network router via a physical network cable and avoid using WiFi altogether if you have issues.

Docking Station Ports Webcam Display Port USB HDMI Port LCD Monitor USB Port USB-C Port 180W Power Supply HDMI or Display Port USB Type-C AC into back of Dock Dockin US Laptop

LCD Monitor For WD-15 Docks ONLY VGA Port Mini Display Port Optional USB-B Port Display Port Headset ng Station USB SB Dongle Keyboard and Mouse Connect via USB Dongle

Onboarding Guidebook EMAIL SIGNATURE TEMPLATE Firstname Lastname / Job Title 610.933.5246 / Profile / LinkedIn www.all4inc.com / Locations / Articles / Podcast / Training ALL4 // Your environmental compliance is clearly our business. Optional Customizations: Firstname Lastname / Job Title / PHL Office 610.933.5246 / Profile / LinkedIn www.all4inc.com / Locations / Articles / Podcast / Training ALL4 // Your environmental compliance is clearly our business. Firstname Lastname / Job Title / South Carolina Regional Support 610.933.5246 / Profile / LinkedIn www.all4inc.com / Locations / Articles / Podcast / Training ALL4 // Your environmental compliance is clearly our business. Optional CTAs (choose one): AQ101 Spring 20XX Starts April XX! Review the Syllabus > Our CMS Practice Area is growing – learn more about our Senior Technical Manager position! Texas Air Quality Training (Texas AQ201) starts April XX – learn more > Webinar Name is on Month, 00 – sign up on our website: www.all4inc.com/webinars/ To update your signature: - Copy an ALL4 email signature - In a new email message, paste signature into body of email and change Name, Title, Phone Number - Right click on Profile and select Edit Hyperlink - Paste the link for your webpage - Right click on LinkedIn and select Edit Hyperlink - Paste the link for your LinkedIn profile - Copy your updated signature - Go to File -> Options -> Mail -> Signatures and paste into text box (On Macs: Go to Outlook Menu -> Preferences -> Email -> Signatures)

Onboarding Guidebook - Save changes - Draft a new email to confirm SIGNATURES FOR REPLIES/FORWARDS Did you know Outlook separates new emails from replies/forwards? Consider having the same signature for all emails, or if you want to abbreviate it, use the first two lines of the ALL4 Employee Signature above.

Onboarding Guidebook TIMESHEET REPORTING Timesheet reporting is something that every employee at ALL4 must complete at least weekly. This document describes how and when to complete your timesheet. PROCESS You must submit your timesheets: (1) no later than 10:00 pm, ET, each Friday, and (2) on the last day of each month. CAL employees must also submit on the last day of each pay period. NOTE: You may enter time entries and save them at any time, even on a daily basis, but timesheets must be submitted by the deadlines above. You may change saved time entries, but not submitted time entries. Once a time entry has been submitted, you must contact the PM to reject your timesheet line or ask the FinOps department to change that entry for you. ENTER AND SAVE TIME 14. Navigate to Deltek Vantagepoint. Timesheets are found under “My Stuff” on the ALL4 login page (https://all4inc.deltekfirst.com/All4inc/app/#). 15. Sign in using your Vantagepoint login ID and password. 16. From the My Stuff menu, select Timesheet. Click “Add Timesheet” on the top right of the screen and select the timesheet period you wish to enter time for. Once selected, the week is listed in the top left portion of the timesheet, next to your name. 17. If it’s your first time entering your timesheet, you’ll need to adjust your grid settings. This can be done by clicking the gear at the top right of your screen near “Other Actions.” The left grid should have Line Status, Project, Project Name, Client Name, Budget Item Name, Charge/No Charge, and Task (which you don’t need but can’t be removed). The right grid should have Regular (totals) and Total. Please don’t use Overtime unless you’re an hourly employee (non-exempt). The order of lines can be adjusted by clicking and dragging the eight dots on the left side of the name. They can be removed by clicking the “X” or added by clicking the arrow to the right of the item.

Onboarding Guidebook 18. Once on the proper week’s timesheet, choose a Project by clicking in the empty line or by adding a line using the “Add Line” button at the bottom. Start typing the Project Number and the open jobs will show in a list. Once you’ve selected the job, you can then select the Budget Item from the box to the right. Then click Select. Enter hours to the right of the screen under the appropriate day of the week. Then enter the required comment for what work was performed.  If it’s billable time, ensure that the Charge/No Charge box has a Y. NOTE: If you’re unsure of the job number, ask the PM for the correct number. If the job number isn’t opened in Vantagepoint, select Overhead (00000-0001.00). In the Comment box, write (in all CAPS) “BILLABLE TO CLIENT NAME AND JOB” so that it stands out for FinOps.  If it’s non-billable time, choose the appropriate ALL4 Overhead job number from the list (00000-xxxx.xx). Examples of these are: Overhead-Sales Time – 00000-0010.00, Overhead- Marketing – 00000-0011.00, Overhead-Proposal Preparation – 00000-0016.00, etc. Remember to change the Charge/No Charge box to “N.” If non-billable to a client, select the appropriate project number, change the Charge/No Charge box to “N,” and in the Comments box, write (in all CAPS) “NON-BILLABLE TO CLIENT,” AND STATE THE REASON IT’S NON- BILLABLE.  For each time entry, enter a short description of the work done. 19. Click the Save button on the right side of the screen to save your entries. SUBMIT TIME 1. If it’s a Friday or the last day of the month (meaning timesheets are due), go to My Stuff, select Timesheet, and click the Submit box on the right of the screen. To sign your timesheet, enter your password. Click the “OK” button and wait for confirmation that your timesheet is submitted. BEFORE SUBMITTING, CONFIRM YOU HAVE THE CORRECT WEEK AND THAT ALL TIME HAS BEEN ENTERED. REJECTED TIME 1. If a PM rejects a line from your timesheet, you’ll receive an email. The email will list the project and the note from the PM regarding the correction. 2. Once a timesheet is rejected, it’s put into “In Progress” status and can be corrected. Project numbers can’t be changed in a timesheet line. If the project number needs to be changed, insert a new line with the correct information and move your time from the existing line to the corrected line.

