Mansfield Oil Company - Emergency Response Business Continuity Plan.pdf

Mansfield Energy Corp | 1025 Airport Parkway, SW, Gainesville, GA 30501-9833 | info@mansfieldoil.com | 800-695-6626 | i f fi ld il

Mansfield is North America’s trusted partner for reliable fuel supply, superior logistics, and strategic fuel management solutions.

Business Continuity Plan Emergency Response and Natural Disasters

MANSFIELD ENERGY

mailto:info@mansfieldoil.com mailto:info@mansfieldoil.com

MANSFIELD ENERGY

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Table of Contents | Business Continuity Plan Summary

Table of Contents | Business Continuity Plan Summary

INTRODUCTION

EMERGENCY RESPONSE OPERATIONS TEAM

Project Manager

Responsibilities of the Project Manager

Incident Operations Group Leads

Supply

Logistics

Sales & Customer Relationship Management Team

Marketing Communications

Legal Resources - Public Affairs Officer

PRE-INCIDENT PROCEDURES

96 Hours (4 Days) Prior to Expected Event

72 Hours (3 Days) Prior to Expected Event

48 Hours (2 Days) Prior to Expected Event

24 Hours (1 Day) Prior to Expected Event

INCIDENT OCCURANCE

POST-DISASTER PROCEDURES OVERVIEW

24 Hours Post-Event

48 Hours Post-Event

72 Hours Post-Event

96 Hours Post-Event

POST-MORTEM

PLAN ENDURANCE

Internal Readiness Test Guidelines

APPENDIX A Responsibilities of the Emergency Recovery Operations Team

APPENDIX B Event Occurrence Daily Schedule

APPENDIX C Event Occurrence Process

APPENDIX D Customer Service Incident Response Training

APPENDIX E Contact Placard

Appendix F War Room Processes

Appendix G Supply Alerts

Appendix H Force Majeure Event Language

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Appendix I Communicating With War Room Team

Appendix J Emergency Applications Team

Appendix K After Hours Process

Appendix L Driver Carding Process

Appendix M Onboarding New Customers and Vendors During Emergencies

Appendix N Handling Deliveries Made in Error

Appendix O Technology Resources

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INTRODUCTION

The objective of the Emergency Response & Natural Disaster Recovery Plan is to identify the operational procedures at Mansfield Energy in the event of a natural disaster – hurricane, tornado, snow storm, earthquake, flood, or fire – or other major market disruption.

Certain unforeseen events – acts of terror, refinery or pipeline disruptions, widespread illness, or any incidents requiring “state of emergency” declarations at the state and federal level – may prevent or minimize Mansfield’s ability to timely enact “Pre-Incident” procedures as defined below. However, the subsequent “[Current] Incident” response procedures and “Post Incident” procedures will follow the prescribed respective protocols. These events listed above are all identified herein as Emergency Response Incidents (ERI).

The procedures are designed to provide clear coordination between individuals and departments for successful operations during ERI. The effectiveness and efficiency of the plan is dependent on the formation of a Emergency Recovery Operations Team. The team will be involved in three significant stages of the process, exhibited in Figure 1.1 (Pre-Incident procedures, Incident Procedures, and Post Incident Procedures). The guidelines in this document will list specific processes to be followed during the three stages.

Fig. 1.1 – Information Flow

Note: The procedures listed below are intended for refined products business but can be utilized by other groups within the company in the event of any ERI.

Pre-Incident Procedures

96 Hours Prior to Exected Event

72 Hours Prior to Exected Event

48 Hours Prior to Exected Event

24 Hours Prior to Exected Event

Incident Procedures

Daily Ops Meetings Multiples Days

Post Incident Procedures

24 Hours Post Event

48 Hours Post Event

72 Hours Post Event

96 Hours Post Event

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EMERGENCY RESPONSE OPERATIONS TEAM

In the event of an ERI, an Emergency Response Operations Team will be formed to ensure the processes and procedures listed in this document are followed. The team will also attend all mandatory operations meetings to facilitate communication throughout the process. The following is a list of individuals or groups that comprise the Emergency Response Operations Team.

• Project Manager (VP, Director, or Senior Manager)

• Sales and Operations Group Leads

• Operations Group (Selected individuals from Customer Service, Dispatch, Account Management team, and Billing)

• Supply Representative (per affected market)

• Logistics (Carrier Relations and LTL representatives)

• Sales Management (Government, Commercial & Industrial, On Demand, Wholesale)

• Marketing Communications Representative

• Various Support Staff

The organizational chart exhibited in Figure 1.2 specifies the Emergency Response Operations Team.

At least one representative from each of these groups must attend the daily ERI operations meetings.

For specific responsibilities of each group, refer to Appendix A.

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Fig. 1.2 – Organizational Chart

Project Manager

A Project Manager (VP, Director, or Senior Manager) will be selected as the individual responsible for the team’s coordination and execution during the ERI. The Project Manager will officiate the emergency response process from start to finish. The process is initiated based on the recommendation of the SVP of Supply depending on the potential threat status (Green, Orange, or Red) of the incident. In the event the SVP of Supply is unavailable, the Director of Transportation & Logistics or the COO can initiate the process.

