West Virginia American Water Emergency Preparedness Manual No. 01 Last Revised: August 2012 . Original: November 1992 CONFIDENTIAL G I 000000 1_0001 INDEX Policies List NUMBER SUBJECT 1:1 Establishment Policies and Procedures 1:2 Chain of Command 1:3 Authority of Emergency Procedures 1:4 Relations with the News Media 1:5 Emergency Purchasing Policy 1:6 Security Plan Policy CONFIDENTIAL G I 000000 1_0002 POLICY 1:1 Establishment of Policies and Procedures: The administration of a business enterprise, large or small, employs a vehicle of communication to inform its employees of management policies. Methods of communication have taken the form of memoranda, instructions, procedures, and correspondence. Policies establish guidelines within which an organization operates. Policies enable operating personnel to make decisions in recurring situations - with assurance that decisions will be consistent with objectives of the business. Procedures express how something is to be accomplished in accordance with established policy and are in much greater detail. They are always internally oriented and are not issued unless authorized by a policy. The separation of policy and procedure enables employees to more readily review and become familiar with the brief statements of policy without being encumbered by the more detailed related procedures. G I 000000 1_0003 CONFIDENTIAL POLICY 1:2 Chain of Command: In the day~to~day operation of any organization, it is important to know who is in charge. If the Number One person is not available, who is the second in command? This concern is even more important during emergency operations. Confusion and potentially serious problems can result from lack of a clear understanding of who has what authority. If more than one person feels he/she is in charge, difficult conflicts occur. In emergency situations, there is no time for "turf wars" over authority or responsibility. Normally, the manager is in the command position. He delegates certain authority and responsibility to management personnel, but he is still in charge. In the event that the manager is unable to command in a time of an emergency due to injury, illness, or being out of town, or any time where it is evident that the manager cannot fully participate in the quick decision making required by the disaster, the power of authority, delegation, and responsibility will go the next person in succession. NOTE: Each district will establish a succession list (refer to Resource Section 3:1). The order in which individuals are listed in Resource Section 3:1 will dictate who would assume the command positioJ!. CONFIDENTIAL G I 000000 1_0004 POLICY 1:3 Authority of Emergency Procedures: The most vital life support of a community is its water supply system. There may be emergency situations such as floods, civil disorders, storms, earthquakes, severe cold weather, or other conditions requiring quick decisive action to minimize disruptions of service to the community. Emergencies have happened and can occur in the future. To assist employees, a manual has been adopted and identified as West Virginia­ American Water Emergency Preparedness Manual. This manual is a guide for establishing appropriate actions to maintain service while involved in an emergency situation. It is the manager's responsibility to make certain employees are fully aware of emergency procedures. CONFIDENTIAL G I 000000 1_0005 POLICY 1:4 Relations With the News Media: The company's relations with the news media will be very important during emergencies. It is essential that all statements released to the press be as accurate and consistent as possible. Therefore, to ensure news releases are consistent and accurate, only the (next in succession if is unable to fulfill his duties) or his designated representative will communicate to the news media. Whenever possible, news releases are to be in writing. This will ensure that all information released is known to and has been presented in the same format to all news media. Also, it is essential in dealing with news media representatives that all reporters are treated equally. Any information released must be available to all media. CONFIDENTIAL G I 000000 1_0006 POLICY 1:5 Emergency Purchasing Policy: Under normal circumstances and when feasible in an emergency situation, the West Virginia American Water will use established policies and procedures in purchasing goods and services needed for operation. In a disaster situation, purchases may take on personnel may not have the time to o through Therefore, must be approved by the representative. CONFIDENTIAL GI0000001_0007 POLICY 1:6 Security Plan (Terrorism) 1.0 POLICY West Virginia-American Water (VI/VAW) has committed to anticipate, evaluate, and manage risks maintaini ement that emphasize- and This commitment is esse ensure our customers receive a dependable supply of safe drinking water. This commitment cuts across all levels of the company, corporate headquarters, subsidiaries, local systems, and individual facilities. The WVAW crisis management program consists of as well as with the local jurisd ons om we contract to provide water supplies and Federal, State, and local regulators. In addition, our plan emphasizes vigorous outreach to our residential, institutional, and industrial customers. WVAW continually strives to improve our crisis and emergency management capabilities. We believe that by implementing these tools, we will be able to maintain operations in a responsible manner. 2.0 PURPOSE AND SCOPE """'""n-\<> are subject to a variety of threats, from to Over the years, most of our systems have successfully dealt with incidents resulting from these tnro.<=~T<> However, over the past few years, This is an to mo AW management and staff. Therefore, this program has been developed to help us deal with the risk. ·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-· -·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·­·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·­ Highly Sensitive Confidential Information L.-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·­ -is the first priority of all of WVAW's operations. However, despite our best efforts at security, incidents may still occur. nizi WVAW's policies and procedures are designed to rapidly detect and of such incidents on our operations. The desired goal is a .. seamless .. crisis management - This structure has the capability to mobilize the full range of resources available to the company quickly and effectively, if required. CONFIDENTIAL G I 000000 1_0008 3.0 CORPORATE OVERVIEW West Virginia-American Water is the largest investor-owned water utility in the state, its headquarters is in Charleston, WV. It serves the water needs of 160,000 customers from 9 water treatment facilities. 4.0 RESPONSIBILITIES AND AUTHORITIES Within WVAW, responsibility for emergency response, management s~is management is assigned to organizational units, based on either their- -or their to support response, or both. Accountability for the delivery of safe water to our customers begins with the senior executives of the company and extends downward through staff and managers of districts, individual facility supervisors, and individual associates. Each has a role to play. A responsible individual within each WVAW drinking water system has been ass principal responsibility for the coordination and accomplishment of development and execution. This role should be recognized by in on in the- of the assigned individual. At our small opera~ may directly initiate many of the planning tasks. Within our ill••• may be em owe red to delegate responsibility for some of the but will The -is at a level within the system that is commensurate with these important responsibilities. In some locations, a planning team assists the Individuals for the nning team is selected with the objective of providing that results in a 11WOrkableu lan. Exa of team m ers are It should be that the planning team may also for the company. G I 000000 1_0009 CONFIDENTIAL INDEX PROCEDURE LIST NUMBER SUBJECT 2:1 Fire 2:2 Flood 2:3 Earthquake 2:4 Tornado 2:5 Evacuation 2:6 Robbery - Holdup 2:7 Threat Notifications 2:8 Chlorine and Chlorine Emergency Plans 2:9 Distribution System Emergency Operations 2:10 Contamination of Distribution System 2:11 Contamination of Raw Water Supply 2:12 Electrical Power Failure 2:13 Critical Equipment Malfunction 2:14 Civil Disorder 2:15 Strike 2:16 Cold Weather Operating Procedures 2:17 Emergency Rotating Phone System 2:18 Emergency Operation Center 2:19 Security Plan (Terrorism) 2:20 Severe Storm Warning 2:21 Mail Opening Procedure CONFIDENTIAL GI0000001_0010 PROCEDURE 2:1 Fire: The probability of fire, always a danger, could be magnified during a or ,======~when the fire department might not be available to render aid. - I are of special importance in preventing an emergency. They include cautions such as the prevention of etc.; llllllllloutdoors e; care of the use of irin of and avoidance of ••••••• and the repair of Procedure: 1. When a fire occurs, the individual discovering the fire should immediately contact the appropriate fire department (see Resource Section 3:7) and begin· evacuation of the premises according to Procedure 2:5. 2. He/she should then notify the supervisor or other management personnel of the nature and extent