Onboarding Guidebook 3. Once all corrections are made, re-submit your timesheet. 4. Complete any timesheet corrections by Tuesdays at 11:00 am, ET. DELTEK MOBILE 9. Download the Deltek T&E for Vantagepoint (Timesheets & Expense Reports) app 10. Accept the Terms and Use of Service 11. Enter this URL: https://all4inc.deltekfirst.com/all4inc/touch/time 12. Click Connect in the upper right corner 13. Enter your user ID and password 14. Create a 4-digit PIN 15. Select the appropriate timesheet 16. Select the appropriate day 17. Click the hours box in the desired project 18. Use the wheel at the bottom to set hours 19. Click Done 20. Enter text in the Comment box and click Done 21. Click the disk icon at the bottom to save

Onboarding Guidebook EXPENSE REPORTING Expense reporting is something that every employee at ALL4 must do on a regular basis. This procedure describes how to complete an expense report for billable and non-billable items and how to identify items as either reimbursable or non-reimbursable. BASIC INFORMATION Due Date: You may turn in expense reports as often as you wish, but at the very least, you must complete an expense report by the last business day of the month if you have any charges. Reimbursement Date: When you pay cash or use a personal credit card, you’ll be reimbursed for that expense, likely in the first or second paycheck following the date you turn in your expense report. NOTE: Several factors affect the reimbursement date: the date you turn in your expense report, the date it’s entered into the system, and the date payroll is processed (you should generally submit your expense report at least five days prior to the payroll date). If you have any questions regarding your reimbursement date, please contact Beth Kelly at ([email protected]). EXPENSE RECEIPTS GUIDANCE o Receipts don’t have to be submitted and uploaded into Deltek if:  Your ALL4 American Express credit card is used to pay for the expenditure (regardless of dollar amount) - or -  The expenditure is less than $50 and you use a different form of payment (cash or personal credit card). o If you didn’t use your ALL4 American Express card and the expenditure is greater than $50, you must submit/upload the corresponding receipts into Deltek. o If Deltek receipt submission/uploading isn’t required, you’re still expected to retain all receipts for a minimum of four years (regardless of dollar amount or method of payment). They may be needed if a client requests receipts to substantiate charges on their invoice or if ALL4 were ever audited by the IRS and the American Express statement isn’t sufficient.  You may keep your receipts (1) as a physical copy in your home or office or (2) as a scanned copy saved electronically. Please note that if you leave ALL4, we require a scanned copy of your receipts for our records. We strongly suggest using the Box Capture app ─ it’s as easy as taking a picture on your phone that’s then automatically sent to your personal Box folder or to whichever folder you set up on the ALL4 Box drive.

Onboarding Guidebook PROCESS 1. Navigate to Deltek Vantagepoint. The ALL4 login page is listed below:  Web address: https://all4inc.deltekfirst.com/All4inc/ 2. Sign in using your Vantagepoint login ID and password. 3. From the My Stuff menu on the left side of your screen, select Expense Report. Click “New Expense Report” in the top right-hand corner of your screen. Alternately, if you’re doing a report for expenses similar to ones you’ve submitted in the past, you can navigate to a previous expense report and choose “Copy Expense Report” from the Other Actions drop-down on the right. 4. You’ll need to name your expense report next. Naming convention is as follows: “NAME – MONTH YEAR – TYPE OF SPEND/TRIP”  Example 1: “Jane Doe – Jan 2022 – AmEx” for American Express charges.  Example 2: “Jane Doe – Jan 2022 – Personal” for any charges you paid for with cash or your personal credit card. 5. If it’s your first time entering your expense report, you’ll need to adjust your grid settings. This can be done by clicking the gear at the top right of your screen below “Other Actions.” The left side should be fine with all available items. The right side should have Credit Card and Task Name removed. It’s recommended that you place Receipts toward the left to help remind you to add them to every entry. The order of lines can be adjusted by clicking and dragging the eight dots on the left side of the name. They can be removed by clicking the “X” or added by clicking the arrow to the right of the item. 6. If you have un-billed American Express charges, the credit card panel will show on the right. The credit card panel can be accessed or removed by using the caret arrow. Click the check box to the left of the charges you’re ready to bill. Click the “Add to Expense Report” button at the bottom. These charges will be added to your expense report. Be sure to fill in the missing information, as explained below. AmEx charges should never be manually entered to your expense report. You must wait for the daily download. 7. If you’re working on personal charges, you’ll need to fill in the required fields. Start with the Date of the transaction. Then enter the Category for the charge. Once the Category has been filled in,

Onboarding Guidebook a screen will open asking you about filling in the details of the charge. Click “Enter Details Now.” Fill in the Description and any other relevant information. For Airfare, please include the airline, the to/from cities, the date you made the reservation, AND the date of actual travel. (Example: “Airline ticket: US Airways RT Philly to Atlanta, purchased on July 1 for travel on July 15.”) For Mileage, please include whether the mileage was for one-way or round-trip and the location you were driving to. 8. Add a PDF of each receipt as outlined above. Each receipt should be scanned separately to add to the item on that line. Some people find the mobile app (see below) is very useful when adding receipts. 9. Enter the amount of the charge. This will be automatically filled in for an AmEx charge. 10. Fill in the Project Number for the charge. Billable vs. Non-Billable  If billing the charge to the client, select the appropriate project number. If you were on a site visit and you and other ALL4 employees only get a meal, bill that to the client plus mileage for the site visit, etc. However, if you take a client out to eat, do NOT charge the client – select the overhead number for Sales and ALL4 will pick up that cost.  If NOT billing the charge to the client, select the appropriate overhead project number, and ALL4 will cover that cost. (Things like office supplies, mileage to a training or conference, a meal at a conference, a meal in which you took a client out to eat, etc.)  If you have some billable and non-billable items on the same receipt: Calculate the total plus tax that should be billed to the client and record on one row of the expense report. Then calculate the total plus tax that should not be billed to the client and record that in another row on the expense report.