Responsibilities of the Project Manager

• Finalize daily ERI operations summaries and distribute to the executive stakeholders

• Enforce responsibilities and coordination of the Emergency Response Operations Team

• Ensure team goals are met daily

Emergency Response Operations Team

Project Manager

Incident Sales Group Lead

Customer Operations

Customer Ops

Cust Ops Support

CRMs

Billing

Incident Operations Group Lead

Communications

Marketing

Logistics

FTL

LTL

Carrier Relations

Support Staff

Runner

Coordinator

Admin

Business Analytics

Business Technology

Supply

Procurement

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Incident Operations Group Leads

The Incident Operations Group is solely dedicated to managing the operational processes during any ERI event. Their responsibility is to ensure customer service and operational expectations held by both our internal and external customers are not impeded during these unique circumstances. In the event of an ERI, the Project Manager will select an Incident Operations Group Lead as well as an Incident Sales group lead who will work closely together to oversee a small team, consisting of Mansfield supply and distribution personnel, CSRs, and Customer Relationship Managers. The group’s responsibilities will include:

Incident Operations Group Lead and Incident Sales Group Lead:

• Schedule and manage daily Incident Operations meetings, record attendance, and submit meeting notes to Project Manager

• Act as point of contact for the rest of the Emergency Response Operations Team (EROT) for inquiries regarding ERI deliveries

• A representative from the following groups must ensure that their updates and information flow is directly communicated to the Incident Operations Lead (see Fig. 2.2).

Supply Logistics Customer Ops Managers Sales Emergency Response Operations Team

The lead will then facilitate necessary information flow to the appropriate department

Incident Operations Group Members:

• Reports to Incident Operations Lead

• Handles any operational items related to ERI loads, including:

Load confirmation (customer received product) Delivery confirmation (carrier delivered product) Update ERP system Identify non-delivered loads (rolled loads) Daily carrier communication regarding loads

(responsibility to be shared with Customer Service Teams)

Incident Ops Group

Leads

Supply

Customer Operations

DisasterSales

Logistics

Fig. 2.2 – Information Flow

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Supply is responsible for the procurement, origination, and optimization of all refined products as well as identifying and managing the risk involved in support of the company’s sales and delivery efforts.

The group’s responsibilities will include:

• Check supply and update Incident Operations Group in daily meetings

• Monitor weather or market disruptions and provide updates to Incident Operations Group

• Coordinate long haul supply opportunities

• Manage supply allocations

• Assist carrier relations team with getting out of market drivers carded and cleared to pull off of

Mansfield’s account at the terminal.

• At least one representative must attend the daily operations meetings

Logistics

Logistics of refined products at Mansfield are managed by the Carrier Relations and Procurement and Operations LTL departments. The Carrier Relations department is dedicated to managing the strategic execution of Mansfield’s Full Truck Load transportation. The LTL Procurement and Operations departments are dedicated to managing the strategic direction of Mansfield’s tank wagon (Less than truckload) transportation business. Together, their responsibility is to manage the complete life cycle of the transportation partnerships from partner selection, relationship management, rate procurement and negotiation, risk mitigation, and performance management. Each logistics team, working within their respective networks, will be responsible for:

• Providing a list of available carriers with after-hours contacts

• Arranging long hauls and securing fair freight rates

• Procuring Out of Market trucks that have capacity to move into impacted markets. Out of market trucks could potentially be contracted to specific customers

• Coordinating with Supply to get vendors cleared to pull MOC account and to gauge daily supply and demand for out-of-market trucks

• Reaching out to carriers with critical delivery issues and resolutions

• Attending daily incident operations meetings

Sales & Customer Relationship Management Team

The Sales and Customer Relationship Management Teams are responsible for ensuring Mansfield customers' needs are always understood and met in a timely fashion. During a potential disaster, the Sales Team must ensure the appropriate customer contacts are informed of the impending event and its potential implications that may arise. The Sales Team is also responsible for ensuring the information flow from the Incident Sales Group Lead and CRM’s is distributed appropriately to customers and vice versa.

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The group’s responsibilities will include:

• Educating customers regarding the ERI utilizing information from the Incident Sales Group Lead and Supply Alert Updates

• Informing customers of the potential implications of the ERI that may arise (increased operational obstacles, delivery delays, change in pricing structures, etc.)

• Escalating customer-related issues with customers

• Relaying information from customers back to the Incident Sales Group Lead

• Confirming demand requirements and communicate prioritization needs with EROT team

• Dedicating personnel for the Incident Operations Group and providing backup to cover responsibilities of the individuals that are pulled into the group

• Designating a main point of contact for after-hours calls, which will be utilized by the Incident Sales

Lead and their group

• Attending daily ERI operational meetings

• Creating a central message board content with what we’re hearing from our customers

During an emergency event, the ERI Team will be responsible for coordinating and scheduling deliveries across all Sales Channels including C&I, Government, On Demand, and Wholesale teams. Doing so will ensure all customers are being prioritized the same and will eliminate multiple Mansfield teams competing over the same resources.

Marketing Communications

The Marketing Communications team is responsible for managing all internal and external communications resulting from the ERI.

This communication will be in the form of, but not limited to:

• Internal emails with ERI updates

• Inclusion of incident updates in the daily FUELSNews publication

• Distribution of specific incident updates via the FUELSNews distribution email channel

• Specific email notifications to the Customer Notification List

• Reference Appendix G for Supply Alert Codes

Legal Resources - Public Affairs Officer

In the event of a serious natural disaster, the Emergency Recovery Operations Team will communicate closely with Mansfield’s legal department and Public Affairs Officer (PAO), who may be chosen at the time of the event. The communication exchange will match the severity of the ERI, the threat status, and supply situation. The PAO representative may be responsible for obtaining government documentation enabling Mansfield to deliver fuel to critical operations customers, prevent Mansfield loads from being commandeered, and ensuring loads are delivered to the originally intended ship to location.

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PRE-INCIDENT PROCEDURES

The following procedures commence 96 hours prior to the expected ERI. If the ERI is expected sooner than within 96 hours, the team is required to follow all procedures listed below as soon as possible prior to the event. Following the pre-incident procures, the team is also expected to follow all current incident and post incident procedures listed in this document.

96 Hours (4 Days) Prior to Expected Event

• Project Manager calls a meeting with the Emergency Response Operations Team to discuss potential impact areas.

• Code Alert Activated: Operations can move to Yellow / Orange without approval. Code Red and Code

Blue approval contingent upon supply & transportation constraints. Marketing & Sales will be notified of alert changes so customer communications can be prepared.

• Incident Operations Group is given access to database and trained on updates and expectations throughout the process.

• Customer Operations Teams are instructed to schedule deliveries to inventory managed tanks with less than 10 days of inventory.

• CRMs and CSRs begin calling non-inventory managed sites to encourage early fuel ordering.

• Customer Operations Teams attend ERI training headed by their supervisor. Refer to Appendix C for specific training items.

• Supply is instructed to communicate with terminal personnel for any intelligence around vessel, pipeline, or allocation delays and ongoing updates.

• FTL and LTL Logistics is instructed to contact carriers, update them of the impending event, and secure any required additional dedicated capacity to address demand.

• If necessary, depending on the severity of the ERI, additional resources are flown into the Mansfield

Corporate Office (Gainesville, GA) for assistance.

72 Hours (3 Days) Prior to Expected Event

• Emergency Response Operations Team meets to review updates.

• Customer Operations Teams will continue to schedule deliveries to inventory managed tanks with less than 10 days of inventory.

• Incident Operations Group will continue calling non-inventory managed customers to place their orders.

• Supply will continue communication with suppliers and terminals for relevant updates.

• Sales team will have conference calls with customers’ corporate contacts and specific sites to review fuel related strategies and contingencies.

48 Hours (2 Days) Prior to Expected Event

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• Emergency Response Operations Team meets to review updates.

• Final deliveries for inventory managed sites will be scheduled.

• Current loads are brought into the Pending Loads Report.

• Incident Operations Group will continue calling non-inventory managed customers to place their orders.

• Supply will continue communication with suppliers and terminals for any relevant updates.

• Logistics will continue requesting updates from carriers.

• CRMs to discuss contingency plans with customers should conditions worsen beyond industry capabilities. Alternatives to be explored include fueling at retail sites, alternate products, rationing, etc.

24 Hours (1 Day) Prior to Expected Event

• Emergency Response Operations Team meets to discuss notifications from customers, carriers, and terminals.

• Customer Relationship Manager will continue to send out Fuel Reorder Report showing inventory levels, scheduled deliveries, as well as communicate any delays in loads scheduled.

• Loads are prioritized within the database.

• Supply and Logistics must provide updates around and possible solutions to address delivery challenges.

• Where conditions warrant, terminals in affected region may begin to close and carriers will cease operations, typically relocating assets.

• Final or ongoing deliveries may be made if conditions permit.

INCIDENT OCCURANCE

The daily schedule in Appendix B is designed to promote coordination between the Emergency Response Operations Team. The assignments listed in the schedule must be followed and completed daily by the responsible party within the timeframe given. If necessary, the event occurrence schedule will continue for consecutive days or weeks depending on the threat level and severity of the ERI.

POST-DISASTER PROCEDURES OVERVIEW

24 Hours Post-Event

• Emergency Response Operations Team will re-evaluate the delivery priority list and if significant disruptions to supply remain in the affected region.

• Customer Operations Teams will attempt to contact any inventory managed locations that no longer have readings coming in due to power outages/connectivity issues.

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• Customer Operations Teams will begin contacting sites in the affected area and schedule deliveries on a priority basis in accordance with safety considerations and any applicable local, state, or federal mandates.

• Customer Operations Teams will inform applicable sites if there are issues prohibiting delivery to any locations.

• Sales Team will follow up with customers on a corporate level.

48 Hours Post-Event

• Emergency Recovery Operations Team meets to finalize and review the impact of incident.

• Incident Operations Group will continue to work on processing holds for delivery backlogs.

• Customer Operations Team will contact any inventory managed locations that no longer have readings coming in due to power outages/connectivity issues.

• Sales Team will update customer corporate contacts, if necessary, regarding the operational status of terminals and carriers in the affected region, any anticipated disruptions to deliveries, and anticipated timelines until supply and deliveries will return to normal.

• Sales Team will notify customer corporate contacts of any sites with whom the operations team has NOT been able to make contact.