Onboarding Guidebook Reimbursable vs. Non-Reimbursable  If you paid cash or put the expense on your personal card, you ARE reimbursed in a future paycheck.  If the expense was put on your company card, you are NOT reimbursed. 11. Save your expense report by clicking the Save button in the top right-hand corner of your screen. 12. QA your expense report:  Confirm amounts you entered match your receipts.  Check the method of payment listed on the receipt and confirm that you’ve correctly placed the expense in the proper expense report. 13. Submit your expense report by clicking the Submit button in the top right-hand corner of your screen. DELTEK MOBILE 1. Download the Deltek T&E for Vantagepoint (Timesheets & Expense Reports) app 2. Accept the Terms and Use of Service 3. Enter this URL: https://all4inc.deltekfirst.com/all4inc/touch/time 4. Enter your user ID and password 5. Create a 4-digit PIN 6. Choose Expense from the menu on the left 7. Click the plus sign at the bottom to create a new expense report 8. Enter the information as prompted

Onboarding Guidebook BEST PRACTICES FOR ORGANIZATION OF CLIENT FILES This procedure outlines the basic requirements for file organization on the shared ALL4 Client Files drive. Maintaining a simple and consistent procedure for file and folder organization serves multiple purposes including: - Allowing for a simpler application development process by making templates easier to find. - Decreasing the time it takes for a new employee to navigate multiple files. - Making the Quality Assurance/Quality Control (QAQC) process more efficient by making it easier to find examples of previous projects. - Locating “FINAL” deliverables. - Partitioning non-essential data for potential archiving and alleviation of clutter. These procedures should be followed for all future projects. You’re not required to change the file format of past projects, although it’s encouraged. Please familiarize yourself with the following best practices so that these standards are implemented before the project is kicked off and while the document is being generated, which will save time and make the QAQC process more efficient and streamlined. The following document will describe each folder “level” within the Client Files drive and show examples of each. • The first folder level for the Client Files drive should indicate the client’s names.

Onboarding Guidebook *NOTE: If a client’s name has changed, please indicate by labeling their folder name with their former name in parentheses; for example, “Global Advanced Metals (formerly Cabot).” • The second folder level should be organized to show each of the facility locations of the client. It can also show any corporate-wide or multi-facility projects. If a client has only one location, this level can be omitted.

Onboarding Guidebook *NOTE: In the event we start working for a new client at one facility location and we later work for the same client at a different facility location, this folder level would need to be created to indicate multiple locations. • The third level should show projects specific to the facility location. • There are two common organization structures: organized by project number or organized by category. • Examples of folder titles for facilities organized by project number include “C###-### [Project Title],” (old numbering system) or “#####-#### [Project Title]” for the new project numbering system. This method is more commonly used for clients/facilities that we usually do one-off projects for.

Onboarding Guidebook • Examples of folder titles that should be saved in this level when organizing the facility folder by category include, “[Year] General Assistance,” “Emissions,” or “Permitting Action.” This method is more commonly used for clients/facilities that we usually do ongoing/year-round work for. • The “Permitting Action” folder should contain copies of all permits, plan approvals, construction applications, etc., that our clients have received from the state agency. In addition, permitting projects (i.e., applications) should be saved in this folder. The “Emissions” folder should contain the emissions tracking spreadsheet, annual emissions reporting information, etc., organized by year.

Onboarding Guidebook Also, please include an “ARCHIVE” folder in this level. Examples of items that you can put in this type of catch-all folder include: • “Loose” files (i.e., files that already exist but aren’t saved in a folder) • Pre-ALL4 and/or non-ALL4 consulting files • Research files *NOTE: This is perhaps the most important file level for maintaining efficiency, especially for Tech Staff members who are working on projects for a large number of clients. • The fourth level should show folders specific to a single project. It should include: o A ”1-Project Management” folder. o A “2-Project Resources” or ”Info Provided by Client” folder. Within this folder should be any “Regulatory Applicability” files. o A ”3-Narrative” folder. o Separate folders organized by Appendix or Attachment o One (or multiple) “Internal DRAFT,” “Client DRAFT” and “FINAL” folders that are dated and in which only PDF files are saved. o A ”Deliverable Prep” or ”Covers, Spines, and Tabs” folder (only if binders are being printed for the document submittal). o Miscellaneous folders related to the specific project that are well-labeled. Examples include:  Process Flow Diagrams  Compliance Tracking Sheets  TANKS or WATER9 Output

Onboarding Guidebook Numbering and or/letters are used to ensure the project folder is organized logically from top to bottom when sorting the folder by name. The most crucial folder to include in this level is the “FINAL” folder. Someone unfamiliar with the project should be able to quickly access the final deliverable that was submitted to the regulatory agency. *NOTE: Please do not add dates to folder titles, other than DRAFT or FINAL folders. This can create confusion, especially when this date doesn’t match the date of the files within the folder. • The fifth level for the development-type files (narratives, forms, spreadsheet files) should be labeled with a short description and the date. Also, these folders should contain QAQC files that are clearly marked with the QAers’ initials, maintaining a record of who QA’d the file and when the QAQC was performed. It’s important that this level only includes the single latest file. All older developmental and QAQC files should be archived into the “Developmental” folder.