• Deliveries will be scheduled as needed in accordance with safety considerations and any applicable local, state, or federal mandates.

72 Hours Post-Event

• Emergency Response Operations Team will conclude post event meetings.

• Previous procedures will continue until normal operations are resumed: updates to corporate and sites, reevaluation of prioritized deliveries, the scheduling of loads as conditions safely permit, etc.

96 Hours Post-Event

• Customer Service Teams will continue contacting sites for updates or issue resolutions.

POST-MORTEM

A post-mortem meeting must be scheduled by the Project Manager of the Emergency Response Operations Team within two weeks of the incident occurrence. The meeting will include the following topics:

• Recap of Event – challenges, successes, operational efficiencies, etc.

• Necessary Improvements for Future Events – An individual will be selected to update the ERI and

Natural Disaster Business Continuity Plan and communicate internally/externally.

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• Customer Feedback – A potential internal survey and external Customer Service Survey to be administer to those impacted by the event. The results from the survey will be utilized to review and improve Mansfield’s emergency response.

PLAN ENDURANCE

The Emergency Response and Natural Disaster Recovery Plan will be distributed to Mansfield Operations personal multiple times throughout the year. Updated procedures will reside on FuelLink under Operations/Business Continuity. The Emergency Response Operations Team will host an annual mock test of the plan prior to hurricane season to ensure perseverance and necessary operational updates.

The Project Manager will hold quarterly meetings with the Incident Operations Group to ensure proper updates are enforced throughout the year.

The following meeting and communications must be initiated/communicated by the Project Manager:

• Quarterly meetings with the Incident Operations Group. The Project Manager will hand select the group members and notify them of the scheduled meetings.

• Monthly reminders communicated/emailed to Mansfield Operations providing an updated Emergency Response and Natural Disaster Recovery Plan.

• Quarterly reminder in the Mansfield Minute weekly publication.

• Monthly reminder to the Customer Operations Teams Supervisors to train CSRs on the process and the Disaster Response Incident Database.

• Complete quarterly tests on the ERI Database to ensure it is working properly.

• Determine date and time of the Internal Readiness Test to be completed each July. The Project

Manager will also need to appoint the Internal Readiness Test Leader.

Internal Readiness Test Guidelines

Each year the Project Manager will appoint a group member to initiate and conduct an Internal Readiness Test that will serve as an assessment of preparedness for future live events. The mock incident response should include at least the following protocols in order to well prepare the Emergency Response Operations Team:

• Project Manager will assign an Internal Readiness Test Leader to run the test.

• The Test Leader will announce a surprise meeting for the Emergency Response Operations Team.

• During the meeting, the Test Leader will present a mock “war room” scenario, including relevant details, context, and actionable information. Refer to Appendix F for more information regarding War Room Processes. The following criteria should be included in this meeting’s debrief:

o Ensure individuals are aware of their roles and responsibilities within the team

Mansfield Energy – Emergency Response Business Continuity Plan P a g e | 14 o Review Daily Schedule (Appendix B) o Ensure the team knows the Reporting and Tools to be utilized during Emergency Events. If not already trained on the tools, the training will be reviewed.

o Review processes around updating order status, confirming loads, and marking orders ITG.

o Review remaining problematic or rolled loads and the procedure for updating notes and changing dates within the system.

o Review Emergency Labels functionality within the system and how it should be used.

o Finalize the customer prioritization list and ensure all updates are in place. Use Prioritization functionality within Entinuum as a baseline.

o Recap the long-haul procedures with Carrier Relations and LTL. Ensure Carrier Relations and

LTL are involved in obtaining the freight rates at the time of long hauls. Document and communicate any negotiated rate changes for accurate billing and AP.

o Review potential obstacles that could arise, such as internet or systems failure. Ensure backup plans are in place.

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APPENDIX A Responsibilities of the Emergency Recovery Operations Team

Team Actions/Responsibilities

Project Manager

Overarching leadership responsible for the team’s coordination and execution from start to finish.

When PM says “Go”, War Room should be established immediately The PM will be responsible for coordinating with Marketing team on the Supply Alert communications and any other customer communication.

Coordinate with legal team as needed depending on severity of event.

Incident Ops and Incident Sales Group

Leads

Responsible for Coordinating with the War Room team to prioritize customer, supply, and truck capacity for next day loads.

Responsible for providing daily scorecard metrics to the Project Manager.

Point of Contact for Internal Departments (Follow Up, Gas Payables, Freight Payables, Operational Accounting, etc.)

Ensures individuals are effectively managing their responsibilities.

Dispatch

The regional manager and their team should be included Each person should be assigned their own set of carriers to manage and should be the only line of communication to that carrier.

Inventory Management for impacted areas should be transitioned to one person who will be in the war room and prioritizing on behalf of IM locations.

This team is responsible for communicating with their carriers deliveries have been made and marking loads in the ground.

Supply

The regional manager, scheduler, and analyst should be included Communicate with War Room Team supply conditions by market for all impacted markets including but not limited to terminal outages and daily allocations.

Explore Long-Haul supply opportunities Assist carrier relations team with getting drivers carded and cleared to pull off of Mansfield’s account at the terminal.

Carrier Relations Local

Regional Rep should work with local carriers to ensure commitment to same amount of loads per day Responsible for getting firm commitment and negotiate paying a bounty fee if necessary.

Carrier Relations Dedicated

Assets

Responsible for procurement of out of market trucks that are not customer specific.

Responsible for working with out of market trucks to get carded at terminal and coordinate with supply to complete.

Responsible for sending information packet to each of the vendors.

Responsible for clean hand-off of to Dispatch team for logistical communication.

LTL

Procurement

Responsible for procurement of out of market trucks that are dedicated to specific customers.

Maintain asset tracker with date/time port to port, addresses delivered to, loads pulled and BOL#'s, etc.

Coordinate with Incident Ops Group Lead on customers these trucks are servicing, where they’re pulling product, etc.

Coordinate with Supply to clear vendors on our supply

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Coordinate with supply to gauge demand for dedicated assets daily Coordinate with terminals to get vendors carded to pull our supply Coordinate with Sales to route truck as per request of the customer

CRM

Representative

Communicate to Sales Incident Ops Group Lead on customer escalations and prioritization.

Should be central point of contact for communication from CRM and Customer Ops team

Sales Team Representative

Educate customers regarding the incident utilizing information given from the Incident Operations Lead and Marketing Inform customers of the implications that may arise (increased operations obstacles, change in pricing structures, etc.)

Should be central point of contact for communication from Sales Team on customer escalations.

Responsible for creating a central message board content with what we’re hearing from our customers.

Customer Service

Responsible for verifying with customers that deliveries have been made and loads are in the ground.

Send customer escalations coming to their inbox to the East Storm Team Inbox

Supporting Staff

Coordinator: Manage “East Storm Team” inbox and assist in answering questions from the business. Also responsible for taking notes during calls to send out via email to the business so we have clear communication daily.

Runner: the runner will coordinate with a small set-up team to ensure system updates happen timely and accurately for reporting purposes. The runner will also assist the coordinator in managing the inbox.

Admin: The admin will assist in attaining needed office materials such as white boards for the War Room. Admin will also coordinate breakfast and/or lunch orders as needed.

Business Analytics: BA team will assist in any reporting needs.

Business Technology: BT team will assist in getting Training room set up for War Room personnel and ensure room technology is functioning properly.

Marketing: Marketing team is responsible for working with the Project Manager on daily Supply Alert communications.

Business Applications and ERP Ops to assist in buy side product and freight set-ups, rolling loads in the system or updating carrier/sourcing on loads, and working with CRM’s on sell side set-ups.

Contract Confirmation team to assist in set-ups of new locations or customers delivered to by dedicated assets.

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APPENDIX B Event Occurrence Daily Schedule

Time Database Management

/Meeting Responsibl e Party Assignment Start End

800 900 Database Management

Incident Ops Group

Identify missed previous day loads and prepare escalation to Logistics at 9:00 meeting Call missed loads from prior day and prioritize as 1 loads All first priority loads in ground must be noted/checked off in database

900 930

Emergency Response

Operations Meeting

Sales/CRM Managers

Relay information from customers (outages, back to work updates, continued problems Report customer run-outs

Incident Ops Lead

Report priority loads that were missed by carriers to logistics Report action plan for missed loads to team by noon

Supply Update outages, day deals, allocation issues, and guaranteed vs. rack supply

FTL

Logistics

Recap of Long Hauls currently on books; Update on long haul availability remaining

LTL

Logistics

Recap of Emergency Response Customer Dedicated Assets (where are we lifting, volume, etc.)

Coordinato r Take notes of the meeting and send updates out to the business

930 1200 Database Management

Incident Ops Group

Manage any Issues for today's orders as they arise (retains, runouts, late deliveries) Work with supply and logistics within war room to prioritize orders for next day

Coordinato r

Manage East Storm Team inbox and relay updates to Incident Ops Group Leads

Runner Assist Coordinator with inbox as needed and work with volunteers to make necessary system updates.

Logistics Communicate next day loads and confirm capacity with carriers

IM

Inventory Management for impacted areas - determining needs looking forward 3-4 days

1200 1400 Database Management

Incident Ops Group

Manage any Issues for today's orders as they arise (retains, runouts, late deliveries) Work with supply and logistics within war room to prioritize orders for 2 days out

Coordinato r

Manage East Storm Team inbox and relay updates to Incident Ops Group Leads

Runner Assist Coordinator with inbox as needed and work with volunteers to make necessary system updates.

1400 1430 Emergency Response Sales/CRM

Managers

Relay information from customers (outages, back to work updates, continued problems Report customer run-outs

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Operations Meeting

Incident Ops Lead

Report priority loads that were missed by carriers to logistics Report action plan for missed loads to team by noon

Supply Update outages, day deals, allocation issues, and guaranteed vs. rack supply

FTL

Logistics

Recap of Long Hauls currently on books; Update on long haul availability remaining

LTL

Logistics

Recap of Emergency Response Customer Dedicated Assets (where are we lifting, volume, etc.)

Coordinato r Take notes of the meeting and send updates out to the business

Logistics communicate loads 2 days out to carriers and confirm capacity

1500 1700

Daily Metrics Incident Ops Lead

Put together daily metrics/recap for Project Manager (report runouts, retains, successful deliveries, etc). Use Ops Events and Dispatch Que Power BI.