Onboarding Guidebook Main folder contains only the latest file Old files are archived

Onboarding Guidebook GENERAL NOTES - Please note that there are NO loose files in these levels. Loose files create confusion for many reasons, namely because it’s difficult to determine which file has been edited most recently, or which version has been QA’d. Please use the “Development“ folder to organize any loose files. - Also, note that this is only one type of project and not all projects will fit into the above guidelines. You may omit folder levels or add folder levels at the discretion of the PM and/or Tech Staff member, but do your best to use these best practices as a basic guide. - The ultimate goal is to maintain folder organization so that anyone from outside of the project team, or members of the project team referencing the folder months or years later, may easily navigate the folder and find the files needed.

Onboarding Guidebook DELIVERABLE QUALITY ASSURANCE This document describes the steps for conducting an ALL4 Quality Assurance (QA) review. This procedure is followed prior to providing a deliverable to the client. APPLICABILITY This procedure will be followed for ALL4 deliverables. However, depending on the complexity of the project, steps and/or roles may be combined or expanded at the discretion of the Project Manager. DEFINITIONS ALL4 Quality Professional (AQP) means an individual designated by ALL4 as qualified to perform a QA certification. The current list of AQPs is maintained on the ALL4 network at: \"C:\\BoxDrive\\Box\\Departments Public\\Quality\\0-Resources\\AQP Resources\\List of AQPs.xlsx\". AQPs are also identified on the phone list. See QA-SOP-002 Quality Assurance Standard Operating Procedure – Obtaining and Performing a Deliverable QA Certification for more information. Deliverable means final-form work product prepared by ALL4 for a client and/or for submittal to a regulatory agency that presents technical information, analysis, conclusions, recommendations, and/or opinions. A deliverable may include, but is not limited to, permit applications, calculations, reports, letters, and memos. Deliverable component includes, but is not limited to, calculation spreadsheets, tables, modeling inputs and outputs, narrative text, forms, and figures. Developer means any ALL4 staff member who has responsibility for developing a deliverable component and/or deliverable. Lead Developer is the individual who has the primary responsibility for assembling the deliverable. Lead Developer can be any member of the project team.

Onboarding Guidebook Quality Assurance Staff (QA Staff) means any ALL4 staff member who has responsibility for performing a first (or “peer”) level QA review of a deliverable component and/or deliverable. The QA Staff must have sufficient subject matter/regional knowledge to effectively perform the QA. TIP: Refer to the Skills Matrix on the Teams RegTech Channel for experience. Subject Matter/RegTech Resource means the ALL4 project team member who has responsibility to provide senior-level technical and regulatory direction for the project. The Subject Matter/RegTech Resource must have sufficient subject matter/regional expertise to effectively perform said responsibilities. Subject Matter/RegTech Resource may also be the Project Manager, depending on the type and subject matter of the project. TIP: Refer to the Skills Matrix on the Teams RegTech Channel for experience. PROCEDURE The following procedure outlines the QA requirements for ALL4 staff involved with the preparation of a deliverable. 1. Planning the Project The Project Manager provides for adequate budget to ensure the QA process can be fully executed (i.e., ensure the QA process is considered in each proposal). The project team selection, including QA Staff, Subject Matter/RegTech Resource, and the AQP, will be set by the Project Manager upon kicking off the project. 2. Conducting the Kickoff Meeting The Project Manager invites the entire project team, except the AQP, to the kickoff meeting. During the kickoff meeting, the Project Manager reviews the roles of each member of the team, including the QA responsibilities. 3. Creating the Draft Deliverable Components Draft deliverable components are created, QA’d, and reviewed so that they meet ALL4 expectations for the following: • Technical and regulatory accuracy. • Content organization. • Clarity of information presented.

Onboarding Guidebook • Consistency. • Presentation and Editorial Standards (see ALL4 Standards Manual). BEST PRACTICE: The project team (excluding the AQP) should interact throughout the deliverable development process so that the expectations listed in Section 3 above are addressed early in the process, and not just during QA. 3.1 Developer Drafts the Deliverable Components The Developer drafts the deliverable components keeping the QA review in mind, meaning that they make every effort to facilitate the QA process by: • Maintaining organized files of information received from the client. • Using file organization, as presented in the Best Practices for Organization of Client Files SOP. BEST PRACTICE: Questions on the deliverable components should be addressed prior to passing it on for QA (i.e., the QA Staff should not be addressing questions during their QA). The Developer reviews their own work before passing it on for QA. The Developer emails the QA Staff, providing them with the location of the draft deliverable components on the ALL4 network and outlining the QA that is to be performed. The Developer copies the Project Manager on the email to ensure that they’re aware of the QA being performed. BEST PRACTICE: If the QA Staff designated by the Project Manager isn’t available to perform the QA, the Developer will consult with the Project Manager on selection of replacement QA Staff. 3.2 QA Staff Level 1 Review of the Draft Deliverable Components The QA Staff reviews the draft deliverable components for adherence to the expectations listed in Section 3 above, noting comments, corrections, and suggested edits using the commenting/track changes functions of the software used to create the draft deliverable component. The QA Staff saves these comments, corrections, and suggested edits in a new file in the same network folder with a filename that includes their initials to indicate it has been QA’d. QA Staff have the following resources and references available for use while reviewing deliverables: • Text and Forms QA Checklist • Calculations QA Checklist • Air Quality Modeling QA Checklist • Other project resources