Database Management

Incident Ops Group

Finalize next day loads and get final confirmation from the carriers for tomorrow's loads.

1700 1800 Debrief/ Transition Incident

Ops Lead

Send a summary report to executives and business unit leaders Update and provide direction to after hours staff Load recap for next day to identify spot and new customer loads requiring prioritization

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APPENDIX C Event Occurrence Process

ERI Orders Order Entry

Disaster Recovery

Add Load Priority

Default Terminal Long Haul

Delivery Confirmation Change

Delivery Date

Logistics

Yes

No

Load Complete

Dispatch

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APPENDIX D Customer Service Incident Response Training

Customer Reminders

• Encourage customers to place orders before any known pending event.

• If the customer has premium tanks, urge them to fill those tanks. The extra fuel will benefit the customer if supply routes are compromised after the impacting incident. You must get permission from the customer first.

• Request additional telephone numbers for the customer to be added in orders – cell phones are preferable in case the customer loses power.

• Let the customer know that we will do our best to deliver fuel to them; but where terminal and logistics instability preclude, do not provide a concrete ETA on deliveries.

• Keep customers updated on the latest weather, traffic reports, and DOT notifications; and convey concerns regarding driver safety that may hinder delivery.

• DO NOT speak to the press under any circumstance. If the press contacts you, please state “I am not at liberty to speak on the matter” and then refer them to our Marketing department if necessary.

Operations/Procedural Reminders

• Top off inventory managed sites that are in any impacted or potentially impacted area.

• If necessary, split loads to fuel as many customers as possible.

• Call customers first and follow up with emails recapping conversations.

• Over-communicate, enter notes in the order, and record everything.

• If you are not sure what to do, ask your supervisor immediately.

• Listen to the carriers. They are in the field and are the first line of information during these times.

They will know road conditions, supply allocations, terminal closures, and modified DOT regulations.

• Determine if sites are operational pre-, during, and post-event and see if expected usage will be higher / lower than normal in all 3 portions of the event.

FEMA

• If a load is confiscated by FEMA, try to obtain as much information as possible from the carrier, and inform your supervisor immediately. Make sure to have the release number, driver name, and their cell phone; and ask if the driver knows where he is being rerouted to.

• Your supervisor will communicate this to the Incident Operations Group Lead.

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Emergency Fueling

• If a customer’s location is selected as an Emergency or Medical fueling station, that location will now have top priority on deliveries. Request a copy of the government (City/County) notification letter from the customer and forward it to your supervisor.

• Your supervisor will communicate this to the Incident Operations Group Lead so that this customer is now a higher priority as an Emergency or Medical fueling station.

Evacuation Routes

• The Incident Operations Group will prioritize loads for retail customers located on evacuation routes if sites are designated as emergency posts.

Location Safety

• If crime increases, it may be necessary to request a police presence from the customer to drop the fuel.

Safety/Tank Reminders Pre-Disaster Reminders for Customers

• Lock all nozzles to the pumps and tie off all hoses. This will prevent possible damage to the dispensers and increase safety of individuals in the surrounding area.

• Sandbag all pump covers if the strength of a hurricane necessitates.

• Leave the cap lock key in a safe place for driver access. In the event the driver does not have a key to the lock, he may be forced to cut the lock away from the cap.

In the event of a hurricane evacuation, remind customers of the following:

• Stick all tanks for water before evacuating.

• Shut off all power at the main breaker.

• Block all driveways if possible.

• Lock all caps to the drop tubes to prevent fuel theft.

Post-disaster hurricane reminders for customers

• Stick all tanks for water.

• Inform Mansfield immediately if the tanks are compromised or damaged.

Night and Weekend Contacts The Incident Operations Group Lead will provide on-call names and numbers of key individuals.

• Incident Operations Lead

• Regional Supervisor

• Supply

• Logistics

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APPENDIX E Contact Placard Please contact your Customer Relationship Manager or Sales Representative with any immediate concerns or requests. Your organization’s specific contact information can be found on the Contact Information placard. Click HERE to access editable placard.

https://fuellink.mansfieldoil.com/salesmarketing/corpmarketing/Shared%20Documents/-%202017%20-%20NEW%20Mansfield%20Logos,%20Presentations,%20Etc/Contact%20Placard%20Template%202020.docx

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Appendix F War Room Processes

War Room Processes

Once the Emergency Response Project Manager declares a Mansfield “State of Emergency”, the War Room team will be notified and commandeered into the Training Room at Corporate Headquarters.

Once the team is stationed within the Training Room, the Incident Group Leads from Sales and Ops will assume control. The Sales and Operations Incident Group Leads will work together within the War Room to prioritize loads for the next day and two days out and will provide updates multiple times daily to the Project Manager.

The Sales Incident Group Lead will work with Sales Reps and CRM’s to ensure consistent and timely flow of information as it relates to Customer Prioritization and potential site closures or delayed openings.

The Operations Incident Ops Group Lead will work with Supply, Carrier Relations, and Dispatch teams to ensure consistent and timely flow of information as it relates to the number of out of town trucks, truck capacity, potential terminal outages, and daily allocations in impacted markets.