Onboarding Guidebook BEST PRACTICE: Use tracked changes with caution, as this can lead to the Developer “accepting all” and not understanding the changes. Upon completion of the QA review, the QA Staff responds to the QA email from the Developer, stating that the QA has been completed and providing the location of the file that contains comments, corrections, and suggested edits. The QA Staff copies the Project Manager on the email to ensure that they’re aware that the QA has been performed. 3.3 Developer Revises the Deliverable Components The Developer revises the draft deliverable components based on comments received from the QA Staff. This step can include interaction with the QA Staff (in person or over Teams) to clarify or explain the comments and revisions suggested. The Developer ensures that each comment, correction, and suggested edit by the QA Staff is addressed. BEST PRACTICE: QA Staff should discuss/explain comments with the Developer and others, as applicable. BEST PRACTICE: The developer should not simply “accept all” changes if provided in tracked changes. Be sure to review edits carefully and consider “trickle down” changes. 4. Compiling the Draft Deliverable The draft deliverable is compiled for Level 2 Subject Matter/RegTech Resource QA review. 4.1 Lead Developer Compiles the Draft Deliverable The Lead Developer compiles the draft deliverable components into the draft deliverable (typically in a PDF file). BEST PRACTICE: Questions on the deliverable components should be addressed prior to passing it on for QA (i.e., the Subject Matter/RegTech Resource should not be addressing questions during their QA). The Lead Developer emails the Subject Matter/RegTech Resource, providing them with the location of the draft deliverable on the ALL4 network and outlining the QA that is to be performed. The Lead Developer copies the Project Manager on the email to ensure that they’re aware of the QA being performed. 4.2 Subject Matter/RegTech Resource Level 2 Review of the Draft Deliverable The Subject Matter/RegTech Resource reviews the draft deliverable with a focus on the following, noting comments, corrections, and suggested edits using the commenting/track changes functions of the software used to create the draft deliverable:

Onboarding Guidebook • Regulatory/technical accuracy • Strategic appropriateness • Clarity of information presented • Content organization • Consistency • Editorial/presentation items BEST PRACTICE: Use tracked changes with caution, as this can lead to the Developer “accepting all” and not understanding the changes. The Subject Matter/RegTech Resource saves comments, corrections, and suggested edits in a new file in the same network folder with a filename that includes their initials to indicate it has been QA’d. Upon completion of the QA review, the Subject Matter/RegTech Resource responds to the QA email from the Lead Developer, stating that the QA has been completed and providing the location of the file that contains comments, corrections, and suggested edits. The Subject Matter/RegTech Resource copies the Project Manager on the email to ensure that they’re aware that the QA has been performed. 4.3 Lead Developer Revises the Draft Deliverable Using the most recent working files, the Lead Developer revises the draft deliverable or delegates revision tasks to other project team members (designees), based on comments received from the Subject Matter/RegTech Resource. This step can include interaction with the Subject Matter/RegTech Resource (in person or on Teams) to clarify or explain the comments and revisions suggested. BEST PRACTICE: Subject Matter/RegTech Resource should discuss/explain comments with Lead Developer and others as applicable. BEST PRACTICE: The lead developer should not simply “accept all” changes if provided in tracked changes. Be sure to review edits carefully and consider “trickle down” changes. The Lead Developer ensures that each comment, correction, and suggested edit by the Subject Matter/RegTech Resource is addressed and prepares a revised draft deliverable for review by the Project Manager. The Lead Developer then notifies the Project Manager of the location of the revised draft deliverable on the ALL4 network. BEST PRACTICE: Questions on the deliverable should be addressed prior to passing it on for QA (i.e., the Project Manager should not be addressing questions during their QA).

Onboarding Guidebook 5. Project Manager Review of Draft Deliverable The Project Manager conducts their review of the revised draft deliverable, noting comments, corrections, and suggested edits using the commenting/track changes functions of the software used to create the draft deliverable component, with a focus on ensuring that it: • Meets client and ALL4 expectations • Is technically sound • Is written in a comprehensive manner considering the intended audience BEST PRACTICE: Use tracked changes with caution, as this can lead to the Developer “accepting all” and not understanding the changes. The Project Manager saves comments, corrections, and suggested edits in a new file in the same network folder with a filename that includes their initials to indicate it has been QA’d. Upon completion of their review, the Project Manager notifies the Lead Developer, stating that the review has been completed and providing the location of the file that contains comments, corrections, and suggested edits. 6. Creating a Proof Copy Using the most recent working files, the Lead Developer or designee addresses remaining comments in the revised draft deliverable, reviewing their own work to ensure changes have been made properly. This step can include interaction with the Project Manager (in person or on Teams) to clarify or explain the comments and revisions suggested. BEST PRACTICE: The Project Manager should discuss/explain comments with the Lead Developer and others, as applicable. BEST PRACTICE: The lead developer should not simply “accept all” changes if provided in tracked changes. Be sure to review edits carefully and consider “trickle down” changes. The Lead Developer then compiles the revised files in a proof copy of the deliverable in a PDF file and notifies the Project Manager of the location of the proof copy. 7. AQP Review (if applicable) If the deliverable requires AQP review, the Project Manager and AQP follow the procedures outlined in QA-SOP-002 Quality Assurance Standard Operating Procedure – Obtaining and Performing a Deliverable QA Certification. 8. Client Review (if applicable) If the deliverable requires client review, the Project Manager or designee provides the proof copy to the client for their review. Upon receipt of client comments, the Project Manager or their designee will address comments at their discretion and involve the AQP as necessary.

Onboarding Guidebook 9. Assembling the Final Deliverable After completion of steps 1 through 8 of this SOP, the Lead Developer or designee prepares the final deliverable that is considered ready for distribution. The Project Manager may review the final deliverable prior to distribution at his or her discretion. 10. Professional Engineer (PE) Review (if applicable) If the deliverable requires PE review, the Project Manager or designee provides the final deliverable to the PE for their review. Upon receipt of PE comments, the Project Manager or their designee will address comments and involve the PE and/or AQP as necessary. After addressing comments, step 9 is repeated. Related Documents and Links 1. QA-SOP-002 Quality Assurance Standard Operating Procedure – Obtaining and Performing a Deliverable QA Certification 2. Calculations QA Checklist 3. Text and Forms QA Checklist 4. Air Quality Modeling QA Checklist 5. Best Practices for Organization of Client Files SOP 6. ALL4 Standards Manual CHANGE LOG The following table summarizes changes to this document beginning in May 2021. Date Revision Description of Change 5/25/21 D Various updates/clarifications, removing option for AQP to attend kickoff meeting, updating file/information locations, adding “best practices,” adding PE review step, adding change log.

Onboarding Guidebook ATTENDANCE AT TECHNICAL EVENTS The Technical Event Request Form should be completed in advance of any event attendance including: attendance at conferences, meetings, or training, including those events for which a representative either presents and/or has a booth, and events hosted or sponsored by ALL4. If the technical event has been pre- approved, the form isn’t required. Quick links to forms: Technical Event Request Form | Post-Event Form These procedures have been developed to provide clear structure for the process of: 1. Determining whether ALL4 staff attendance at, and/or participation in, identified technical events is expected to provide value to ALL4 and to ALL4 staff that justifies associated costs. 2. Defining the responsibilities of approved attendees and presenters prior to, during, and following attendance at an approved technical event. 3. Identifying sales goals for all technical events and incorporating Marketing support if applicable. TECHNICAL EVENT REQUEST FORM • For events that aren’t pre-approved, you should complete the Technical Event Request Form at least 30 days prior to the event or, if the event includes a presentation, prior to submitting an abstract. • The CTO will review the form and you’ll receive notice of approval, a request for more information, or notice that attendance hasn’t been approved. • Within five business days, the CTO will notify attendees of the decision and copy the Business Development Team and Marketing Director. • Approval by the CTO will be based on the specific staff request, coordinator input, backlog, current individual and company performance, initiative leader input, identified technical and/or sales goals related to the event, and other appropriate information. • For events with multiple ALL4 attendees, the Lead Event Attendee may fill out the form and list the other attendees. PRE-APPROVED EVENTS • All technical events will be evaluated on an annual basis to assess whether ALL4 should attend an event that was attended the previous year. View events pre-approved for the current year.

Onboarding Guidebook EVENT ATTENDANCE • All technical events require a pre-planning meeting 25 days prior to the event with a Business Development representative and recruiting representative. • Pre-planning meetings will be scheduled by the Operations Department and are considered mandatory. BOOTHS/POSTER SESSIONS/HANDOUTS • If the event includes a booth and/or poster session or any marketing handouts, the pre-planning meeting requires the Marketing Director to attend. o For individuals who prepare a poster, much of the preparation is completed on the presenter’s own time and the event attendance time can be billed to overhead. PRESENTATIONS • When a presentation is to be given at a technical event, the topic must be included with the request for approval to attend. • If a paper is being prepared for an event, an outline of the content of the paper must be approved by the CTO, and the paper must be peer reviewed by a RegTech assignee and then submitted to the CTO for final review at least three business days prior to formal submittal. • The presentation must be dry-run in front of at least two appropriate staff members as determined by the Lead Attendee no later than one week prior to the event. Other ALL4 staff attending the event should be part of the dry run so that they know what ALL4 is presenting. POST-EVENT RESPONSIBILITIES • Within two weeks of the event, all attendees must complete the Post-Event Form, which can be used to do a brief recap of the event during the Sales Meeting. • A brief recap of the event is required during the Sales Meeting referencing the questions on the Post-Event Form. • Attendees may volunteer or be requested to make their presentation to ALL4 staff, provide brown bag training for staff, or other follow-up efforts determined to be of value to ALL4. • If permissible, event attendees giving papers or presentations are responsible for providing a PDF of the presentation to the Marketing Director to be posted to the ALL4 website. • One event attendee should prepare a blog post within one month of the conference or event regarding the experience. • At least one event attendee must provide an update on the conference or event in the Sales Meeting six months post-conference.

Onboarding Guidebook MISCELLANEOUS • ALL4’s Marketing Director will maintain and annually update a list of external, non–project related technical events that ALL4 staff attend and participate in. • When approved to attend an event, billable hour targets may be adjusted based on whether the attendee is presenting according to the following guidelines: ◦ For individuals not presenting, the attendee will be expected to split half of the time with the company. For example, half of the time can be billed to overhead and the other half will need to be made up with billable effort on the employee’s own time. ◦ For individuals who prepare a presentation, much of the preparation is completed on the presenter’s own time and the event attendance time can be billed to overhead.

Onboarding Guidebook ALL4 LLC’S SAFETY POLICY (EXCERPTED FROM OUR EMPLOYEE HANDBOOK) ALL4 is committed to providing the safest work environment for employees. This commitment is implemented through written Safety Standard Operating Procedures (SSOPs). Each employee is responsible to conduct tasks in a safe and efficient manner complying with all local, state, and federal safety and health regulations, programmatic standards, and special safety concerns identified by ALL4 for use in a particular area or with a client. Safety is everyone’s responsibility. All employees must be familiar with ALL4’s SSOPs and to apply the content and principles of the SSOPs to everything they do. ALL4’s SSOPs are part of these digital onboarding files and are found on the company network at C:\\BoxDrive\\Box\\Technical Services\\RegTech\\Technical Resources\\Safety\\SSOPs\\2022. These SSOPs include, but are not limited to, the following: -SSOP-001 General/Office Safety -SSOP-002 Onsite Health & Safety (working onsite at client facilities) Employees will be notified via email any time an existing SSOP is revised or a new SSOP is established. Although most safety regulations are consistent throughout each department and program, responsibility employees are responsible for identifying and familiarizing themselves with the emergency plan for their working areas. Emergency plans are in place and reviewed for dealing with emergencies such as fire, weather, pandemics, or medical emergencies. ALL4 maintains first aid supplies in the office. ALL4 also maintains appropriate Material Safety Data Sheets on file. Employees are responsible for completing an Accident and Incident Report for any incident that occurs. Each employee must attend the safety training during new-hire orientation. Additionally, ALL4 requires that every person in the organization assumes the responsibility of individual and organizational safety. Failure to follow ALL4’s safety and health procedures, or conduct that places the employee, volunteer, client, or agency property at risk, may lead to employee disciplinary action or termination. The Executive Leadership Team and Safety Officer have the responsibility to develop, and the authority to implement, the safety and health program in the interest of a safer work environment. Employees should direct any questions or concerns related to safety to Human Resources. Digitally signed by Heather Horvath DN: cn=Heather Horvath, o=ALL4 LLC, ou=HR, [email protected], c=US Date: 2020.09.10 19:33:53 -04'00'