Please refer to Appendix A and Appendix B for more information regarding War Room team members, responsibilities, and daily schedule. Refer also to Fig 1.2 above.

Business Technology – Training Room Setup

The BT team is responsible for prompt set-up of the Training Room to use during emergency events.

BT will work with the Project Manager and Incident Leads to determine war room layout and timeline.

BT is also responsible for:

• Working with Facilities Maintenance crew to setup tables and chairs, and remove unnecessary furniture

• Setup 10-11 workstations depending on selected layout

• Ensure proper cable management to prevent any hazards

• Setup the Surface Hub for useDuring Storm Response, IT Ops Manager should check in daily to assess needs and ensure any Service Delivery tickets are prioritized.

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War Room Team

The list of individuals selected to participate in War Room efforts should be reviewed during the first quarter of each fiscal year. The primary person will be the main person participating within the War Room. The secondary person would be utilized if the primary is OOO and the secondary person may be used as a trade-in for large events where around the clock help is needed. The tertiary person would step in should the primary or secondary not be able to fulfill their duties. Refer to Appendix A for the responsibilities for each Title.

2022 War Room Team

Title

Inside or Outside War Room? Primary Secondary Tertiary

Project Manager Outside Michael JR Rick Enright Andy Milton Incident Operations Group Lead Inside Ashley Bishop/Miles Matt Smith Elma Tepic Incident Sales Group Lead Inside Rebecca Martelli Scott Trimble Dan Luther Customer Service Inside Cat Vasquez Nathalie CRM Rep Inside Mark Spaniol Christy Williams Kim Groome

Supply (Procurement) Inside Regional Manager Regional Scheduler

Regional Analyst

FTL Dispatch 1 Inside Marshall Anderson Karen Crane Jeremy Enright FTL Dispatch 2 Inside Lead/IM

Inventory Management Inside (Teams Call) State Lead Corie Williams

Jordan Babineaux

LTL Dispatch Inside Ashley Hooper Measha Harrison Robert Wiley

LTL Procurement Inside (Teams Call) Brian Hazzard Dan Ladds Will Shinn

Carrier Relations (Local) Inside Region Lead Carrier Relations (Dedicated Asset Management) Inside Nikki Booth John Milliron Runner Inside Hannah Ballew Franklin Kennedy Coordinator Inside Carolyn Wilson Caroline Pirkle Admin Outside Stacy Wiley Wednesday Claar BA Outside Elizabeth Gale Matt Lopreste Dani Leetch BT Outside Kari Petty Frank Campbell Daniel Ashburn

On Demand Liason Outside Della Richardson Ryan Bley Chelsea Wickline

Billing Outside Elma Tepic Jessica Rivera Cindy Lacey Tax Outside Linda Jazowski Deniqua Wilson Denise Watson Marketing Outside Alan Apthorp Zach Wall

DEF Rep Outside Scott Kelly Greg Trepka Christina Hutchens

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Appendix G Supply Alerts

Supply Alerts are sent out daily by Marketing Team to the FuelsNews email distribution channel.

Supply Alert Codes are an indicator or market conditions and should be communicated to customers daily during emergency incidents. Codes Green and Yellow indicate normal market conditions. For any communication regarding moving to Codes Orange, Red, or Blue, the Project Manager and their committee should be actively engaged.

Code Definition Lead Times for

Placing Orders Internal Info

Green Markets are fully operational and unconstrained. Normal

Yellow Markets where disturbances are being monitored and operational preparations are underway.

Normal

Orange

Markets with impacted fuel and freight operations, requiring an elevated internal focus and preparation above Code Green and Yellow markets.

Requires 48-72 Hour Notice

Red Markets with significant impacts to fuel and freight operations, requiring the highest internal focus and preparation.

Requires 48-72 Hour Notice

Cost plus is implemented. We are long hauling product or have dedicated assets in play.

Blue Markets with significant impacts to truck capacity and delivery infrastructure.

Requires 48-72 Hour Notice

No deliveries are being made and No ETA available. No Cost Plus.

Appendix H Force Majeure Event Language

Use the following template during any emergency event to ensure consistency in the information being provided to customers for each event. Ensure marketing team provides their stamp of approval.

Click HERE to access the editable Microsoft Word document.

https://fuellink.mansfieldoil.com/operations/BusinessCont/Shared%20Documents/BCP%20TEMPLATE%20-%20Storm%20Force%20Majeure%20Event%20Language.docx

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Appendix I Communicating With War Room Team

East Storm Team Inbox

The Coordinator is responsible for managing all communications coming to the East Storm Team inbox and also communicating rules of engagement regarding the inbox. The information sent via email to the East Storm Team inbox (EastStormTeam@mansfieldoil.com) should be helpful and assist the team in prioritizing loads.

• Each email in the East Storm Team inbox should be responded to within an hour of receiving

• Any email sent to the East Storm Team inbox requesting customer escalation or prioritization should contain the following information:

o Current Order # if keyed in system. If no order # then need customer name, address, product, and gallons requested.

o Current Volume of Inventory in each Tank.

o How many days of inventory does the customer have?

o Customer Cell Phone Number for drivers if needed for special delivery o Hours of Operation vs Delivery Hours for site o Any special fittings or instructions?

• For any email requesting an ETA on a delivery, the Coordinator should work with the dispatcher responsible for managing that specific carrier. There should be no SLA around receiving ETA updates from carriers.

Any requests to create or escalate a customer order should be sent via email. The Coordinator may use Teams as a mode of communication to gauge if site location is open or closed or delivery hours, etc. for orders being prioritized by the War Room in real time.

Utilize the below template and create a Microsoft Outlook template to have available during emergency events. To create the template:

• In Outlook on the Home menu, click New E-mail

• In the message body, enter the content you want (copy/paste below into the email)

• In the message window, click File > Save As

• In the Save As dialog box, in the Save as type list, click Outlook Template

• In the File name box, type a name for your template, and then click SAVE

Once the template is created and saved, use the following steps to select it in your email:

• In Outlook to the right of “New Email” is a “New Items” icon. Click New Items > More Items > Choose Form

• In the Choose Form dialog box, in Look In, click User Templates in File System

• Once the default templates folder is opened, click on the correct template to open in Outlook email mailto:EastStormTeam@mansfieldoil.com

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War Room: Email for Order Escalation

Customer Name:

ENT Order #:

Customer Address (if no Order # Provided):

Current Volume of Inventory on Hand:

How many days of inventory does the customer have?:

Customer Cell Number:

Hours of Operation:

Delivery Hours:

Any Special Fittings or Instructions?

Communication via Teams

Communication via Teams to individuals within the War Room should be limited. All communication should run through a Team on Microsoft Teams or a designated group set up by the Coordinator of the War Room. The purpose of this is to ensure all communication with War Room team is done in a standard way.

Customer Site Closings or Delayed Openings

The Sales, CRM, and Customer Service team members will be responsible for communicating with War Room team on site closings and delayed openings for call-in locations. The team should be updating the internal notes on each of the orders as they learn additional information. For any orders scheduled same day or next day, the Sales, CRM, and Customer Service teams should be notifying the War Room team via East Storm Team inbox communications. The War Room Coordinator or Runner should also proactively reach out to these teams to collect this information as loads are being prioritized and scheduled.

The Dispatch Coordinator, War Room Coordinator, and War Room Runner can assist in confirming site closings or delayed openings for Inventory Managed locations.

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Appendix J Emergency Applications Team

The Runner of the War Room will be responsible for ensuring system updates are being made in real time in the system to ensure accuracy in reporting. The Runner will coordinate with a smaller team outside the War Room on system updates via a shared document. This Emergency Applications Team should consist of the following:

• Dedicated Supply contact for Buy Product Contract and Sourcing updates within the system along with ensuring Day Deal costs are posted

• Dedicated Carrier Relations contact for Buy Freight Contract Updates

• Dedicated Dispatch contact for making updates in Order Scheduling and re-dispatching where needed

• Dedicated contact from Contract Confirmation for on-the-fly set-up approvals o PQA Overrides o New Ship-To Approvals o New Sell Contract Set-Up and Approvals o Granting permissions as needed for appointed resources

• Dedicated contact from CRM Team o Setting up new ship-to’s o Setting up new Ship-To/Product combo’s on sell side contract or making necessary adjustments to Schedule A document for governance owned contracts

• Dedicated contact from Tax to assist in updates/changes in taxes in the system o In the event the state waives taxes due to the emergency o Tax Diversions

Title Primary Secondary Supply Buy Product Contracts David Ristuben Pending FTL Carrier Relations Buy Freight Kevin Dockery Pending LTL Buy Contracts Brittney Bakker Austin Fenwick Scheduling Updates Dispatch Region Biz Apps Contract Confirmation Wanda Clark Hannah Goss OSS Team (Sell Support) Jeff Story Gina Schulte CRM Team (Sell Contracts) Judy Patton Kim Bennett Tax Deniqua Wilson Denise Watson Credit Ryann Monagham Marc Greenburg Sales (Onboarding) Tara Hernandez Mike Schonwetter Inventory Samantha Moore Ariana Espinoza

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Title Actions/Responsibilities Supply Buy Product

Contracts Set up new buy product contracts for any new suppliers as needed

FTL Carrier Relations Buy Freight

Set up new Emergency Buy Freight Contracts for any dedicated asset we're utilizing.

New Vendor set-ups as needed

LTL Buy Contracts Set up new Emergency Buy Freight Contracts for any dedicated asset we're utilizing.

New Vendor set-ups as needed

Scheduling Updates Rolling delivery dates as needed for existing orders

Updating carrier, source, or product for an existing order

Confirming loads in the system on behalf of carriers

Contract Confirmation Assist in quick approvals for ship-to's or buy or sell contracts to keep set-ups moving along

Assist in mass uploads of ship-to's or pricing where needed

CRM/OSS Team (Sell Side)

Complete customer onboarding for any new customers for Dedicated Asset program

Complete Ship-To set-ups for any new ship-to's for existing customers

Complete New Tank additions in case of emergency tank being placed on site Set Up New Product/Ship-To combinations on sell contract or set up new sell contract for deliveries made by emergency assets only.

Tax Complete customer onboarding for any new customers for Dedicated Asset program

Be on standby for tax related questions as it applies to billing, diversions, etc.

Credit Complete customer onboarding for any new customers for Dedicated Asset program

B…