Onboarding Guidebook GENERAL AND OFFICE SAFETY This policy is in effect to outline every effort we must make to maintain a safe environment for ALL4 employees and visitors. POLICY ALL4 is committed to providing the safest work environment for employees. It’s the ultimate responsibility of all employees to see that this information is reviewed and applied to their work area and to immediately report any unsafe condition. PROCESS This procedure provides an overview of general and office safety rules and practices and how they can be incorporated in the work environment. Questions should be directed to the ALL4 Safety Officer. TYPES OF HAZARDS The following are examples of types of hazards you may encounter in the workplace:  Motor vehicle accidents are the leading cause of accidental injury and death for all age groups, and many auto accidents occur during the workday or during the commute to and from work. This hazard can be reduced by constantly being aware of your surroundings and focused on driving, observing the posted speed limits, and always wearing your seat belt.  Electrical cords can pose a hazard if they’re damaged, frayed or strung through traffic areas. This hazard can be reduced by inspecting electrical cords and removing damaged cords at once.  Office equipment (copiers, paper cutters, shredders) can pose a real hazard if you’re not trained on how to maintain the equipment. Examples of hazards that office equipment can pose are hot surfaces, sharp parts, and pinch points (areas where body parts can become caught).  Slips, trips, and falls are some of the leading causes of injuries in the workplace. The probability of them occurring can be reduced by practicing good housekeeping. If you see something on the floor that can cause a person to slip, trip, or fall, pick it up or clean it up.  Material improperly stored can lead to hazards such as objects falling on employees and injuries caused by improper lifting.

Onboarding Guidebook  Housekeeping is everyone's responsibility in the workplace. Keeping the floors clear from tripping hazards, cleaning the break room or lunch area, not overfilling your waste basket, and reporting broken or damaged equipment are all components of good housekeeping.  Ergonomic issues can exist at workstations if proper adjustments haven’t been completed. Items like your chair, keyboard, mouse, monitor, etc., can potentially cause harm if the equipment isn’t fitted to the user.  Furniture and the layout of the furniture can pose a hazard if not properly placed or arranged in your office. Problems that furniture can cause are blocked or difficult means of exit, and tripping hazards.  Lifting is the leading cause of back injury, and most back injuries are avoidable if employees make the right lifting choices.  Heat-generating sources can be a fire hazard if they’re not properly maintained. Never store combustible or flammable material near heat-generating equipment. MOTOR VEHICLE SAFETY Seat Belt Use Required All employees of ALL4 must wear seat belts when operating any vehicle on company business, and all occupants are to wear seat belts or, where appropriate, child restraints when riding in any vehicle being used for company business. All employees and their families are strongly encouraged to always use seat belts and the proper child restraints whenever they’re driving or riding in any vehicle. Distracted Driving/Fatigue Countless distractions tempt drivers to forget that their primary responsibility is to stay focused and safe. Using a cell phone, eating, using a GPS, talking to passengers, adjusting climate/radio controls, and tending to children are common driving distractions that should be avoided. Appropriate rest and breaks are important to eliminate driver fatigue. Cell Phone Use ALL4 employees should not talk, text, or respond to email on cell phones or other mobile communication devices while operating any vehicle on company business. If this can’t be avoided, and the employee isn’t driving a vehicle equipped with a built-in hands-free device, employees should use hands-free devices and avoid complex conversations. If an employee is required to participate in a phone call to meet client or company needs during a time they’re driving, they should find a safe place to pull off the road and park the vehicle for the duration of the call. If an employee receives a call from a client while operating a vehicle, the employee should inform the caller that they’re driving and for safety reasons must find a safe place to pull off the road to return the call. All employees are strongly encouraged to avoid using cell phones whenever they’re driving any vehicle.

Onboarding Guidebook Alcohol- and Drug-Impaired Driving ALL4 employees must not operate any vehicle on company business while under the influence of alcohol, certain prescription and over-the-counter medications, or illegal drugs. No one should ever drive while impaired. Aggressive Driving While driving any vehicle on company business, ALL4 employees must not engage in aggressive driving acts, which include excessive speed, tailgating, failure to yield, running a red light and passing on the right. Aggressive driving behavior should be avoided whenever driving any vehicle. ELECTRICAL SAFETY Electrical accidents usually occur as a result of faulty or defective equipment, unsafe installation, or misuse of equipment. Using Electricity Safely:  Turn off all electrical equipment when not in use.  Make sure cords are properly equipped with grounding prongs.  Keep electrical cords out of walkways.  Use approved surge protectors. Never plug extension cords into surge protectors or plug surge protectors into each other.  Don’t overload or split outlets and surge protectors.  Combustible material, such as paper, should not be stored on or in close proximity to electrical outlets and connections. OFFICE EQUIPMENT All employees should understand how to properly operate office equipment and know the appropriate response when a piece of equipment malfunctions. For instance, reaching into a copier to retrieve a piece of jammed paper can result in cuts or burns.

Onboarding Guidebook Electrical equipment should be disconnected before moving, cleaning, or adjusting it. If a guard is removed to clean or repair parts, replace it before testing the equipment and returning it to service. Coffee makers, radios, lamps, space heaters, etc., and their cords should be checked regularly looking for signs of damage or electrical shorts, and only qualified individuals should make repairs. SLIPS, TRIPS, AND FALLS Slips, trips, and falls are leading injury-causing events. These are also some of the most avoidable injuries in the workplace. Simple steps, such as good housekeeping and being aware of your surroundings, can reduce the chances of being injured.  Elevated surfaces – standing on chairs, working on a ladder, falling up or down stairs – are examples of elevated surfaces that can cause an injury.  Parking lots with curbs, parking wheel stops, oil patches, and loose gravel or asphalt can all cause tripping and slip hazards in a parking lot.  Electrical cords, furniture, chairs, boxes, and other miscellaneous items can create tripping hazards in aisles.  Walk with caution on wet surfaces as they may have be slippery when they’re wet with any type of substance.  Use the handrail when provided to help maintain balance while both ascending and descending stairs. Also use handrails while carrying items in your other hand.  Correct or report unsafe conditions as you notice them. Don't assume that just because you saw it and didn’t get hurt that someone else will have the same luck.  Use only approved ladders that are in good condition. If the ladder doesn’t fit the task at hand, don’t attempt to do the task until you’ve located a proper ladder. Discard and replace damaged ladders. Be aware of areas of potential concern at your office and take extra caution. For example, in Kimberton, these areas include: • The outside entrance to the first-floor atrium is a wood plank “bridge.” This area gets extremely slippery when wet and is also susceptible to icing in the winter. • In the winter, following a snowfall, this same area is susceptible to snow and ice sliding off the roof of the building during the day as the temperature rises. This can be extremely dangerous. Please take special care to be aware of the snow and ice as you enter and exit the building. • Similarly, the rear of the building is also susceptible to snow and ice sliding off the roof during the day as the temperature rises. This can be extremely dangerous. Please take special care to be

Onboarding Guidebook aware of the snow and ice as you enter and exit the building. Also, DO NOT PARK VEHICLES in the rear of the building where snow could potentially fall and damage cars. HANDLING AND STORAGE HAZARDS Storage of items on top of cabinets, refrigerators, and in other hard-to-reach areas can cause a variety of injuries, including sprains and strains from improper lifting and injury to head, body, and limbs from being struck by falling objects. Controls to reduce handling and storage hazards include:  Materials should not be stored on top of cabinets, refrigerators, and other furniture.  Materials should be stored inside cabinets, files, or lockers whenever possible.  Heavy objects should be stored on lower shelves and materials stacked neatly.  Materials shouldn’t be stored in aisles, corners, or passageways.  If you must access materials stored on high shelves or furniture, use an approved ladder or step stool.  When reaching for materials stored on high shelves or furniture, be sure to keep a firm footing with both feet on the ground.  Don’t try to catch falling objects. HOUSEKEEPING  Every floor, work area, and passageway should be kept clear of obstructions that protrude into the walkway or have potential to result in unsure footing or injury.  Keep stairwells clear at all times.  Pick up dropped items (i.e., pencils, paper clips) that can cause slips and falls.  Wipe up spills immediately.  Report uneven flooring, worn spots in carpets. and worn stair treads.  Avoid overfilling wastebaskets and recycling containers.  Maintain clean and organized conditions in storage and work areas. ERGONOMICS Ergonomics is defined as fitting the workstation or task to the worker. There are numerous discomforts that can result from incorrect workstation setups, with complaints relating to neck, shoulders, back, arms, hands, and occasionally the eyes. Generally, the key to comfort is in maintaining the body in a relaxed, neutral position. The ideal work position is to have the arms hanging relaxed from the shoulders. If a keyboard is used, arms should be bent at right angles at the elbow, with hands held in a straight line with forearms and elbows close to the body. The head should be in line with the body and slightly forward.

Onboarding Guidebook BACK INJURY PREVENTION Proper lifting techniques are critical to back safety, but perhaps more important is proper planning. Before you lift that box of copier paper, piece of equipment, or furniture, take a moment to consider your action:  Do you need to lift the item manually?  How heavy is it?  Where are you moving the item from?  Where are you moving it to?  What route do you have to follow? Many times, the item you’re moving could be moved with a dolly or hand truck. If an item needs to be moved manually and is heavy, ask for help. Think about where the item will be placed once you’ve lifted it. Use Proper Lifting Techniques:  Plan your lift.  Stand with your feet apart, alongside the object to be lifted.  Squat down, getting as close to the load as possible.  Get a good grip on the object.  Lift with your legs, not your back.  Keep the object close to your body.  Center the weight over your feet.  Avoid twisting. REPORTING INJURIES AND ACCIDENTS If you sustain a job-related injury, or suspect an injury or illness from the job, you must report it to your coordinator immediately or to Human Resources. Your coordinator can help you get the appropriate medical assistance, if necessary. You and your coordinator must complete an ALL4 Injury Report Form and submit it to the ALL4 Safety Officer within 24 hours of sustaining the injury.

Onboarding Guidebook The ALL4 Injury Report Form is included as Attachment A and can also be found on the network at: C:\\BoxDrive\\Box\\Technical Services\\RegTech\\Technical Resources\\Safety\\Forms and Templates

Onboarding Guidebook ATTACHMENT A - ALL4 INJURY REPORT FORM

Onboarding Guidebook INJURY REPORT FORM EMPLOYEE INFORMATION Location: Reported to: Name: Job Title: INCIDENT INFORMATION Date/Time of Incident: Date/Time Injury Reported: Description of Incident: Witness: Contributing unsafe conditions or acts: Suggestions for preventive action: INJURY INFORMATION Description of injury: