Eversource Emergency Response Plan Electric (MA)

Transcription

1 Eversource Energy Emergency Response Program PLAN Eversource Emergency Response Plan Electric (MA) EP-MAE-PLN-2000 Revision 0 5/13/2016 Approval: Signature: Craig A. Hallstrom Name: Craig A. Hallstrom Date: 5/13/2016 Title: President, Eversource (Electric-MA) Effective Date: 5/13/2016 Applicability: Electric-MA 1 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

2 TABLE OF CONTENTS... ERROR! BOOKMARK NOT DEFINED. 1 INTRODUCTION Purpose Scope Situation Overview Eversource (Electric-MA) Background and System Regulatory Requirements Planning Considerations STRATEGY FOR EMERGENCY OPERATIONS Guiding Principles Use of Incident Command System Incident Command Authority Non-Incident Command System Roles Eversource (Electric-MA) Readiness Conditions Readiness Condition - NORMAL Readiness Condition - MONITORING Readiness Condition - WARNING Readiness Condition - EMERGENCY Event Classification Classification Types Declaration of an Emergency Response Plan (ERP) Event Alert Activation of Incident Command Center Notification Personnel ERP Assignment Government Life Support Customers Operational Stages Normal Pre-Event Preparedness Sustained Actions (e.g., Service Restoration) Demobilization and Post-event Analysis and Reporting Service Restoration Overview Damage Assessment Rapid Survey Detailed Survey Restoration Priority Guidelines... 35

3 Critical Facilities Restoration Strategies Centralized Operations Decentralization Operations Management Circuit-Based Operations Management Automated Distribution Restoration Fire/Public Safety Priority Response Wires Down (FPS1, FPS2, FPS3) Response Protocol for FPS Response Protocol for FPS 2 and FPS FPS1, 2, 3 Wires Down and Reporting Protocol Development of Estimated Time of Restoration ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES General Organization and Responsibilities Command Staff Incident Commander Emergency Preparedness Specialist Communications Officer Liaison Officer Human Resource Officer Safety Officer General Staff Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Administration Section Chief POLICY AND COORDINATION INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION COMMUNICATIONS Communications with Customers & Government Officials Customer Group Call Center (CGCC) Life Support Customers News Media Real-time Information Communications with Government Officials of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

4 Community Liaisons Community Web Portal Community Priorities Coordination with State and Regional Government Agencies Post Event Communication with Government Officials Operational Communications Interoperability Communications Equipment Reliability, Scalability, and Portability Incident Communications Plan ADMINISTRATION AND FINANCE General Policies Appointment of Incident Commander Records and Reports Pre-Event Stage Reports Service Restoration Stage Reports Final Event Report Agreements and Understandings ADVANCE PLANNING, TRAINING, AND EXERCISING Planning Training Exercises Emergency Contact Information Personal and Employee Family Preparedness PLAN DEVELOPMENT AND MAINTENANCE Development Maintenance Requirements Review and Update Review Changes Methods of updating the ERP Plan Revision: Formal Plan Change: GLOSSARY AUTHORITIES AND REFERENCES of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

5 11.1 Regulatory Requirements References RECORD OF CHANGES RECORD OF DISTRIBUTION FUNCTIONAL ANNEXES Position and Function Descriptions and Checklists Incident Commander ERP Incident Command Pre-Event Meeting Agenda ERP Incident Command Restoration Phase Meeting Agenda Emergency Preparedness Specialist Human Resource Officer Procedure:Human Resources Actions Safety Officer Procedure:Worker Health & Safety Storm Restoration Crew Safety Instructions Understanding Equipment Responsibility Plymouth and Cape & Vineyard Divisions New Bedford Division Eversource (Electric-MA)North Division Liaison Officer Unit Leader Regulatory and Government Affairs State EMA Liaison Regulatory Liaison Community Liaison Unit Leader Community Liaison Procedure: Community Liaison Procedure: State EMA Liaison ERP Reporting: Pre-Event Stage Preparedness Report ERP Reporting: Outage Table A ERP Reporting: Service Restoration Stage, Table A ERP Reporting: Service Restoration Stage, Table B ERP Reporting: Final Event Reports Communications Officer Assistant Communications Officer Customer Group of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

6 Assistant Communications Officer - Media Assistant Communications Officer Corporate and Employee Communications Procedure: ERP Incident Preparation & Initiation, Communications ERP Communications Incident Initiation Meeting Agenda Procedure: Life Support Customer Notification Process Operations Section Operations Section Chief Transmission Branch Director Substation & Community Task Force Branch Director Community Task Force Unit Leader Community Task Force Specialist Operations Branch Director Operations Group Manager RMT Operations Coordinator RMT Operations Modeler Vegetation Management Coordinator Wire Guard &Services Branch Director Service Crew Unit Leader Service Crew Coordinator Wire Guard Unit Leader Wire Guard Coordinator Wire Guard ERP Operations Section Initiation Meeting Agenda Operations Section Pre-Event Checklist Procedure: Decentralization of System Control to EOC Procedure: Activation and Mobilization of Field Restoration Resources Procedure: External Resource Coordination Procedure: Restoration Priorities and Coordination Procedure: Vegetation Management Procedure: Inter-Utility Coordination Planning Section Planning Section Chief Planning Branch Director- Forecasting of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

7 Situation Unit Leader Planning Unit Leader - Strategic Planning Branch Director- Tactical Planning Unit Leader Tactical Damage Assessment Coordinator Damage Assessment Patroller Planning Modeler Resource Tracking Branch Director Resource Tracking Unit Leader Resource Tracking Coordinator Resource Tracking Specialist Incident Preparation & Initiation: Planning Section ERP Planning Section Initiation Meeting Agenda Planning Section Progress Report Meeting Agenda Procedure: Rapid Survey (Phase I Circuit Assessment) Rapid Survey Summary Form System Survey Form Rapid Survey Timetable Rapid Survey Process Flow Procedure: Detailed Survey Procedure: Global ETR Development Procedure: District/ Town-level ETR Development Procedure: Estimating Crew Resources Forecasting Report Situation Unit Report List Logistics Section Logistics Section Chief Logistics Support Branch Director Logistics Support Specialist Resource Acquisition Branch Director Resource Acquisition Unit Leader External Resource Field Unit Leader External Resource Field Coordinator of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

8 Logistics Services Branch Director Staging Area Services Unit leader Staging Area Supervisor Environmental Services Unit Leader Facilities Services Unit Leader Transportation Services Unit Leader Procurement Services Unit Leader Food & Lodging Services Unit Leader Regional Food & Lodging Coordinator Material Logistics Services Unit Leader IT/ Telecom Services Unit Leader Security Services Unit Leader Logistics Section Initiation Meeting Agenda ERP Logistics Section Progress Meeting Agenda Procedure: Environmental Response Spill Information Form Procedure: Logistics Support Specialists Procedure: Staging Area Mobilization, Operations and Demobilization Procedure: Procurement Procedure: Facilities Procedure: Transportation Procedure: Materials Procedure: Food &Lodging Procedure: External Resource Acquisition Request Procedure: Mutual Assistance Request Procedure: Mutual Assistance Response Mutual Assistance Mobilization Conference Call Agenda Mutual Assistance Roster Template Mutual Assistance Mobilization Checklist Mutual Assistance Demobilization Checklist North Atlantic Mutual Assistance Group Conference Call Agenda Mutual Assistance Mobilization Conference Call Agenda Mutual Assistance Mobilization Checklist of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

9 Mutual Assistance Demobilization Checklist Finance & Administration Section Finance & Administration Section Chief Procedure: Cost Tracking Procedure: F&A ERP Actions Incident Command System ICS Overview ICS Principles and Features Structure Common Terminology Chain of Command/Unity of Command Management by Objectives Modular Organization Incident Action Planning Incident Locations and Facilities Comprehensive Resource Management Transfer of Command HAZARD-SPECIFIC APPENDICES ATTACHMENTS Index of Requirements Set by D.P.U A Index of Requirements Set by M.G.L., c. 164, Senate No of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

10 PROMULGATION OF THE PLAN As the President of NSTAR Electric Company and Western Massachusetts Electric Company each d/b/a Eversource Energy ( Eversource, Eversource (Electric-MA), or the Companies ), I hereby authorize the Emergency Response Plan, dated May 15, This plan provides for the Companies response to emergency situations and other incidents consistently and effectively in order to protect lives, public health, safety, and property; to restore essential services; and to enable and assist with economic recovery. Threats to our business and continuity of service to our customers are constantly evolving. Eversource remains prepared at all times to anticipate, prepare for, respond to and recover from all manner of threat or hazard to our business. The purpose of this all-hazards Emergency Response Plan is to outline and assign responsibilities for command, control and coordination of efforts across the organization in response to these risks. Through coordinated action, we leverage our resources for a fast, efficient, and effective mitigation and response approach to all manner of threats. We understand that timely and accurate information for our customers and other stakeholders is just as important as a safe and prompt restoration of service. This plan outlines extensive measures and processes to create and flow important planning information to our critical stakeholders. We are prepared to work effectively with Federal, State and local governments to affect a swift and coordinated response to emergency situations. Through this plan, the Eversource organization is enabled to take the necessary actions and deploy appropriate resources to effectuate a prompt and complete response to emergency hazards that arise from time to time. Since the threats facing the Companies and their customers are constantly evolving, I charge the organization with adapting this plan over time in response to these emerging threats and to plan, prepare, train, practice, and continually improve our response capabilities for the benefit of our customers and stakeholders. This Promulgation shall be effective upon its signing and shall remain in full force and effect until amended or rescinded. Craig A. Hallstrom President, Eversource (Electric-MA) May 135, of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

11 1 INTRODUCTION This document presents the Emergency Response Plan (ERP) for NSTAR Electric Company and Western Massachusetts Electric Company each d/b/a Eversource Energy ( Eversource, Eversource (Electric-MA), or the Companies ), which is the foundation for a comprehensive emergency management program of preparedness, mitigation, response and recovery actions designed to preserve the public safety and welfare through the delivery of safe, efficient and reliable service. The Eversource (Electric-MA) ERP provides a framework for system-wide management of the Companies response to emergency events that cause loss of electrical service to customers. The ERP addresses the roles and responsibilities of various Eversource departments and functions, and provides descriptions of how these functions work together in a collaborative environment to achieve a safe and reasonably prompt restoration of service. The ERP is grounded in experience and industry best practice. It is designed to provide an organized structure that facilitates the safe, efficient and reasonably expeditious restoration of power accompanied by a flow of information that both advances the restoration process and allows for constructive communications with customers. The ERP is consistent with Eversource (Electric-MA) operating practice and describes the processes for interactions with various levels of state and local government during an emergency event. The ERP is also consistent with law and regulations for public utility companies set forth by the Massachusetts Department of Public Utilities (MDPU), and with other applicable government policies and regulations. The Eversource (Electric-MA) ERP incorporates emergency response principles of the National Response Framework (NRF) and the National Incident Management System (NIMS). In addition, the ERP is structured based upon planning guidance from the Federal Emergency Management Agency (FEMA), entitled Comprehensive Preparedness Guidance 101, Developing and Maintaining Emergency Operations Plans, Version 2, published November The Eversource (Electric-MA) ERP is considered a living document, in that it is continuously evolving based upon new information regarding threats and hazards, upon lessons learned from emergency events and exercises, and upon updated state and federal guidance. To assist the reader, this document is organized into four main areas: 1. Overarching Strategies, Principles, and Operating guidelines (Chapters 1 & 2) 2. Organization and Responsibilities (Chapter 3) 3. Preparedness and Response Supporting Documentation (Chapters 4-9) 4. Key Positions, Functions, and Procedures (Chapter 14) As part of ERP preparedness activities, all employees should read Chapters 1-9. In addition, employees should read the portions of Chapter 14 that apply directly to their emergency assignment position, including the position checklists and procedures related to their position. 1.1 Purpose The primary functions of Eversource (Electric-MA) ERP are to: (a) establish the organizational structure of incident management positions that are responsible for operations during an 11 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

12 emergency event and delineate their specific duties in that event; (b) guide the acquisition of external resources; (c) structure the deployment of internal, external and mutual assistance crews to work areas; (d) ensure adequate and appropriate logistical support, including procurement of sufficient supplies and equipment needed during an emergency; (e) provide for damage assessments; (f) set forth a process for communicating with customers, municipalities and other stakeholders during an emergency event extending beyond normal business hours and business conditions; (g) establish a procedure for the identification of Life Support Customers (LSCs) and protocols to communicate with LSCs and the municipalities in which they reside before, during and after an emergency event; and (h) provide for measures to assure the safety of employees, contractors and the public during an emergency event. Lastly, the ERP sets forth the content, format and timeline for each report that Eversource (Electric-MA) submits to the MDPU and state and local officials before, during and after an emergency event. 1.2 Scope The ERP applies to Emergency Events caused by any hazard or threat that results in, or could result in, a major disruption of the distribution of electrical service to Eversource (Electric-MA) customers. Additionally, the ERP applies to all Eversource (Electric-MA) personnel and to any staff of Eversource Energy Services Company (EEESCO), affiliate company employees, contractors and mutual aid resources, or any other personnel working at the direction or under the authority of Eversource (Electric-MA). For the purpose of the ERP, an Emergency Event is defined as a Type 3, 2, or 1 event, as described in the Event Classification Table. Non-emergency restoration events, or Type 5 and 4 events, are not governed by this ERP. 1.3 Situation Overview Eversource (Electric-MA) Background and System NSTAR was formed in 1999 through the merger of BEC Energy and Commonwealth Energy System, and included Boston Edison Company, Cambridge Electric Light Company, Commonwealth Electric Company, and NSTAR Gas Company (formerly Commonwealth Gas Company). Northeast Utilities formed in 1966 when the Connecticut Light and Power Company (CL&P), Western Massachusetts Electric Company (WMECo), and the Hartford Electric Light Company (HELCo) were affiliated under Northeast Utilities as subsidiaries of a single corporate entity. In 2012, NSTAR merged with Northeast Utilities, becoming an operating company in that organization. In February 2015, Northeast Utilities and all subsidiary operating companies changed their names to Eversource Energy, with NSTAR designated as Eversource (Electric-MA) East and Western Massachusetts Electric Company (WMECO) designated as Eversource (Electric- MA) West. During ERP activation by either region, both regions conduct ERP operations as a single entity known as Eversource (Electric-MA). As Massachusetts largest electric utility, Eversource (Electric-MA) has delivered service to homes, neighborhoods and businesses across the Commonwealth for over 100 years. With approximately 3300 employees, Eversource (Electric-MA) serves more than 1.3 million residential, municipal, commercial and industrial customers in 140 Massachusetts cities and 12 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

13 towns. These municipalities include the cities of Boston, Springfield and other urban centers, suburban and rural settings with heavily-treed areas, coastal shorelines areas, and areas with hilly terrain. To serve its 1.3 million electric customers, Eversource (Electric-MA) Electric owns and maintains an electric delivery system comprised of transmission and distribution elements. Transmission elements carry power to the distribution system from generation resources at voltages of 345 kv or 115 kv (in most cases). Transmission lines are connected to the Companies distribution systems at substations, which house transformers that step down the higher voltage electricity entering the substation to lower voltages (ranging from 4 kv to 25 kv) for use on the distribution system. Eversource (Electric-MA) Electric has 253distribution substations located throughout its service territory. From the substation, power travels over primary distribution circuits to distribution transformers that are generally located on distribution poles, in underground vaults, or other strategic locations in the service area. The distribution transformers are used to step down the higher voltages carried over the primary distribution circuits (generally 4 kv to 25 kv) to levels that can be distributed to customer homes and businesses or other service points on low-voltage or secondary distribution cables (generally 120/240 volts) Regulatory Requirements The ERP is designed to comply with and will not supersede or contradict any requirement or regulation proscribed by state and federal regulatory authorities including, but not limited to: Massachusetts Department of Public Utilities (MDPU) Occupational Safety and Health Administration (OSHA) 13 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

14 U.S. Department of Energy (DOE) Federal Energy Regulatory Commission (FERC) North American Electric Reliability Corporation (NERC) In accordance with M.G.L. c. 164, 85B, Eversource (Electric-MA) will submit its ERP to the MDPU for review and approval no later than May 15 of each year. Eversource (Electric-MA) will also distribute a copy of the ERP to each municipality within its electric service area annually. 1.4 Planning Considerations The Eversource (Electric-MA) electric distribution system is susceptible to the effects of emergency events and disasters. Depending on the nature of the event, design and engineering may mitigate some effects. Hazardous events could, individually or in combination, have a significant negative impact upon the Eversource (Electric-MA) system and upon individuals and property within the Commonwealth. The impact of emergency events on the Eversource (Electric-MA) system will vary widely in scope and severity, from an event that is locally isolated and impacts a small number of customers for a short period of time, to an event that is geographically widespread and causes outages affecting hundreds of thousands of customers for weeks or longer. An emergency incident or disaster may occur at any time of the day or night, weekend, or holiday, with little or no warning. Not all restoration events will require full activation of this plan. The Incident Commander may declare activation of the ERP either before an emergency event (based upon outage projections) or after an emergency event (based upon outage and restoration estimates). ERP Event Types 1, 2, 3, require full activation of the Incident Command System (ICS). During an ERP activation of a Type 1, 2 or 3 event, all functions are coordinated through the Incident Command Center (ICC). The Eversource (Electric-MA) facility in Dorchester MA serves as the primary ICC. The Eversource (Electric-MA) facility in Southborough MA, serves as the alternate ICC. Extended incidents that require 24-hour operations will most likely be divided into two operational periods or shifts). Eversource (Electric-MA) will maintain and disseminate its ERP in accordance with law and regulation. All Eversource (Electric-MA) departments and units will be familiar with the emergency response plan, and their specific responsibilities within the plan. In addition, Eversource (Electric-MA) will provide training to all employees to ensure they are aware of the general framework for responding to emergency events. Eversource (Electric-MA) response is based on the availability of resources. If resource requirements warrant, mutual assistance and contractor assistance will be requested. Response to all emergency events will be guided by the guiding principles of the NRF, 14 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

15 NIMS and the ICS. Following a major emergency event, national media representatives will be present along with local and regional media. At times, senior leadership (vice presidents, directors and managers) may not be available to fill pre-assigned, storm-related positions. Qualified personnel will be appointed to serve in the position. During and after catastrophic events, normal emergency services within the affected area may be overwhelmed and essential community services may be unavailable. 15 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

16 2 STRATEGY FOR EMERGENCY OPERATIONS 2.1 Guiding Principles The overarching guiding principle for Eversource (Electric-MA) is Safety Always. The safety of Eversource (Electric-MA) employees, other ERP response personnel, and the public, is the highest priority. During ERP events, Eversource (Electric-MA) uses a balanced approach to competing priorities, including infrastructure reconstruction, service restoration, and community-derived priorities. Eversource (Electric-MA) respects and protects the environment. Eversource (Electric-MA) is also focused on continuous improvement and individual leadership. 2.2 Use of Incident Command System The process used by Eversource (Electric-MA) for direction and control consists of various organizational tiers and assigned personnel who have distinct responsibilities for providing guidance and direction of event response and initial recovery efforts. This process is based on the Incident Command System (ICS), the management structure adopted through National Incident Management System (NIMS) guidance. ICS is a standardized all-hazards incident management approach that: Allows for the integration of facilities, equipment, personnel, procedures and communications operating within a common organizational structure. Enables a coordinated response among various jurisdictions and functional agencies, both public and private. Establishes common processes for planning and managing resources. ICS is flexible and can be used for events of any type, scope, and complexity. ICS allows Eversource (Electric-MA) to adopt an integrated organizational structure to match the complexities and demands of single or multiple events. The range of these events may vary from a minor facility event to a major loss of systems, equipment, personnel or information Incident Command Authority Authority for the performance and direction of actions under this ERP is delegated to the Incident Commander. If, for some reason, the pre-designated Incident Commander is not available for the event, the President of Eversource (Electric-MA) will appoint an Incident Commander during the period of unavailability. Pursuant to this delegation, the Incident Commander has the authority to manage the overall emergency response for Eversource (Electric-MA) and will provide periodic updates to senior management, including the President of Eversource (Electric-MA). The President will, in turn, inform and consult with the Eversource Emergency Coordination Team of any actions or developments that could require extensive resources from other Eversource operating companies. As needed or required, Command Staff and General Staff assignments may be delegated and assigned by the Incident Commander.ICS and the Command and General Staff positions are described in further detail in the appendices. 2.3 Non-Incident Command System Roles Emergency response is also performed by personnel who are not actually assigned ICS job 16 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

17 positions during an event because their emergency roles and responsibilities generally parallel their normal (blue sky) organizational roles and responsibilities. Specific day-to-day tasks and activities that do not contribute directly to the emergency response efforts may temporarily be suspended or redirected for the duration of the emergency. 2.4 Eversource (Electric-MA) Readiness Conditions Readiness Condition - NORMAL General everyday operations are being performed. Business Units are performing day to day routine evolutions and maintain situational awareness by observing the changing and predicted weather conditions and the news for any event that may adversely affect operations Readiness Condition - MONITORING General everyday operations are being performed, but conditions are developing or are soon to exist (e.g., a weather such as a potential heat wave, tropical storm, or nor easter) that could present a potential risk Eversource (Electric-MA) in the near future. Though the conditions currently pose no immediate threat, a heightened level of situational awareness and monitoring is implemented with more frequent communications taking place among decision makers Readiness Condition - WARNING General everyday operations are being performed, but conditions are developing or are soon to exist that have a relatively high level of probability of impacting Eversource (Electric-MA). Some day-to-day tasks and operations may be suspended or redirected. Mobilization of internal resources and partial acquisition / mobilization of external resources is considered. Incident Command and/ or Emergency Operations Centers (EOC) may be partially or fully activated Readiness Condition - EMERGENCY Emergency event conditions are imminent that will likely cause or have caused significant impact. Based on the Readiness Condition, the following occur: ERP is activated. ICC is activated. One or more EOCs are activated. Mobilization of internal resources and acquisition / mobilization of external resources occur as needed. 17 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

18 Readiness Conditions Readiness Level Normal Monitoring Warning Emergency Situational awareness of resources X X X X Activation of Incident Command O O / X X Activation of EOC O X Mobilization of resources O O / X X X Likely, 0 Possible 2.5 Event Classification Whenever a significant incident capable of causing interruptions to electric service is anticipated to occur, or occurs, the Incident Commander is responsible to analyze the severity and complexity of the incident, with the collaboration and input of the Section Chiefs. This analysis will assist in identifying resource requirements and appropriately invoking incident-management structure. This analysis typically begins in the pre-event stage and continues every operational period throughout the Service Restoration Stage. The Incident Commander may also determine it necessary and appropriate to escalate or de-escalate the event Type depending on changes in circumstances or where actual conditions differ from expected conditions. The event Type will depend upon the expected severity and complexity of an event, which is analyzed, based on consideration of numerous factors including, but not limited to: Safety of the general public, Eversource (Electric-MA) employees and contractors Current weather conditions Forecasted weather conditions Certainty of weather forecast Plausible weather scenarios Size of the anticipated incident and expected impacts to personal safety and property Anticipated extent of potential or known damage Historical experience with other events Type of damage expected or incurred Level of command anticipated or required to direct restoration efforts Current operational situation (number of outages, resources, supplies, etc.) Damage assessments Restoration priorities Forecasted or actual resource requirements Availability and logistical considerations of supplemental resources Forecasted operational tempo; and Other situational specific factors. 18 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

19 During the pre-event stage, the severity and complexity analysis must account for not only the estimated impact of the event, but also factors such as the amount of uncertainty in the estimate, likely best and worst case scenarios, as well as the potential breadth of impact to other utilities. These factors affect the pre-staging of resources Classification Types Eversource (Electric-MA) East and Eversource (Electric-MA) West currently utilize two separate Event Classification Tables, as presented on the following pages. These tables present the guidelines of the Operating Conditions that typically accompany the incident classification types for Massachusetts. 19 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

20 Type Typical Eversource (Electric-MA) East Operating Conditions Viewpoint A Type 1 event is a catastrophic event, historically resulting in significant damage to the electrical transmission and distribution system. Type 1 events are rare but are usually forecasted in advance of the event. This event calls for the full implementation of ICS and all employees are assigned shifts and are scheduled in relation to their role in the ERP. All four Emergency Operations Centers (EOCs) are activated. This type of event is coordinated through daily Incident Command meetings/conference calls to coordinate pre-planning activities in advance of the event, restoration activities during the event and demobilization activities post event. Communication protocols are activated and discussion with local and state officials occurs prior to impact and through the restoration stage. Typical Event Characteristics The damage severity impacts the entire system such that restoration activities may require up to seven days or more once it is safe to begin restoration activities. Typically > 15% (>150,000) customer interruptions. [TN 2] Typically > 7,000 Lines of Trouble at Peak. [TN 3] This type of event is anticipated to occur between 1 and 4 times in a ten-year period. Type 1 Emergency Event (Full Scale Catastrophic Event) Typical Response Organization Typical Resource Activation (TN-4) Communication/ Coordination The full Incident Command structure is activated. All of the Command and General Staff positions are activated. All EOCs are operational. Additional restoration support functions such as Decentralized Dispatching, Wires Down and Damage Assessment will be established at a Branch, EOC and AWC level as directed by the Planning and Operations Section Chiefs and approved by the Incident Commander. Remote Restoration Management Teams are activated in the most severely impacted areas at the discretion of the Operations and Planning Section Chief and approved by the Incident Commander. Community Liaisons are activated at the EOCs, AWCs, or other areas as needed, to serve communities as directed by the Liaison Officer and approved by the Incident Commander. Liaisons are typically activated to MEMA and the Cape Cod Multi-agency Coordination Center (MACC) depending upon level of State coordination required. Staging Areas may be required to support external crews and resources. Internal restoration resources normally available: 10 Secondary Line Crews, 100 Primary Line Crews, 68 Trouble Shooters (single-person crew). This response requires outside assistance from other EESCO regions, contractors and/or mutual assistance from other utilities outside of the region. The Company may supplement its internal workforce with between 35 and 250 or more external line crews. The Company may supplement its normal complement of forestry crews with 50 to 150 or more additional crews. The Company may supplement its normal complement of Damage Assessors with 0 to 50 or more additional Damage Assessors. The Company may supplement its normal complement of Wire Guards with 0 to 200 or more additional Wire Guards. Additional restoration support functions are staffed by company personnel and may be supported by up to 100 or more contract personnel. Federal level coordination may be required. The Incident Commander will brief the EESCO Emergency Coordination Team. A written IAP is required for each operational period. When a Type 1 event is anticipated Pre-Event Reporting is required. When a Type 1 event is anticipated Pre-Event outreach to LSCs, Municipalities, Elected Officials and Regulators is performed. Restoration Phase Reporting is required. An After Action Review is required. Post event meetings with the most severely affected communities will be held. 20 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

21 Type Typical Eversource (Electric-MA) East Operating Conditions Viewpoint A Type 2 event is a severe event, which has historically resulted in significant damage to the electrical transmission and distribution system in a region(s) or could be moderate damage across the entire territory. Type 2 events are uncommon, but are usually forecast in advance. This is a full implementation of ICS and most employees are assigned shifts and scheduled related to their role in ERP. This type of event is coordinated through daily Incident Command meetings/conference calls to coordinate pre-planning activities in advance of the event, restoration activities during the event and demobilization activities post event. All four Emergency Operation Centers are activated. Communication protocols are activated and extended discussions with local and state officials occurs prior to impact and through the restoration stage. Typical Event Characteristics The damage severity within a specific region or spread across the system is such that restoration activities are generally accomplished within a 96-hour period once it is safe to begin restoration activities. Typically 5 to 17% (50,000 to 187,000) customer interruptions. [TN 2] Typically 3,000 to 10,000 Lines of Trouble at Peak. [TN 3] This type of event is anticipated to occur between 2 and 4 times in a five-year period. Type 2 Emergency Event (Serious Regional Event) Typical Response Organization Typical Resource Activation (TN-4) The full Incident Command structure is activated. All of the Command and General Staff positions are activated. All EOCs are operational. Additional restoration support functions such as Decentralized Dispatching, Wires Down and Damage Assessment will be established at a Branch, EOC and AWC regional level as directed by the Planning and Operations Section Chiefs and approved by the Incident Commander. Remote Restoration Management Teams are activated in the most severely impacted areas at the discretion of the Operations and Planning Section Chief and approved by the Incident Commander. Community Liaisons are activated to EOCs and AWCs to serve communities as directed by the Liaison Officer and approved by the Incident Commander. Liaisons are typically activated to MEMA and the Cape Cod MACC depending upon level of State coordination required. Staging Areas may be required to support external crews and resources. Internal restoration resources normally available: 10 Secondary Line Crews, 100 Primary Line Crews, 68 Trouble Shooters (single-person crew). This response requires outside assistance from other EESCO regions, contractors and/or mutual assistance from other utilities outside of the region. The Company may supplement its internal workforce with between 10 and 100 external line crews. The Company may supplement its normal complement of forestry crews with 25 to 50 additional crews. The Company may supplement its normal complement of Damage Assessors with 0 to 25 additional Damage Assessors. The Company may supplement its normal complement of Wire Guards with 0 to 50 additional Wire Guards. Additional restoration support functions are typically staffed by company personnel and may be supported by up to 0 to 50 contract personnel. Communication/ Coordination The Incident Commander may brief the EESCO Emergency Coordination Team. A written IAP is required for each operational period. When a Type 2 event is anticipated, Pre-Event Reporting is required. When a Type 2 event is anticipated, Pre-Event outreach to LSCs, Municipalities, Elected Officials, and Regulators is performed. Restoration Phase Reporting is required. An After Action Review is required. Post event meetings with the most severely affected communities may be held. 21 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

22 Type Typical Eversource (Electric-MA) East Operating Conditions Viewpoint A Type 3 event represents the greatest range of uncertainty due to the severity of event being forecasted but with low to medium confidence levels for the degree of impact and geographical area that is threatened. This type of event historically resulted in significant damage to a district(s) or moderate damage to region(s). The approach is to prepare for multiple regions to potentially be impacted by activating the ICS structure and the opening of one or more EOCs. Employees will be assigned shifts and scheduled according to the threat, then moved to the areas with less impact to areas that received greater damage. This type of event is coordinated through daily Incident Command meetings/conference calls to coordinate pre-planning activities in advance of the event, restoration activities during the event and demobilization activities post event. Communication protocols are activated and extended discussions with local and state officials occurs prior to impact and through the restoration stage. Typical Event Characteristics The damage severity within a specific district or region(s) is such that restoration activities are generally accomplished within a 48-hour period. Typically 2 to 7% (20,000 to 77,000) customer interruptions. [TN 2] Typically 1,800 to 3000 Lines of Trouble at peak. [TN 3] This type of event generally occurs between 1 and 5 times per year. Type 3 Emergency Event (Moderate Regional Event) Typical Response Organization The full Incident Command structure is activated. One or more of the EOCs may be activated to match the complexity and breadth of the event. Additional restoration support functions such as Decentralized Dispatching, Wires Down and Damage Assessment may be established at a branch, EOC or AWC level as directed by the Planning and Operations Section Chiefs and approved by the Incident Commander. Community Liaisons are activated to operational EOCs AWCs as directed by Liaison Officer and approved by the Incident Commander. Liaisons are typically activated to MEMA and the Cape Cod MACC depending upon level of State coordination required. Staging Areas may be required in an area if it has been severely impacted and requires a concentrated amount of crews and resources. Typical Resource Activation (TN-4) Internal restoration resources normally available: 10 Secondary Line Crews, 100 Primary Line Crews, 68 Trouble Shooters (single-person crew). This event may require assistance from other EESCO regions, contractors or mutual assistance. The Company may supplement its internal workforce with between 0 and 25 external line crews. The Company may supplement its normal complement of forestry crews with 0 to 20 additional tree crews. Additional restoration support functions are typically staffed by company personnel. Communication/ Coordination A written IAP may be required for each operational period. When a Type 3 event is anticipated Pre-Event Reporting is required When a Type 3 event is anticipated Pre-Event outreach to Life Support Customers, Municipalities, Elected Officials, and Regulators is performed. Restoration Phase Reporting is required. 22 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

23 Type Typical Eversource (Electric-MA) East Operating Conditions Viewpoint Type 4 events include (but are not limited to): distribution events that impact one or more district. Type 4 events may be due to thunderstorms, high winds, frequent and/or sever lightning, small to moderate winter storms or unanticipated events. Typically these events are managed by System Operations with assistance from Electric Field Operations. Control and management of the event typically remains centralized but may decentralize to one or more Emergency Operations Center depending on the damage. The Incident Command Staff is notified and specific section may be activated depending on the impact of the event. Type 4 Non-Emergency Restoration Event (Upgraded Normal Operations) Typical Event Characteristics Typical Response Organization Typical Resource Activation The damage severity within a specific district is such that restoration activities are generally accomplished in less than 24 hours. The incident is usually limited to one or two operational periods in the Event Restoration phase. Typically <2 % (20,000) customer interruptions. [TN 2] Typically 700 to 1,800 Lines of Trouble at peak. [TN 3] This type of event generally occurs less than 10 times per year. Incident Command Structure may be activated. Command and General Staff positions activated as needed and the complexity of the event warrants One or more EOCs may be operational depending of the geographical threat and complexity. Community Liaisons may be staffed at the activated EOCs and AWCs as directed by the Liaison Officer and approved by the Incident Commander. Internal restoration resources normally available: 10 Secondary Line Crews, 100 Primary Line Crews, 68 Trouble Shooters (single-person crew). Restoration is generally accomplished with local assets possibly with assistance from other EESCO region distribution line assets Typically 2-10 personnel may be deployed to EOCs and AWCs that have been activated at the discretion of the Planning and Operations Section Chiefs and approved by the Incident Commander to perform wire guard or damage assessment functions. Communication/ Coordination No written IAP is required The operations and maintenance department may have briefings or regional conference calls to ensure the complexity of the event is fully communicated to management and that response staff receive the appropriate level of support required for the situation 23 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

24 Type Typical Eversource (Electric-MA) East Operating Conditions Viewpoint Type 5 events represent normal operations and are managed by the System Operations Dispatch Organization which is staffed 24/7/365. For small outages, system Operations will dispatch designated trouble resources to repair the outage. If upon arrival the Trouble Shooter determines additional resources are needed, a supervisor is assigned and will secure additional line crews from the Electric Field Operations organization. Typical Event Characteristics System activity is normal. Incidents are contained within the first operational period and often within a 12 hour period after resources arrive on scene. Typically <1 % (5,000) customer interruptions. [TN 2] Typically 0 to 50 lines of trouble at peak. [TN 3] Normal daily internal crew assignments. Type 5 (Normal Operations) Typical Response Organization Incident Command Structure is not activated. Emergency Operations Centers are not activated Typical Resource Activation Outage response is coordinated with local on-call personnel. Communication/ Coordination No written IAP is required. TABLE NOTES TN 1: Type 1, 2 and 3 events are Emergency Events. Type 4 and 5 are restoration events managed as normal operations, unless escalation occurs. TN 2: Expected percent of customers without service is based on the peak during the event period. TN 3: Line of Trouble equates to a unique device location that can be attributed to a loss of electrical service to a customer. Due to the nature of the electrical distribution system, a single device may constitute a large variation in the number of customers without service (ex: single transformer fuse vs. radial side-tap fuse or circuit lock-out). It also is a location of damage to the electrical infrastructure that requires repair but may not cause an outage but needs to be addressed such as a low wire, tree limb on conductor or damaged equipment. TN 4: For all Event Types, the Company evaluates and estimates the needed complement of crews and resources as a function of several factors, including but not limited to: (1) the 24 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

25 anticipated circumstances of the emergency condition(s); (2) the anticipated geographic impact of the emergency condition(s); (3) the level of availability of external or mutual aid resources; (4) travel distance or other logistical considerations that increase or diminish the ability of external or mutual aid resources to assist effectively in the restoration effort, and (5) other circumstances beyond the Company s control affecting resource availability. The number of crews and resource levels actually utilized to address emergency conditions may be scaled up or down from the levels identified in the Event Classification as appropriate given the exigencies of the emergency condition(s). Availability of external contractor crews or mutual aid crews is not under the control of the Company. Eversource (Electric-MA) employees who do not serve in a mission-critical function in support of normal operations are assigned to an ERP-related position in support of restoration activities. Totaling approximately 2,200 people, these ERP-related positions are typically available to respond within 24 hours to serve in a variety of roles supporting one or more of the key functional activities. Internal restoration resources normally available include 10 Secondary Line Crews, 100 Primary Line Crews, and 68 Trouble Shooters (single-person crew). 25 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

26 Type Typical Eversource (Electric-MA) West Operating Conditions Viewpoint Typical Event Characteristics A Type 1 event is a catastrophic event, historically resulting in significant damage to the electrical distribution system. Type 1 events are rare but are usually forecasted in advance of the event. This event calls for the full implementation of ICS and all employees are assigned shifts and are scheduled in relation to their role in the ERP. The EOC and district storm rooms are activated as required. This type of event is coordinated through daily Incident Command meetings/conference calls to coordinate pre-planning activities in advance of the event, restoration activities during the event and demobilization activities post event. Communication protocols are activated and discussion with local and state officials occurs prior to impact and through the restoration stage. The damage severity impacts the entire system such that restoration activities may require up to seven days or more once it is safe to begin restoration activities. Typically > 30% (>60,000) customer interruptions. (TN-2) Typically > 500 Lines of Trouble at Peak. (TN-3) This type of event is anticipated to occur between 0 and 2 times in a five year period. Type 1 Emergency Event (Full Scale Catastrophic Event) Typical Response Organization Typical Resource Activation (TN-4) Communication/ Coordination The full Incident Command structure is activated. All of the Command and General Staff positions are activated. The EOC is operational. Additional restoration support functions such as Decentralized Dispatching, Wires Down and Damage Assessment will be established at the AWC levels directed by the Incident Commander. Remote Restoration Management Teams are activated in the most severely impacted areas at the discretion of the Operations and Planning Section Chief and approved by the Incident Commander. Community Liaisons are activated at the EOC, or other areas as needed, to serve communities as directed by the Communications Officer and approved by the Incident Commander. Liaisons are typically activated to MEMA depending upon level of State coordination required. Staging Areas may be required to support external crews and resources. This response requires outside assistance from other EESCO regions, contractors and/or mutual assistance from other utilities outside of the region. The Company may supplement its internal workforce with between 50 and 250 external line crews. The Company may supplement its normal complement of forestry crews with 50 to 150 additional crews. The Company may supplement its normal complement of Damage Assessors with 20 to 50 additional Damage Assessors. The Company may supplement its normal complement of Wire Guards with 25 to 200 additional Wire Guards. Additional restoration support functions are staffed by company personnel and may be supported by up to 100 or more contract personnel. Federal level coordination may be required. The Incident Commander will brief the EESCO Emergency Coordination Team. A written IAP is required for each operational period. When a Type 1 event is anticipated Pre-Event Reporting is required. When a Type 1 event is anticipated Pre-Event outreach to LSCs, Municipalities, Elected Officials and Regulators is performed. Restoration Phase Reporting is required. An After Action Review is required. Post event meetings with the most severely affected communities will be held. 26 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

27 Type Typical Eversource (Electric-MA) West Operating Conditions Type 2 Emergency Event (Serious Regional Event) Viewpoint Typical Event Characteristics Typical Response Organization Typical Resource Activation (TN- 4) Communication/ Coordination A Type 2 event is a severe event, which has historically resulted in significant damage to the electrical transmission and distribution system in a region(s) or could be moderate damage across the entire territory. Type 2 events are uncommon, but are usually forecast in advance. This is a full implementation of ICS and most employees are assigned shifts and scheduled related to their role in ERP. This type of event is coordinated through daily Incident Command meetings/conference calls to coordinate preplanning activities in advance of the event, restoration activities during the event and demobilization activities post event. The Emergency Operation Center and district storm rooms are activated as required. Communication protocols are activated and extended discussions with local and state officials occurs prior to impact and through the restoration stage. The damage severity within a specific region or spread across the system is such that restoration activities are generally accomplished within a hour period once it is safe to begin restoration activities. Typically 10 to 40% (20,000 to 80,000) customer interruptions. (TN-2) Typically > 200 Lines of Trouble at Peak. (TN-3) This type of event is anticipated to occur between 2 and 4 times in a five-year period. The full Incident Command structure is activated. All of the Command and General Staff positions are activated. The EOC is operational. Additional restoration support functions such as Decentralized Dispatching, Wires Down, and Damage Assessment will be established at the Area Work Center level, as directed by the Incident Commander. Remote Restoration Management Teams are activated in the most severely impacted areas at the discretion of the Operations and Planning Section Chief and approved by the Incident Commander. Community Liaisons are activated to the EOC to serve communities as directed by the Communications Officer and approved by the Incident Commander. Liaisons are typically activated to MEMA depending upon level of State coordination required. Staging Areas may be required to support external crews and resources. This response requires outside assistance from EESCO regions, contractors and/or mutual assistance from other utilities outside of the region. The Company may supplement its internal workforce with between 10 and 100 external line crews. The Company may supplement its normal complement of forestry crews with 25 to 50 additional crews. The Company may supplement its normal complement of Damage Assessors with 10 to 25 additional Damage Assessors. The Company may supplement its normal complement of Wire Guards with 25 to 50 additional Wire Guards. Additional restoration support functions are typically staffed by company personnel and may be supported by up to 0 to 50 contract personnel. The Incident Commander may brief the Strategic Response Team. A written IAP is required for each operational period. When a Type 2 event is anticipated, Pre-Event Reporting is required. When a Type 2 event is anticipated, Pre-Event outreach to LSCs, Municipalities, Elected Officials, and Regulators is performed. Restoration Phase Reporting is required. An After Action Review is required. Post event meetings with the most severely affected communities may be held. 27 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

28 Type Typical Eversource (Electric-MA) West Operating Conditions Type 3 Emergency Event (Moderate Regional Event) Viewpoint Typical Event Characteristics Typical Response Organization Typical Resource Activation (TN-4) A Type 3 event represents the greatest range of uncertainty due to the severity of event being forecasted but with low to medium confidence levels for the degree of impact and geographical area that is threatened. This type of event historically resulted in significant damage to a district(s) or moderate damage across the service territory. The approach is to prepare for multiple regions to potentially be impacted by activating the ICS structure and the opening of one or more District storm rooms. Employees will be assigned shifts and scheduled according to the threat, then moved to the areas with less impact to areas that received greater damage. This type of event is coordinated through daily Incident Command meetings/conference calls to coordinate pre-planning activities in advance of the event, restoration activities during the event and demobilization activities post event. Communication protocols are activated and extended discussions with local and state officials occurs prior to impact and through the restoration stage. The damage severity within a specific district or region(s) is such that restoration activities are generally accomplished within a 48-hour period. Typically 3 to 15% (6,000 to 30,000) customer interruptions. (TN-2) Typically > 50 Lines of Trouble at peak. (TN-3) This type of event generally occurs between 1 and 5 times per year. The full Incident Command structure is activated. The EOC is activated. Some or all Area Work Center storm rooms may be activated to match the complexity and breadth of the event. Additional restoration support functions such as Decentralized Dispatching, Wires Down, and Damage Assessment may be established at an Area Work Center level, as directed by the Incident Commander. Community Liaisons are activated in the EOC to serve communities as directed by the Communications Officer and approved by the Incident Commander. Liaisons are typically activated to MEMA depending upon level of State coordination required. Staging Centers may be required in an area if it has been severely impacted and requires a concentrated amount of crews and resources. This event may require assistance from other NU Operating Companies, contractors or mutual assistance. The Company may supplement its internal workforce with between 0 and 25 external line crews. The Company may supplement its normal complement of forestry crews with 0 to 20 additional tree crews. Additional restoration support functions are typically staffed by company personnel. Communication/ Coordination A written IAP may be required for each operational period. When a Type 3 event is anticipated Pre-Event Reporting is required When a Type 3 event is anticipated Pre-Event outreach to Life Support Customers, Municipalities, Elected Officials, and Regulators is performed. Restoration Phase Reporting is required. 28 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

29 Type Typical Eversource (Electric-MA) West Operating Conditions Type 4 Non-Emergency Restoration Event (Upgraded Normal Operations) Viewpoint Typical Event Characteristics Typical Response Organization Typical Resource Activation Type 4 events include (but are not limited to): distribution events that impact one or more district. Type 4 events may be due to thunderstorms, high winds, frequent and/or severe lightning, small to moderate winter storms or unanticipated events. Typically these events are managed by System Operations with assistance from Electric Field Operations. Control and management of the event typically remains centralized but may decentralize to one or more District storm rooms depending on the damage. The Incident Command Staff is notified and specific section may be activated depending on the impact of the event. The damage severity within a specific district is such that restoration activities are generally accomplished in less than 24 hours. The incident is usually limited to one or two operational periods in the Event Restoration phase. Typically 1-5% (2,000 10,000) customer interruptions. (TN-2) Typically > 20 Lines of Trouble at peak. (TN-3) This type of event generally occurs less than 10 times per year. Incident Command Structure may be activated. Command and General staff positions activated as needed and the complexity of the event warrants One or more Area Work Center storm rooms may be operational depending of the geographical threat and complexity. Community Liaisons may be staffed at the EOC as directed by the Communications Section Chief and approved by the Incident Commander. Restoration is generally accomplished with local assets possibly with assistance from additional other NU Operating Companies distribution line assets Typically 2-5 Wire Guards and 2-5 Damage Assessors at the District level are activated at the discretion of the Planning and Operations Section Chief and approved by the Incident Commander to perform wire guarding or damage assessment functions. Communication/ Coordination No written IAP is required The operations and maintenance department may have briefings or regional conference calls to ensure the complexity of the event is fully communicated to management and that response staff receive the appropriate level of support required for the situation 29 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

30 Type Typical Eversource (Electric-MA) West Operating Conditions Viewpoint Type 5 events represent normal operations and are managed by the System Operations Dispatch Organization which is staffed 24/7/365. For small outages, system Operations will dispatch designated trouble resources to repair the outage. If upon arrival the Trouble Shooter determines additional resources are needed, a supervisor is assigned and will secure additional line crews from the Electric Field Operations organization. Typical Event Characteristics System activity is normal. Incidents are contained within the first operational period and often within a 12 hour period after resources arrive on scene. Typically <2 % (4,000) customer interruptions. (TN-2) Typically < 20 lines of trouble at peak. (TN-3) Normal daily internal crew assignments. Type 5 (Normal Operations) Typical Response Organization Typical Resource Activation Command and general staff positions are not activated. Emergency Operations Centers are not activated Outage response is coordinated with local on-call personnel. Communication/ Coordination No written IAP is required. TABLE NOTES TN-1: Type 1, 2 and 3 events are Emergency Events. Type 4 and 5 are restoration events managed as normal operations, unless escalation occurs. Eversource (Electric-MA) West ERP Activation Types coincide with NIMS Incident Types. As a result, a NIMS Type 1 Incident and an Eversource (Electric-MA) West Type 1 Emergency Event describe incidents and events that require the largest and most complex response. TN-2: Expected percent of customers without service is based on the peak during the event period. TN-3: Line of Trouble equates to a unique device location that can be attributed to a loss of electrical service to a customer. Due to the nature of the electrical distribution system, a single device may constitute a large variation in the number of customers without service (ex: single transformer fuse vs. radial side-tap fuse or circuit lock-out). It also is a location of damage to the electrical infrastructure that requires repair but may not cause an outage but needs to be 30 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

31 addressed such as a low wire, tree limb on conductor or damaged equipment. TN-4: For all Event Types, the Company evaluates and estimates the needed complement of crews and resources as a function of several factors, including but not limited to: (1) the anticipated circumstances of the emergency condition(s); (2) the anticipated geographic impact of the emergency condition(s); (3) the level of availability of external or mutual aid resources; (4) travel distance or other logistical considerations that increase or diminish the ability of external or mutual aid resources to assist effectively in the restoration effort, and (5) other circumstances beyond the Company s control affecting resource availability. The number of crews and resource levels actually utilized to address emergency conditions may be scaled up or down from the levels identified in the Event Classification as appropriate given the exigencies of the emergency condition(s). Availability of external contractor crews or mutual aid crews is not under the control of the Company. Internal restoration resources normally available within 24 hours include: 35 line crews; 9 troubleshooters (single-person crew); 99 service workers (those who are electrically qualified physical workers who can safely assess and make safe electrical trouble). 2.6 Declaration of an Emergency Response Plan (ERP) Event Upon completion of the severity and complexity analysis, the Incident Commander is responsible for activating the ERP, establishing the Event Type, and adjusting that Type as appropriate. The Event Type is used for planning purposes to estimate the size, scope and complexity of the incident in order to disseminate and communicate anticipated operating conditions to key stakeholders. It is critical to maintain flexibility and scalability when determining the appropriate response organization and size, therefore the Event Type does not necessarily stipulate a mandated level of response organization activation. Rather, activation of the ERP, determination of the Event Type and staffing levels, as well as the determination of decentralized or centralized control is at the discretion of the Incident Commander or designee. The transition from one Type to another, either higher or lower, is accomplished solely at the discretion of the Incident Commander or designee, based on the severity and complexity analysis as well as recommendations of Command and General Staff. Once established or changed, the Classification Type will be communicated to all leaders and organizations currently engaged in or anticipated to be engaging in restoration or support activities. 2.7 Alert When a predicted event may lead to activation of the ERP at Type 3, 2, or 1, the Incident Commander may provide Alert notification via (s) and an Automated Call-Out System (ARCOS) to Command and General Staff in order to provide a common operating picture and to trigger pre-event preparedness activities. These Alerts may include briefing materials from news and/or meteorological services, or other related information. When the likelihood of the emergency event increases, the Incident Commander may also schedule daily planning meetings, conference calls and/or briefings for Command and General staff, and may request the Planning Section/Situation Unit to develop and disseminate daily Incident Action Plans or 31 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

32 other documentation to guide preparedness objectives and actions. 2.8 Activation of Incident Command Center Activation of ERP Type 3, 2, or 1 in either Eversource (Electric-MA) East or West service territory triggers activation of the Eversource (Electric-MA) ICC. The ICC is a dedicated facility that is designed to support incident management activities in order to facilitate safe and reasonably prompt restoration following an emergency event. The ICC contains state-of-the-art, redundant voice and data telecommunications systems and capabilities, computer and Eversource (Electric- MA) system networking capabilities, and multiple meeting rooms/ briefing areas. The ICC is activated by the Incident Commander to direct the implementation of the ERP and to coordinate with other Eversource entities and with federal, state and local agencies and officials. The ICC is an integral element of the ICS. An ICC provides the Incident Commander and the Command and General Staff with a centralized location for planning and conducting response operations, managing all emergency resources committed to the incident, and coordinating communications with all Eversource stakeholders. When activated, the ICC operates until the ERP has been de-activated and Eversource (Electric-MA) has returned to normal operations. 2.9 Notification When the ERP is activated, the Incident Commander initiates the ERP Activation Notification by and telephone to appropriate Command and General Staff personnel. Notification includes information about the emergency event, the ERP Type, the start-time of the ERP, and the schedule for the next Incident Command meeting. Notification is also made to all Eversource (Electric-MA) employees, MEMA, MDPU, and other appropriate public safety officials. Additional notification may be given to all Eversource (Electric-MA) staff, as needed, by or voic Personnel ERP Assignment Nearly every Eversource (Electric-MA) employee has both a normal work assignment and an ERP Emergency Position Assignment. Depending upon the ERP Type and the complexity of the incident response, the required employees are activated and deployed to their assigned emergency position and location. Personnel who are required to deploy in support of the specific ERP Type receive a direct and/or telephone call from their ERP Supervisor, confirming their assignment location and role, their reporting time/operational period/work shift, and any pertinent information regarding safety or necessary equipment Government In addition to notification of employees, Eversource (Electric-MA) also notifies State and local government stakeholders whenever the ERP is activated. Notifications by and/ or telephone are sent to MEMA, MDPU, and to each municipal representative of the 140cities and towns served by Eversource (Electric-MA) Life Support Customers LSCs are defined as those residential customers, including elderly and physically challenged customers, who have provided documentation certifying a medical condition that necessitates 32 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

33 electric utility service. Prior to a predicted emergency event and during the restoration stage, Eversource (Electric-MA) may conduct automated outbound telephone calls to each LSC. The telephone messages are customized for each event and contain information about the event and about Eversource (Electric-MA) preparations, information about the potential power outages, and recommended personal protective actions including a recommendation to seek assistance from local public safety officials and human service agencies. Each LSC is identified in the Eversource (Electric-MA) customer database. The Eversource (Electric-MA) East Community Web Portal provides the pre-designated municipal representatives from each community with the address and telephone number of LSCs in their community. During ERP Activation, Community Liaisons monitor internal reports for LSCs who may be impacted by an outage. Calls are made to the affected customers and local municipal public safety officials are notified to provide well-being checks. LSCs impacted by outages are contacted post event to ensure that their electricity has been restored Operational Stages Normal Normal operations are those processes and procedures conducted throughout the year during non-erp periods. During normal operations, Eversource (Electric-MA) maintains situational awareness of the status of its network along with the status of potential external threats or hazards that could have a negative impact on the delivery of electrical services and cause electrical outages Pre-Event Preparedness The Pre-Event preparedness stage commences when the initial Alert notification is disseminated to Command and General staff, and extends until the ERP is activated. During this phase preparedness planning is conducted by each ICS Section. Eversource (Electric-MA) provides MDPU with regular Pre-Event reports regarding preparedness activities Sustained Actions (e.g., Service Restoration) Activation of the ERP commences the ERP Service Restoration Stage, including deployment of human resources, equipment and commodities necessary to effectively execute the ERP and for the safe and reasonably prompt restoration of electrical service. ERP operations continue until the Incident Commander announces the ERP has been terminated and Eversource (Electric-MA) returns to normal operations Demobilization and Post-event Analysis and Reporting Demobilization and post event analysis and reporting occur when restoration has been completed, all resources are demobilized; the ERP is deactivated; and Eversource (Electric-MA) returns to normal operations. It is during this period that Eversource (Electric-MA) gathers information, conducts incident reviews, analyzes data, develops after action reports, and identifies improvement to be implemented. 33 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

34 2.11 Service Restoration Overview Following an outage and activation of the ERP, restoration of electrical services is conducted following three basic steps: (1) damage assessment (Rapid Survey and Detailed Assessment); (2) prioritization of repairs; and (3) execution of tactical restoration operations. With focus on the overall Safety Always objective, specific tactical objectives include fire/public-safety priority assistance, timely restoration, and providing useful, timely and accurate information to all stakeholders. To facilitate expedient restoration and to maximize the optimal use of workforces, the Company follows a restore now and rebuild later policy of resource allocation, focusing on making immediate, temporary repairs to restore power and postponing timeconsuming permanent repairs until after the ERP activation is concluded and power has been restored. Damage assessment commences upon the declaration by the Incident Command that is it safe to proceed with restoration efforts and will continue until damage assessment is complete for the event Damage Assessment Damage assessment is a critical component of restoration response that drives important response actions including: acquiring mutual aid resources, procuring additional material supplies, generating Estimated Times of Restoration (ETR), and effectively choosing a restoration strategy. Fundamentally, damage assessment is a core component of the Planning Section function and, in conjunction with other relevant information, is used to develop the IAP that is executed by the various functional Sections. Specifically, damage assessment will determine, among other things, the amount of physical damage caused by an emergency event, the number and location of broken poles, the number and location of damaged transformers and oil spills and the number and location of wires down. This information is critical in developing an initial IAP and in supporting decision making regarding acquiring mutual assistance resources or deploying additional support personnel. This information is also helpful to inform the Logistics Section of potential needs (e.g., materials and equipment), and to drive specific emergency response processes (e.g., wires down ). The damage assessment process uses two levels of assessment: Rapid Survey Damage assessment facilitates the development of the system-wide Global ETR and, ultimately, development of district/ town-level ETRs. MA Electric s objective is to develop a reliable Global ETR within 24 hours after the Incident Commander has determined it is reasonably safe to deploy staff outside following cessation of hazardous conditions (high winds, unsafe roadways, etc.). A Rapid Survey damage assessment, commenced when conditions are determined to be safe, helps to provide an overview of the significance of the event by determining the intensity and breadth of physical damage to the system. This information is critical for communicating with 34 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

35 all stakeholders and helps to define the needs of the response. Due to the expedited nature of the Rapid Survey, the resulting information is meant to be a representative sample of the intensity and type of damage on the system. The locations that are assessed are meant to be a representative sample of trouble orders captured throughout the service territory. Upon receiving a notification of a locked-out circuit, a Patrol Coordinator from the respective AWC dispatches damage appraisal personnel to conduct end-to-end visual inspections of the circuit and all related damage. Damage assessment data is reported back to the Patrol Coordinator for inclusion in the Outage Management System (OMS) and is analyzed to assist in developing the system-wide Global ETR Detailed Survey A detailed assessment is implemented after the completion of the Rapid Survey and continues until completed at all locations where damage has been reported. This detailed information supports further development of restoration priorities. Qualified personnel are deployed into the field to conduct the surveys and to report the status of their findings, including: the actual location of the damage; specifics of damaged equipment; details about the equipment and resources necessary for restoration; wires-down locations; access restrictions caused by downed trees or tree limbs; and the estimated time necessary to complete specific jobs. Further analysis of damage-assessment information enables Eversource (Electric-MA) to meet the objective of developing district/ town-level ETRs within 48 hours after the Incident commander has determined it safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.) Restoration Priority Guidelines Specific priorities and tactical objectives are guided by application of available resources weighed against the foregoing priorities to optimize the overall response. There is no steadfast rule regarding how to evaluate the priorities at any given moment because circumstances and priorities are constantly changing. A variety of factors and circumstances are considered when assigning work and may include, but are not limited to, the following: the type and availability of necessary resources to make the repair, the proximity of available resources, the specific needs of the response, particularly as it relates to the need for specialized equipment, the potential consequences of delaying the restoration (i.e., medical hardships or a sewage treatment plant with non-functional generator), the type and/or number of customers affected by the repair, and the time necessary to complete each specific restoration. Depending on actual circumstances, MA Electric s restoration response efforts may be prioritized along the following guidelines: System equipment involved in a life-threatening situation (FPS1). Restoration of transmission system lines and / or substations. Restoration of Critical Facilities (acute-care hospitals, 911 call centers, Fire/EMS/Police stations, sewage treatment plants, water pump stations, emergency mass care shelters). Restoration of the largest number of customers per repair. System equipment blocking primary roadway and hampering fire/police/ems response (FPS2 and FPS 3). 35 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

36 Critical Facilities A Critical Facility is a building or structure where the loss of electrical service would result in the disruption of a critical public safety or life sustaining function. Examples include acute care hospitals, 911 dispatch centers, police and fire stations, emergency operations centers, water pumping and sewer treatment stations. Although these facilities support critical functions, many do not routinely have sufficient (or any) back-up generator capacity. Even with a fullyfunctional back-up generator, acute-care hospitals are restricted by government regulations from commencing any surgical procedure, (even emergency-based) when their primary source of electricity is a back-up generator. It is the responsibility of the owners of each Critical Facility to maintain sufficient back-up electrical generator capacity to operate the facility. When the facility experiences a power outage from the Eversource (Electric-MA) system, the Eversource (Electric-MA) OMS will capture that information from inbound calls, and will display the outage on the Community Web Portal. Critical Facilities have been designated in advance. Eversource (Electric-MA) Community Liaisons have worked with each municipal representative to develop the comprehensive list of the Critical Facilities located in each community. Each Critical Facility is flagged in the customer database and in the OMS, indicating the Eversource (Electric-MA) customer is a Critical Facility Restoration Strategies Different types of emergency events and their resulting levels of impact necessitate operational strategies that are designed to optimize the use of tactical resources and maximize the effectiveness of restoration efforts. The development and utilization of multiple strategies is recognition of the fact that no two emergency events are the same, and provides the flexibility to adapt the response to meet the objectives of the particular event. Due to the size and diversity of Eversource MA s service territory, one or more of the following strategies may be employed alone or in parallel during an event. Selection of the appropriate strategy(s) is made by the Incident Commander in coordination with the Planning and Operations Section Chiefs, and is predicated upon numerous factors including ERP Activation Type, the complexity of the incident, the amount of damage to the system, availability of resources, and application of ICS Span of Control principle Centralized Operations Centralized Operations Management is most frequently utilized for smaller to moderate restoration events (Event Type 4), are generally order-based, where the number of field repair locations is modest and manageable, and where restoration resources can be effectively managed from one of the SOC locations. Centralized Operations Management may also be useful during larger events where damage to the system is limited geographically (e.g., localized lightning events), or where restoration can primarily be accomplished using the system s automated and remote switching capabilities. Depending on the complexity of the event, the Company may elect to open one or more of the regional EOCs during Type 4 events to reduce the span of control and manage resources more effectively. The effectiveness of this type of restoration strategy, however, may be diluted when the physical damage is substantial in a specific geographic area, or where damage is not limited to a geographic region. Consequently, during significant events where there is widespread damage 36 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

37 resulting in a large number of trouble orders with physical damage, a decentralized strategy may be more appropriate to effectively manage resources and optimize the restoration effort Decentralization Operations Management Decentralized operations management occurs when control and authority of a portion the electric system is transferred from a SOC to one or more of the EOCs. This restoration strategy focuses on decentralized management of restoration resources in order to improve productivity while simultaneously being more responsive to Community Priorities. This is most frequently applied following moderate to larger emergency events (Event Types 3, 2. or 1) where there are a large number of outage repair locations and a significant amount of physical damage to the Eversource (Electric-MA) system. Work assignments and supervision of field crews is decentralized by establishing five geographic regions within the Operations Section: Springfield, Boston, Southborough, Plymouth and Yarmouth. Each region operates from a permanent facility that serves as a regional EOC, and is equipped and staffed with experienced supervisors, dispatchers, crew coordinators, and with safety, logistics, and support personnel. One or more Restoration Management Teams (RMT), (consisting of RMT Operations Coordinator, Modeler, and a Systems Operator) are located in each EOC and provide tactical direction for field crews. Voice and data communications systems support two-way communication with field resources and with Incident Command, and provide complete access to the outage management system, SCADA and distribution automation systems from each EOC Circuit-Based Operations Management Managing restorations at the circuit level is most commonly applied following an emergency event where damage to the electrical system infrastructure across a specific geographic area is extensive. A Remote RMT (RRMT) is established to facilitate more effective management of restoration activities and is deployed to the area to establish a local Command Post.. A variety of tactical field resources (damage assessors, tree crews, wire guards, primary crews, secondary crews, pole-setters, etc.) are assigned to the RRMT for daily tactical assignment and supervision. Due to the nature and complexity of the work, RRMT restoration activities typically occur only during daylight hours. During RRMT restoration operations, control and authority for switching, lock-outs, tag-outs etc. is transferred from the RMT in the regional EOC to the RRMT. When restoration operations cease during overnight breaks, circuit ownership is temporarily transferred back to the EOC RMT until the following morning. 37 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

38 Operations Group Manager RMT Operations Coordinator Modeler - Operations System Operator Field Supervisor Remote Restoration aanagement Team Automated Distribution Restoration In addition to dispatching field crews to conduct repair work, power is restored through Eversource (Electric-MA) state-of-the-art distribution automation technology. Known as Distribution Automation, the advanced system of transmission and distribution switches and sensors enables Eversource (Electric-MA) to automatically and/or remotely isolate damaged areas and to re-route power around the damaged areas, quickly and efficiently restoring service to affected customers Fire/Public Safety Priority Response Wires Down (FPS1, FPS2, FPS3) During Blue Sky or routine operations, and during emergency events, incidents have the potential to arise where damage to Eversource (Electric-MA) distribution equipment (wires, poles, transformers) may cause emergency situations or may hinder the ability of first responders to reach emergency incidents due to roads blocked by damaged overhead equipment. Eversource (Electric-MA) classifies three types of wire-down incidents and the related ERP response. The Call Type field indicates how each call is labeled in the OMS. MA Electric s response protocol for the three classifications differs between Blue Sky or normal operations (Type 5 and 4), and Emergency Events (Type 3, 2 and 1). 38 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

39 Call Type Description Response Priority Normal Operations (Type 5, 4) Response Protocol Emergency Events (Type 3, 2, 1) Response Protocol FPS1 Life Threatening/Imminent Danger An event in which utility equipment is preventing emergency response personnel from performing rescue efforts and/or administering first-aid treatment to a person or persons who may be injured or in danger of being injured. Examples: A person is trapped in a vehicle that has struck a pole and the pole/equipment is prohibiting emergency personnel from approaching the vehicle. A person is trapped in a burning structure and the emergency personnel need electrical service disconnected before they can enter the building. Immediate Nearest trained resource: Line Crew or Supervisor Area may be deenergized remotely at the request of the local Fire Chief until trained Eversource (Electric-MA) resources can arrive and mitigate the threat. Nearest trained resource: Line Crew or Supervisor Area may be deenergized remotely at the request of the local Fire Chief until trained Eversource (Electric-MA) resources can arrive and mitigate the threat. FPS2 Hindering Emergency Operations An event in which utility equipment is preventing emergency response personnel from responding to an emergency situation, which is not considered life threatening, yet requires their attention. Public Safety personnel are standing by or en route. Examples: Moderate Next available trained resource: Line/Tree Crew Supervisor Cut & clear qualified personnel Next available trained resource: ETA established and/ or adjusted through Community Liaison process, in collaboration with municipality. Wire and/or equipment are blocking a road and prevent emergency personnel from passing. Emergency personnel have requested that the electrical service be disconnected before they can extinguish a structure fire. Wire Guard Line / Tree Crew Supervisor Cut & Clear qualified personnel Emergency personnel have requested that electrical service be disconnected in order to enter a flooded home or area of town. Wire Guard 39 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

40 Call Type Description Response Priority Normal Operations (Type 5, 4) Response Protocol Emergency Events (Type 3, 2, 1) Response Protocol FPS3 Non-Threatening Electrical Hazard An event in which utility equipment created the need for emergency response personnel and or apparatus to remain on the scene to protect the public from the hazard created by the utility s equipment. Public safety personnel are standing by or en route. Low Next capable resource Wire Guard followed by qualified personnel Next capable resource: ETA established and/ or adjusted through Community Liaison process, in collaboration with municipality. Examples: emergency personnel are standing by due to: Wire Guard followed by qualified personnel Wire and/or equipment down along a sidewalk or commonly traveled road. A tree limb arcing on the wire. A pole being struck and personnel on scene are unsure of the pole s integrity. A pad-mounted transformer or equipment being pushed off of its base and wires are exposed Response Protocol for FPS 1 Whether responding during Blue Sky days or routine operations, or responding during an Emergency Event, when an FPS1 incident occurs, the local Fire/Public Safety dispatch office calls one of the Eversource (Electric-MA) Emergency Hotline numbers and the incident information is captured and reflected in the OMS. For FPS1 incidents, the location of the closest trained resource is determined and the Fire/Public Safety dispatch office is provided with an Estimated Time of Arrival (ETA). When the regional EOC is activated, Community Liaisons monitor FPS1 incidents and Community Priorities, working closely with the Operations Section to provide updates to the Municipal Contacts and local Public Safety officials regarding any changes to the projected ETAs Response Protocol for FPS 2 and FPS 3 FPS2 and FPS3 incidents are called in by municipal officials to the Customer Group Call Center (CGCC). After receiving the call, it is entered in OMS and coded as an FPS2 or FPS3 for review by Dispatch Supervisors. During Blue Sky days or routine operations, Eversource (Electric-MA) will dispatch the nearest available or next available trained or next available capable resource to address FPS2 and FPS3 calls, respectively. However, Emergency Events (Types 3, 2, and 1) may generate hundreds or thousands of FPS2 & FPS3 calls, requiring validation by Eversource (Electric-MA) and 40 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

41 prioritization within and among municipalities. Longer response lead times will be necessary. Community Liaisons work collaboratively with pre- designated representatives from the respective communities to identify, validate, and address priorities appropriately. Community Liaisons will work in conjunction with the operation section to develop and manage ETA s FPS1, 2, 3 Wires Down and Reporting Protocol The Company s OMS is used to track and report the following information for FPS Events during a Type 1, Type 2 or Type 3 Emergency Event under the ERP: (1) date and time the call was received; (2) priority assigned to the call (FPS1, FPS2, FPS3); (3) date and time of first reported action taken on site; (4) date and time event is closed out in OMS; and (5) date and time of repair. Company personnel and contractors assisting the Company in storm restoration efforts shall not be precluded from taking appropriate actions to render a situation safe outside of the reporting protocol. Good faith efforts shall be taken by the Company to include crew remarks to monitor the time that the FPS condition is mitigated and made safe. For wire down calls reported by customers, Eversource (Electric-MA) will record the information using wire down clue codes in the OMS. The call taker will include any special notes or comments in the remarks field to help prioritize the call for survey and dispatch. Wire down calls reported by customers may duplicate FPS calls reported by municipalities and/or may be associated with repair jobs being addressed by field crews as part of restoration efforts Development of Estimated Time of Restoration Once the Incident Commander has determined that it is safe to conduct operations following the emergency event (for example, when tropical storm force winds have subsided), initial restoration operations begin while a preliminary damage assessment is simultaneously conducted. Damage assessment facilitates the development of the system-wide ETR and, ultimately, development of district/ town-level ETRs. The objective of Eversource (Electric-MA) is to develop a reliable Global ETR within 24 hours after the Incident Commander has determined it safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.). Further analysis of damage assessment information enables Eversource (Electric-MA) to meet the objective of developing district/ town-level ETRs within 48 hours after the Incident Commander has determined it reasonably safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.). 41 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

42 3 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES 3.1 General The ERP is not in effect at all times and does not govern routine outages that occur from day-today on the electric system due to equipment damage, minor or localized weather events or other causes. The ERP is triggered where there is or may be an Emergency Event in which widespread outages occur on the electric distribution system due to storms or other causes beyond the control of Eversource (Electric-MA). The Event Types, described in the Event Classification Table, establish the general characteristics and/or impact typically associated with each restoration event and the estimated resources required based on identification of: (1) the number of damage locations typically experienced; (2) the expected duration of restoration efforts; and (3) the number of customers expected to experience an outage. All training and preparation efforts undertaken by Eversource (Electric- MA) are directed at achieving readiness to respond to a Type 1 Emergency Event. 3.2 Organization and Responsibilities When the ERP is activated, the Company implements the ICS organizational structure and follows ICS guidelines. The ICS is intended to provide an organized structure that facilitates the safe and reasonably prompt restoration of power accompanied by a flow of information that both advances the restoration process and allows for constructive communications with government officials and with customers. The ICS is organized around functions, each led by a Command Staff Officer or General Staff Section Chief who reports directly to the Incident Commander. The Incident Commander and the Command and General Staff are trained and experienced employees, drawn from the highest levels of management within the Company. The Incident Commander directs and coordinates the efforts of the Command and General Staff. The Emergency Preparedness Specialist provides support to the Incident Commander and is responsible for developing, maintaining and coordinating application of the emergency response plan to ensure compliance. The Emergency Preparedness Specialist also acts as a liaison among Command and General Staff. The Command Staff work directly with the Incident Commander to manage situational circumstances involved in event preparation and restoration, and include the Communications Officer, Liaison Officer, Human Resource Officer, and Safety Officer. The General Staff also work directly with the Incident Commander to manage the major functional elements of event preparations and restoration and include the Operations Section Chief, Planning Section chief, Logistics Section Chief and Finance & Administration Section Chief. Along with the Emergency Preparedness Specialist, the Incident Commander and the Command and General Staff meet throughout the year to coordinate the planning and preparedness for emergency event response and ERP activation. 42 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

43 3.2.1 Command Staff Command and General Staff: Org Chart/ Chain Of Command/ Flow of Formal Communications Incident Commander Command Staff Emergency Preparedness Specialist Human Resource Officer Safety Officer Liaison Officer Communications Officer General Staff Operations Secction Chief Planning Section Chief Logistics Section Chief Finance & Administration Section Chief Incident Commander The Incident Commander is responsible for overall leadership and execution of the event response. All members of both the Command and General Staff report to the Incident Commander. The Incident Commander oversees the implementation of the ERP, and all of its integrated parts, as well as manages the overall restoration response effort. The Incident Commander has final authority over the determination of resources required to respond to the event; directs the efforts to obtain and allocate the required resources on a system-wide basis; implements the ERP demobilization process; and initiate the post-event review process. Specific responsibilities of the Incident Commander include, but are not limited to: Determine whether a potential, forecasted or actual incident meets the criteria for activating the ERP and staffing the Eversource (Electric-MA) ICC. Determine which resources are required and obtaining those resources. Ensure incident safety. Coordinate Command and General Staff to develop and execute incident objectives and strategy. Approve the IAP. Provide overall direction, leadership and strategy. Approve key messaging. Ensure that Command and General Staff execute their position-specific responsibilities. Inform executive leadership of the status of the event restoration response and situations that could materially affect the company. 43 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

44 Communicate with the President of Eversource (Electric-MA). Implement the ERP demobilization process. Delegate responsibility and authority to others. Implement post-event review process Emergency Preparedness Specialist During ERP activation this position provides guidance, assistance and support to the Incident Commander, as needed, regarding emergency restoration response activities and decisions involving processes, procedures, people and technology Communications Officer The Communications Officer is responsible for maintaining the flow of information before, during and after the event. Communications is responsible for managing all public communications, including the Eversource (Electric-MA) website, social media and news media and the Customer Interaction Group Call Center (CGCC). General responsibilities include: Ensure the maintenance of contact lists including customers, LSCs, print and electronic media contacts. Lists are maintained through the effective usage of a variety of computer software applications including Lotus Notes, databases, spreadsheets, and others. Respond to customer inquiries and provide them with timely, accurate information. Ensure unity of message to all stakeholders. Provide employees with timely, accurate information to support restoration activities. Develop accurate, accessible, and timely information for use in press/media briefings. Determine, according to direction from the Incident Commander, any limits on information release. Obtain Incident Commander s approval of news releases. Conduct periodic media briefings and/or disseminate news releases to media outlets. Arrange for tours and other interviews or briefings that may be required. Monitor and forward media information that may be useful to incident planning. Maintain current information, summaries, and/or displays on the incident. Make information about the incident available to incident personnel. Participate in the planning meeting. Ensure that all subordinate positions execute their specific duties and responsibilities. 44 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

45 Communications Officer Assistant Communications Officer Employees Assistant Communications Officer Media Assistant Communications Officer Information Assistant Communications Officer Customer Group Communications Specialist Communications Specialist Communications Specialist Communications Officer Assistant Communications Officer Corporate & Employee Communications Assistant Communications Officer Media Assistant Communications Officer Customer Group Communications Specialsts Communications Specialsts 45 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

46 Liaison Officer The Liaison Officer is responsible for maintaining the information exchange between Eversource (Electric-MA) and municipal, government, and non-government organizations. Restoration coordination is accomplished through multiple programs. Coordination with MEMA and statelevel agencies is through the Eversource (Electric-MA) Regulatory and Government Affairs Unit Leader who assigns and deploys Liaisons to the MEMA EOCs in Framingham and Agawam. Coordination with the Barnstable County MACC and local emergency management agencies is conducted through the Eversource (Electric-MA) Community Liaison Program. General responsibilities include: Ensure the maintenance of contact lists including critical facilities; state, county and local elected officials; local emergency management and response personnel; MDPU and DOER personnel. Lists are maintained through the effective usage of a variety of computer software applications including Lotus Notes, databases, spreadsheets, and others. Work with Municipal Officials from each community to share information, including identification of community restoration priorities. Preparing and submit reports to MDPU. Ensure unity of message between Eversource (Electric-MA), MEMA and MDPU Liaison Officer Assistant Liaison Officer Community Assistant Liaison Officer - Government Liaison Officer Community Liaison Unit Leader Community Liaison Coordinator Community Liaison Regulatory Liaison State EMA Liaison Community Liaison Unit Leader Community Liaisons Regulatory and Government Affairs Unit Leader Regulatory Liaisons State EMA Liaisons 46 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

47 Human Resource Officer The Human Resources Officer provides support and advises the Incident Commander on contractual and policy obligations regarding represented and non-represented employees. General responsibilities include: Notify Incident Commander of any significant employee/ labor issues. Keep affected Presidents of Eversource (Electric-MA) s union locals apprised of restoration status and any worker-related significant events. Act as liaison between represented and non-represented employees and command and general staff Safety Officer A paramount consideration in all efforts undertaken by Eversource (Electric-MA), particularly during emergency event response, is the protection of the public and the safety of employees. The Safety Officer is responsible for creating a SAFETY ALWAYS environment and for ensuring safety-related communications and notifications to the Company s employees, labor unions, mutual aid and contractor personnel, including daily Safety Messages. The Safety Officer has responsibility to: Identify and mitigate hazardous situations. Exercise emergency authority to stop and prevent unsafe acts, and communicate to every employee and contractor that each person is responsible and authorized to exercise emergency authority to prevent or stop unsafe acts when immediate action is required. Review the Incident Action Plan for safety implications. Assign assistants qualified to evaluate special hazards. Participate in Planning Meetings. Ensure that all applicable workplace safety rules and policies are understood and complied with during the restoration effort. Oversee and ensure that an initial safety briefing is conducted with all arriving mutual aid and contractor crews and hold safety briefings each morning during the restoration process for all crews. Ensure prompt investigations occur following a significant safety near-miss or actual event. Notify the Incident Commander of any significant events or conditions related to worker health and safety. Notify the affected Presidents of Eversource (Electric-MA) s union locals of any significant events related to worker health and safety. Ensure that the positions within the Section execute their specific duties and responsibilities. Ensure that all subordinate positions execute their specific duties and responsibilities. 47 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

48 3.2.2 General Staff The General Staff represents and is responsible for the key functional aspects of the Incident Command structure, organized into functional Sections. Each of the following Sections is led by a Section Chief, (a sub-commander) who serves as the key position responsible for that function: Operations, Planning, Logistics, Finance/ Administration. General guidelines related to General Staff key positions include the following: Members of the General Staff report directly to the Incident Commander. If a Section Chief position is not activated, the Incident Commander will have responsibility for that function. Only one person is designated as Section Chief for each Section. Deputy positions may be established for each of the Section Chief positions. Deputies are individuals fully qualified to fill the primary position. Deputy Section Chiefs may be assigned supervisory responsibility for specific Branches/Divisions/Groups or Units within their Section. Section Chiefs may exchange informal information with any person within the organization, however Task Assignment, Resource Requests, and other formal communication takes place through the formal chain of command Operations Section Chief The Operations Section Chief is responsible for restoring electrical service to customers, and for managing all tactical operations and resources to achieve that objective, with guidance from the IAP. Major responsibilities of the Operations Section Chief are to: Assure safety of tactical operations. Develop and supervise the operations portion of the IAP. Direct and manage tactical restoration operations. Request additional resources to support tactical operations. Approve release of resources from active operational assignments. Initiate or approve changes to the IAP regarding operational tactics. Maintain close contact with Incident Commander and subordinate Operations personnel. Ensure that the positions within the Section execute their position-specific duties and responsibilities. 48 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

49 Dispatch Group Manager Dispatch Supervisor Transmission Branch Director Technical Support Group Manager Technical Support Specialist Field Group Manager Field Supervisor Substation & Community Task Force Branch Director Community Task Force Leader Community Task Force Specialists Operations Section Chief Substations Group Manager Field Supervisor Dispatch Supervisor RMT Operations Coordinator Field Supervisor Depending on the severity of the event, the hperations Section Chief may delegate one or more Deputy Chiefs to oversee specific Branches or Units of the hperations Section. Operations Branch Director Operations Group Manager Modeler - Operations System Operator westoration aanagement Team Vegetation aanagement Coordinator Wire Guard Unit Leader Wires Guard Coordinator Wire Guard Wire Guard & Services Branch Director Services Crew Unit Leader Service Crew Coordinator Field Supervisor tositions with blue shading indicate the position is a normal role that is staffed during Ewt by the same people who staff it during normal operation, therefore Ewt Attachment As are not required. 49 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

50 Planning Section Chief The Planning Section Chief is responsible for providing overall incident planning services to support effective restoration efforts. This includes collecting situation and resource status information, evaluating and processing the information for use in developing incident action plans and ETRs. Major responsibilities of the Planning Section Chief are to: Direct and manage Rapid Survey and Detailed Damage Assessments. Collect, analyze and manage all internal and external data, including damage assessment and outage calls in OMS. Develop initial estimates for outages and restoration times. Conduct and facilitate planning meetings. Compile and display incident status information. Supervise preparation of the IAP. Provide input to the Incident Commander and Operations Section Chief in preparing the IAP. Generate Global ETRs and district/town-level ETRs. Establish information requirements and reporting schedules for units within Planning Section Determine need for specialized resources. Record and track both internal and external support resources utilized during an emergency event. Provide periodic predictions on incident potential. Report significant changes in incident status. Ensure that the positions within the Section execute their specific duties and responsibilities. Oversee preparation of the Demobilization Plan 50 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

51 Planning Section Chief Depending on the severity of the event, the tlanning Section Chief may delegate one or more Deputy Chiefs to oversee specific Branches or Units of the tlanning Section. Planning Branch Director Forecasting Planning Branch Director Tactical Resource Tracking Branch Director Situation Unit Leader Planning Unit Leader- Tactical Resource Tracking Unit Leader Planning Unit Leader - Strategic Damage Assessment Coordinator Planning Modeler Resource Tracking Coordinator Planning & ETR Specialist Damage Assessment Patroller Resource Tracking Specialist 51 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

52 Logistics Section Chief The Logistics Section Chief provides all incident resources to support the tactical execution of incident objectives. The Logistics Section is organized into three functional areas: support services, site coordination, and resource acquisition. The Logistics Section is responsible for a broad universe of planning details, touching upon the work of all other ICS Sections, with the primary objectives of: material readiness and food/lodging for all response staff. Major responsibilities of the Logistics Section Chief are to: Acquire resources including internal, external, and support. Ensure the maintenance of contact lists of mutual aid companies and contractors. Lists are maintained through the effective usage of a variety of computer software applications including Lotus Notes, databases, spreadsheets, and others. Secure internal and external tactical resources as requested by the Operations Section Chief (mutual aid and contractor transmission crews, line crews, tree crews, damage appraisers, wire guards). Maintain contact lists of vendors, suppliers, contractors, hotels, caterers and other who provide materials and support services through the Logistics Section. Lists are maintained through the effective usage of a variety of computer software applications including Lotus Notes, databases, spreadsheets, and others. Provide all facilities, transportation, supplies, equipment maintenance, fueling, food, and lodging for incident personnel, and all off-incident resources. Manage all incident logistics. Provide logistical input to the IAP. Brief Logistics Staff as needed. Identify anticipated and known incident service and support requirements. Request additional resources as needed. Provide site security to ERP-related facilities during emergency event response. Ensure that the positions within the Section execute their specific duties and responsibilities. Oversee demobilization of the Logistics Section and associated resources. 52 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

53 Food & Lodging Services Unit Leader Food & Lodging Coordinator Food & Lodging Specialist Material Logistics Services Unit Leader Material Logistics Unit IT/ Telecom Services Unit Leader IT Unit Security Services Unit Leader Security Unit Telecom Unit Iogistics Services BrMnch Director Transportation Services Unit Leader Environmental Services Unit Leader Environmental Unit Transportation Unit Facilities Services Unit Leader Facilities Unit trocurment Services Unit Leader trocurement Unit Real Estate Unit Logistics Section Fhief Staging Area Services Unit Leader Staging Area Supervisor Staging Area Specialist Check-In Services Unit Leader Check-In Supervisor Check-In Specialist Iogistics Support BrMnch Director Logistics Support Unit Leader Logistics Support Specialist Internal Resource Acquisition Unit Leader Internal Resource Acquisition Specialist (LN, VM, DA, WD, etc.) RMT hperation Section Iogistics Resource Acquisition BrMnch Director External Resource Field Unit Leader External Resource Field Coordinator Crew Duide External Resource Acquisition Unit Leader External Resource Acquisition Specialist (LN, VM, DA, WD, etc.) 53 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

54 Logistics Resource Acquisition Branch Director Resource Acquisition Unit Leader Resource Acquisition Specialists External Resource Field Unit Leader External Resource Field Coordinator Crew Guide Logistics Support Branch Director Logistics Support Specialists RMT Operation Section Logistics Section Chief Staging Area Services Unit Leader Staging Area Supervisor Staging Area Specialists Logistics Services Branch Director Material Logistics Services Unit Leader Transportation Services Unit Leader Material Logistics Unit Transportation Services Unit IT/ Telecom Services Unit Leader Environmental Services Unit Leader IT Unit Telecom Unit Environmental Unit Security Services Unit Leader Facilities Services Unit Leader Security Services Unit Facility Services Unit Procurment Services Unit Leader Procurement Unit Food & Lodging Services Unit Leader Food & Lodging Coordinator 54 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

55 Finance/Administration Section Chief The Finance/Administration Section Chief is responsible for managing all financial aspects of an incident. Major responsibilities include: Track and manage all financial aspects of ERP activation. Separately track costs related to MA Western and MA Eastern. Provide financial and cost analysis information as requested. Ensure compensation and claims functions are being addressed relative to the incident. Gather pertinent information from briefings with each Section. Develop an operating plan for the Finance/Administration Section and fill supply and support needs of the Section. Maintain daily contact with Eversource (Electric-MA) leadership on finance matters. Ensure that personnel time records are completed accurately. Ensure that all obligation documents initiated during the ERP are properly prepared and completed. Brief Eversource (Electric-MA) administrative personnel on all incident-related financial issues needing attention or follow-up. Provide input to the IAP. Ensure that the positions within the Section execute their specific duties and responsibilities. Finance & Administration Section Chief Finance & Admin Unit 55 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

56 4 POLICY AND COORDINATION Eversource Energy (ES), including Eversource Energy Service Company (EESCO) provides support to the Eversource Incident Commanders in each state jurisdiction (MA, CT, NH) during ERP activation in the form of policy guidance and resource support and coordination. Policy guidance is provided specifically by the ES Executive Oversight Group (EOG), comprised of ES senior executive leadership. Resource support and coordination is provided by the Emergency Coordination Team (ECT), comprised of Presidents of each of the operating companies and EESCO emergency preparedness personnel. During normal operations, ES supports emergency preparedness in each of the regions through the development of safety standards and benchmarking, and delivery of training and exercises. Additionally, ES emergency preparedness includes the acquisition and maintenance of ERP response assets such as a mobile command center, office trailers, and communications equipment. 56 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

57 5 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION Timely and accurate information is an essential tool that is required by both internal and external stakeholders. Every employee engaged in an emergency event has an obligation to provide accurate and timely information by communicating and providing frequent updates to supervisors, maintaining accurate data in systems, and following up on information requests from internal and external stakeholders. Operational information and situational intelligence are management functions that focus on the following three primary event areas. situation status resource status anticipated event status or escalation Internal and external stakeholder audiences include: ES Executive Oversight Group ES Emergency Coordination Team Incident Management Team Senior ES Officers, Directors, and Managers ES Employees State and local government officials Media outlets Customers General public Depending upon the nature of the emergency event and the information needs of each stakeholder group, essential elements of information may include: Weather predictions Severity of impact Area of impact Damage Assessment Electric distribution system operational status Impact to critical infrastructure and to critical community services Outages and jobs in Outage Management System Operational objectives Resource status (e.g., Requested, Acquired, Received (Onsite), Working, Released) To support event planning, event management, tactical operations, coordination effort, and other functions, information is disseminated a variety of methods, including but not limited to: Presentations and briefings during IAP Planning meetings Incident Action Plan (IAP) Situation Reports Reports from OMS 57 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

58 6 COMMUNICATIONS 6.1 Communications with Customers & Government Officials In advance of, and following, an emergency event, the Communications function provides a variety of information to Eversource (Electric-MA) customers and government officials through a diverse set of communications resources, procedures and interactive tools. The information varies from pre-event alert notifications and personal protective-action recommendations to post-event updates on projected outage impacts and restoration activities Customer Group Call Center (CGCC) The Eversource (Electric-MA) East CGCC is based in Westwood MA and Eversource (Electric-MA) West CGCC is based in Manchester NH. Both centers operate 24/7 during normal operations and are staffed by Customer Service professionals. During ERP activation the CGCCs increase staffing levels to meet customer needs and provide enhanced inbound and outbound call services to our customers. If inbound call volume exceeds the capacity of either CGCC, Eversource (Electric-MA) CGCC increases capacity for automated call answering through external services provided by an outside vendor. Eversource (Electric-MA) additionally recognizes the importance of live-voice answering for our customers, particularly during prolonged outages. In response, Eversource (Electric-MA) utilizes state-of-the-art call routing to mutual aid call centers, facilitated by an outside vendor. Eversource (Electric-MA) also has the capability to execute outbound telephone calls; both automated and via live-operator, to customers in order to gather or disseminate information related to the outage Life Support Customers LSCs, formerly known as medical priority customers, are residential customers, including elderly and physically challenged customers, who have a medical condition that necessitates electric utility service. The Eversource (Electric-MA) customer database includes a field that is used to identify residential customers as an LSC. Customers who provide documentation certifying their medical need for electric utility service are added to the LSC list, which is verified annually. Prior to occurrence of a predicted emergency event, the Eversource (Electric-MA) Customer Group Call Centers conduct automated outbound telephone calls to each LSC. The telephone messages are customized for each event and contain information about the event and about Eversource (Electric-MA) preparations. This information addresses the potential power outages and provides recommended personal protective actions including a recommendation to seek assistance from local public safety officials and human service agencies. The Community Web Portal utilized by Eversource (Electric-MA) East provides the two, predesignated municipal representatives from each community within the Eversource (Electric-MA) East service territory with the address and telephone number of the LSCs who reside within their jurisdiction. During ERP activation, Community Liaisons monitor internal reports for information about LSCs who may be impacted by an outage. Calls are made by Eversource (Electric-MA) to the jurisdictional public safety officials if a LSC experiences an outage, advising the public safety official of the current situation so that a wellness check may be performed at the discretion of the public-safety official. LSCs impacted by outages are contacted post event to confirm that electricity at the LSC residence is restored. 58 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

59 6.1.3 News Media Information is provided to the news media for dissemination to the general public regarding pre-event preparedness and post-event restoration activities. This information, distributed by telephone, , fax, hotline messages, and social media updates, is developed by the Media Unit Leader and approved by the Incident Commander prior to dissemination Real-time Information Eversource (Electric-MA) has Storm Center websites ( for Eversource (Electric-MA) East and for Eversource (Electric-MA) West), along with Twitter and Facebook, that provide the public with real-time information and communication options, including Public Preparedness and Public Safety messages, information about Eversource (Electric-MA) Preparedness and Restoration efforts, and multiple methods for reporting outages. The Storm Center Outage Map is a graphical display of each community experiencing power outages using a color-coded map, and includes downloadable customer and outage reports. Customers are also provided with the option of following map updates using Twitter. Of course, customers may also obtain information by calling the Customer Information Center. All modes of communication with customers will provide updated information at least three times daily, including through the Customer Information Centers (integrated voice response and live-voice answer), the MA Electric Storm Center websites, and social media such as Twitter and Facebook. Information updates about restoration efforts begin upon completion of the damage assessment or after the first 24 hours of a damage assessment, whichever occurs first Communications with Government Officials Community Liaisons Relationships and information sharing with each of Eversource (Electric-MA) s140 communities is maintained through a Community Liaison program. Community Relations Specialists) maintain ongoing relationships with their assigned communities throughout the year. During ERP activation they are supplemented by ERP-specific Community Liaisons (CL). Additionally, support personnel provide reports and information to the Community Relations Specialists and Liaisons during the event. 1. On the first tier are the full-time Community Relations Specialists who are assigned to and serve as primary point of contact for an assigned list of communities. They work with their assigned communities throughout the year, attending community meetings, sharing information about Eversource (Electric-MA) preparedness and mitigation activities, collecting information about community priorities and Critical Facilities, and maintaining an updated roster of contacts. 2. The second tier consists of supplemental employees who have demonstrated communication skills to serve in the role of CL during Event Types 3, 2, and 1, or whenever an EOC is operational. Each CL is supervised by a Community Liaison Unit Leaders, and serves as the primary point of contact for municipal representatives to ensure 24-hour representation during ERP activation, each community is assigned two 59 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

60 CLs, each of whom works a 12 hour shift. CLs attend training sessions and meetings with municipal representatives from their pre-assigned communities throughout the year, in order to become familiar with their assigned communities and build relationships with the local municipal officials. Each CL has a set of community-specific resources to assist them and to provide information in response to inquiries from local officials during the restoration operations, including maps, outage reports, lists of Critical Facilities, and other information deemed necessary to effectively perform their role. During ERP response operations, the CLs are assigned to work in the EOCs and in the smaller AWCs. Prior to and during ERP activation, the CLs maintain close contact with each of their assigned municipal representatives, providing each community with updates on emergency preparedness activities, outages, system damage, and restoration estimates while gathering information about community priorities Community Web Portal Eversource (Electric-MA) East uses a Community Web Portal to facilitate two-way communication between Eversource (Electric-MA) East and each community in that service region. Activated during ERPs, the Portal is a password-protected website that is designed for usage by the two pre-designated municipal representatives from each community. Providing access to community-specific information, the Portal displays information about Critical Facilities, LSCs, community priorities, wire-down locations, other related information, and facilitates individual and broadcast messaging between Eversource (Electric-MA) East and each municipal representative Community Priorities During ERP operations, CLs work with the municipal representative from each community to identify the three top community priorities (CP). Municipal Representatives submit up to three restoration locations (typically Critical Facilities and/or FPS2/FPS3 Wire Down locations) as CPs and request expedited response to these three locations. Each requested CP is reviewed by an Operations Group Manager against the established list of approved CP criteria. When approved, the location is specifically coded within OMS to be a CP and given an ETA and/or ETR that can be viewed by municipal representatives on the Community Web Portal. In Type 3, 2 or 1 Emergency Events, ETAs and ETRs are established and/ adjusted through discussion between the CLM and the municipal representative. For Type 4 Restoration Events, ETAs and/or ETRs are established and field resources are dispatched according to the Fire/Public Safety Priority Response guidelines and based upon the availability of response resources. During Catastrophic Type 1 events the Company may deploy additional resources called Community Task Forces (CTF). The CTF Leader works directly with local municipal representatives to assess and address public safety issues and priorities. In coordination with each municipality, Eversource (Electric-MA) has developed a list of the Critical Facilities that are located in each community. When a power outage (and accompanying generator failure) occurs at a Critical Facility on this list, Municipal Representatives have the option of requesting up to three Critical Facilities are each designated as a Community Priority (CP) for power restoration. 60 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

61 Coordination with State and Regional Government Agencies The Massachusetts Emergency Management Agency (MEMA) directs and supports emergency preparedness and response activities across the Commonwealth based in the Massachusetts Emergency Operations Centers. Representatives of the MDPU and related state agencies may be based in the MEMA EOC during incident response. Following an emergency event and ERP activation that coincides with activation of the MEMA EOC, MEMA may request Eversource (Electric-MA) to deploy Eversource (Electric-MA) Liaisons to various locations. The role of the liaison is to facilitate formal and informal two-way communication between Eversource (Electric-MA) and MEMA. During response to events that have affected Cape Cod, a Multi-Agency Coordination Center (MACC) is established on Cape Cod to coordinate logistical resource support and public information. When requested, Eversource (Electric-MA) will deploy a Liaison to the MACC to provide information and assist in coordinate efforts Post Event Communication with Government Officials After an emergency event is declared over, MA Electric s Community Relations Specialists will communicate with all of the communities impacted by the event to determine if the officials in that community were satisfied with MA Electric s response. Based on the feedback from those communities, MA Electric may schedule face to face follow-up meetings with those communities and various MA Electric officials to discuss any issues that may have arisen during the response to the event. 6.2 Operational Communications Interoperability Communications interoperability allows EESCO personnel and their regional operations centers to communicate within and across EESCO via voice, data, or video in real time, when needed, and when authorized. Interoperability planning requires accounting for event response contingencies and challenges. EESCO incorporates interoperability plans to include standard operating procedures (SOPs), technology, training and exercises, and usage within the context of the stress and chaos of a major response effort Communications Equipment A variety of voice and data communications tools, processes, and equipment are used to support the EESCO and regional response activities and tactical operations. A summary of voice and data telecommunications equipment includes: o Voice Desk-based landline telephones Hand-held mobile telephones Push-To-Talk radios (base stations, mobile-mounted, and hand-held) Satellite telephones Hand-held mobile telephones 61 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

62 o Data Text message on desk computers, laptops, and hand-held devices Network file access, file sharing Reliability, Scalability, and Portability Communications and information systems are designed to be flexible, reliable, and scalable Incident Communications Plan The daily Incident Action Plan includes the Incident Communications Plan. The Incident Communications Plan is updated daily or as needed, and includes incident-specific contact information for the Command and General Staff positions and for many of the Branch Directors and Group/Unit Leaders within the various Sections. Contact information may include telephone (desk & mobile #s) and satellite phone (if assigned). The Incident Communications Plan is distributed to Command & General Staff, Branch Directors and Group/Unit Leaders as part of the IAP. 62 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

63 7 ADMINISTRATION AND FINANCE 7.1 General Policies Appointment of Incident Commander The Vice President of Electric System Operations has been pre-identified as the primary Incident Commander for any ERP activation. Whenever the ERP is activated, the President of Eversource (Electric-MA) will appoint the Vice President of Electric System Operations to serve as the Incident Commander. In the event that the VP of Electric System Operations is not available, the President may temporarily designate an alternate to serve the position of Incident Commander Records and Reports As required by Commonwealth of Massachusetts 220 C.M.R et seq. Eversource (Electric- MA) is required to submit reports prior to a predicted emergency event and following activation of the ERP Pre-Event Stage Reports During the pre-event stage of a predicted emergency event that may cause activation of the ERP, Eversource (Electric-MA) submits consolidated information on behalf of Eversource (Electric-MA) East and Eversource (Electric-MA) West to MDPU, MEMA, and DOER daily at 5am and 5pm, or upon request by the department, or when the Company changes Event Type Service Restoration Stage Reports During the Service Restoration Stage, Eversource (Electric-MA) provides periodic reports to MDPU, MEMA and DOER that contain detailed information related to emergency conditions and restoration performance for each affected municipality. Eversource (Electric-MA) East and Eversource (Electric-MA) West will file these reports separately. The content and format of the reports, as well as the frequency of each report, have been pre-established by MDPU in these reports: Service Restoration Stage Outage Report, Table A, every four hours. Service Restoration Stage Crew Report, Table B, every eight hours Final Event Report Upon completion of a Type 1 or 2 Event, or following Type 3 if requested by MDPU, Eversource (Electric-MA) submits a consolidated, detailed report with supporting documentation to MDPU regarding Eversource (Electric-MA) restoration performance, including lessons learned, no later than 30 days following the completion of the restoration and return to normal operations. The content and format is pre-established in the Final Event Report Agreements and Understandings Significant emergency events and the resulting Event Types 1, 2 or 3 require a massive amount of resources (staff, equipment and supplies) in order to restore electricity in a safe and reasonably prompt manner. When staffing requirements exceed the internal capacity, utility companies must reach out to neighboring utility companies to request resources to supplement 63 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

64 their normal compliment of crews. EESCO is a member of the Edison Electric Institute (EEI), an association of shareholder-owned electric companies that represent approximately 70% of the U.S. electric power industry. EEI additionally has more than 80 international electric companies and over 240 industry suppliers as members. Through its membership with EEI, EESCO participates in a voluntary mutual assistance cooperative of electric utilities companies from Canada to Rhode Island. The cooperative facilitates mutual assistance between members, where members provide crews, equipment and expertise to other members following significant outages. Requests for assistance are initiated by individual members who join conference calls to match requested resources with available resources. When resources at member companies within the cooperative are insufficient to meet the demand, additional resources are requested from neighboring cooperatives across North America. Copies of mutual assistance agreements and/or any modifications of agreements will be filed with the Advance Planning and Training Report filed annually on September 1 st. 64 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

65 8 ADVANCE PLANNING, TRAINING, AND EXERCISING Eversource (Electric-MA) s emergency preparedness program, based on a constant cycle of continuous improvement activities, is designed to increase emergency preparedness and response readiness, resulting in the safe and reasonably prompt restoration of service to its customers during an emergency event. Emergency preparedness activities include, but are not limited to, planning, training, participating in exercises, attending meetings with DPU staff, MEMA personnel, public safety officials, and maintaining updated lists of personnel and entities that may assist in the Company s restoration efforts. Successful response to emergency events begins far in advance of the response restoration activities, requiring a Company-wide commitment to preparedness that is integrated into Eversource (Electric-MA) daily operations, not just during emergency events. Every employee is expected to participate in preparedness activities throughout the year, including planning, training and exercise activities related to their assigned ERP role. This culture of preparedness results in operational excellence during activation of the ERP. Eversource (Electric-MA) Emergency Preparedness Cycle of Continuous Improvement 8.1 Planning This ERP is reviewed and/or revised at least annually or more often as needed by Command and General staff, Branch Directors, and subject matter/ technical experts in key functions. Revisions incorporate new or updated information resulting from lessons learned during ERP activation or from exercises, based on updated information and/or requirements from government agencies, or from best practices and/ or industry standards adopted. 65 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

66 8.2 Training Eversource (Electric-MA) s ERP program staff maintains the ERP-related training database and coordinates ERP-role related training with the assistance of the EESCO Training Department. Training, drills and exercises are designed and conducted to develop and improve the knowledge and skills of personnel assigned emergency response activities, and to support the safe and reasonably prompt completion of all required actions during ERP activations. A large percentage of our employees ERP assignments are the same or very similar to the duties they perform under their normal Blue Sky duties. Eversource (Electric-MA) provides positionspecific training for personnel whose storm duties differ significantly from tasks they normally perform on a regular basis. In addition to skill-based training related directly to their ERP role, the training includes ICS protocols for Command staff and General staff in the ICC. ERP-related training reports are maintained by the Eversource (Electric-MA) Training Department, including the type of training and training dates for each employee. Skill and role-based training includes hands-on training in the associated computer-based programs. Other skill-based training includes but is not limited to Damage Assessment, Wire Guard Role, Low Voltage Service Crew, and Customer Group Call Center Customer Service Representative. Training is conducted throughout the year, and completed prior to August 1 st.a detailed Training and Exercise Report is submitted to DPU each year, prior to September 1. New company staff, or other staff who have been given new event response assignments prior to November 1 st each year. 8.3 Exercises Eversource (Electric-MA) exercise program follows guidelines from the Homeland Security Exercise Evaluation Program (HSEEP) developed by the Federal Emergency Management Agency. HSEEP methodology is defined and implemented using seven exercise types, broken into the categories of discussion-based exercises and operations-based exercises. Discussionbased exercises (including seminars, workshops, and tabletop exercises) are commonly used to familiarize exercise players with current plans, policies, agreements and procedures, and to develop new plans, policies, etc. Operations-based exercises (including drills and functional exercises) are used to validate and/ or evaluate plans, policies, procedures and training; to clarity roles and responsibilities, and to identify resource gaps. Eversource (Electric-MA) employs a variety of these exercise types based on the exercise goals and objectives. Discussion and operations based exercises are conducted each year based on a schedule that is developed and approved by the ERP Command and General Staff organization on an annual basis. One exercise that takes place every year simulates communication with outside agencies. The goal of conducting exercises is to enhance training, improve familiarization, evaluate and / or validate plans, policies and procedures, increase capabilities, and practice skills in a no-fault, risk-free environment. Exercises are specifically used for: Improving individual and overall organizational performance Improving coordination and communication Testing and validating policies, plans, procedures, training, and equipment Identifying gaps in resources (both personnel and equipment) 66 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

67 Exercising the ICS principles and protocols Identifying opportunities for improvement Exercises are utilized to identify opportunities for improvement in a variety of areas, including staffing, planning, training and equipment/ resources. An After Action Review is conducted and Improvement Plan (AAR/ IP) is developed after major exercises, identifying and prioritizing the opportunities for improvement and facilitating further development of action steps based on the Improvement Plan. When completed, these Improvement Plan items are incorporated into the ERP and related response tools. Additionally, Eversource (Electric-MA) participates in training exercises as directed by MEMA or the MDPU. The proposed exercise schedule may be altered or modified based on the number and timing of actual emergency events to which Eversource (Electric-MA) has responded. The Company schedules annual exercises for employees who have assigned responsibilities during an emergency event. ERP Type 2 and 1 emergency events, however, provide Eversource (Electric-MA) with the similar opportunities to evaluate readiness, and are followed by conduct of an After Action Review and development of an Improvement Plan. A detailed Training and Exercise report is submitted in the Advance Planning and Training Report filed annually on September 1 st. These real-world events provide valuable learning opportunities, and the Lessons Learned from such events are incorporated into the ERP and used to identify/ prioritize future planning, training and exercise activity. In addition to ERP-specific exercises, Eversource (Electric-MA) conducts discussion-based exercises to accomplish a variety of objectives: Table-top exercises are conducted to validate the Company s response to an emergency event that could occur simultaneously with a loss of business continuity, a national emergency, or a pandemic incident. Workshops and meetings with State and local public safety officials, tree wardens, local elected and appointed officials or appropriate other officials of cities and towns in the service territory are conducted each year by the Community Relations Specialists. Workshops are scheduled and completed each year prior to August 1 st. Objectives include sharing information, updating Critical Facility lists, reviewing Eversource (Electric-MA) policies, etc. Documentation of such exercises, workshops and meetings, such as presentations, attendance, minutes, action items that result from meetings, and status of each identified action item will be submitted in the Advance Planning and Training Report filed annually on September 1 st. 8.4 Emergency Contact Information Eversource (Electric-MA) maintains updated lists of contact persons for Emergency Events, including: Eversource (Electric-MA) personnel Mutual assistance companies and contractors Life Support Customers of record Critical Facilities Media: print, broadcast, social 67 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

68 Hotels and catering companies State, county, and local elected/ appointed officials, law enforcement agencies, emergency management and public safety agencies and personnel within MA Electric s service territory Other vendors. These various lists are maintained in task-specific software programs including Lotus Notes, Excel, Word, and others. As examples, hotels and related vendor contact information is maintained in the RoD web application, in an Excel spreadsheet, and in a Word document. Logistics vendor information is maintained in the Logistics Quick Reference Guide, the Logistics ERP Manual, and in specific procurement lists. The Manager of Emergency Preparedness will certify annually in the Advance Planning and Training Report that all contact information has been reviewed and updated. Any list will be provided to MDPU upon request. 8.5 Personal and Employee Family Preparedness Each employee is responsible for ensuring that their own families are prepared for the challenges they may face during prolonged outage, enabling the employee to fulfill their emergency response duties for MA Electric. Not only is this important to MA Electric, but it also helps ensure that employees are able to contribute to the successful restoration of customers by being able to carry out their responsibilities safely and effectively. To ensure that employees are focused on the job at hand, the Company will, if possible allow: Employees time to ensure their family is safe Employees time to secure their homes from the weather Employees time to secure lodging for displaced family members 68 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

69 9 PLAN DEVELOPMENT AND MAINTENANCE 9.1 Development Eversource (Electric-MA) Emergency Preparedness Manager is responsible for development and maintenance of this plan, with input from the Incident Commander and the General Staff/ Section Chiefs. Following annual review and approval by the Incident Commander, a written copy of this plan will be disseminated to the appropriate State and local government officials. Development of position-specific job aids and/ or training materials, Section-specific standard operating procedures (SOPs), or other tactical guides will be the responsibility of the related Section Chief 9.2 Maintenance This ERP is a living document. As problems emerge, situations/environments change, gaps (resources, training, planning, etc.) become apparent, and/or regulatory requirements change, this ERP must be modified and adapted in order to remain useful and up to date Requirements The Emergency Preparedness Manager will maintain, distribute, and update the ERP. The Incident Commander, Command Staff Officers, General Staff Section Chiefs, and other Eversource (Electric-MA) subject matter experts should recommend changes and provide updated information periodically (changes of personnel, facilities, resources). Revisions will be forwarded to people on the distribution list. Commonwealth of Massachusetts Statute 2009, c. 133, An Act Relative to Public Utility Companies, Section 85B, requires that electric distribution companies submit annually on or before May 15 th an ERP for review and approval by the MDPU. Eversource (Electric-MA) will provide MDPU with one redline copy that highlights all changes and revisions, along with one clean copy that shows all changes/ revisions as incorporated into the new ERP Review and Update The Section Chiefs are responsible for the regular and timely review and update of the ERP to ensure the ERP is consistent with Eversource (Electric-MA) goals, objectives and operational standards. An ERP Working Committee represents the Incident Commander and the Sections Chiefs: Each Section-specific work-group will be comprised of personnel from Departments throughout Eversource (Electric-MA) that have functional responsibility for each ICS Section, and are responsible to review and develop any updates to the existing Plan Review The ERP will be reviewed annually by Command and General Staff (Incident Commander, Command Officers, Section Chiefs ) and by ERP staff. The Section Chiefs and their respective work groups meet on a monthly basis to review their respective e segments of the ERP that may need to be updated. In addition, a post ERP Incident debrief meeting may generate items for the work group to evaluate and implement. If the Section Chiefs decide a change in the ERP is warranted, the appropriate work group will be assigned the task to develop the change for 69 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

70 submittal to the Section Chiefs for approval. The Working Group will incorporate all approved changes into the Plan documentation and assist Emergency Preparedness in the delivery of the changes to all affected parties (i.e. Training, Equipment, Materials etc.) Changes Changes should be made to the ERP whenever the document is no longer current. Changes may be needed: 1. When hazards, threats, consequences or risk areas change 2. When the Concept of Operations for emergency events changes 3. When departments that perform the emergency response functions are reorganized and can no longer perform the emergency tasks identified in this document 4. When notification and/or communications systems and/or procedures change 5. When anticipated mutual assistance resources are no longer available 6. When a training exercise or actual ERP activation reveals significant deficiencies in the existing ERP 7. When state or federal planning standards for the document are revised Methods of updating the ERP Plan Revision: A revision is a complete rewrite of an existing ERP that essentially results in a new document. Revision is advisable when numerous pages of the document have to be updated, when major portions of the existing document must be deleted or substantial text added, or when the existing document was prepared using a word processing program that is obsolete or no longer available. Revised documents should be given a new date and require new signature by the President Formal Plan Change: A formal change to the ERP involves updating portions of the document by making specific changes to a limited number of pages. Changes are numbered to identify them, and are issued to each person on the distribution list, along with a cover memorandum that has replacement pages attached. The cover memorandum indicates which pages are to be removed and which replacement pages are to be inserted in the document to update it. The person receiving the change is expected to make the required page changes to the document and then annotate the record of changes at the front of the document to indicate that the change has been incorporated into the document. A change to a document does not alter the original document date; new signatures on the document need not be obtained. 70 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

71 10 GLOSSARY Acronyms, Abbreviations, and Terms Term AMR ARCOS ASU All Hazard Approach Assumptions (Preparedness) Assumptions (Response) AWC Business Continuity Capability Capabilities- Based Planning Chain of Command Check-In Checklist Definition Automated Meter Reading Technology Automated notification and resource management system. Currently used to send alerts and notification calls to Eversource (Electric-MA) ICS Command and General Staff Automatic Sectionalizing Unit The process of addressing common operational functions and tasks to be included in a Basic Plan and its Annexes regardless of the hazard or threat. Operationally relevant parameters expected and used as a context, basis, or requirement for the development of response and recovery plans, processes, and procedures. Operationally relevant parameters for which, if not valid for a specific event s circumstances, the Emergency Response Plan (EOP) provided guidance may not be adequate to assure response success. Alternative methods may be needed. Area Work Center a facility owned and operated by Eversource (Electric-MA), houses and supports field restoration crews and support staff. A set of activities that identifies potential impacts that threaten an organization and provides a framework for building resilience with the capability for an effective response that safeguards the interests of its key stakeholders, reputation and value creating activities. The ability to achieve a specific outcome with an applicable combination of planning, organization, resources, and trained and exercised personnel. Emergency Management and Business Continuity capabilities are those that are needed collectively to prepare for, respond to, and recover from events with the potential of impacting operational and business functions of the company. Planning, performed under uncertainty, to provide capabilities suitable for a wide range of threats and hazards while working within an economic framework that necessitates prioritization and choice. Capabilities-based planning addresses uncertainty by analyzing a wide range of scenarios to identify required capabilities. An orderly line of authority within the ranks of an incident management organization. The process necessary to receive and begin accounting for incoming external resources to enable them to safely and effectively participate in emergency restoration activities. Written guideline of actions to be taken by an individual or organization meant to aid memory rather than provide detailed instruction. 71 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

72 Term CGCC Circuit-Based Strategy Command Positions Community Liaison (a.k.a. Municipal or Town Liaison) Community Priority Company Critical Facility CSR Damage Assessment Decentralization Demobilization Disaster District DOE Definition Customer Group Call Center Method of damage restoration where crews are decentralized and assigned full responsibility for restoration and management of individual circuits. Appropriate for major events (typically Type 3, 2 or 1). Those Key Positions that report to and provide direct support to the Incident Commander, direct and coordinate the Company s emergency response efforts within a geographic subdivision of the Company s service territory, and/or oversee operational or functional categories. Titles for Command Positions may include Section Chiefs, Officers, District Commanders, or Branch Directors. Person assigned as a direct contact with officials of an individual municipality to ensure the needs and requests of the municipality are appropriately communicated to the Operations Section. During Restoration Stage activities as part of a Type 3, 2, or 1 event, communities may request that response to/ restoration of a Critical Facility, an FPS2/ FPS3 incident, or a LSC receive higher response priority as a Community Priority. Eversource (Electric-MA). An investor-owned electric distribution utility conducting business in the Commonwealth of Massachusetts. A building or structure where the loss of electrical service would result in the disruption of a critical public safety or life sustaining function. Examples include acute care hospitals, 911 dispatch centers, police and fire stations, emergency operations centers, water pumping and sewer treatment stations. Customer Service Representative Organized approach to determining the extent of the damage following an outage event. Involves an initial overall rapid assessment followed by a detailed assessment. Critical for determining the resources, equipment, and materials needed for restoration, and for determining the Estimated Time for Restoration(ETR). A method used to optimize the use of available resources by delegating certain response authority and system control to specific geographic areas. Planned and orderly restoration back to normal operations at the closing stages of an emergency event. An occurrence of a natural catastrophe, technological accident, or human-caused event that has resulted in severe property damage, deaths, and/or multiple injuries and exceeds the response capability of the local jurisdiction and requires State, and potentially Federal, involvement. Refers to a geographic area supported and serviced by an Area Work Center typically composed of one or more municipalities U.S. Department of Energy, The federal agency responsible to lead national efforts to modernize the electric grid; enhance security and reliability of the energy 72 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

73 Term DOT EEI EAD Electrical Hazard Emergency Emergency Coordination Team (ECT) Emergency Event Emergency Job Position EOC/ Emergency Operations Center ERAS ERP ERP/Storm Role ES or EESCO Definition infrastructure; and facilitate recovery from disruptions to energy supply. Department of Transportation. Federal and state agencies. State agencies in CT, MA and NH responsible for the development and operation of highways, railroads, mass transit systems, ports, waterways and aviation facilities. Edison Electric Institute, an association of shareholder-owned electric companies that represent approximately 70% of the U.S. electric power industry. Environmental Affairs Department Situation with the potential for personnel to come in inadvertent contact with energized equipment or facilities. Any event, whether natural or manmade, that requires responsive action to protect life, property, and/ or operational capacity. An Eversource entity that functions as a Multi-Agency Coordination System (MACS) and is established to monitor, and when needed, support coordination for event prioritization, critical resource allocation, communications systems integration, and information dissemination between Eversource Service Company and the Eversource regions. An event, either naturally-caused or human-caused, where widespread outages or electrical service interruptions have occurred in the service area of the Company due to storms or other causes beyond the control of the Company. An emergency event is classified as a Type 3, 2, or 1 in the ERP. The temporary assignment a person assumes during the course of an emergency event. During an emergency event, a person s Emergency Job Position becomes his primary responsibility until released by the IC. The physical location at which the regional coordination of information and resources to support event management and restoration operation activities takes place. Emergency Restoration Assignment System. The network-based, multi-user tool used to document Emergency Job Assignments and track personnel available and qualified to fill emergency job assignment positions. Emergency Response Plan: A comprehensive plan that provides the concept of operations for response to emergency situations and other extraordinary events consistently and effectively. The temporary assignment assumed by an Eversource (Electric-MA) employee during the course of an emergency event. During an emergency event, a person s storm role becomes his primary responsibility until released by the Incident Commander. Eversource Energy Service Company. New England's largest utility system serving more than 3.6 million electric and natural gas customers in Connecticut, Massachusetts and New Hampshire 73 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

74 Term ESO ETA ETR Event 1 Event ETR Event Type Event-Based Strategy Executive Oversight Group (EOG) FEMA FERC FPS (see also Priority 1/ 2/ 3 Calls) GATOR GIS Global ETR Definition Electric System Operations Estimated Time of Arrival Estimated Time for Restoration An occurrence, natural or human-caused, that will require or has the potential to require an emergency response triggering the activation of the ERP.. NOTE: This definition differs slightly from the NIMS definition. An estimate of the time required to restore customers associated with a specific event or trouble spot. A multi-level scale (generally five levels with Type 1 being the most severe and Type 5 the least) that provide specific criteria (triggers) used by decision makers to categorize emergency events and ensure the appropriate resources and response. The basic method damage restoration based on addressing individual incidents of damage from a centralize perspective. Appropriate for smaller scale events. An Eversource entity established by Company Officers to provide, as needed, strategic guidance and decisions to the Emergency Coordination Team during response to emergency events impacting one or more Eversource regions. Federal Emergency Management Agency. The federal agency responsible to coordinate the federal government's role in preparing for, preventing, mitigating the effects of, responding to, and recovering from all domestic disasters, whether natural or man-made, including acts of terror. Federal Energy Regulatory Commission. The federal agency that regulates the interstate transmission of natural gas, oil, and electricity. FERC also regulates natural gas and hydropower projects. Fire/Police Standing By. Designation used to prioritize the response importance of these calls: FPS1 (highest priority), FPS2, FPS3. Also referred to as Priority One, Two or Three Calls. Graphical Analysis Tool for Outage Restoration Geo-spatial Information Systems An overall estimate of the number of days required to restore 99% of the customers in a widespread outage event. 1 In this document, MA Electric uses the term event to refer to both an event or an incident. The term incident continues to be used where it is an industry accepted part of a title, name, or term, e.g., Incident Commander, Incident Action Plan, etc. 74 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

75 Term IAP IC/ Incident Commander ICC ICS ICS Command Staff ICS General Staff ICS Organizational Level Incident 1 IMT Incident Management Team IVR IT Definition Incident Action Plan. Includes the overall incident objectives and strategies established by the Incident Commander. The Planning Section is responsible for developing and documenting the IAP. The individual, appointed by the Company s senior executive management, who has overall responsibility for the Company's response to an emergency event. Incident Command Center. The primary location where Command and General Staff are deployed and where Strategic and overall tactical operational decision-making occurs. Also where system-wide coordination of information and resources to support incident-management activities takes place. Incident Command System. Refers to the coordinated and collaborative incident management system specifically designed and made a part of the NIMS under the FEMA. ICS enables effective, efficient incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the accomplishment of tactical objectives and the management of resources during incidents. Incident management personnel who work directly with the Incident Commander to manage situational circumstances involved in event preparation and restoration, including the Communications Officer, Liaison Officer, Human Resources Officer and Safety Officer Incident management personnel who work directly with the Incident Commander to manage the major functional elements of event preparation and restoration, including the Operations Section Chief, Planning Section Chief, Logistics Section Chief and Finance & Administration Section Chief. the various levels of operation that a Company may use during an Emergency Event, typically including system level, district/regional level, branch level and decentralized/substation level An unexpected occurrence or event, natural or human-caused, which requires an emergency response to protect life, property, and/or operational capacity or business reputation. NOTE: This definition differs slightly from the NIMS definition. The organizational entity used to fulfill the roles and responsibilities of an event specific Incident Command System (ICS) of an Eversource region. It is responsible for managing the operational, logistical, planning, safety, fiscal, and local community issues related to an emergency event that impacts the Company. Interactive Voice Response Information Technology (computer, voice, data, telecommunications services) Joint Information System (JIS)/ Joint A JIS is a structure that integrates event information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, 75 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

76 Term Information Center (JIC) kv Key Functions Key Positions Liaisons LSC/ Life Support Customers Line Crew Logistics LSC LSP M&C MACC MCP MDPU MEMA Definition timely, and complete information during crisis or event operations. A Joint Information Center (JIC) is the facility / location established to coordinate all event-related public information activities. It is the central point of contact for all news media. a unit of potential equal to a thousand volts the seven functions enumerated in the ERP Guidelines that each Company must fulfill during an Emergency Event, including service restoration, environmental response, worker health and safety, customer communications, communication with government officials, logistics and field support, and finance and administration the positions established and identified by a Company in its ERP that are responsible for overseeing, at each ICS Organizational Level, Key Functions during an Emergency Event A form of communication for establishing and maintaining mutual understanding and cooperation. Liaisons are individuals who maintain relationships and communicate with other entities critical to successful event response. Also referred to as medical priority customers. Those customers who have a medical condition necessitating electric service. Electrical system workers who are able to make repairs to the electrical system to restore power. A typical crew is made up of two workers, with the exception Troubleshooters who are usually a single person unit. Procurement, maintenance, distribution, and replacement of personnel and material necessary to manage a restoration effort. Life Support Customers are defined as those residential customers, including elderly and physically challenged customers, who have a medical condition that necessitates electric utility service Licensed Site Professional. Manages and directs the operations of a spill location Maintenance and construction: functions that occur on the Eversource (Electric-MA) system during normal operations. Multi-agency Coordination Center: the physical location where representatives from multiple agencies and facilities gather to coordinate information, regional resource needs, and response efforts on a regional level and to relay state-supported resources and information. Massachusetts Contingency Plan. Mass Department of Environmental Protection s plan regarding the assessment and remediation of spills and releases of oil and hazardous materials. Massachusetts Department of Public Utilities Massachusetts Emergency Management Agency. The Commonwealth of 76 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

77 Term Mitigation Mobilization Municipal Liaison Multi-Agency Coordination (MAC) Multi-Agency Coordination Center (MACC) Mutual Assistance/ Mutual Aid Mutual Assistance Agreement NAMAG NEMAG NERC NIMS National Response Event (NRE) NRF Definition Massachusetts agency responsible for coordinating federal, state, local, voluntary and private resources during emergencies and disasters. Activities providing a critical foundation in the effort to reduce the loss of life and property from natural and/or manmade disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities. The process of deploying resources and equipment for an incident response. See Community Liaison A process that allows all levels of incident response organizations and disciplines to work together more efficiently and effectively by coordinating response activities to prioritize the event demands for critical or competing resources. The physical location where representatives from multiple agencies and facilities gather to coordinate information, regional resource needs, and response efforts on a regional level and to relay state-supported resources and information. Human and equipment resources acquired on a short term basis for purposes of reducing the outage duration during an emergency event. Characterized by reciprocal relationships with other utilities and contractors to provide help when available and receive help when needed. An agreement between the Company and other electrical companies, both inside and outside the Commonwealth of MA, that details the specifics for obtaining or lending resources, including, but not limited to, material, equipment, and qualified personnel, when internal resources are not sufficient to ensure the safe and reasonably prompt restoration of electrical service during an emergency event. North Atlantic Mutual Assistance Group Northeast Mutual Assistance Group North American Electrical Reliability Corporation. A not-for-profit entity whose mission is to ensure the reliability of the bulk power system in North America by developing and enforcement of reliability standards for transmission systems. National Incident Management System. Developed by Federal Emergency Management Agency to enable federal, state and local governments to prevent, protect against, respond to, recover from, and mitigate the effects of emergency events or incidents. An industry wide National Response Event is a natural or human-caused event that is forecasted to cause or does cause widespread power outages impacting a significant population or several regions across the U.S. and requires resources from multiple Regional Mutual Assistance Groups. When an NRE is declared, all available emergency restoration resources (including contractors) are pooled and allocated to participating utilities in a safe, efficient, transparent, and equitable manner without regard to RMAG affiliation. National Response Framework. Published by U.S. Department of Homeland Security. 77 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

78 Term NWS OH OHM OMS Operational Period Order Based Restoration OSHA Post-Event Stage Pre-event Stage Preparedness Priority One Calls (See also FPS Calls) Priority Two Calls (See also FPS Calls) Priority Three Calls (See also FPS Calls) Definition A guide to how the Nation responds to all types of disasters and emergencies published by U.S. Department of Homeland Security National Weather Service. A component of the National Oceanic and Atmospheric Administration (NOAA), an Operating Unit of the U.S. Department of Commerce, responsible for providing weather, water, and climate data, forecasts and warnings for the protection of life and property and enhancement of the national economy. Overhead electric lines Oil and Hazardous Material Outage Management System. Network computer application to identify and track electrical service interruptions and locations. The period of time scheduled for execution of a given set of actions as specified in the Incident Action Plan. Typically limited to small or moderate events, the Company manages resources and work based on individual OMS jobs dispatched to crews one order at a time. Occupational Safety and Health Organization The period of time immediately following restoration of service to all customers after an Emergency Event. Also known as Post-Emergency Event Stage The period of time between when 1) the Company first identifies an impending or predicted emergency event, and 2) when the emergency event first causes damage to the Company s system resulting in service interruptions. Also known as Pre- Emergency Stage Actions that involve a combination of planning, resource preparation, training, exercising, and organizing to build, sustain, and improve incident response operational capabilities and capacity. Preparedness is the process of identifying the personnel, training, and equipment needed for a wide range of potential events, and developing jurisdiction-specific plans for delivering capabilities when needed for an event. Emergency notifications from municipal officials regarding downed wires and utility poles that are life threatening in nature or pose imminent danger. Also referred to as FPS calls. Emergency notifications from municipal officials regarding downed wires and utility poles that pose a hindrance to emergency operations. Also referred to as FPS calls. Emergency notifications from municipal officials regarding downed wires and utility poles that pose a non-life threatening emergency hazard. Also referred to as FPS calls. 78 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

79 Term Readiness Conditions Region RoD Response Resource Management Recovery Restoration RMT RRMT Scalability Schneider Electric/ Meteorlogix Service Workers (Crews) Service Interruption Definition A series of four standardized conditions of readiness that coincide with specific activities that are performed at the company for a potential or actual event or an event based on specific warning criteria and conditions. Refers to a geographic area supported and serviced by one of the regional Emergency Operations Center. A region is composed of one or more Area Work Centers, each supporting/ servicing multiple municipalities Resources on Demand. Web-based system used to track and manage resources including field crews, support staff, lodging and meal requirements, etc. Immediate actions to save and sustain lives, protect property and the environment, and restore basic operational capacity and business functions. Response also includes the execution of plans and actions to support short-term recovery. A system for identifying available resources at all jurisdictional levels to enable timely, efficient, and unimpeded access to resources needed to prepare for, respond to, or recover from an event, including mutual aid and assistance agreements; and resource mobilization protocols. The development, coordination, and execution of service and site restoration plans; the reconstitution of government operations and services; individual, private sector, nongovernmental, and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the event to identify lessons learned; post-event reporting; and development of initiatives to mitigate the effects of future events. Actions taken to restore transmission and distribution systems (electric and gas) to normal operating condition. Restoration Management Team. Typically consisting of an RMT Operations Coordinator, a System Operator, and one Modeler Remote RMT. Established to facilitate more effective management of restoration activities and is deployed to the area of devastation to establish a local Command Post. The ability to efficiently and effectively expand or contract the level of response to an event while maintaining the basic ICS principles. The primary private weather service used by Eversource (Electric-MA) Qualified electrical workers who can safely assess, make safe, repair, or replace electrical services to customers. The loss of electrical service to one or more customers connected to an electric distribution company s distribution system. 79 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

80 Term Service Restoration Stage SCADA Scalability Service Interruption Service Restoration Stage Staging Area System Operations Center (SOC) T&D Task Force Transfer of Command TS Trouble Spot Underground Crew UG Unity of Command Vegetation Management Definition The period of time immediately following the emergency event, during which the ERP is activated and restoration operations are occurring, and ending when service is restored to all customers. Supervisory Control and Data Acquisition. A computerized system used to monitor and control flow of electricity across the network. The ability to efficiently and effectively expand or contract the response to an event while maintaining the basic ICS principles. The loss of electrical service to one or more customers. The period of time between when an Emergency Event first causes damage to the system (resulting in Service Interruptions), and the time when service is restored to all customers. Temporary location, strategically located within the operational territory, set up to receive, hold, and dispatch mutual aid crews and other contractors (generally line and tree crews) during emergency events. Staging Areas are pre-established locations, scalable in size, and generally provide for a variety of logistical services and support. The normal work location for the Distribution System Operators and controllership of the Distribution system. Transmission and Distribution A group of varied resources with common communications and a leader that may be pre-established and sent to and incident, or formed at and incident. The process of moving the responsibility for incident command from one Incident Commander to another. Trouble Shooter An individual instance of damage during an emergency restoration. Underground splicers that are able to repair the electrical system to restore power; a single crew consists of two workers. Underground Electrical System The concept by which each person within an organization in an emergency event reports to one and only one designated person. Open communication in any necessary direction is expected and encouraged; however, direction for tactical actions is limited to a single supervisor. The purpose of unity of command is to ensure unity of effort under one responsible commander for every objective. Actions taken to manage vegetation that interferes with or has the potential to interfere with electrical system components: poles, wires, transformers, etc. 80 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

81 Term Wire Guard XFMR Definition Personnel deployed to stand by at a location in response to FPS2 or FPS3 call Transformer 81 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

82 11 AUTHORITIES AND REFERENCES 11.1 Regulatory Requirements The ERP is designed to comply with and will not supersede or contradict any requirement or regulation proscribed by state and federal regulatory authorities including, but not limited to: Massachusetts Department of Public Utilities (MDPU) Occupational Safety and Health Administration (OSHA) U.S. Department of Energy (DOE) Federal Energy Regulatory Commission (FERC) North American Electric Reliability Corporation (NERC) In accordance with M.G.L. c. 164, 85B, Eversource (Electric-MA) will submit its ERP to the MDPU for review and approval no later than May 15 of each year. Eversource (Electric-MA) will also distribute a copy of the ERP to each municipality within its electric service area annually References Federal Emergency Management Agency, Comprehensive Preparedness Guide 101: A Guide for All-Hazard Emergency Operations Planning. HSEEP Homeland Security Exercise and Evaluation Program (HSEEP) 2013https:// U.S. Department of Homeland Security, National Incident Management System of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

83 12 RECORD OF CHANGES Change Number Chapter Number/Summary of Changes Date Posted (Mo/Day/Yr) Posted By 1 Comprehensive Plan Revision 05/15/2013 Richard Tobin 2 Revisions made for plan approval. 12/02/2013 Richard Tobin 3 Plan Revisions for uniformity, flexibility and scalability. 5/15/2014 Richard Tobin 4 Comprehensive Plan Revision to consolidate Eversource (Electric-MA) East and Eversource (Electric- MA) West, and to reflect name change to Eversource. 5 Revision 1 added municipalities in western MA to the Record of Distribution list. 5/15/2015 Richard Tobin 8/27/2015 Richard Tobin 6 Plan revisions: Org charts and related Attachment As 5/15/2016 Richard Tobin of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

84 13 RECORD OF DISTRIBUTION Plan # Municipality Title Address City/ Town State Zip 1 Acton EM Director 472 Main Street Acton MA Acushnet EM Director 14 Thomas Street Acushnet MA Agawam EM Director 1000 Suffield St. Agawam MA Amherst EM Director 68 North Pleasant St. Amherst MA Aquinnah EM Director 65 State Road Aquinnah MA Arlington EM Director 112 Mystic Street Arlington MA Ashfield EM Director 412 Main Street Ashfield MA Ashland EM Director 70 Cedar Street Ashland MA Barnstable EM Director 1200 Phinney's Lane Hyannis MA Becket EM Director 557 Main St. Becket MA Bedford EM Director 10 Mudge Way Bedford MA Bellingham EM Director 10 Med Street Bellingham MA Bernardston EM Director 38 Church St. Bernardston MA Blandford EM Director P.O. Box 760 Blandford MA Boston EM Director One City Hall Sq., Rm 103 Boston MA Bourne EM Director 24 Perry Avenue Bourne MA Brewster EM Director 1657 Main Street Brewster MA Brookline EM Director 350 Washington St Brookline MA Buckland EM Director 17 State Street Buckland MA Burlington EM Director 21 Center Street Burlington MA Cambridge EM Director 491 Broadway Cambridge MA Canton EM Director 22 Pleasant Garden Road Canton MA Carlisle EM Director 80 Westford Rd Carlisle MA Carver EM Director P.O. Box 580 Carver MA Chatham EM Director 249 George Ryder Road Chatham MA Chelsea EM Director 500 Broadway Chelsea MA Cheshire EM Director 80 Church Street Cheshire MA Chester EM Director 15 Middlefield Road Chester MA Chesterfield EM Director 422 Main Road Chesterfield MA of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

85 Plan # Municipality Title Address City/ Town State Zip 30 Chilmark EM Director P.O. Box 119 Chilmark MA Colrain EM Director 13 Main Rd. Colrain MA Conway EM Director 32 Main Street Conway MA Cummington EM Director 8 Fairgrounds Road Cummington MA Dalton EM Director 36 Chivers Drive Dalton MA Dartmouth EM Director 628 Dartmouth Street Dartmouth MA Dedham EM Director 26 Bryant Street Dedham MA Deerfield EM Director 8 Conway Street South Deerfield MA Dennis EM Director 90 Bob Crowell Road South Dennis MA Dover EM Director P.O. Box 265 Dover MA Duxbury EM Director P.O. Box 2824 Duxbury MA Eastham EM Director 2520 State Highway Eastham MA Easthampton EM Director 32 Payson Ave Easthampton MA Edgartown EM Director P.O. Box 208 Edgartown MA Erving EM Director 12 East Main St. Erving MA Fairhaven EM Director 40 Centre Street Fairhaven MA Falmouth EM Director 399 Main Street Falmouth MA Framingham EM Director 1 William Welch Way Framingham MA Freetown EM Director 25 Bullock Road East Freetown MA Gill EM Director 325 Main Rd. Gill MA Granville EM Director 707 Main Road Granville MA Greenfield EM Director 412 Main Street Greenfield MA Hadley EM Director 15 East Street Hadley MA Hancock EM Director P.O. Box 1303 Pittsfield MA Harwich EM Director 183 Sisson Road Harwich MA Hatfield EM Director 59 Main Street Hatfield MA Hinsdale EM Director P.O. Box 803 Hinsdale MA Holliston EM Director 59 Central St Holliston MA Hopkinton EM Director 73 Main Street Hopkinton MA Huntington EM Director 24 Russell Road Huntington MA of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

86 Plan # Municipality Title Address City/ Town State Zip 60 Hyannis EM Director 1200 Phinney's Lane Hyannis MA Kingston EM Director 105 Pembroke Street Kingston MA Lakeville EM Director 346 Bedford Street Lakeville MA Lanesborough EM Director 180 S. Main Street Lanesborough MA Lee EM Director 32 Main Street Lee MA Lenox EM Director 6 Walker Street Lenox MA Leverett EM Director 9 Montague Rd. Leverett MA Lexington EM Director 45 Bedford St Lexington MA Leyden EM Director 16 West Leyden Road Leyden MA Lincoln EM Director 169 Lincoln Road Lincoln MA Longmeadow EM Director 44 Williams Street Longmeadow MA Ludlow EM Director 574 Center St. Ludlow MA Marion EM Director 550 Mill Street Marion MA Marshfield EM Director 1639A Ocean Street Marshfield MA Mashpee EM Director 16 Great Neck Road, North Mashpee MA Mattapoisett EM Director 64 County Road Mattapoisett MA Maynard EM Director 195 Main Street Maynard MA Medfield EM Director 110 North Street Medfield MA Medway EM Director 315 Village Street Medway MA Middlefield EM Director 188 Skyline Trail Middlefield MA Millis EM Director 900 Main Street Millis MA Milton EM Director 114 Elm Street Milton MA Montague EM Director One Avenue A Turners Falls MA Montgomery EM Director 1699 Russell Road Montgomery MA Natick EM Director 20 East Central Street Natick MA Needham EM Director 88 Chestnut Street Needham MA New Ashford EM Director 199 Mallery Road New Ashford MA New Bedford EM Director 834 Kempton Street New Bedford MA Newton EM Director 1164 Centre Street Newton MA Norfolk EM Director 117 Main Street Norfolk MA of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

87 Plan # Municipality Title Address City/ Town State Zip 90 Northfield EM Director 767 Mt. Hermon Station Road Northfield MA Oak Bluffs EM Director 21 Hudson Avenue Oak Bluffs MA Orleans EM Director 58 Eldredge Parkway Orleans MA Otis EM Director 1 North Main Street Otis MA Pelham EM Director 2 South Valley Road Pelham MA Peru EM Director 13 Greylock Circle Peru MA Pittsfield EM Director Pittsfield Fire Department Pittsfield MA Plainfield EM Director 38 North Central Street Plainfield MA Plymouth EM Director 44 Obery Street Plymouth MA Plympton EM Director 3 Palmer Road Plympton MA Provincetown EM Director 26 Shankpainter Road Provincetown MA Richmond EM Director 1529 State Road, Town Hall Richmond MA Rochester EM Director One Constitution Way Rochester MA Russell EM Director 162 Main Street Russell MA Sandisfield EM Director P.O. Box 90 Sandisfield MA Sandwich EM Director P.O. Box 1340 Sandwich MA Savoy EM Director 17 Center Road Savoy MA Scituate EM Director 149 First Parish Road Scituate MA Sharon EM Director 92 South Main Street Sharon MA Shelburne EM Director 52 Maple Street Shelburne MA Sherborn EM Director P.O. Box 277 Sherborn MA Somerville EM Director 266 Broadway Somerville MA Southampton EM Director 8 East St. Southampton MA Southwick EM Director Southwick Emergency Southwick MA Springfield EM Director 1212 Carew Street Springfield MA Stoneham EM Director 6 Valdora Dr Stoneham MA Sudbury EM Director 77 Hudson Rd Sudbury MA Sunderland EM Director 105 River Road Sunderland MA Tisbury EM Director P.O. Box 1239 Vineyard Haven MA Tolland EM Director 135 North Trail Tolland MA of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

88 Plan # Municipality Title Address City/ Town State Zip 120 Truro EM Director 344 Route 6 Truro MA Tyringham EM Director P.O. Box 442 Tyringham MA Walpole EM Director 972 Main Street Walpole MA Waltham EM Director 27 Lexington St Waltham MA Wareham EM Director 2515 Cranberry Highway Wareham MA Washington EM Director 1214 Lover Lane Washington MA Watertown EM Director 99 Main St Watertown MA Wayland EM Director 38 Cochituate Rd Wayland MA Wellfleet EM Director 36 Gross Hill Road Wellfleet MA West Springfield EM Director 26 Central Street West Springfield MA West Tisbury EM Director P.O. Box 415 West Tisbury MA Westhampton EM Director 48 Stage Road Westhampton MA Weston EM Director 394 Boston Post Road Weston MA Westport EM Director P.O. Box 3470 Westport MA Westwood EM Director 580 High Street Westwood MA Whately EM Director 194 Chestnut Plain Rd. Whately MA Winchester EM Director 32 Mt. Vernon St Winchester MA Windsor EM Director 1890 Rt. 9, Ste 1 Windsor MA Woburn EM Director 124 Main St Woburn MA Worthington EM Director 509 Old Post Road Worthington MA Yarmouth EM Director 1 Brad Erickson Way W. Yarmouth MA MDPU Department Secretary 142 MEMA Operations Manager 5 th Floor, One South Station Boston MA Framingham Road Framingham MA of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

89 14 FUNCTIONAL ANNEXES 14.1 Position and Function Descriptions and Checklists Incident Commander A. Position Title Incident Commander B. Reports To: President C. Position Duties and Responsibilities: The duties and responsibilities of the Incident Commander will include, but not be limited to: Determination of whether a potential, forecasted or actual incident meets the criteria for activating the ERP and staffing the ICC. Determine which components of the ERP will be initiated by an event, based upon the event Type associated with the event. Determine the resources required to respond to an event, and directing the efforts to (i) obtain the required resources, and (ii) allocate available resources on a system-wide basis. Ensure incident safety. Work with Command and General Staff to develop incident objectives and strategy. Approve the IAP. Provide overall direction, leadership and strategy. Approve key messaging. Inform executive leadership of the status of the event response and situations that could materially affect the company. Take policy input from the President of the Company. Delegate responsibility and authority to others. Coordinate the efforts of the General Staff (Sub-Commanders) within the Company s ICS organizational structure. Ensure that the Command and General Staff execute their specific duties and responsibilities. Provide restoration response status information, as warranted and appropriate, to senior management. Implement the ERP demobilization process. Implement the post-event review process. D. Pre-Emergency Preparations: Monitor predicted events and, using information provided by the Command & General Staff, along with guidance provided in the ERP, assess the need to activate the ERP. Make recommendations to the President or designee regarding the need to activate the ERP. 89 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

90 Ensure that members of the Executive Staff remain informed of the potential activation of the ERP. Following ERP activation, report to ICC. Activate Command Staff Officers and General Staff Section Chiefs. Review and/or approve resource requests Ensure notification and appropriate updates to all external and internal stakeholders and partners. Confirm Command and General Staff review staffing availability for their Sections. E. Duties, Responsibilities, and Actions during an Emergency Event Establish objectives and priorities for each operational period. Approve the Incident Action Plan and disseminate to General Staff. Review and approve requests from the Operations Section Chief for outside line crews, tree crews and other external resources. Establish Operational Periods/ shift schedules. Review restoration progress and recommendations made by General Staff members. Periodically brief the Executive Staff on restoration status and progress. Provide centralized, coordinated leadership of emergency operations, strategic and tactical objectives. Monitor the restoration process. F. Post-Emergency Event Responsibilities and Reports: Work with the Operations Section Chief to develop a plan for termination and demobilization. Forward all documentation to the Planning Section Chief for disposition. Schedule a post-event critique with key ERP personnel, as soon as conditions permit. G. Equipment Required: Mobile Device H. Position Work Location: Incident Command Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 90 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

91 ERP Incident Command Pre-Event Meeting Agenda Eversource Massachusetts Command & General Staff Pre-Event Meeting Agenda Command and Control - Incident Command Center (ICC) Incident Date: Time: 1. Latest Weather Forecast or Event Conditions 2. Safety Officer a. Safety Always- NSTAR Storm Guiding Principals b. Safety Message c. Issue Storm Safety Briefing 3. Planning Chief a. Situational Briefing i. Readiness Condition ii. Event Level Classification iii. EOC Status b. System Conditions i. Key Off Schedules ii. Planned work status c. Overall Staffing Summary RoDs Activation i. Key Resource Staffing 1. Line Resources 2. Contractors & Mutual aid 3. Damage Assessment Patrollers 4. Wire Guards ii. External Resource requirements 4. Operation Chief a. EOC and RMT staffing by EOC i. Staffing Schedule ii. Action Plan b. System Operations Overview (Transmission & Substation) i. Emergent unplanned work ii. Planned work exceptions c. Priority Wire Down Partnership (Field Partner Deployment Roster) d. Community Task Force i. Deployment & Status Update e. Emergency Operations Center Summary i. Logistical Issues 1. Food & Lodging Requirements 2. Fleet (Chains) 3. Radio and IT Issues 4. Mobile Command Trailer Deployment 5. Logistics Chief a. Contractor/Mutual Assistance i. Open requests and status ii. Staging Area 91 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

92 b. Materials Management i. Inventory Status ii. ERP Kits iii. Site Deliveries c. IT d. Transportation e. Facilities f. Food & Lodging g. Security 6. Finance & Administration Chief a. Work Order Initiation b. Pro-Cards 7. Communications Officer a. Customer Interaction Group Call Center (CICCGCC) i. Life Support Customer Notifications Date/Time ii. Messaging iii. CIC CGCC Staffing b. Media c. Corporate & Employee 8. Liaison Officer a. Government Affairs i. DPU ii. MEMA b. Community Liaison s i. Municipal Notifications ii. Staffing iii. High Profile Areas 9. Human Resource Officer a. Employee/Labor Issues 10. ERP Level Evaluation a. Response Level review 11. Summary of Open Issues & Events 12. Schedule for Next Meeting 92 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

93 ERP Incident Command Restoration Phase Meeting Agenda Eversource (Electric-MA) Command & General Staff Meeting Agenda, Incident Progress Report Command and Control - Incident Command Center (ICC) Incident Date: Time: 1. Latest Weather Forecast or Event Conditions 2. Safety Officer a. Safety Always- Eversource (Electric-MA)Guiding Principals b. Safety Message i. Report of PI, MVA or Near Miss Incidents 3. Planning Section Chief a. Duration Estimates from transmission, substation and circuit lock out reports i. System Impacts 1. Transmission lockouts 2. Substation lockouts 3. Distribution Lock-Outs a. Full b. Partial b. Distribution Outage Summary i. Work summary c. Fire & Police Calls by EOC i. FPS1 ii. FPS2 iii. FPS3 1. Areas of concern d. Outage Analysis update i. Current Staffing ii. # of Raw Calls e. Damage appraisal i. # of Circuits/Jobs Analyzed and Un-assigned ii. # of Circuits/Jobs being Surveyed iii. # of Circuits/Jobs Completed f. Expected Completion of Survey Process g. Overall Staffing Summary i. Key Resource Staffing 1. Line Resources 2. Contractors & Mutual aid 3. Damage Assessment Patrollers 4. Wire Guards ii. External Resource requirements 4. Operation Section Chief a. Light Out jobs being worked (Gator Active Job Summary) i. b. Fire and Police Priority 1 i. Pending Calls ii. Response Times c. Community Task Force i. Deployment & Status Update 93 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

94 d. ETR Review / Shared Planning 3 time daily update e. Crew Management i. Customer Restoration Rate ii. Average Number of Jobs Completed per Crew f. Emergency Operations Center Summary i. Staffing Needs ii. Action Plan iii. Logistical Issues g. System Operations Overview (Transmission & Substation) i. Emergent unplanned work ii. Planned work exceptions iii. Staffing 5. Logistics Section Chief a. Contractor/Mutual Assistance i. Open requests and status ii. Staging Area b. Materials Management i. # of Key Commodities Used ii. Shortages or Stock-Outs iii. Site Deliveries c. IT d. Transportation e. Facilities f. Lodging g. Security 6. Finance & Administration Section Chief a. Financial and Cost Update 7. Communications Officer a. Customer Interaction Group Call Center (CICCGCC) i. Call Volume ii. Repeat Calls iii. Messaging iv. Hard spots b. Media c. Corporate & Employee 8. Liaison Officer a. Government Affairs i. DPU ii. MEMA b. Community Relations i. Life Support Customers Impacted ii. Critical Facility issues iii. High Profile Areas iv. High Profile Customers v. FPS Calls 94 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

95 9. Human Resource Officer a. Employee/Labor Issues 10. ERP Level Evaluation a. Response Level review b. Demobilization 11. Summary of Open Issues & Events 12. Schedule for Next Meeting 95 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

96 Emergency Preparedness Specialist A. Position Title: Emergency Preparedness Specialist B. Reports To: Incident Commander C. Position Duties and Responsibilities: The Emergency Preparedness Specialist is responsible for the readiness, planning, integration, training/drilling, initiation and management of the Company Emergency Preparedness (EP) processes and plans. This includes, but is not limited to, events attributed to major weather storms, municipal, state or federal emergencies, Company infrastructure emergencies (i.e., black start, network restoration, loss of SCADA/Communications)and Company business continuity emergencies. This position provides leadership and support to the Company managers who are accountable for EP response and decisions regarding process, people and technology during all phases of emergency preparation and response. The position also ensures consistent initiation and implementation of the Company s various EP plans and assists the Incident Commander during such emergencies as needed. This position is responsible for building pre-emergency relationships with municipal, state or federal government officials as well as with Mutual Aid and external contract resources. D. Pre-Emergency Preparations: Maintains contact list of internal resources and their ERP assignments. Monitors various weather services for potential threats to the Company Service Territory and provides situational awareness to the Incident Commander. Under the direction of the Incident Commander initiates a SIREN alert notification to Command and General Staff to convene a call/meeting to discuss the potential threat or impact of an event. Facilitates ICC meetings. Follow and monitor the activation activities across all response sections. Communicate with Telecommunications and Cable Companies of preparations and make arrangements for information exchange protocols. Collaborates with Assistant Liaison Officers Government and Community to initiate pre-event reports to state, municipal, and regulatory officials. Prepare and provide situational reports and assist the IC as necessary. Under the direction of the Incident Commander and the Planning Section Chief initiate request for mutual assistance through the EESCO. Ensure event preparations are in compliance with the emergency response plan. Deploy to the ICC as directed by the Incident Commander. E. Duties, Responsibilities, and Actions during an Emergency Event: Schedule and facilitate the Incident Command Meetings. Ensure that the Incident Action Plan has been documented and disseminated. 96 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

97 Keep log of action items through Incident Action Plan. Assist the Incident Commander with situational reports and data as requested. Ensure restoration process in compliance with the emergency response plan. Collaborates with Ass t Liaison Officer Government, and Resource Tracking Branch Director to issue outage reports (Table A) and Crew Reports (Table B) to state and regulatory officials as required. Ensure lines of communications are open between the Company, Verizon, Comcast and other third party attachment companies. F. Post-Emergency Event Responsibilities and Reports: Ensure demobilization process is underway and monitor progress. Collect and preserve IAP s and ICC meeting notes. Schedule after action review meeting for the next Section Chief meeting. Document opportunities for improvement and lesson learned. Incorporate action items into annual emergency response improvement plan. Facilitate the Final Event Report for Type 1, 2, and 3 events to be submitted to the Department of Public Utilities 30 post event. G. Equipment Required: Mobile Device Laptop computer GETS and WPS Account H. Position Work Location: Incident Command Center I. Activation Notification: On-Call 97 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

98 Human Resource Officer A. Position Title: HR Officer B. Reports To: Incident Commander C. Position Duties and Responsibilities: The Human Resources Officer provides support and advises the Incident Commander on contractual and policy obligations regarding represented and non-represented employees. Additionally, the HR Officer is responsible for providing support services to employees, including direction regarding: payroll, family benefit issues, shelters, home improvement contacts, and employee assistance programs for storm-related concerns. D. Pre-Emergency Preparations: Following ERP Activation, activate subordinate staff. Deploy to ICC as directed, report to the Incident Commander and obtain a briefing. Ensure employee assistance information is readily available. Ensure a retiree list of available resources is updated. Update and review emergency response plan updates with local union leadership. E. Duties, Responsibilities, and Actions during an Emergency Event: Interpret the Company s policies and procedures and provide advice and guidance to the Incident Commander. Coordinate briefings between Incident Command and union leadership. Coordinate with employees and their families regarding personnel issues related to the event; Monitor labor issues during event and keep union leadership appraised. F. Post-Emergency Event Responsibilities and Reports: Communicate to union leadership on demobilization activities. Participate in the Post-Event review to submit lessons learned, if applicable. Ensure all forms and documentation are completed and forwarded to the Manager of Emergency Preparedness. G. Equipment Required: Mobile Device Laptop computer H. Position Work Location: Incident Command Center I. Activation Notification: On-Call 98 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

99 Procedure: Human Resources Actions 1.0 Purpose 1.1 This procedure describes the actions that are to taken by Human Resources (HR) Officer in response to varying Types of ERP activation. 2.0 Responsibilities 3.0 Precautions None 4.0 Prerequisites 5.0 Actions 6.0 Attachments 7.0 References 2.1 The HR Officer is responsible for implementing this procedure. 4.1 The Incident Commander has activated the ERP or has directed preparation for a predicted ERP event. 5.1 The HR Officer participates in the ERP Incident Command Initiation Meeting and advises as to the impacts on the declaration of an ERP. When an ERP is declared the HR Officer will provide for appropriate coverage for the emergency, on a 24- hour basis if necessary. 5.2 HR Specialists The HR Specialists assigned to the EOC will communicate/notify Union Leadership (President, Business Agents) on the declaration of an emergency, the escalation and de-escalation Type(s) of the emergency and termination of an emergency, as well as the use of foreign crews/outside contractors Provide counsel/recommendations for any employee/labor issues that arise Notify senior management of any significant employee/labor issues Provide clarification on applicable Human Resources policies and procedures and work with Communications Team on appropriate dissemination of information during an ERP Address specific employee situations that arise during a declared emergency. 99 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

100 Safety Officer A. Position Title: Safety Officer B. Reports To: Incident Commander C. Position Duties and Responsibilities: Coordinate deployment of Safety personnel to locations requiring assistance. Ensure adherence to all safety policies and requirements. Stops any unsafe work practice observed, and empowers others to do the same. Sets safety expectations with Mutual Aid and contractor crews by ensuring they are briefed on the emergency restoration safety guidelines. Ensure that subordinate positions execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Participate in Incident Command meetings. Determine staffing needs based on ERP predictions. Deploy Safety staff to various fixed and field locations. Ensure safety briefing is provided for all internal and external crews who may work on restoration efforts. Prepare tailboard messages and ensure that other safety material is available for distribution to crew supervisors. E. Duties, Responsibilities, and Actions during an Emergency Event: Provide regular reports/ updates to Incident Commander. Reassign/ redeploy Safety staff to various fixed and field locations as needed. Ensure staffing level continues to be sufficient based on work conditions and locations. Ensure safety briefing is provided for all internal and external crews who may work on restoration efforts. Ensure tailboard messages are prepared and delivered, and ensure that other safety material is available for distribution to crew supervisors. Notify Incident Commander about any safety related incidents. F. Post-Emergency Event Responsibilities and Reports: Conduct debriefing with all Safety staff. Collect information for development of After Action Review/ Improvement Plan, and provide to Manager of Emergency Preparedness. Conduct Demobilization process to return to normal business operations. Ensure that all forms and documentation are properly completed and scanned/ saved in the designated shared folder and/ or forwarded to the Manager of Emergency Preparedness. G. Equipment Required: Laptop or PC Desk phone Cell phone H. Position Work Location: Incident Command Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 100 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

101 Procedure:Worker Health & Safety 1.0 Purpose 1.1 This procedure describes the actions that are to taken by the Safety Officer to varying Types of ERP activation. 2.0 Responsibilities 2.1 The Safety Officer is responsible for implementing this procedure. 3.0 Precautions None 4.0 Prerequisites 4.1 The Incident Commander has declared an ERP or preparation of an ERP. 5.0 Actions 5.1 The Safety Officer participates in the ERP Incident Command Initiation Meeting and advises as to the impacts on the declaration of an ERP. When an ERP is declared the Safety Officer will provide for appropriate coverage for the emergency, on a 24-hour basis if necessary. 5.2 Safety Specialist Role Orient and brief mutual assistant crews regarding NSTAR safety requirements Assist operations with setting mutual assistant crew expectations and providing an overview of our system Provide daily Storm briefings to be distributed to field personnel with value added topics associated with the conditions of the storm on a daily basis Observe and monitor internal and external crews, through field visits, to assure safe work practices are followed Provide communication and follow up to any incident that may occur during the process of restoration 101 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

102 Storm Restoration Crew Safety Instructions Your safety is our primary concern Conduct job briefings. Document your Job briefings. Communication within your crew and with other crews is critical. Assume everything is energized unless you visually see or apply the grounds. Every employee and contractor is responsible and expected to exercise emergency authority to prevent or stop unsafe acts when immediate action is required. Make sure you have open lines of communication with your Company point of contact. Make sure your Company point of contact is in communication with the RMT. Continuously communicate the feeder/lines you are working on with your Company point of contact. When switching and tagging is performed for your crews, ensure you are knowledgeable of any changes that have taken place. Test at all points of work to verify that it is de-energized before working. Remember it s not dead (De-energized to perform work) unless it s grounded Wear appropriate rubber gloves and sleeves on conductors even if they are grounded. ----Gloves and sleeves are required at secondary level voltages---- Keep in mind that secondaries could be energized at primary voltages. Do not assume the voltages without testing. Basic Personal Protective Equipment (PPE) includes hard hat, safety glasses with side shields, safety toe footwear, (EH rated) and appropriate hand protection. Flame Resistant/Retardant clothing is required when working on or near energized equipment. Appropriate fall protection must be worn in buckets (100%) and structures. Additional fall protection may be required when climbing poles and towers due to ice and high wind conditions. Check stresses on poles and their condition before climbing. Ensure poles are secured if there is a potential of falling. During storm activity when visibility is limited, reflectorized vests or equivalent reflectorized clothing is required. Note: reflectorized vests or reflectorized clothing are required at all times when flagging traffic and when exposed to vehicular traffic. Work Area Protection (traffic warning signs and cones) for your vehicle(s) is extremely important for your safety as well as the safety of the public. Be extremely cautious of overhead hazards, trees, wires, poles, etc. Ladders will be secured and/or held by a second worker. If any public or customer property is damaged, report it to a Company representative. If you need to leave any portion of the electric system in a different status than original (abnormal), report it to your Company point of contact to ensure they contact the system dispatch (operator/controller). Record the time of restoration on your work order. Keep track of all switching activities. Do not work beyond your personal limitations. If you need rest, stop working. Report all incidents, immediately to your assigned Company liaison!! 102 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

103 When in doubt, ask questions! ENSURE PUBLIC SAFETY, IT S ALL OF OUR RESPONSIBILITY!!! Once again, your safety is our primary concern! BE MINDFUL OF ANY UNFORESEEN CONDITIONS, STORM CONDITTIONS INTRODUCE UNIQUE HAZARDS AND THE LEVEL OF AWARENESS REGARDING YOUR SURROUNDINGS NEEDS TO ELEVATED. PERFORM A HAZARD ASSESSMENT FOR EACH JOB UTILIZING YOUR JOB BRIEF FORMS. YOUR DISCUSSION MUST BE DOCUMENTED AND SIGNED OFF BY THE PERSON IN CHARGE OF THE WORK; the Company IS CONFIDENT THIS DOCUMENTED APPROACH ENHANCES THE OPPORTUNITY OF A THOROUGH UNDERSTANDING OF THE HAZARDS ASSOCIATED WITH THE JOB EACH. 103 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

104 Understanding Equipment Responsibility Company s Responsibility Customer s Responsibility 104 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

105 Plymouth and Cape & Vineyard Divisions Overview Primary Voltage: 25kv wye system with 14.4, 7620, 4160 wye voltage circuits. Delta voltages are 8320, 4800 and 2400 usually feed off of Stepdown transformers. Plymouth Division - Towns of Rochester and Marion have some primary voltages at 13.2, and 7620 System Protection: Reclosers located in the field and substations and Fused Disconnects Switching & Tagging: Circuit will be open and tagged through the Company personnel. Station switching will be performed by substation crews and remotely via SCADA. Do Not Operate Tag This tag will be used for most field restoration work. Grounding: All circuits will be identified, tested and grounded before any work begins on the line and/or section of line. Transmission System: 345/115 kv system 115/25 feeder voltage to and from most substations 105 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

106 New Bedford Division Overview Primary Voltage: 13.2kv wye Primary Voltage System with, 7620, 4160 wye voltage circuits. Delta voltages are 4800, 2400 and 2160 usually feed off of Stepdown transformers. There is a very small section of 34.5 kv that feeds an LNG Plant in the town of Acushnet System Protection: Reclosers located in the field and substations and Fused Disconnects Switching & Tagging: Circuit will be open and tagged through the Company personnel. Station switching will be performed by substation crews and remotely via SCADA. Do Not Operate Tag: Red Tag: These tags will be used for most field restoration work. Grounding: All circuits will be identified, tested and grounded before any work begins on the line and/or section of line. Transmission: 345/115 kv voltage 115/13.2 kv voltage 106 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

107 Eversource (Electric-MA)North Division Overview Primary Voltage 13.8 kv wye and 4kv wye system. 4kv system is fed from some 4kv stations and step-down transformer off the 13.8 system. System Protection Reclosers, Sectionalizers and Fused Disconnects Switching & Tagging: Circuit will be open and tagged through Eversource (Electric- MA)personnel. Station switching will be performed by substation crews and remotely via SCADA. Do Not Operate Tag: This tag will be used for most field restoration work. Transmission: 345/115 kv voltage 230 kv voltage Note: Ground wire should meet the minimum OSHA Standard wire size of #2 AWG or be sized equal or greater than the conductor size to be grounded. 107 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

108 Liaison Officer A. Position Title: Liaison Officer B. Reports To: Incident Commander C. Position Duties and Responsibilities: The Liaison Officer is responsible for maintaining the information exchange between the Company and municipal, government, and non-government organizations. D. Pre-Emergency Preparations: Implement pre-event notifications to all stakeholders including municipal representatives, MEMA, MDPU, and others as required. Following ERP activation, notify or activate staff Deploy to ICC as directed, report to Incident Commander and obtain a briefing Disseminate information to subordinates. Review tools and technology (i.e.: critical facilities dashboard). Verify the MEMA and State Liaisons have made the required MEMA and MDPU notifications. E. Duties, Responsibilities, and Actions during an Emergency Event: Ensure liaisons work with municipal officials from each community to share information, including identification of community restoration priorities. Prepare and submit reports to MDPU. Schedule regular update meetings with subordinates to disseminate information. Inform Command Staff of areas of concern. Coordinating state agency efforts. Conduct regular scheduled conference calls with staff. F. Post-Emergency Event Responsibilities and Reports: Ensure all forms and documentation are completed and forwarded to the Manager of Emergency Preparedness. Communicate to stakeholders of demobilization of ERP and return to normal business operations. G. Equipment Required: Mobile Device Laptop computer GETS and WPS Account H. Position Work Location: Incident Command Center I. Activation Notification: On-Call 108 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

109 Assistant Liaison OfficerUnit Leader Regulatory and Government Affairs A. Position Title: Assistant Liaison Officer - GovernmentUnit Leader Regulatory and Government Affairs B. Reports To: Liaison Officer C. Position Duties and Responsibilities: The position directs and manages the functions of coordinating and communicating with and providing reports to various State and regional governmental agencies, including the Massachusetts Emergency Management Agency (MEMA) and the Massachusetts DPU (MDPU). MEMA directs and supports emergency preparedness and response activities across the Commonwealth, and is located in the Massachusetts Emergency Operations Center (MEMA EOC) in Framingham MA. Representatives of the MDPU and related state agencies may also be located in the MEMA EOC during incident response. Preparedness activities include the maintenance of contact information through the usage of various computer software programs like Lotus Notes, Excel, etc. Ensure that the positions within the Liaison function execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Activate government liaison staffstate EMA Liaisons and deploy to MEMA EOCs, as requested. Coordinate communication and information sharing with MEMA and DPU regarding the Company ERP preparation actions, ERP activation, resource requirement predictions and resource acquisition. Respond to requests for information from appointed and elected officials. Provide Liaison Officer with updates about reactions from appointed and elected State and Federal officials. Review regulatory requirement s regarding reporting and notifications. Maintain lists of contact information state elected officials and of MEMA, MDPU, and DOER staff, and update as necessary. Submit Pre-event Preparedness Reports to MEMA/ DPU every eight hours. Ensure coordination and alignment of public information messaging and talking points with messaging by MEMA/ DPU. Gather Situation Reports from MEMA and disseminate to Situation Unit. E. Duties, Responsibilities, and Actions during an Emergency Event: Notify MDPU of the emergency event. Coordinate preparation and timely submission of Table A and Table B reports to MDPU. Coordinate communication and information sharing with MEMA and DPU regarding the Company ERP restoration activities, ETRs, and related information. Respond to requests for information from appointed and elected officials. Provide Liaison Officer with updates about reactions from appointed and elected State and Federal officials. Provide advance notification to the Regulatory Liaison to establish a dedicated single point of contact for submitting necessary reports required per A.. Determine appropriate Unit staffing and scheduling 109 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

110 Notify Liaison Officer when Government and Regulatory Liaison(s) are in place at their assigned deployment work locations. Participate in regularly schedule phone conferences initiated by Liaison Officer. Report to ERP work assignment location. Ensure that appropriate state officials, including the MDPU, are provided information on a regular basis, typically in conjunction with regularly scheduled updates provided to the Assistant Communications Officer - Media.Participate in regularly scheduled phone conferences initiated by Liaison Officer. Ensure that appropriate state officials are provided information on a regularly scheduled basis, typically in conjunction with regularly scheduled updates provided to Assistant Communications Officer - Media. Advocate special circumstances brought to his/her attention by state officials to Liaison Officer. Provide information about reactions from appointed and elected state and federal officials to the Liaison Officer. Ensure coordination and alignment of public information messaging and talking points with messaging by MEMA/ DPU. Gather Situation Reports from MEMA and disseminate to Situation Unit through Liaison Officer. F. Post-Emergency Event Responsibilities and Reports: Conduct debriefing with all Unit staff. Collect information for development of After Action Review/ Improvement Plan, and provide to Liaison Officer. Ensure that all forms and documentation are properly completed and scanned/ saved in the designated shared folder and/ or forwarded to the Liaison Officer. Conduct Demobilization process to return to normal business operations. G. Equipment Required: Laptop or PC Cell phone Desk phone H. Position Work Location: Westwood Facility I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 110 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

111 State EMA Liaison A. Position Title State EMA Liaison B. Reports To: Assistant Liaison Officer -GovernmentUnit Leader Regulatory and Government Affairs C. Position Duties and Responsibilities: Act as a communication conduit between the state EOC, regional Emergency Operation Centers, and Eversource Emergency Operations Centers, to resolve escalated concerns and issues. D. Pre-Emergency Preparations: Participate on pre-event Liaison conference calls and discuss availability with Assistant Liaison Officer. E. Duties, Responsibilities, and Actions during an Emergency Event Report to MEMA Regional Operations Center Field questions and issues raised by MEMA staff Seek additional information as requested by MEMA staff Escalate issues to Assistant Liaison Officer for resolution Participate on Eversource Liaison conference calls F. Post-Emergency Event Responsibilities and Reports: Reassignment and release coordinated with the Assistant Liaison Officer - Government Notify MEMA Incident Commander when position will be standing down G. Equipment Required: Laptop, cell phone H. Position Work Location: MEMA Regional Operations Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 111 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

112 Regulatory Liaison A. Position Title Regulatory Liaison B. Reports To: Assistant Liaison Officer -GovernmentUnit Leader Regulatory and Government Affairs C. Position Duties and Responsibilities: Act as a communication conduit between Eversource and the Department of Public Utilities. Ensures all state reporting is completed as required, and provides additional information as requested by the Department. D. Pre-Emergency Preparations: Participate on pre-event Liaison conference calls and discuss availability with Assistant Liaison Officer - Government Reviews regulatory requirements regarding reporting and notifications Provide pre-event reports documenting company strategies and plans E. Duties, Responsibilities, and Actions during an Emergency Event Provide Table A and Table B reports to the Department every 4 and 6 hours, respectively Field questions and seek additional information as requested by Department staff Escalate issues to Assistant Liaison Officer Government for resolution Participate on Eversource Liaison conference calls F. Post-Emergency Event Responsibilities and Reports: Notify Department when position will be standing down Contribute to post-event reporting as needed G. Equipment Required: Laptop/computer, cell phone H. Position Work Location: Westwood Facility I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 112 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

113 Assistant Liaison Officer - Community A. Position Title Assistant Liaison Officer - Community B. Reports To: Liaison Officer C. Position Duties and Responsibilities: The Assistant Liaison Officer works closely with the Liaison Officer to maintain the exchange of information between the Company and municipal, government, and non-government organizations. D. Pre-Emergency Preparations: Report to ICC as directed, obtain briefing, and disseminate information Prepare roster and staffing plan Notify and/or activate staff Ensure State, Government and Community Liaisons have made required notifications E. Duties, Responsibilities, and Actions during an Emergency Event Ensure liaisons work with municipal officials from each community to share information, including identification of community restoration priorities Ensure reports are submitted to DPU Schedule and/or participate on regular conference calls with liaisons to disseminate information and address any escalated issues Inform Command Staff of any areas of concern F. Post-Emergency Event Responsibilities and Reports: Ensure all forms and documents are completed and forwarded to the Manager of Emergency Preparedness Communicate to stakeholders of demobilization and return to normal business operations. G. Equipment Required: Laptop/computer, cell phone H. Position Work Location: ICC I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 113 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

114 Community Liaison Unit Leader A. Position Title: Community Liaison Unit Leader B. Reports To: Liaison Officer C. Position Duties and Responsibilities: The Community Liaison Unit Leader directs and manages the functions of coordinating and communicating with municipal officials bythrough the Community Liaisons assigned to various communities. Preparedness activities include the maintenance of contact information through the usage of various computer software programs like Lotus Notes, Excel, etc. The Community Liaison Unit Leader ensures the positions within the unit execute their specific duties and responsibilities. During response to events that have affected Cape Cod, a Multi-Agency Coordination Center (MACC) is established on Cape Cod to coordinate logistical resource support and public information. When requested, Unit Leader will deploy a Community Liaison to the MACC to provide information and assist in coordinate efforts. D. Pre-Emergency Preparations: Activate Community Liaisons and deploy to EOCS and Area Work Centers, as requested. Review lists of contact information for municipal officials and, and update as necessary. Initiate outbound calling to municipal officials E. Duties, Responsibilities, and Actions during an Emergency Event: Coordinate communication and information sharing with municipal officials. Respond to requests for information from appointed and elected officials. Provide Operations Branch Director with updates about priorities from public officials. Provide advance notification and establish a dedicated single point of contact for communication providing frequent and timely status reports. Determine appropriate Community Liaison staffing and scheduling Notify municipal officials when staff is in place Conduct regularly scheduled phone conferences Ensure that appropriate municipal officials are provided information on a regular basis, typically in conjunction with regularly scheduled updates provided to the Assistant Communications Officer - Media.Such information may include, but is not limited to: o Description of Emergency o Description of System Conditions o Number of Customers affected o Areas affected o Number of Company crews, troubleshooters, & tree crews working o Plans to request external resources and resource ETA. o Weather forecast (if applicable) o Copies of Press Releases o Hot-Button items that may be reported by news media o Anticipated restoration times Participate in regularly scheduled phone conferences initiated by Electric Operations. F. Post-Emergency Event Responsibilities and Reports: 114 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

115 Ensure that event records are finalized and stored in the designated shared folder and/ or forwarded to the Liaison Officer. Conduct Demobilization process to return to normal business operations. G. Equipment Required: Laptop or PC Cell phone Desk phone H. Position Work Location: EOC I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 115 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

116 Community Liaison A. Position Title Community Liaison B. Reports To: Community Liaison Unit Leader C. Position Duties and Responsibilities: Coordinates with towns to address critical public safety response. Communicates Company strategy, progress, and available restoration projections for its restoration effort. D. Pre-Emergency Preparations: Provide availability schedule to Community Liaison Unit Leader Initiate pre-event phone calls to Emergency Managers in each town, and log results of phone calls Retrieve phone numbers for Customer Service and E911 Response and have available E. Duties, Responsibilities, and Actions during an Emergency Event Call town officials to provide Eversource point of contact information, and to determine primary point of contact in the town for the event. Share town point of contact information with Community Liaison Unit Leader Keep call logs by town, each day of the event Participate on conference calls with Community Liaison Unit Leader At shift change, out-reach to impacted towns to provide new contact name and provide any status update Answer Community Liaison telephone line and provide support to callers, including: Research issues as needed Escalate issues to Community Liaison Unit Leader Transfer callers to E911 customer service phone number, to report emergencies Help towns prioritize events escalated through the Liaison telephone line F. Post-Emergency Event Responsibilities and Reports: Call towns where outages may still exist, and communicate expected ETRs, and staffing strategies to get remaining customers online Scan call logs to PDF documents and forward to Community Liaison Unit Leader G. Equipment Required: Computer, telephone, cell phone H. Position Work Location: Regional EOCs and/ or AWCs, as directed I. Work Period: One 8-16 hour work period per day J. Activation Notification: On call 116 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

117 Procedure: Community Liaison 1.0 Purpose 1.1 This procedure describes the actions that are taken by Community Liaisons during an emergency as defined in the Company Emergency Response Plan (ERP). 2.0 Responsibilities 2.1 The Community Liaisons are responsible for the extraordinary two-way communication between local communities and the Company. Such information could contain, but is not limited to: Restoration Times Special operating conditions (plowing, tree damage, road block, etc.) Special restoration needs (shelters, hospitals, nursing homes, public safety issue) Notify Public Safety Officials regarding outages to Life Support Customers in their community 3.0 Precautions 3.1 None 4.0 Prerequisites 4.1 There has been a specific or wide-spread incident necessitating the opening of one or more Emergency Operation Centers (EOC) 4.2 A weather forecast is indicating a serious threat to the Company system or extensive system damage has occurred 4.3 An emergency as defined by the ERP. 5.0 Actions 5.1 Upon notification of declaration of emergency from Community Liaison Coordinator or Unit Leader, report to assigned ERP work location. 5.2 Notify Operations Group Manager and Community Liaison Coordinator of your arrival at your assigned ERP location. 5.3 Verify assigned communication links are functioning properly (land line telephone numbers, fax machines, s, cell phones etc.) 5.4 Contact Municipal Representatives (Town Manager, Public Safety officials and DPW officials) and provide them with your contact information. 5.5 Verify notification of relief personnel and schedule. 5.6 Provide Operations Group Manager with requests from individual towns for special circumstances (i.e. wires down blocking plow, public safety personnel standing by, special locations like nursing homes, hospitals) 5.7 Log contacts with any municipal official At conclusion of emergency, gather logs, notes and after action reports, attach to summary report, and forward to the Community Liaison Unit Leader. 6.0 References 6.1 none 117 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

118 Procedure: Massachusetts Emergency Management AgencyState EMA Liaison 1. Purpose This procedure guides the Company s participation at one or more central emergency locations established by the Commonwealth of Massachusetts during an emergency as defined in the Company ERP 2. Responsibilities It is the responsibility of the State EMA Liaison to act as a conduit of information and facilitate two-way communications regarding requests for assistance between the Company and State Emergency Management Agency. 3. Precautions None 4. Prerequisites 4.1 There has been a specific or wide-spread incident necessitating the opening of the State EOC. 4.2 An incident has been predicted that indicates a possible serious threat to the Company s system or extensive system damage has occurred. 4.3 The Commonwealth of Massachusetts has requested a Company Liaison be deployed to the MEMA EOC. 5. Actions 5.1 Upon notification by the Assistant Liaison Officer Government of the Commonwealth s request for a Company representative at the MEMA EOC, the State EMA Liaison reports to one of the MEMA EOCs(usually in Framingham or in Agawam). 5.2 Upon arrival at the EOC, report to the senior ranking MEMA official 5.3 Notify the Assistant Liaison Officer Government of your arrival and report the following information: Phone number and fax number where the State EMA Liaison can be reached within the EOC Status of State of MA preparedness Status of State of MA response Status of other utilities that have deployed a State Liaison to the EOC. 5.4 Respond to requests from the MEMA Officials for information about the Company s emergency response 5.5 Notify his/her replacement of his arrival and arrange tentative shift relief. Brief replacement at change of shift 5.6 Notify the Assistant Liaison Officer Government when shift changes occur. 5.7 At conclusion of emergency, gather notes and after action items and forward to Assistant Liaison Officer Government. 6. References 7. None 118 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

119 ERP Reporting: Pre-Event Stage Preparedness Report From: Eversource (Electric-MA) To: Massachusetts Department of Public Utilities Date/ Time: Report #: 1 Weather Forecast (Overview & Attach Forecast) 2 Planned Conference Calls (Date/Time) 3 Pre-event Communications with Public, Municipal Contacts, & Elected Officials (Describe methods) 4 Pre-event Notifications with Regulators, MEMA and LCSs (Describe methods) 5 Expected ERP Classification Type 6 Resource Readiness (Indicate actions taken and type/quantities. Attach tables as needed) 7 Likelihood of EOC being opened (Date/time EOC Activated. Type of Activation) 8 Problems Anticipated/ Encountered for Event 9 Any Other Pertinent Information: 119 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

120 Date/ time Event Type Expected % Customer Outages Expected # of Trouble Locations Expected type & # of crews required Expected duration of restoration Resource Readiness Crew Type Crews Number (Committed) Current Number (Confirmed) NEMAG Request Crew Availability/ETAs Internal Line External Line Tree Damage Assessor Wires Down Support Contacts: Kerry Britland w, c Mary Molloy w; c Notes: Weather Forecast (detailed): 120 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

121 ERP Reporting: Outage Table A ERP Reporting: Service Restoration Stage, Table A 121 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

122 ERP Reporting: Service Restoration Stage, Table B 122 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

123 ERP Reporting: Final Event Reports Event Restoration Duration Summary Table 4-A Company Year Event Date/Time Date/Time Name Event Start Event End Name (if any) Event Duration (in Hours) Total Customers Served Total Customers Affected %of Custome rs Affected (Relative to Total Custome ) Highest Peak Date and Total Duration CAIDI Duration CAIDI Event # of Time when Customer from Highest from Highest CAIDI Custo Highest Peak Outage Highest Peak to Highest Peak to (in mers # of Hours Peak to 95% Peak to 98% Hours) Affecte Customer 95% restore 98% restored d s Restored d (in restored (in Hours) Affected (in Hours) Hours) (in Occurred Hours) Priority Wires Down Summary Table 4-B Company Name Event Name (if any) Location (City/Town Name) Priority Level (1, 2, or3) Date and Time Call Received Date and time first Company Resource Arrives on the Scene Time Date and Between Time of Call Received Repair and First Company Resource Arrived on the Scene (in Hours) Final Event Report 1 Narrative Description Provide a narrative describing the Emergency Event, including, but not limited to weather monitoring, weather experienced, event classification, crew acquisition (by type),customer outages, damage experienced, beginning time and completion of preliminary damage assessment and detailed damage assessment, and timing of restoration. 2. Event Description Total number of customers served Total number of communities served Date and time storm hit service territory Date and time of first outage Date and time Governor declared state of emergency Total number of customer outages over the course of the event 123 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

124 Total number of communities affected Total number of days of restoration Date and time of peak number of outages Number of customer outages and number of customers restored for each day of the event and restoration Number of total customer outages and number of total customers restored per hour of the event and restoration, in an active Excel spreadsheet Time and date of restoration of 95 percent of customers Time and date of final restoration to customers A single consolidated report based on the Service Restoration Stage reports. Data should include all necessary updates and corrections to its Service Restoration Stage reports and be submitted in an active Excel spreadsheet. See Attachment 4, Table 4-a, for content and format; A summary of all available resources (in crews and full-time equivalents), by day and resource type. 3. Weather Actual weather experienced A narrative description of the Company s evaluation of weather forecasts before and during the event and copies of all supporting weather reports Maximum winds experienced Duration of inclement weather Type and amount of precipitation, including, but not limited to average amount of precipitation in service territory, and maximum amount of precipitation in service territory 4. Event Classification List and discuss all factors used to derive event classification types before, during, and after the storm Describe any event classification type changes before, during, and after the storm, and explain all factors supporting the change in classification 5. Equipment Damage Number of transmission lines affected List of transmission lines that became inoperative List of substations affected Number of distribution feeders affected Number of distribution feeders locked out Number of broken poles replaced indicate location, size, and age of damaged poles Number of feet of primary and secondary conductor replaced indicate type and size Number of feet of follow-up reconductoring remaining indicate type and size Number of damaged transformers indicate size, type, and age of damaged transformers Availability of replacement transformers Repairs made Estimate for repairs Switching necessary to re-route power with adequate sectionalizing points 6. Trouble Order System Number of trouble orders Identify and describe any problems encountered on the Company s system 124 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

125 Was there sufficient manpower available to operate the system If de-centralization occurred, identify and describe any problems encountered after decentralization 7. Wires-Down Operations Total number of Priority wires-down calls by priority level For each day of the event and restoration period include; outstanding priority wires- down calls by priority level, completed priority wires-down calls by priority level provide in an active Excel spreadsheet A summary of priority wires-down response provide in an active Excel spreadsheet, see Table 4-B for content and format Number of non-priority wires-down calls 8. Crew Supplements For all crew counts, please include both the number of crews and full-time equivalents Total number of Company crews Number and type of crews from outside the Company Total number of wires-down appraisers Total number of damage appraisers For each day of the Pre-event and Service Restoration Stage, total number of crews per day, by type (e.g., line crew, tree crew, wires-down crew, transmission crew, damage assessor) For each day of the Pre-event and Service Restoration Stage, number of crews deployed, by type, to each district For each day of the Pre-event and Service Restoration period, number of wiresdown appraisers and damage appraisers used 9. Food and Lodging Summary of food and lodging-related activities, including lessons learned 10. Helicopter Were helicopters available How were the helicopters used 11. Communication Narrative description of Pre-event Stage, Service Restoration Stage, and Post-event Stage communication with public officials Narrative description of Pre-event Stage, Service Restoration Stage, and Post-event Stage communication with the public Narrative description of Pre-event Stage, Service Restoration Stage, and Post-event Stage communication with LSCs Narrative description of Pre-event Stage, Service Restoration Stage, and Post-event Stage internal communication Identify all methods used for communication with the public, including a narrative description, the dates and frequency or use Narrative description of Municipal Liaison process during Pre-event Stage, Service Restoration Stage and Post-event Stage Number and locations of Municipal Liaisons 125 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

126 Communications Officer A. Position Title: Communications Officer B. Reports To: Incident Commander C. Position Duties and Responsibilities: The Communications Officer is responsible for maintaining the flow of information before, during and after the event to three primary stakeholder groups: employees; customers; media outlets. The Communications function staffs the Company CGCC and is responsible for managing all customer and public communications, including the CGCC, the Company website, social networking sites and news media. General responsibilities include: Determine, according to direction from the Incident Commander, any limits on information release. Develop accurate, accessible, and timely information for use in press/media briefings. Obtain Incident Commander s approval of news releases. Ensure that accurate lists are maintained of LSCs, local municipal public safety officials, media outlets, State public safety officials, regulators, and legislators. The lists are maintained using a variety of software programs including Lotus Notes, Excel, etc. Conduct periodic media briefings. Arrange for tours and other interviews or briefings that may be required. Monitor and forward media information that may be useful to incident planning. Maintain current information, summaries, and/or displays on the incident. Make information about the incident available to incident personnel. Participate in the planning meeting. Know the responsibilities of the Assistant Communications Officers. Meet annually with all Assistant Communications Officers to review Company ERP responsibilities. Attend scheduled ERP training. Ensure that the positions within Communications execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Following ERP activation, activate Assistant Communications Officers. Deploy to ICC as directed, report to Incident Commander and obtain a briefing. Conduct a briefing with Assistant Communications Officers as they arrive at their assigned location(s). Implement pre-event notifications to all stakeholders including Company personnel, customers, LSCs. Ensure all Units are set-up and functioning. Ensure that the CGCC is appropriately staffed for the anticipated Type of emergency. Verify Life Support Customers have been notified in advance of storm. Request the Assistant Communications Officer Employees issue a Company statement concerning the declaration of ERP and release of requested personnel for emergency assignments. Work with the Assistant Communications Officer Employees on subsequent releases. 126 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

127 Determine if any normal business operations (e.g.: field collections, billing calls, etc.) should be altered. Verify the Assistant Communications Officer Media is available to handle major news periods such as morning drive time, noon and the evening drive time and television news periods. E. Duties, Responsibilities, and Actions during an Emergency Event Ensure unity of message to all stakeholders. Conduct regular briefings for the Assistant Communications Officers. Ensure Company web-site is updated as storm progresses to reflect most current information. Direct the preparation of a statement of conditions that will be used as a response to media inquiries and as a public statement for all other audiences. Provide a copy of the statement to the Assistant Communications Officer Customer Group and to the Liaison Officer. Direct the preparation of an updated version of TODAY daily or following significant ERP milestones. Utilize Voice Mail messages as appropriate to provide employee updates. Approve all news releases by reviewing content with ICC staff and/or Incident Commander. Verify with the Voice/Data Manager that the Help Desk is staffed and supporting emergency requests. Keep ICC staff informed of significant Voice/Data action items and status. Assess the incoming information to the ICC and determine the need to inform the CGCC Unit Leader of critical information pertaining to customers. Periodically brief Assistant Communications Officer Customer Group on emergency response activities. Maintain close contact with Assistant Communications Officer Customer Group to determine customer concerns. F. Post-Emergency Event Responsibilities and Reports: Ensure that all forms and documentation are properly completed and forwarded to the Manager of Emergency Preparedness. Conduct Demobilization process to return to normal business operation G. Equipment Required: Mobile Device H. Position Work Location: Incident Command Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 127 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

128 Assistant Communications Officer Customer Group A. Position Title: Assistant Communications Officer Customer Group B. Reports To: Communications Officer C. Position Duties and Responsibilities: Manages and coordinates all aspects of the CGCC, including customer database, LSC list, Critical Facility list, inbound calls and outbound automated call notifications, CGCC staff, and Interactive Voice Response (IVR) system. Ensure that the positions within the Unit CGCC execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Participate in conference calls. Notify CGCC Management Team and initiate mobilization procedures. Establish CGCC Command Center. Determine staffing needs based on ERP predictions; secure staff through ERP assignments or Credit Call Center. Activate the MARS (Mutual Assistance Response plan with mutual aid call centers across the country) as necessary. E. Duties, Responsibilities, and Actions during an Emergency Event: Coordinate notification of Life Support Customers, as directed by Communications Officer. Provide regular reports/ updates to Communications Officer. Via Communications Officer, notify Operations Section of any customer issues learned of through customer calls/ interactions. Ensure IVR messages are updated for incoming callers. Ensure CGCC representatives have accurate information available for incoming callers. Maintain adequate staffing based on call volume. Activate MARS as needed. F. Post-Emergency Event Responsibilities and Reports: Conduct debriefing with all CGCC supervisors. Collect information for development of After Action Review/ Improvement Plan, and provide to Communications Officer. Conduct Demobilization process to return to normal business operations. Ensure that all forms and documentation are properly completed and scanned/ saved in the designated shared folder and/ or forwarded to the Communications Officer. G. Equipment Required: Laptop or PC Desk phone H. Position Work Location: CGCC I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 128 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

129 Assistant Communications Officer - Media A. Position Title: Assistant Communications Officer - Media B. Reports To: Communications Officer C. Position Duties and Responsibilities: Coordinate development and dissemination of information and messages to media outlets and social media. Ensure that the Communications Specialists within the Media function execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Maintains lists of print and electronic media outlets and representatives via Lotus Notes, Excel, and other software programs. Deploys staff to assigned locations. Informs customers, through the media, of preparedness steps the Company is taking along with personal protective recommendations on how customers can prepare for possible outages. E. Duties, Responsibilities, and Actions during an Emergency Event: Develop strategies for Media Relations activities. Develop key messages from pre-existing templates and customized to the current event as required. Review and approval of messages coordinated with the following personnel: o Incident Commander o Communications Officer o Legal Department o Technical Experts and other reviewers as appropriate Coordinate Internal and External communications for unity of message. Establish communication links and provide updates to appropriate television, radio and print media contacts. Social media sites are updated as needed or when new information is available. Prepare and disseminate news releases to media contacts. Coordinate interviews with Company personnel at field locations, as needed. Coordinate interviews with Company personnel at ICC, as needed. Monitor impact of messages. Take corrective actions as needed. Maintain file of all released communications. F. Post-Emergency Event Responsibilities and Reports: Conduct debriefing with all Unit staff. Collect information for development of After Action Review/ Improvement Plan, and provide to Communications Officer. Conduct Demobilization process to return to normal business operations. Ensure that all forms and documentation are properly completed and scanned/ saved in the designated shared folder and/ or forwarded to the Communications Officer. G. Equipment Required: Laptop or PC Cell phone Desk phone 129 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

130 H. Position Work Location: Incident Command Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 130 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

131 Assistant Communications Officer Corporate and Employee Communications A. Position Title: Assistant Communications Officer Corporate and Employee Communications B. Reports To: Communications Officer C. Position Duties and Responsibilities: Ensuring two-way communication between Incident Command and all Company employees. Ensure that the Communications Specialists within the function effectively execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Ensure appropriate staff is scheduled for 24hr coverage. Provide Communications Officer with regular reports, as requested. E. Duties, Responsibilities, and Actions during an Emergency Event: Ensure employee-focused communications is timely and effective. Ensure appropriate staff is scheduled for 24hr coverage. Brief Community Relations & Employee Communications Unit Leader alternate at change of shift. Provide Communications Officer with regular reports, as requested. Attend Communications meetings as requested. F. Post-Emergency Event Responsibilities and Reports: Conduct debriefing with all functional staff. Collect information for development of After Action Review/ Improvement Plan, and provide to Communications Officer. Conduct Demobilization process to return to normal business operations. Ensure that all forms and documentation are properly completed and scanned/ saved in the designated shared folder and/ or forwarded to the Communications Officer. G. Equipment Required: Laptop or PC Cell phone Desk phone H. Position Work Location: Incident Command Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 131 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

132 Procedure: ERP Incident Preparation & Initiation, Communications 1.0 Purpose The purpose of this procedure is to describe the actions to be taken by the Communications Officer in response to an emergency incident or credible threat, which has impacted or may impact the Company system. 2.0 Responsibilities 2.1 The Communications Officer is responsible for implementing this procedure. 2.2 The Communications Officer is responsible for overseeing the following: Recording outage information from customers Responding to customers request for restoration information Determining the suspension, modification or continuation of normal business activities under her/his control during an emergency Reporting persistent customer issues regarding Company emergency response activities to the Incident Commander Providing advice and counsel to the Incident Commander regarding the Company s emergency response Ensure annual training is completed 3.0 Precautions none 4.0 Prerequisites 4.0 There has been a specific or wide-spread incident necessitating the opening of one or more Emergency Operation Centers (EOC) 4.1 A weather forecast is indicating a serious threat to the Company System or extensive system damage has occurred 4.2 An emergency as defined by the ERP has occurred 4.3 There is a specific incident, that, in the judgment of the Communications Officer, where it may be necessary or advisable to suspend or modify some, or all, of normal company business activities within the Customer Group Information Center. Such incidents, by way of example may include: Localized flooding Building collapse Large scale area fire Relocation of Company facilities Region-specific emergency 5.0 Actions 5.1 The Communications Officer will conduct ERP Incident Initiation Meeting in accordance with Communications Incident Initiation Meeting Agenda 5.2 The Communications Officer will notify the Incident Commander upon completion of the status of the actions items. 6.0 References 7.0 Attachments 132 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

133 ERP Communications Incident Initiation Meeting Agenda 1.0 Communications Officer to brief Communications personnel on all available intelligence concerning the Incident. 2.0 Review the status of all on-going and planned initiation procedures for the Communications Units Customer Group (CGCC) Media Employee Communications 3.0 Assess, develop and implement Company staffing for impacted EOCs: EOC Staffing Media Employee Communications 4.0 If the ERP Incident response is to continue, schedule time for Communications Section Progress Meeting. 5.0 Report all actions of ERP Communications Section Initiation meeting to the Incident Commander 133 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

134 Procedure: Life Support Customer Notification Process 1.0 Purpose 1.1 To notify Life Support Customers of an impending storm/severe weather event or that extensive system damage has occurred that could leave them without electrical power for several days. 1.2 Follow-up phone calls to those customers that were impacted by the outage to ensure their power was restored regardless of the customer having called in to report the outage. 2.0 Responsibilities Operations Section Chief will notify Communications Officer of the need to activate the Company Life Support Customer Notification Process. The Communications Officer will then have the Assistant Communications Officer Customer Group activate the process. 3.0 Precautions None 4.0 Prerequisites 4.1 There has been a specific or widespread incident necessitating the opening of an EOC. 4.2 A weather forecast is indicating a serious threat to the Company system or extensive system damage has occurred. 4.3 An emergency as defined by the Company s ERP has occurred. 5.0 Actions The on-call supervisor will request a file of all Life Support Customers from CGCC Operations. The file should be an Excel spreadsheet with the phone numbers in column A, the on-call supervisor will review the file to ensure the phone numbers are loaded in the correct format. The correct format is only the 10 digit phone number, no leading 1, no dashes or spaces. To view the phone numbers in the spreadsheet double click on column A. To ensure delivery of the message the supervisor will include (his/her) cell phone number, at the beginning of the file, as well as that of CGCC managers at the end of the file. The file will then be ed to KIMT@Televox.com for immediate release of the Life Support Major Storm Message. Note: Life Support Customers are those residential customers, including elderly and physically challenged customers, who have provided documentation certifying a medical condition that necessitates electric utility service. Sample of Pre-Recorded Messages stored by Televox: Message 1 Hello, this is an important storm message from Eversource. Eversource is preparing for an approaching major storm. We expect the storm to cause significant damage to power lines and may result in power outages that could last an extended period of time. At Eversource, our crews are prepared to work around the clock to restore service throughout the storm, however, we recognize that someone in your household suffers from a serious illness and we are recommending that you make alternative plans in the event you lose electric service, including 134 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

135 notifying your local public safety officials and human service agencies for any needed assistance. For more information on the storm, please stay tuned to local news or weather channels. Thank you. Message 2 Hello this is an important message from Eversource. Eversource has experienced extensive damage to services electricity to your neighborhood. Our crews are prepared to work around the clock to fix the damage and restore service to your neighborhood, however, we recognize that someone in your household suffers from a serious illness and we are recommending that you make alternative plans in the event that the outage last an extended period of time, including notifying your local public safety officials and human service agencies for any needed assistance. We apologize for the inconvenience. Thank you. 5.2 The Community Liaison Unit will maintain the list of Life Support Customers affected by an outage during the event. The Community Liaison Unit will contact the local public safety official with the address of the Life Support Customer affected by an outage. 5.3 At the direction of the Assistant Communications Officer Customer Group, the CGCC Operations Coordinator will run a report indicating all Life Support Customers who may have been impacted by an outage, regardless of whether the customer called to report the outage. 6.0 References 7.0 Attachments None 135 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

136 Operations Section Operations Section Chief A. Position Title: Operations Section Chief B. Reports To: Incident Commander C. Position Duties and Responsibilities: The Operations Section Chief is responsible for restoring power to customers, and for managing all tactical operations and resources to achieve that overarching objective, with guidance from the IAP. Major responsibilities of the Operations Section Chief are to: Assure safety of tactical operations. Develop and supervise the operations portion of the IAP. Direct and manage tactical restoration operations. Request additional resources to support tactical operations. Approve release of resources from active operational assignments. Make or approve expedient changes to the IAP. Maintain close contact with the Incident Commander and subordinate Operations personnel. Participate in scheduled ERP training sessions. Monitor approaching weather and determine potential impact on the system. Maintain knowledge of the provisions of the Union Agreements as they are interpreted under emergency operations. Maintain knowledge of the procedures for ordering and receiving outside personnel (Mutual Assistance and Contractors). Ensure that the positions within the Section execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Following ERP Activation, activate Deputy Section Chiefs and Branch Directors, as needed. Deploy to ICC as directed, report to the Incident Commander and obtain a briefing. Review a prediction of the number of customers that may be affected by the projected event. Based on the prediction, prepare a Resource Request for approval by the Incident Commander for the number and type of crews required as well as their anticipated work schedule. Share the Resource Request information with Logistics Section Chief in order to facilitate logistical support activities. Determine the initial crew shift schedule with the exception of line and tree crews based upon weather and road conditions: 12 hours shifts will be implemented whenever practical for ERP positions. Line and tree crew shifts may vary in order to maximize restoration effectiveness. For Safety purposes, the target guideline for line crew schedules is 16 hours on with 8 hours off. Verify with Deputies and Branch Directors that all Operations Section positions are sufficiently staffed; ensure that arrangements are made for 24-hour coverage. 136 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

137 Verify emergency accounting and work orders have been published. Inform the Incident Commander and ECC staff when field facilities are operational. E. Duties, Responsibilities, and Actions during an Emergency Event Attain a preliminary assessment of the number of customers affected. Conduct regular briefings and meetings with Deputies and Branch Directors to review restoration progress and resource status. Determine the initial distribution of all internal and external restoration resources among the AWCs and notify Logistics Section Chief and the Operations Branch Director. Direct the restoration operations in accordance with IAP. Request regular reports from the State EMA Liaison regarding State road conditions across the State. Continually monitor outage information, assess restoration progress, and re-allocate resources where necessary for maximum effectiveness. Prepare regular reports and briefings for the Incident Commander. F. Post-Emergency Event Responsibilities and Reports: Ensure that all forms and documentation are properly completed and forwarded to the Manager of Emergency Preparedness. Conduct Demobilization process to return to normal business operation. G. Equipment Required: Mobile Device H. Position Work Location: Incident Command Center I. Work Period: One 8-16 hour work period per day J. Activation Notification:; On-Call 137 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

138 Transmission Branch Director A. Position Title: Transmission Branch Director B. Reports To: Operations Section Chief C. Position Duties and Responsibilities: The Transmission Branch Director coordinates and manages the damage assessment restoration activities to the transmission system during an emergency event. The Transmission Branch Director will manage (pre-activation, during activation, and post-activation) the overall readiness and operation of the activated internal and external personnel including coordination and communication with system operator and the Operations Branch Directors. During ERP activation the Transmission Branch Director is responsible for ensuring that all Transmission related Company ERP restoration processes are being implemented as documented in the Company Plan. The Branch Director will ensure that the Transmission Branch staffing and training requirements are met, ERP equipment is set up and operational, shift schedules for all resources are developed and the process is operating efficiently. The Branch Director will ensure that the management of information required to support the overall ERP is being processed as designed. The Branch Director will make process adjustments on staffing levels and resource allocations within the branch and request additional resources from the ICC as needed under the direction and consultation with the Operations, Planning and F&A Chief and with the approval of the Incident Commander. The Branch Director provides reports and updates to the Command & General Staff on restoration progress and activities during an event. Assure safety of tactical operations Exercise emergency authority to stop and prevent unsafe acts Execute and supervise the operations portion of the IAP Direct and manage tactical operations across EOCs Request additional resources to support tactical operations as required Maintain contact and update Operations Chief and other Command & General Staff Participate in scheduled ERP training sessions Ensure staff assigned to the Transmission Branch has attended training and is in state of readiness Be knowledgeable about the Company ERP with a focus on the Operations Section and the interdependencies with the other ERP Sections. Maintain a staffing roster for Transmission Branch positions for activation up to and including a Type I ERP declaration. Staffing assignments shall be formalized and documented through Emergency Preparedness. Understand the provisions of the Company Union Agreements as they are interpreted under emergency operations. Ensure that the positions within the Branch execute their specific duties and 138 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

139 responsibilities. Understand the process for on-boarding and managing external (Mutual Aid/Contractor Line Crews) restoration personnel D. Pre-Emergency Preparations: Ensure equipment is operational o o o o Bucket trucks and lifts Off Road Vehicles Test equipment Cranes and other rental equipment Notify Transmission personnel of the impending threat and level of response as required in the response matrix. Prepare staffing plan and schedules as dictated for the duration level in the response matrix and approved by the Operations Chief. Oversee the activation of the branch Confirm with the Vegetation Management Coordinator the status and contact information required for tree crew coordination and assistance Verify with the Logistics Section: Vehicles (including possible rentals) are available Whether vehicle chains are being utilized (ice/snow emergency use Adequate stock (poles, arms. Conductor, etc.) is available and reasonably distributed Lodging and food are available for personnel Verify phone checks and radio have been performed to ensure that they are working and that published numbers are correct. Verify and arrange Helicopter availability Inform Operations Chief when branch is operational E. Duties, Responsibilities, and Actions during an Emergency Event: Ensure safety procedures and protocols are being adhered Exercise authority to stop or prevent any unsafe acts Develop a preliminary assessment of transmission lines impacted Develop damage assessment priority and patrols with System Operations support Branch within the Planning Section Arrange for Helicopter and foot patrols as necessary Coordinate with System Operator on Switching, Tagging and Clearance requirements Request resources through Operations Chief as assessment data is compiled Monitor restoration status and direct response in accordance with the IAP Monitor reports that ensures that resources assigned are engaged and productive 139 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

140 Active Job Report RoDs Resource Tracking and allocation Dashboards Resource Work Assignment Report Manage the distribution of crews among damage locations based on the estimated time of restoration for each line. Equalize resources to optimize the restoration. Communicate the arrival of restoration resources to the Operations chief Allocate resources to each damage location Ensure work packages are ready and crews are briefed Provide continual assessment of restoration progress and allocate resources where necessary Prepare for and present transmission restoration status updates on the Operations Section conference calls F. Post-Emergency Event Responsibilities and Reports: Release crews as necessary to the Resource Acquisition Branch for demobilization or redeployment Ensure restoration and as-built field conditions and has been disseminated back to System Operations Conduct Demobilization process to return to normal business operations o o Begin shut-down of branch Develop resource release schedule Conduct after action review as soon as possible with Branch staff to capture opportunities for improvement Ensure that all forms and documentation are properly completed and forwarded to the Operations Section Chief. G. Equipment Required: Laptop or PC Cell phone Desk phone Satellite phone H. Position Work Location: Incident Command Center or Springfield, Plymouth, Boston, Yarmouth, and/or Southborough I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 140 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

141 Substation & Community Task Force Branch Director A. Position Title: Substation & Community Task Force Branch Director B. Reports To: Operations Section Chief C. Position Duties and Responsibilities: The Substation & Community Task Force Branch Director has the overall responsibility to support the safe and reliable operation and restoration of the Company substations and communications equipment. The Community Task Force utilizes substation employees to be deployed to communities that have received significant damage during an emergency event to assist in first: the opening of major roadways and second; restoration of some critical facilities. These employees are sent to communities with qualified line and forestry crews to perform the necessary task to open roads and perform restoration activities. Assure safety of tactical operations Exercise emergency authority to stop and prevent unsafe acts Execute and supervise the operations portion of the IAP Direct and manage tactical operations in the EOC Monitors and maintains communications equipment A. Vehicle radio equipment B. Satellite Phones C. SCADA Communications Request additional resources to support tactical operations as required Participate in scheduled ERP training sessions Ensure staff assigned to EOC has attended training and is in state of readiness Be knowledgeable about the Company ERP with a focus on the Operations Section and the interdependencies with the other ERP Sections. This includes OP-54B, Circuit Ownership and Control and OP-58b, Emergency Restoration Cut and Clear Procedure. Maintain a staffing roster for all Substation Branch positions within the assigned EOC and associated AWCs for activation up to and including a Type I ERP declaration. Staffing assignments shall be formalized and documented through Emergency Preparedness. Maintain a staffing roster of qualified and capable employees to perform the duties of Task Force Specialist and Task force Support. Ensures employees have attended training, have necessary equipment, and are in state of readiness. Understand the provisions of the Company Union Agreements as they are interpreted under emergency operations Ensure that the positions within the Branch execute their specific duties and responsibilities. Understand the process for on-boarding and managing external (Mutual Aid/Contractor Line Crews) restoration personnel D. Pre-Emergency Preparations: Notify and activate substation personnel of impending threat to system Prepare staffing plan and schedules as dictated for the duration level in the Event Type table Work with Operations, communications and Planning Chief to develop areas of predeployment of personnel to geographical locations within the territory based on threat to area. Ensure checks and repairs on radio repeater locations, back-up generators and fuel, and vehicles have been performed 141 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

142 Ensure Satellite phones have been activated, tested and assigned to key personnel Ensure inspections to key substations have been performed pre-event E. Duties, Responsibilities, and Actions during an Emergency Event: Ensure safety procedures and protocols are being adhered o Exercise authority to stop or prevent any unsafe acts Attain a preliminary assessment of the number of customers affected and stations or lines impacted Monitor restoration status and direct response in accordance with the IAP Monitor reports that ensures that resources assigned are engaged and productive Monitor communications equipment and networks to ensure operability Coordinate with System Operations or Local EOCs on required switching, tagging and clearances Coordinate with Transmission Branch Director on necessary support to Transmission repairs that require switching & tagging or access to substations Coordinate with Operations, communications, and Planning Chief for direction on deployment of Task Force Specialist to hard hit communities. Provide continual assessment of restoration progress and allocate resources where necessary Monitor ETRs; develop and execute triage plans for any ETRs at risk Prepare for and present status updates on the Operations Section conference calls F. Post-Emergency Event Responsibilities and Reports: Release crews as necessary to the Resource Coordinator for demobilization or redeployment Ensure all off-schedule conditions and has been disseminated back to System Operations Conduct Demobilization process to return to normal business operations o Develop resource release schedule Conduct after action review as soon as possible with branch staff to capture opportunities for improvement Ensure that all forms and documentation are properly completed and forwarded to the Operations Section Chief G. Equipment Required: Laptop or PC Cell phone Desk phone Satellite phone H. Position Work Location: Incident Command Center or one of the four activated EOCs as directed by the Operations Chief I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 142 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

143 Community Task Force Unit Leader A. Position Title: Community Task Force Unit Leader B. Reports To: Substation & Community Task Force Branch Director C. Position Duties and Responsibilities: The Community Task Force utilizes substation employees to be deployed to communities that have received significant damage during an emergency event to assist in first: the opening of major roadways and second; restoration of some critical facilities. These employees are sent to communities with qualified line and forestry crews to perform the necessary task to open roads and perform restoration activities. The Unit Leader is responsible to coordinate the deployment of Task Force Specialist to communities and monitor progress. Assure safety of tactical operations Exercise emergency authority to stop and prevent unsafe acts Execute and supervise the operations portion of the IAP Participate in scheduled ERP training sessions Be knowledgeable about the Company ERP with a focus on the Operations Section and the interdependencies with the other ERP Sections. This includes OP-54B, Circuit Ownership and Control and OP-58b, Emergency Restoration Cut and Clear Procedure. Maintain a staffing roster of qualified and capable employees to perform the duties of Task Force Specialist and Task force Support. Ensures employees have attended training, have necessary equipment, and are in state of readiness. Understand the provisions of Company Union Agreements as they are interpreted under emergency operations Ensure that the positions within the Branch execute their specific duties and responsibilities. Understand the process for on-boarding and managing external (Mutual Aid/Contractor Line Crews) restoration personnel D. Pre-Emergency Preparations: Notify and activate substation personnel of impending threat to system Working with the Branch Director prepare staffing plan and schedules as dictated for the duration level in the response matrix and approved by the Operations Chief. Work with Operations, Liaison Officer and Planning Chief to develop areas of predeployment of personnel to geographical locations within the territory based on threat to area. E. Duties, Responsibilities, and Actions during an Emergency Event: Ensure safety procedures and protocols are being adhered o Exercise authority to stop or prevent any unsafe acts Deploy Task Force Teams and monitor restoration status and direct response in accordance with the IAP Monitor reports that ensures that resources assigned are engaged and productive Coordinate with System Operations or Local EOCs on required switching, tagging and clearances Coordinate with Operations, Liaison Officer, and Planning Chief for direction on deployment of Task Force Specialist to hard hit communities. Provide continual assessment of restoration progress and allocate resources where necessary Prepare for and present status updates on the Operations F. Post-Emergency Event Responsibilities and Reports: 143 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

144 As directed release crews as necessary to the Resource Coordinator for demobilization or redeployment Conduct Demobilization process to return to normal business operations o Develop resource release schedule Conduct after action review as soon as possible with branch staff to capture opportunities for improvement Ensure that all forms and documentation are properly completed and forwarded to the Operations Section Chief G. Equipment Required: Laptop or PC Phone H. Position Work Location: Incident Command Center or one of the four activated EOCs as directed I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 144 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

145 Community Task Force Specialist A. Position Title: Community Task Force Specialist B. Reports To: Community Task Force Unit Leader C. Position Duties and Responsibilities: The Community Task Force utilizes substation employees to be deployed to communities that have received significant damage during an emergency event to assist in first: the opening of major roadways and second; restoration of some critical facilities. These employees are sent to communities with qualified line and forestry crews to perform the necessary task to open roads and perform restoration activities. The Specialist is responsible to lead a team of line and vegetation resources and work directly with an assigned community. Assure safety of tactical operations Exercise emergency authority to stop and prevent unsafe acts Participate in scheduled ERP training sessions Be knowledgeable about the Company ERP with a focus on the Operations Section and the interdependencies with the other ERP Sections. Understand the provisions of Company Union Agreements as they are interpreted under emergency operations Understand the process for on-boarding and managing external (Mutual Aid/Contractor Line Crews) restoration personnel D. Pre-Emergency Preparations: Report to assigned location to be briefed on status. Pick up assignment: Community assigned, crews, and point of contacts. Ensure communications equipment is available and tested. E. Duties, Responsibilities, and Actions during an Emergency Event: Ensure safety procedures and protocols are being adhered o Exercise authority to stop or prevent any unsafe acts Lead Task Force Team to assigned Community o Check in with point of contact and exchange communications protocols. Monitor reports that ensures that resources assigned are engaged and productive Coordinate with System Operations or Local EOCs on required switching, tagging and clearances Prepare for and present status updates on the Operations F. Post-Emergency Event Responsibilities and Reports: As directed release crews as necessary to the Resource Coordinator for demobilization or redeployment Conduct Demobilization process to return to normal business operations o Develop resource release schedule Conduct after action review as soon as possible with branch staff to capture opportunities for improvement Ensure that all forms and documentation are properly completed and forwarded to the Operations Section Chief G. Equipment Required: Radio and/or Phone H. Position Work Location: Various Locations I. Work Period: One 8-16 hour work period per day J. Activation Notification: 145 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

146 On-Call 146 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

147 Operations Branch Director A. Position Title: Operations Branch Director B. Reports To: Operations Section Chief C. Position Duties and Responsibilities: Operations Branch Director is the most senior position in each EOC. The Director manages (preactivation, during activation, and post-activation) the overall readiness and operation of the assigned EOC, including coordination and communication with all functional areas operating out of the EOC and subordinate AWC(s). During ERP activation the Director is responsible for ensuring that all Company ERP communications and restoration processes are being implemented as documented in the Company ERP. The Director will ensure that Operation Section staffing and training requirements are met, ERP equipment is set up and operational, shift schedules for all resources are developed and the process is operating efficiently. The Director will ensure that the management of information required to support the overall ERP is being processed as designed. The Director will make adjustments to staffing levels and resource allocations within the EOC area of responsibility, and request additional resources from the ICC as needed. In partnership with the Community Liaison Unit, the Director will ensure that community priorities and critical care customer issues are being addressed and that the Company is coordinating and prioritizing with municipal restoration efforts at the request of each town/city Assure safety of tactical operations. Exercise emergency authority to stop and prevent unsafe acts. Execute and supervise the operations portion of the IAP. Direct and manage tactical operations in the EOC. Request additional resources to support tactical operations as required. Maintain contact and update the Operations Section Chief and Operations Group Manager(s). Participate in scheduled ERP training sessions. Ensure staff assigned to EOC has attended training and is in state of readiness. Be knowledgeable about the Company ERP with a focus on the Operations Section and the interdependencies with the other ERP Sections. This includes OP-54B, Circuit Ownership and Control and OP-58b, Emergency Restoration Cut and Clear Procedure. Maintain a staffing roster for all Operations Section positions within the assigned EOC and associated AWCs for activation up to and including a Type I ERP. Staffing assignments shall be formalized and documented through the Emergency Job assignment system. Understand the provisions of Company Union Agreements as they are interpreted under emergency operations. Understand the process for checking-in and managing external (Mutual Aid/Contractor Line Crews) restoration personnel. Ensure that the positions within the Branch execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Ensure EOC, related AWCs and equipment is operational Notify Emergency Operation Center and AWC personnel of the impending threat and level of response as required in the response matrix. Prepare staffing plan and schedules as dictated for the duration level in the response matrix and approved by the Deputy Chief EOCs 147 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

148 Activate the EOC/AWCs and monitor the set-up of the EOC Confirm with the Liaison Officer regarding the status and contact information for the Community Liaisons representing the needs of communities within the geographic foot print of the EOC. Review the communications process for supplying community information to the Community Liaison Confirm with the Vegetation Management Coordinator regarding the status and contact information required for tree crew coordination and assistance Verify with the Logistics Section: Facility generators are operable Vehicles (including possible rentals) gas and/or fuel is available for facilities & vehicles Whether vehicle chains are being utilized (ice/snow emergency use Batteries are stocked and charged Mechanic coverage is available for repairs Adequate material supply(poles, transformers. etc.) is available and reasonably distributed Lodging and food are available for EOC and AWC resources Verify phone checks in all EOC s/awcs have been performed to ensure that they are working and that published numbers are correct. Inform the Incident Commander and ICC staff when EOC and associated AWCs are operational E. Duties, Responsibilities, and Actions during an Emergency Event: Ensure safety procedures and protocols are being adhered Exercise authority to stop or prevent any unsafe acts Attain a preliminary assessment of the number of customers affected Monitor Public Safety Priority Calls and response Monitor restoration status and direct response in accordance with the IAP Ensure that RMT personnel are maintaining / updating OMS Monitor reports that ensures that resources assigned are engaged and productive Active Job Report RoD Resource Tracking and allocation Dashboards Resource Work Assignment Report Identify staff and coordinate transition to RRMT Ensure coordination between Operations Group Manager and Community Liaison Unit Leader. Ensure the Operations Group Managers are managing community and customer communications, tracking crew performance (Active Job Report), and managing ETAs for FPS1 and FPS2 calls and ETRs for all active restoration jobs. Manage the distribution of crews among AWCs based on the estimated time of restoration for each AWC. Equalize resources to optimize the restoration. Communicate the arrival of restoration resources to EOC manager and RMTs Allocate resources to each RMT Ensure work packages are ready Provide continual assessment of restoration progress and allocate resources where necessary Monitor ETRs; develop and execute triage plans for any missed ETRs and/or embedded outages, as required Prepare for and present EOC/AWC status updates on the Operations Section conference calls F. Post-Emergency Event Responsibilities and Reports: 148 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

149 Release crews as necessary to the Resource Acquisition Branch Director for demobilization or redeployment Ensure the RMTs have identified all off-schedule conditions and the information has been disseminated back to System Operations Conduct Demobilization process to return to normal business operations Begin shut-down of EOC and transfer of control back to System Operations Develop resource release schedule Conduct after action review as soon as possible with EOC staff to capture opportunities for improvement Ensure that all forms and documentation are properly completed and forwarded to the Deputy Chief EOC Operations. G. Equipment Required: Laptop or PC Cell/ Desk / Satellite phone H. Position Work Location: Emergency Operations Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 149 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

150 Operations Group Manager A. Position Title: Operations Group Manager B. Reports To: Operations Branch Director C. Position Duties and Responsibilities: The Operations Group Manager has direct management responsibilities and oversight of the Restoration Management Teams (RMTs) assigned to the EOC. The Manager will assist the Director and will manage (pre-activation, during activation, and post-activation) the overall readiness and operation of the assigned RMT s, including coordination and communication with Community Liaison Unit. During ERP activation the Manager is responsible for ensuring that all communications and restoration processes are being implemented as documented in the ERP. The Manager will ensure ERP equipment is set up and operational, shift schedules for all RMT resources are developed and the process is operating efficiently. The Manager will ensure that the management of information required to support the overall ERP is being processed as designed. In partnership with the Community Liaison Unit Leader, the Manager will ensure that community priorities and critical care customer issues are being addressed and that the RMTs are coordinating and prioritizing with municipal restoration efforts at the request of a town/city. Assure safety of tactical operations. Exercise emergency authority to stop and prevent unsafe acts. Execute and supervise the operations portion of the IAP. Direct and manage tactical operations in the EOC. Maintain contact and update the Branch Director on restoration progress. Participate in scheduled ERP training sessions. Be knowledgeable about the ERP with a focus on the Operations Section and the interdependencies with the other ERP Sections. This includes OP-54B, Circuit Ownership and Control and OP-58b, Emergency Restoration Cut and Clear Procedure. Understand the provisions of Union Agreements as they are interpreted under emergency operations. Understand the process for checking in and managing external (Mutual Aid/Contractor Line Crews) restoration personnel. Ensure that the positions within each RMT execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Ensure EOC and equipment is operational As directed notify RMT and Group personnel of the impending threat and level of response as required in the response matrix. Prepare staffing plan and schedules as dictated for the duration level in the response matrix and approved by the Director Share Qualified Person List with other Group Managers statewide. Activate the RMT s and monitor the set-up of the EOC Confirm with the Community Liaison Unit Leader the status and contact information for the Community Liaisons representing the needs of communities within the geographic foot print of the EOC. Review the communications process for supplying community information to the Community Liaisons Confirm with the EOC Vegetation Management Coordinator the status and contact information required for tree crew coordination and assistance E. Duties, Responsibilities, and Actions during an Emergency Event: Ensure safety procedures and protocols are being adhered Exercise authority to stop or prevent any unsafe acts Attain a preliminary assessment of the number of customers affected 150 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

151 Monitor Public Safety Priority Calls and response Monitor restoration status and direct response in accordance with the IAP Ensure that RMT personnel are continuously updating OMS Monitor reports that ensure that resources assigned are engaged and productive Active Job Report RoD Resource Tracking and allocation Dashboards Resource Work Assignment Report Identify staff and coordinate transition to one or more Remote Restoration Management Teams (RRMT) Work directly with the Liaison Unit Leader to prioritize and establish ETAs to community priorities. Ensure the RMTs are managing community and customer communications, tracking crew performance (Active Job Report), and managing ETAs for FPS1 and FPS2 calls and ETRs for all active restoration jobs. Manage the distribution of crews among AWCs based on the estimated time of restoration for each AWC. Equalize resources to optimize the restoration. Communicate the arrival of restoration resources to RMTs Allocate resources to each RMT Ensure work packages are ready Provide continual assessment of restoration progress and allocate resources where necessary Monitor ETRs; develop and execute triage plans for any missed ETRs and/or embedded outages, as required Prepare for and present EOC/AWC status updates on the Operations Section conference calls Communicate immediately to the Director any significant events or issues impacting restoration or safety. F. Post-Emergency Event Responsibilities and Reports: As directed by the Branch Director release crews as necessary to the External Resource Field Coordinator for demobilization or redeployment Ensure the RMTs have identified all off-schedule conditions and have been demobilized back to normal System Operations positions. Conduct Demobilization process to return to normal business operations Begin shut-down of EOC and transfer of control back to System Operations Develop resource release schedule Conduct after action review as soon as possible with EOC staff to capture opportunities for improvement Ensure that all forms and documentation are properly completed and forwarded to the Branch Director. G. Equipment Required: Laptop or PC Cell/ Desk / Satellite phone H. Position Work Location: One of Five Emergency Operating Centers (EOC) Plymouth, Boston, Yarmouth, Springfield, or Southborough I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 151 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

152 RMT Operations Coordinator A. Position Title RMT Operations Coordinator B. Reports To: Operations Group Manager C. Position Duties and Responsibilities: The RMT Operations Coordinator executes the restoration strategy by working hand-in-hand with the Modeler and System Operator to assign and deploy line resources. The RMT collectively assess where to send crews, and the Operations Coordinator facilitates crew movement. D. Pre-Emergency Preparations: Participate on Operations Branch Director pre-event conference calls Discuss availability, and prepare line resource rosters Share resource rosters with Resource Tracking Unit Leader Build crews in OMS E. Duties, Responsibilities, and Actions during an Emergency Event Work with Operations Group Manager to establish restoration priorities for the RMT Provide insight concerning restoration in the assigned geographic area and current capabilities of on-hand line resources Monitor assignments to disposition E911 priority events Communicate with and provide direction to Field Supervisors Dispatch crews to perform restoration activities Support and collaborate with other RMT members Coordinate with the Safety Specialist to ensure resources are working safely Monitor Estimated Time to Restore times in OMS and ensure they are updated and accurate Assist in development of local or regional tactical restoration plans Track crew work and rest hours F. Post-Emergency Event Responsibilities and Reports: None G. Equipment Required: Computer with access to OMS, printer, telephone, cell phone, radio H. Position Work Location: Emergency Operations Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 152 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

153 RMT Operations Modeler A. Position Title Modeler - Operations B. Reports To: Operations Group Manager C. Position Duties and Responsibilities: The Modeler Operations works collaboratively with the Operations Coordinator and System Operator to identify call patterns in the OMS to validate and confirm outage locations. Using data modeling techniques, Modelers determine what is happening systemically, and consolidate events in the OMS to accurately reflect conditions in the field. D. Pre-Emergency Preparations: Participate on Operations Branch Director pre-event conference calls Discuss availability Assist Operations Coordinator to build line crews in the OMS E. Duties, Responsibilities, and Actions during an Emergency Event Disposition E911 priority events Assign work in the OMS Open and close devices Maintain system model as reported by field personnel Refer work in the OMS to other work groups Track crew status in the OMS Ensure ETRs are being updated in the OMS Complete events in the OMS Group events in the OMS Analyze work agenda and collaborate with other members of the RMT to determine next logical job for each crew F. Post-Emergency Event Responsibilities and Reports: None G. Equipment Required: Computer with access to OMS, printer, telephone, cell phone, radio H. Position Work Location: Emergency Operations Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 153 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

154 Vegetation Management Coordinator A. Position Title Vegetation Management Coordinator B. Reports To: Operations Group Manager C. Position Duties and Responsibilities: This role is staffed for events where extensive tree damage is anticipated, and the need exists for a devoted vegetation management resource coordinating tree work. The Vegetation Management Coordinator is the link between the tree crews in the field, and the Restoration Management Team. The Vegetation Management Coordinator: Reviews and dispositions tree-related events, by working in lock-step with the RMT Modeler and Operations Coordinator on the RMT. Communicates with crews working in the field, and updates events in the OMS with work progress, and estimated times for completion. Communicates with RMT as to work status. D. Pre-Emergency Preparations: Participate on Operations Branch Director pre-event conference calls and discuss availability with Operations Group Manager Log in to OMS and review training materials and other job aids; addressing any access/password issues E. Duties, Responsibilities, and Actions during an Emergency Event Ensure crew rosters have been provided to the External Resource Acquisition Branch Director and all crews have been properly received Build crews in OMS Monitor OMS for work requiring tree crews Communicate and collaborate with RMT Operations Coordinator and Modeler to ensure efficient use of crews and resources Assign work to crews in the OMS Refer events when work is completed by tree crews, if line or service resources are needed Add event details, and close tickets if work is complete Communicate with tree crews in the field and provide assignment details F. Post-Emergency Event Responsibilities and Reports: None G. Equipment Required: Computer with access to OMS, and all necessary user ids; telephone/cell phone H. Position Work Location: Emergency Operations Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 154 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

155 Wire Guard &Services Branch Director A. Position Title: Wire Guard & Services Branch Director B. Reports To: Operations Section Chief C. Position Duties and Responsibilities: Managing and overseeing the response of Wire Guards to damage locations that require resources to stand-by to protect the public from potential electrical hazards. The Director also is responsible for the management and coordination of the Service Crews that perform restoration to house services. Has general understanding of the information flow process for managing and ERP event, including storm management guiding principles and restoration processes. Knowledgeable of the ERP with a focus on the operations tactics and interdependencies with other section within the ERP Understand responsibilities of the positions within the Service Crew and Wire Guard Branch Knowledge and understanding of the Outage Management System (OMS) and the damage assessment process for recording, reporting, and updating purpose Knowledge of electrical system, available resources, resource abilities, and resource needs Understand the provisions of Union Agreements as they are interpreted under emergency operations Maintains rosters and ensures staff is trained and in state of readiness to respond to and activation Attends ERP training Ensure that the positions within the Branches execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Make notifications and activate personnel within branch Provides situational briefing on event Updates Operations Section Chief on mobilization activities Monitor and oversee the activation of conference room South 3B Summit as a control room for the branch Test phone lines Computers Printers Develop Shift schedules Work with Logistics Section to secure contract resources Security Companies for Wire Guard Electricians and low voltage line crews Rental line trucks Maintain access to and semi-annually inspect the containers that store house service kits in area substations. Confirm materials and re-stock as necessary E. Duties, Responsibilities, and Actions during an Emergency Event: 155 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

156 Develop and maintain an accurate work plan for house service jobs and ensure changes in arrival, repair and restoration times made in the field are reflected in the schedule and OMS. Coordinate with Operations Restoration Management Teams to ensure that high priority wire downs have been responded to and have wire guard support if required Ensure that Wire guard branch has schedule and system in place to provide relief and breaks to guards at damage locations Coordinate with logistics branch for food and lodging requirements Coordinate field support required for house service work as necessary Ensure temporary repairs that require follow-up work by customer electricians for repair and municipal inspections are documented in OMS before closing the job. Ensure damage locations that involve third party equipment such as CATV, TELCO providers has been documented in OMS and has been effectively communicated to other utilities before closing out the job Provide periodic updates to Operations Chief participate in scheduled situational briefings and calls Communicate to staff tactics specific to branch as developed in the IAP F. Post-Emergency Event Responsibilities and Reports: Coordinate the demobilization process as identified in the IAP and communicated by the Operations Chief Prepare release plan of contract resources back to the External Resource Branch Develop release plan and demobilization of the Service Crew and Wire Guard work coordination room in Summit South 3B Schedule and hold post event review with staff and document findings Send after action review documents to Operations Section Chief G. Equipment Required: Laptop or PC phone Printer H. Position Work Location: Summit Conference Room South 3B I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 156 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

157 Service Crew Unit Leader A. Position Title: Services Crew Unit Leader B. Reports To: Wire Guard & Services Branch Director C. Position Duties and Responsibilities: Management and coordination of the Services Crews that perform restoration of Pole to house services. Has general understanding of the information flow process for managing and ERP event, including Guiding Principles and restoration processes. Knowledgeable of the ERP with a focus on the operations tactics and interdependencies with other section within the ERP Understand responsibilities of the positions within the Wire Guard& Services Branch Knowledge and understanding of the Outage Management System (OMS) and the damage assessment process for recording, reporting, and updating purpose Knowledge of electrical system, available resources, resource abilities, and resource needs Understand the provisions of Union Agreements as they are interpreted under emergency operations Maintains rosters and ensures staff is trained and in state of readiness to respond to and activation Attends ERP training Ensure that the positions within the Branch execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Make notifications and activate personnel within branch Coordinates with Wire Guard & Services Branch Director Provides situational briefing and updates to Branch Director and to Service Crew Coordinator Updates Branch Director on mobilization activities Monitor and oversee the activation of conference room South 3B Summit as a control room for the Unit Test phone lines Computers Printers Develop Shift schedules Work with Procurement Unit and/ or External Resource Acquisition Unit to secure contract resources Electricians and low voltage line crews Transportation for spare or rented line trucks Maintain access to and semi-annually inspect the containers that store house service kits in area substations. Confirm materials and re-stock as necessary E. Duties, Responsibilities, and Actions during an Emergency Event: 157 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

158 Develop and maintain an accurate work plan for house service jobs and ensure changes in arrival, repair and restoration times made in the field are reflected in the schedule and OMS. Coordinate with Food & Lodging Unit for food and lodging requirements Coordinate field support required for house service work as necessary Ensure temporary repairs that require follow-up work by customer electricians for repair and municipal inspections are documented in OMS before closing the job. Ensure damage locations that involve third party equipment such as CATV, TELCO providers has been documented in OMS and has been effectively communicated to other utilities before closing out the job Provide periodic updates to Branch Director and participate in scheduled situational briefings and calls Communicate to staff tactics specific to Branch as developed in the IAP F. Post-Emergency Event Responsibilities and Reports: Coordinate the demobilization process as identified in the IAP and communicated by the Branch Director. Prepare release plan of contract resources Develop release plan and demobilization of Services Crew work coordination room in Summit South 3B Schedule and hold post event review with staff and document findings Send after action review document Branch Director.. G. Equipment Required: Laptop or PC Cell Phone Landline phone Printer H. Position Work Location: Summit Conference Room South 3B I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 158 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

159 Service Crew Coordinator A. Position Title: Services Crew Coordinator B. Reports To: Service Crew Unit Leader C. Position Duties and Responsibilities: The Services Crew Coordinator can be assigned to coordinate and oversee resources in the field or coordinate work assignment activities in the OMS to Service Crews. The coordinator is responsible for the oversight and coordination of the Service Crews that perform restoration to house services in a specific geographic region as defined by the Unit Leader. Has general understanding of the information flow process for managing and ERP event, including Guiding Principles and restoration processes. Knowledgeable of the ERP with a focus on the operations tactics and interdependencies with other section within the ERP Understand responsibilities of the positions within the Service Crew Branch As a Work Coordinator, have knowledge and understanding of the Outage Management System (OMS) and the damage assessment process for recording, reporting, and updating purposes. As a Field Coordinator have knowledge of electrical system, available resources, resource abilities, and resource needs Attends ERP training Ensure that the positions within their control execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Make notifications and activate personnel within branch Provides situational briefing on event Updates Unit Leader on mobilization activities Assist in the activation of conference room South 3B Summit as a control room for the branch Test phone lines Computers Printers Assign & Distribute house service kits as necessary to field personnel. Confirm materials and re-stock as necessary E. Duties, Responsibilities, and Actions during an Emergency Event: Develop and maintain an accurate work plan for house service jobs and ensure changes in arrival, repair and restoration times made in the field are reflected in the schedule and OMS. Coordinate with Operations Restoration Management Teams to ensure that high priority wire downs have been responded to. Record in OMS temporary repairs that require follow-up work by customer electricians for repair and municipal inspections before closing the job. Ensure damage locations that involve third party equipment such as CATV, TELCO providers has been documented in OMS and has been effectively communicated to 159 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

160 other utilities before closing out the job Provide periodic updates to the Unit Leader and participate in scheduled situational briefings and calls Communicate to staff tactics specific to assigned personnel as developed in the IAP F. Post-Emergency Event Responsibilities and Reports: Coordinate the demobilization process as identified in the IAP and communicated by the Unit Leader Communicate as defined by the Director release plan of contract resources back to the External Resource Branch Develop release plan and demobilization of the Service Crew work coordination room in Summit South 3B Send after action review documents to the Unit Leader and attend post event reviews as requested G. Equipment Required: Laptop or PC phone Printer H. Position Work Location: Summit Conference Room South 3B as Work Coordinator Various Area Work Centers if a Field Coordinator I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 160 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

161 Wire Guard Unit Leader A. Position Title: Wire Guard Unit Leader B. Reports To: Wire Guard &Services Branch Director C. Position Duties and Responsibilities: The Wire Guard Unit Leader is responsible for managing and overseeing the response of Wire Guards to damage locations that require personnel stand-by to protect the public from potential electrical hazards. Has general understanding of the information flow process for managing an ERP event, including Guiding Principles and restoration processes. Knowledgeable of the ERP with a focus on the operations tactics and interdependencies with other section within the ERP Understand responsibilities of the positions within the Wire Guard and Services Branch Knowledge and understanding of the Outage Management System (OMS) and the damage assessment process for recording, reporting, and updating purpose Knowledge of electrical system, available resources, resource abilities, and resource needs Understand the provisions of The Company Union Agreements as they are interpreted under emergency operations Maintains rosters and ensures staff is trained and in state of readiness to respond to and activation Ensure that the positions within the Unit execute their specific duties and responsibilities. Attends ERP training D. Pre-Emergency Preparations: Make notifications and activate personnel within branch o Coordinates with the Branch Director o Provides situational briefing on event o Updates Operations Section Chief on mobilization activities Monitor and oversee the activation of conference room South 3B Summit as a control room for the Branch o Test phone lines o Computers o Printers Develop Shift schedules for the Unit Work with the Procurement Unit and/ or the External Resource Acquisition Branch to secure external contractor resources o Security Companies for Wire Guards o Logistics Transportation Unit for required rental vehicles E. Duties, Responsibilities, and Actions during an Emergency Event: Develop and maintain an accurate work plan for wire guarding jobs and ensure changes in arrival and release times made in the field are reflected in the schedule and OMS. Coordinate with Restoration Management Teams to ensure that high priority wire 161 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

162 downs have been responded to and have wire guard support if required Ensure that Wire Guard Unit has schedule and system in place to provide relief and breaks to guards at damage locations Coordinate with Logistics Services Branch/ Food & Lodging Unit for food and lodging requirements Coordinate field support required for wire guard work as necessary Ensure damage locations that involve third party equipment such as CATV, TELCO providers has been documented in OMS and has been effectively communicated to other utilities before closing out the job Provide periodic updates to the Branch Director and participate in scheduled situational briefings and calls Communicate to staff tactics specific to the Unit as developed in the IAP F. Post-Emergency Event Responsibilities and Reports: Coordinate the demobilization process as identified in the IAP and communicated by the Branch Director. Prepare demobilization plan to release contracted resources. Develop demobilization plan to release staff in the Wire Guard work coordination room in Summit South 3B Participate in post event review / debriefing with Send after action review documents to Branch Director. G. Equipment Required: Laptop or PC Cell Phone Landline phone Printer H. Position Work Location: Summit Conference Room South 3B I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 162 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

163 Wire Guard Coordinator A. Position Title Wire Guard Coordinator B. Reports To: Wire Guard Unit Leader C. Position Duties and Responsibilities: The Wire Guard Coordinator is responsible to assign and dispatch Wire Guards to damage locations, within an assigned region, where downed wires have created a potential electrical hazard. D. Pre-Emergency Preparations: Discuss availability with Wire Guard Unit Leader Login to OMS to validate credentials and ensure technology is up to date Build Wire Guard crews in OMS E. Duties, Responsibilities, and Actions during an Emergency Event Monitor priority calls requiring Wire Guard resources Monitor work queue for referrals to Wire Guard Assign Wire Guards in the OMS Communicate with Wire Guards on assignments Ensure necessary information for priority calls is captured when resource is assigned and arrives onsite Add any relevant event comments in the OMS based on field conditions reported by Wire Guards Escalate any logistical issues to the Wire Guard Unit Leader Coordinate with Damage Assessment Coordinator to deploy Wire Guard resources as a result of damage assessment patrolling Complete events in the OMS when non-electrical hazard conditions exist F. Post-Emergency Event Responsibilities and Reports: None G. Equipment Required: Computer with access to OMS, printer, telephone, radio H. Position Work Location: Westwood Facility; Area Work Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 163 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

164 Wire Guard A. Position Title Wire Guard B. Reports To: Wire Guard Coordinator C. Position Duties and Responsibilities: Wire Guards are responsible for responding to wire-down calls from municipal officials, customers, or other company response personnel. Wire Guards are assigned and dispatched to damage locations, within an assigned region, where downed wires have created a potential electrical hazard. D. Pre-Emergency Preparations: Discuss availability with Wire Guard Coordinator Check all Personal Protective Equipment and supplies E. Duties, Responsibilities, and Actions during an Emergency Event Report to Wire Guard Coordinator for assignments Provide relief for employees and emergency responders Report field conditions back to Wire Guard Coordinator Provide company presence at downed wires until made safe by qualified personnel Escalate any logistical issues to the Wire Guard Coordinator F. Post-Emergency Event Responsibilities and Reports: None G. Equipment Required: Vehicle, cones, cell phone, hard hat, vest, caution tape, PPE H. Position Work Location: Area Work Center I. Work Period: One 8 to 16 hour work period per day J. Activation Notification: On Call 164 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

165 ERP Operations Section Initiation Meeting Agenda 1. Operations Section Chief to brief Operations personnel on all available intelligence concerning the Incident. 2. Current Outage Statistics (by AWC& EOC) Circuit Lock-outs & customer impact Totals Incidents covered & customer impact Total Incidents uncovered & customer impact Calls awaiting analysis 3. Review the status of all on-going and planned initiation procedures for the Operations Section. EOC Branch) Transmission Substation Work Coordination (Centralized or decentralized) Wire Guards Service Crews External Crews (OH & UG Line, Tree, Mutual Assistance, Transmission, Substation) 4. Assess, develop and implement staffing for impacted EOCs: 4.1 EOC personnel: Operations Coordinator Primary Crew Supervisors OH Line Crews / UG Line Crews Dispatch Personnel (Decentralized?) OH Troubleshooters / UG Troubleshooters Service Crews Administrative Supervisors Clerical Support (EOC and Work Coordination) 4.2 System Operation personnel: Transmission Substation 5 Review Resource Assessment & Coordination s recommendations of External Crew requirements to IC for approval. Resource Assessment & Coordination Section Chief to notify Logistics 6 Report out on extraordinary events by EOC (Distribution & Transmission) 7 Report out on any Logistical or Communications issues. 8 Schedule time for Incident Progress Report Meeting 9 Report all actions of ERP Operations Section Initiation meeting to the Incident Commander at the Incident Progress Meeting or sooner if warranted. 165 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

166 Operations Section Pre-Event Checklist Pre-Event T-72 Date Time Initials Action Notes Pre-Event T-48 Notify Operations Branch Directors of impending event and schedule initiation briefing call. Disseminate Incident Action Plan if available. Review staffing availability & identify gaps Develop 24 hour staffing plan for multiple day event Schedule Operations update meetings Confirm with Logistics Section to verify: Generators are tested Vehicles are inspected, repaired and ready for use Chains are available for winter events Adequate inventory of stock and materials are available Test EOC Equipment OMS computers SCADA Printers Radio consoles Conduct inspection and verify availability of outpost locations Make arrangements with Field Engineering to charge and distribute satellite phones Ensure that maps and prints have been updated in each EOC Test truck vehicle radios and turn in repairs to Field Engineering Date Time Initials Action Notes Conduct Operations meetings and disseminate Incident Action Plan Identify EOCs and AWCs to activate and potential timing when they will become operable Verify staffing availability and confirm shifts Review proposed staffing plan with Planning Chief and Incident Commander 166 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

167 Instruct Operations Branch Directors to provide staffing templates to the Planning Section Resource Tracking Branch Director. Identify outpost locations that will be used for the event Check with Logistics Section Chief on the status of vehicle repairs, inventory availability, and facility readiness. Check with Field Engineering on the status of Vehicle radio repairs and satellite phone delivery. Identify resource requirements for Martha s Vineyard and make arrangements to move crews preevent. Pre-Event T-24 Date Time Initials Action Notes Confirm all EOCs and AWCs are fully functional and ready. Finalize staffing plan and shift schedule Review staffing Resource Tracking Branch Director to ensure it reflects actual staffing plan. Ensure crews have been positioned on Martha s Vineyard if required. 167 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

168 Procedure: Decentralization of System Control to EOC 1.0 Purpose 1.1 This procedure describes the steps necessary to deploy Electric System Operations dispatch personnel from a System Control Center to a regional EOC Responsibilities 2.1 The Operations Section Chief, in coordination with the Operations Branch Directors, will direct the Operations Group Manager to implement this procedure. 3.0 Precautions - None 4.0 Prerequisites 5.0 Actions 4.1 An ERP of Type 3, 2, 1 has been initiated by the Incident Commander and the impacted EOCs have been identified. 4.2 The impacted EOCs have been set-up and are operational for ERP Response. 5.1 Instruct the Operations Branch Directors to develop the staffing of dispatch personnel in order to support 24 hour/day coverage at the impacted EOC(s). 5.2 Once the dispatch personnel have arrived at the impacted EOC(s), the decentralized dispatch Supervisor will contact the respective centralized System Operations Center supervisor to coordinate the transfer of system control to the EOC-based personnel. 5.3 Once the decentralized response has been established, all personnel at the impacted EOC will be notified of the change. All remaining EOC personnel will be notified upon the start of their shift. 6.0 References - None 7.0 Attachments - None 168 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

169 Procedure: Activation and Mobilization of Field Restoration Resources 1.0 Purpose 1.1 This procedure describes the steps necessary to activate and mobilize Field Supervisors, Troubleshooters, Line Crews and EOC Personnel. 2.0 Responsibilities 2.1 The Operations Branch Directors are responsible for implementing this procedure with decision support from the Operations Section Chief. 2.2 The personnel to be held on in anticipation of the incident will be determined by the Operations Branch Directors and Operations Section Chief during the ERP Operations Section Initiation Meeting. 2.3 The Operations Branch Directors are responsible for the activation, deployment and demobilization of personnel. 3.0 Precautions: None 4.0 Prerequisites 5.0 Actions 4.1 The ERP has been activated, and an ERP event of Type 3, 2, or 1 has been declared by the Incident Commander and the impacted EOCs have been identified. 4.2 The Incident Commander has deemed in necessary to open one or more EOCs in a Type 2 or 1 event. 4.3 The impacted EOCs have been activated and are operational for ERP response. 5.1 The Operations Branch Director will instruct the Operations Group Managers to develop the staffing of Dispatch personnel, Field Supervisors, Line Crews and Troubleshooters in order to support 24 hour/day coverage at the impacted EOC(s). 5.2 During the ERP event, the EOC Field Units will respond to trouble as directed by the Operations Group Manager. 5.3 The Operations Section Chief and the Operations Group Manager will monitor outage conditions and supply or redeploy additional Field Supervisory and Troubleshooter resources as required to provide quick response to make safe severely impacted areas. 5.4 At completion of their work shift, the Line Personnel will meet with their Supervisor to debrief on all work assignments. They will also coordinate with their Supervisor the expected time to for their next shift, if applicable. If Line Personnel are required to return, they will re-supply their vehicle prior to leaving unless otherwise instructed by the Supervisor. All personnel leaving a fixed or temporary facility at the end of their shift must first make contact with the Administrative Specialist or to confirm their shift s end time. 5.5 At completion of their work shift, Supervisors will meet with their replacements and brief them on the previous shift events and any work or personnel still in 169 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

170 the field. All personnel leaving at the end of their shift must first make contact with the Administrative Specialist to confirm their shift s end time. 5.6 At the completion of their last shift, Line Personnel will debrief on all work assignments. Supervisors will collect all work related information and present it to the Operations Group Manager for the EOC. The Operations Group Manager must document all incomplete assignments and coordinate with the Dispatch Supervisor the prioritization and assignment of any incomplete work assignments. 6.0 References None 7.0 Attachments: None 170 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

171 Procedure: External Resource Coordination 1.0 Purpose 1.1 This procedure describes the actions that are taken by the Operations Section Chief, Logistics Chief, External Resource Acquisition Branch Director and Operations Branch Director while securing and upon the arrival of external resources in response to varying Types of ERP activation. 2.0 Responsibilities 2.1 The Resource Acquisition Branch Director is responsible for implementing this procedure and the following: Develop and maintain a listing of Company personnel responsible for coordinating outside crews. Check-in external crews Assign company personnel to external crews Perform an annual review of this procedure and revise as warranted. Consult with the Operations Branch Director for transfer of crews. Ensure crews arrive at assigned EOC and have been transferred to the Operations Section for work assignments. 2.2 The Operations Branch Director is responsible for implementing this procedure and the following: Consult with Resource Acquisition Branch Director on the specifics of external crew logistics: o o o Arrival time Crew names Company personnel assigned to the external crew(s) Allocate resources to RMT s according to IAP objectives and priorities. Monitor crew productivity and restoration progress Re-allocate resources within EOC or demobilize resources back to Resource Acquisition to deploy to another EOC or release. 3.0 Precautions: None 4.0 Prerequisites 4.1 An ERP Incident has been declared or is anticipated and the Operations Section Chief has requested Logistics Section Chief to acquire external crew resources. Resource Acquisition Branch and included Units/ resources have been activated by Logistics Section Chief. External Resource Field Coordinators are notified by the External Resource Field Unit Leader to report to the designated staging locations to receive the external crews. External Crew Receipt Tracking Forms supplied by the External Resource Field Unit Leader External Crew Tracking Sheet 171 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

172 4.2 External line resources will be supervised by the Operations Field Supervisors. 4.3 The Resource Acquisition Section will track the External Crew activities and work locations using the resource tracking tool RoDs The External Resource Field Unit Leader will assign an External Resource Field Coordinator to the external crews. 4.5 Work will be assigned by the Operations Coordinator and those work priorities will be decided upon jointly by the RMT. 4.6 In the event additional Company personnel are required to provide field support for the external resources, the following ERP personnel will be reassigned to the External Resource Unit and under the supervision of the External Resource Field Unit Leader: Damage Appraisers Wire Guards Overhead Line Crews Crew Guides 4.7 The redeployment of the Damage Appraiser, Wire Guard and Overhead Line Crew resources will be approved by the Operations Section Chief and the Planning Section Chief; implemented by the External Resources Unit Leader and the Operations Group Manager 4.9 When a Check-in Area or Staging Areas have been activated to support external resources, the Supervisors at each location will notify the Resource Acquisition Branch Director when the location is fully operational and ready to begin processing/ supporting external resources 4.10 In the event the Receiving Center at the Summit or the Staging areas throughout the service territory are opened, the Damage Appraiser, Wire Guard and Overhead Line Crew resources will be redeployed to these sites When the Operations Section Chief has notified the Incident Commander that external resources are no longer needed, the Resource Acquisition Branch Director will facilitate the demobilization or redeployment of the external resources The External Resource Unit will remain in contact with all external resource parties to ensure the needs of all parties are being met and contracts are executed as agreed Following the termination of the ERP Incident and resumption of normal business operations, the External Resource Branch will work with the Finance Section to receive and verify all external crew resource invoicing, authorize all payments and allocate all charges for appropriate costs incurred from obtaining external resources during the ERP Incident. 5.0 References (EEI Mutual Assistance Web Site) 5.2 Eversource Emergency Response Contractor agreement 6.0 Attachments None 172 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

173 173 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

174 Procedure: Restoration Priorities and Coordination 1.0 Purpose 1.1 This procedure describes the method for assigning repair work by priority in order to create an efficient restoration system. The following are considered: The resource classifications that will do the repair work The priority orders in which the work will be classified by the outage management system and completed within the assigned labor class. NOTE: Jobs with more than one type of damage at a location are prioritized and arranged by the highest priority work at the location. This high priority work is considered a single job, and is assigned as such. 2.0 Responsibilities 3.0 Precautions 2.1 The Operations Group Manager is responsible for ensuring the implementation of this procedure. 2.2 The RMTs are responsible for executing this procedure The strategy for restoring electrical service on the distribution system will be assigned in accordance with the following set of general priorities: Eliminate unsafe conditions, primary wires down and energized (FPS1) Re-establishment of power source for system Restoration of transmission lines to substations involving outages Restoration of distribution supply lines and distribution substations Restoration of distribution primary mains supplying commercial centers and large groups of customers Restoration of service to Critical Facilities. Agreed upon Community Priorities will take precedent where practicable. Circuit restoration priorities have been established and will be followed to the extent practicable System equipment blocking primary roadway and hampering fire/police/ems response Restoration of other branched (fused) primary lines & line transformers, and secondary mains supplying small groups of customers. Service restoration to Life Support Customers will be given priority during this restoration stage, or if municipal contact requests the LSC to be a Community Priority Restoration of lines and services supplying individual customers. To the extent available, personnel trained and proficient in electrical work but not qualified to perform overhead primary work will be utilized in a parallel effort to restore damaged service drops. 4.0 Prerequisites 4.1. None 5.0 Actions 174 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

175 5.1. Work Assignments The Planning Section will analyze, group and process all Priority 01-Loss of transmission, 02-Loss of Supply and 03-Circuit Lockout Calls and Jobs. When ESO has been able to switch on as much customer load as possible, ESO will then status these jobs to PARTIALLY ENERGIZED and inform the Planning Section that those jobs are ready for analysis Planning Section will initially analyze, group, survey and process Unassigned Calls and Jobs to PENDING Outage Jobs once surveyed The RMT will assign service crews to pending jobs. Every event is different and system conditions vary during the course of the restoration process. 6.0 References 6.1 Life Support Customers Life Support Customers are identified in OMS. 7.0 Attachments none 175 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

176 Procedure: Vegetation Management 1.0 Purpose: The purpose of this procedure is to describe the actions to be taken in response to an incident, which has impacted or may impact the system. 2.0 Responsibilities: 2.1 The Vegetation Management Coordinator will manage and direct resources as requested by the Operations Group Manager and will: 3.0 Precautions: None 4.0 Prerequisites: None 5.0 Actions: Participate in scheduled conferences and training programs Maintain a directory of vegetation management contractors who can provide qualified personnel and equipment to perform line clearing In conjunction with Vegetation Management, annually meet with the local tree wardens to review and discuss emergency response procedures (D.P.U ), as well as normal tree trimming activities. 5.1 Notification This position has no internal ERP notification responsibilities, but is responsible for contacting contract Arborists as required 5.2 Activation Report to the assigned EOC or Area Work Center as directed Obtain a briefing on the status of the ERP event from the Operations Group Manager Ascertain number, type and source of contractor tree crews currently at work on the system and additionally requested by the Company and provide update to the Operations Group Manager 5.3 Response Coordinate Tree Crew Resources assigned to the EOC or Service Center Update OMS (trouble management system) for vegetation related events Provide feedback to assist in the efficient deployment of these resources Assist the Operations Coordinator or Field Supervisors as requested with additional tree crews. 5.4 Termination Ensure that OMS is current and all paperwork pertaining to tree clearing personnel is completed and forwarded to the Operations Group Manager 176 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

177 6.0 References: None 7.0 Attachments: None Coordinate release with External Resource Administration Unit Leader Crews can only be released with approval of the Operations Group Manager 177 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

178 Procedure: Inter-Utility Coordination The three Massachusetts investor owned electric utilities; Eversource Energy,, National Grid, and Unitil, along with Verizon, Comcast and Charter Communications, formed the Telecommunications & Electric Utility working group (TC&EU) to enhance coordination and communication during emergency events. The working group drafted a Communications Guideline that provides guidance for planning and logistics by Telecommunications, Cable, and Electric Utilities in the state of Massachusetts when preparing for a major weather event that requires the coordination of wire down response, pole replacements and other necessary response between the companies. The guideline provides points of contact and communication processes for the parties to follow in planning and execution of their response operations. 178 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

179 Planning Section Planning Section Chief A. Position Title Planning Section Chief B. Reports To: Incident Commander C. Position Duties and Responsibilities: The Planning Section Chief is responsible for providing overall incident planning services to support effective restoration efforts. This includes collecting situation and resource status information, evaluating and processing the information for use in developing incident action plans and ETRs. Major responsibilities of the Planning Section Chief are: Conduct damage assessments. Collect, analyze and manage all internal and external data, including damage assessment and outage calls in OMS. Develop the daily IAP, in collaboration with the Incident Commander and Operations Section Chief. Generate Global ETR and district/town-level ETRs. Establish information requirements and reporting schedules for Planning Section Branches. Determine need for specialized resources. Generate periodic predictions on incident potential impact. Ensure that the positions within the Section execute their specific duties and responsibilities. Report significant changes in incident status. Oversee preparation of the Demobilization Plan. Participate in scheduled ERP training sessions. D. Pre-Emergency Preparations: Following ERP activation, activate Branch Directors. Deploy to ICC as directed, report to the Incident Commander and obtain a briefing. Conduct a briefing with Branch Directors as they arrive at their assigned location(s). Assess potential system impact and possible outages based upon event predictions and historical system information. Activate the resource tracking data base Conduct regular meetings and briefings with Branch Directors. Prepare regular reports and information for Incident Commander as requested. E. Duties, Responsibilities, and Actions during an Emergency Event Conduct initial Section meeting with Branch Directors 179 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

180 Direct and manage Rapid and Detailed Damage Assessments. Develop initial estimates for outages and restoration times. Conduct and facilitate incident planning meetings. Compile and display incident status information. Monitor and track the allocation of response resources Generate global ETR. Generate town-level ETRs. Monitor FPS calls for compliance of response requirements. Ensure that updated Survey and Outage Job information is being submitted and maintained into OMS in a timely fashion. Provide the Operations Section Chief with OAS summary reports as they become available. Prepare regular reports and information for Incident Commander as requested. Provide for the transfer of personnel to areas of need as required. F. Post-Emergency Event Responsibilities and Reports: Ensure that all forms and documentation are properly completed and forwarded to the Manager of Emergency Preparedness. Conduct Demobilization process to return to normal business operation. G. Equipment Required: Mobile Device H. Position Work Location: Incident Command Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 180 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

181 Planning Branch Director- Forecasting A. Position Title: Planning Branch Director Forecasting B. Reports To: Planning Section Chief C. Position Duties and Responsibilities: Oversees the collection, analysis, estimating and reporting of pre and post impact system data to provide situational awareness to the Planning Section Chief, Incident Commander and other members of the General and Command staff. The Director is responsible for managing the timely population of reports and models necessary for analyzing and recommending estimated times of restoration within a region. Once estimated times of restoration have been established and communicated, the Director is responsible for monitoring restoration progress to the established ETRs and provide updates to the Planning Section Chief of the need to update an ETR or identify ETRs that are at risk. The Forecasting Branch is also responsible to maintain and update dashboards and reports necessary for the Command and General Staff to manage the event. Ensure staff assigned to branch has attended training and is in state of readiness. Reviews and participates in weather forecast briefings. Monitors damage to other utilities in the region and provides summery reports. Maintains reports and collects data to provide recommendations of ETRs to the Planning Section Chief. o o o o o Outages and damage locations Number of crews currently available or soon to be available to the system Current working conditions Road and travel conditions Field observations of the actual extent of damage Develops and monitors ETR s Provide what if scenarios for based on staffing levels. Ensure that the positions within the Branch execute their specific duties and responsibilities. D. Pre-Emergency Preparations: When notified of an ERP activate the Restoration and Crew Forecasters. When instructed set up in C2002 (Planning Section Room) at the Incident Command Center. Instruct team to monitor weather forecasts in the regions and report damage to other utilities. Review data from the EESCO / UCONN Weather-Based Damage Prediction System/Model Note this is still a work in progress and is used as informational data only at this time to 181 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

182 further develop future modeling. E. Duties, Responsibilities, and Actions during an Emergency Event: Collect and compile data from the Outage Management System, System Operations Support and Resource Tracking Branch in order to predict and report damage impact and the recommendation of movement, addition, or releases of resources as appropriate. Receive and compile data from the Outage Management System and Resource Tracking tools to populate existing models to provide information on estimated damage locations, customer impacted counts for each EOC and AWC impacted. Review compiled model data with data on loss of load calculations: adjust and refine global ETR as necessary before making recommendation on ETRs to the Planning Section Chief. Makes recommendations for the objective of developing a reliable Global ETR within 24 hours after the Incident Commander has determined it reasonably safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.). Makes recommendations for the objective of developing reliable town based ETRs within 48 hours after the Incident Commander has determined it reasonably safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.). Monitor restoration progress against communicated ETRs and report at risk ETRs or adjust as necessary to the Planning Section Chief F. Post-Emergency Event Responsibilities and Reports: Conduct Demobilization process to return to normal business operations Ensure all models and data is saved for post event analysis Conduct after action review as soon as possible with the Planning Section staff to review model accuracy and issues. Ensure that all forms and documentation are properly completed and forwarded to the Planning Section Chief. G. Equipment Required: Laptop or PC Desk phone H. Position Work Location: Incident command Center C2002 I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 182 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

183 Situation Unit Leader A. Position Title: Situation Unit Leader B. Reports To: Planning Branch Director - Forecasting C. Position Duties and Responsibilities: The Situation Unit Leader oversees the collection, analysis, estimating and reporting of pre and post impact system data to provide situational awareness to the Planning Section Chief, Incident Commander and other members of the General and Command staff. Situation Unit Leader develops and maintains dashboards and reports necessary for the Command and General Staff to manage the event. Collects data to develop reports and dashboards for use by the Command and General Staff. o Outages and damage locations o Number of crews currently available or soon to be available to the system o Priority Public Safety Calls o Wire Down Calls o Critical Facilities and Life Support Customers impacted Ensure that the positions within the Branch execute their specific duties and responsibilities. D. Pre-Emergency Preparations: When notified of an ERP activate the Branch Personnel. When instructed set up in C2002 (Planning Section Room) at the Incident Command Center. For DPU reporting Table A s outages, ensure that a storm event has been started with proper event levels. E. Duties, Responsibilities, and Actions during an Emergency Event: Collect and compile data from the Outage Management System, System Operations Support and Resource Tracking Branch in order prepare reports and dashboards Run and submit Table A reports on a 4 hour schedule as directed F. Post-Emergency Event Responsibilities and Reports: Conduct Demobilization process to return to normal business operations Ensure all models and data is saved for post event analysis Conduct after action review as soon as possible with the Planning Section staff to review model accuracy and issues. Ensure that all forms and documentation are properly completed and forwarded to the Planning Section Chief. G. Equipment Required: Laptop or PC,Phone H. Position Work Location: 183 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

184 Incident Command Center C2002 I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 184 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

185 Planning Unit Leader - Strategic A. Position Title: Planning Unit Leader - Strategic B. Reports To: Planning Branch Director - Forecasting C. Position Duties and Responsibilities: The Planning Unit Leader Strategic is responsible for managing the timely population of reports and models necessary for analyzing and recommending estimated times of restoration within a region. Once estimated times of restoration have been established and communicated, the Unit Leader is responsible for monitoring restoration progress to the established ETRs and provide updates to the Director of the need to update an ETR or identify ETRs that are at risk. Ensure staff assigned to branch has attended training and is in state of readiness. Reviews and participates in weather forecast briefings. Monitors damage to other utilities in the region and provides summery reports. Maintains reports and collects data to provide recommendations of ETRs to the Planning Section Chief. o o o o o Outages and damage locations Number of crews currently available or soon to be available to the system Current working conditions Road and travel conditions Field observations of the actual extent of damage Develops and monitors ETR s Provide what if scenarios for based on staffing levels. Ensure that the positions within the Branch execute their specific duties and responsibilities. D. Pre-Emergency Preparations: When instructed set up in C2002 (Planning Section Room) at the Incident Command Center. Instruct team to monitor weather forecasts in the regions and report damage to other utilities. Review data from the EESCO / UCONN Weather-Based Damage Prediction System/Model Note this is still a work in progress and is used as informational data only at this time to further develop future modeling. E. Duties, Responsibilities, and Actions during an Emergency Event: Collect and compile data from the Outage Management System, System Operations Support and Resource Tracking Branch in order to predict and report damage impact and the recommendation of movement, addition, or releases of resources as 185 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

186 appropriate. Receive and compile data from the Outage Management System and Resource Tracking tools to populate existing models to provide information on estimated damage locations, customer impacted counts for each EOC and AWC impacted. Review compiled model data with data provided by System Operations Support on loss of load calculations: adjust and refine global ETR as necessary before making recommendation on ETRs to the Planning Section Chief. Provide data for the objective of developing a reliable Global ETR within 24 hours after the Incident Commander has determined it reasonably safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.). Provide data for the objective of developing reliable town based ETRs within 48 hours after the Incident Commander has determined it reasonably safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.). Monitor restoration progress against communicated ETRs and report at risk ETRs or adjust as necessary to the Planning Section Chief F. Post-Emergency Event Responsibilities and Reports: Conduct Demobilization process to return to normal business operations Ensure all models and data is saved for post event analysis Conduct after action review as soon as possible with the Planning Section staff to review model accuracy and issues. Ensure that all forms and documentation are properly completed and forwarded to the Planning Section Chief. G. Equipment Required: Laptop or PC Phone H. Position Work Location: Incident command Center C2002 I. Work Period: One 8-16 hour work period per day J. Activation Notification: On-Call 186 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

187 Planning Branch Director - Tactical A. Position Title: Planning Branch Director - Tactical B. Reports To: Planning Section Chief C. Position Duties and Responsibilities: Analyze outage calls that have been received in the Company s OMS, develop patterns and create OMS jobs. The Branch Director is also responsible to conduct damage assessments on the electrical system to update OMS and provide data to the Forecasting Branch to develop and maintain timely and accurate ETRs. Assure the safety of personnel performing damage assessments in the field. Exercise emergency authority to stop and prevent unsafe acts. Participate in the development of the IAP. Request additional resources to support damage assessment operations as required. Maintain contact and provide updates to the Planning Section Chief. Participate in scheduled ERP training sessions. Ensure staff assigned to branch has attended training and is in state of readiness. Be knowledgeable about the Company ERP. Maintain a staffing roster for all Branch positions within the assigned EOCs and associated AWCs for activation up to and including a Type I ERP declaration. Staffing assignments shall be formalized and documented through Emergency Preparedness. Understand the provisions of Company Union Agreements as they are interpreted under emergency operations. Understand the process for checking-in and managing external (Mutual Aid/Contractor) damage assessment personnel. Perform a rapid assessment of the system with the objective of providing data to develop and disseminate a Global ETR within 24 hours after the Incident Commander has determined it reasonably safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.). Perform a detailed assessment of the system with the objective of providing data to develop and disseminate town level ETRs within 48 hours after the Incident Commander has determined it reasonably safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.). Continue job level damage assessment of system and update OMS identifying nested outages and necessary repairs. Ensure that the positions within the Branch execute their specific duties and responsibilities. D. Pre-Emergency Preparations: 187 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

188 Ensure required work space and computer equipment is operational and available in each EOC/ AWC. Notify Branch personnel of the impending threat and level of response as required in the response matrix Prepare staffing plan and schedules as dictated for the duration level in the response matrix and approved by the Planning Chief Activate the EOC/AWCs and monitor the set-up of the Branch Verify with the Logistics Section: Vehicles (including possible rentals) are available to meet the activation level needs Chains are or are not being utilized (ice/snow emergency use Damage Assessment kits are available Lodging and food are available for EOC and AWC resources Verify phone checks in all EOC s/awcs have been performed to ensure that they are working and that published numbers are correct. Inform Planning Section Chief when EOC and associated AWCs are operational Prints and One Line diagrams are updated and available to damage assessment personnel E. Duties, Responsibilities, and Actions during an Emergency Event: Assist in the development of the Incident Action Plan Direct and manage the Outage Analysis of calls being received in the OMS o Monitor OMS and related dashboard(s) o o o Lock out circuits in OMS that have opened at the source Monitor PI to identify radio controlled switch operations and update OMS to model outage Develop patterns in OMs that are related to a common device and create an OMS job Direct and manage the Damage assessment process o Rapid Assessment o o o o Coordinate with other Planning Branches regarding a prioritized list of circuit lockouts Perform a rapid assessment of the system for the objective of providing data to develop and disseminate a Global ETR within 24 hours after the Incident Commander has determined it reasonably safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.). Ensure that updated Damage Assessment Job information is being submitted and maintained into OMS in a timely fashion Provide data to Forecasting Branch for ETR development 188 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

189 o o Detailed Damage Assessment o o o o o Prioritize patrols on jobs that have the largest customer impact Identify nested outages and update OMS Perform a detailed assessment of the system for the objective of providing data to develop and disseminate town level ETRs within 48 hours after the Incident Commander has determined it reasonably safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.). Ensure that updated Survey and Outage Job information is being submitted and maintained into OMS in a timely fashion Monitor Damage assessment progress and update Planning Chief Job level Damage Assessment o Continue job level assessments and update OMS to provide visibility in OMS to Operations on the type of damage and materials required at each damage location. Monitor and redeploy resources to areas of need as required or directed by the Planning Chief F. Post-Emergency Event Responsibilities and Reports: Release OAS personnel as necessary. Release any contract personnel to the Logistics External Resource Acquisition Branch for demobilization or redeployment. Conduct Demobilization process to return to normal business operations Begin shut-down of EOC and transfer of outage analysis back to System Operations Develop resource release schedule. Conduct after action review as soon as possible with EOC staff to capture opportunities for improvement. Ensure that all forms and documentation are properly completed and forwarded to the Planning Section Chief. G. Equipment Required: Laptop or PC Cell phone Desk phone H. Position Work Location: Incident Command Center or one of the five activated EOCs as directed by the Planning Section Chief I. Work Period: One 8-16 hour work period per day J. Activation Notification: 189 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

190 On-Call 190 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

191 Planning Unit Leader Tactical A. Position Title Planning Unit Leader - Tactical B. Reports To: Planning Branch Director - Tactical C. Position Duties and Responsibilities: Determine the strategy and tactics for execution of the rapid and detailed damage assessment. Additionally, to ensure the OMS is updated with damage assessment details, and the system is modeled to accurately reflect conditions in the field. Feedback from the Planning Unit Leader Tactical, is used in the development of the Incident Action Plan, and development of ETRs. D. Pre-Emergency Preparations: Discuss availability with Planning Branch Director - Tactical Prepare rosters for Planning Unit in the assigned region Provide rosters to Planning Branch Director Tactical, and Damage Assessment Coordinator Ensure Damage Assessment Patrol crews are built in OMS E. Duties, Responsibilities, and Actions during an Emergency Event Based on call patterns in the OMS, determine damage assessment strategy and communicate with the Damage Assessment Coordinator Escalate requests for additional Damage Assessment resources as needed Address any logistical issues with Logistics Support Specialist Ensure damage information is entered in the OMS and the system is modeled to reflect field conditions Provide damage details concerning broken poles, damaged transformers, etc., to Planning Unit Leader Tactical, for inclusion in damage reporting Provide updates on Damage Assessment status to Planning Branch Director - Tactical F. Post-Emergency Event Responsibilities and Reports: None G. Equipment Required: Computer with access to OMS, printer, telephone, cell phone, radio H. Position Work Location: Area Work Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 191 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

192 Damage Assessment Coordinator A. Position Title Damage Assessment Coordinator B. Reports To: Planning Unit Leader - Tactical C. Position Duties and Responsibilities: Within the assigned region, the Damage Assessment Coordinator is responsible for executing the strategy for the rapid and detailed damage assessment. Additionally, they ensure the OMS is updated with damage assessment details. The Damage Assessment Coordinator communicates regularly with the Damage Assessment Patrollers in the field, and uses their feedback to provide status updates to the Planning Unit Leader. D. Pre-Emergency Preparations: Discuss availability with Planning Unit Leader - Tactical Build Damage Assessment Patrol crews in OMS Outreach to Damage Assessment Patrollers to ensure all pre-event equipment checks are completed E. Duties, Responsibilities, and Actions during an Emergency Event Based on call patterns in the OMS and direction from the Planning Unit Leader - Tactical, execute the damage assessment strategy and communicate with the Damage Assessment Patrollers Assign Damage Assessment Patrollers in the OMS Ensure damage information is entered in the OMS Provide logistical details to Damage Assessment Patrollers concerning feeding and lodging Escalate any logistical issues to the Planning Unit Leader Provide updates on Damage Assessment status to Planning Unit Leader Tactical Coordinate with Wire Guard Coordinator to deploy resources as a result of damage assessment patrolling F. Post-Emergency Event Responsibilities and Reports: None G. Equipment Required: Computer with access to OMS, printer, telephone, radio H. Position Work Location: Area Work Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 192 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

193 Damage Assessment Patroller A. Position Title Damage Assessment CoordinatorPatroller B. Reports To: Planning Unit Leader TacticalDamage Assessment Coordinator C. Position Duties and Responsibilities: The Damage Assessment Patroller is responsible for conducting damage assessment patrols during emergency events to determine the extent and/or type of damage to the systemwithin the assigned region, the Damage Assessment Coordinator is responsible to execute the strategy for the rapid and detailed damage assessment. Additionally, they ensure the OMS is updated with damage assessment details. The Damage Assessment Coordinator communicates regularly with the Damage Assessment Patrollers in the field, and uses their feedback to provide status updates to the Planning Unit Leader. D. Pre-Emergency Preparations: Ensure all required Personal Protective Equipment is in order Fully charge all portable devices Perform any related pre-event equipment checks, including technology updates E. Discuss availability with Planning Unit Leader - Tactical Build Damage Assessment Patrol crews in OMS Outreach to Damage Assessment Patrollers to ensure all pre-event equipment checks are completed F.E. Duties, Responsibilities, and Actions during an Emergency Event Performs the damage assessment and documents the required information using the technology tool or manual process as instructed Guards downed electrical wires until relieved by a Wire Guard or Line crew or until the hazard has been eliminated (electric only) G. Based on call patterns in the OMS and direction from the Planning Unit Leader - Tactical, execute the damage assessment strategy and communicate with the Damage Assessment Patrollers Assign Damage Assessment Patrollers in the OMS Ensure damage information is entered in the OMS Provide logistical details to Damage Assessment Patrollers concerning feeding and lodging Escalate any logistical issues to the Planning Unit Leader Provide updates on Damage Assessment status to Planning Unit Leader Tactical Coordinate with Wire Guard Coordinator to deploy resources as a result of damage assessment patrolling H.F. Post-Emergency Event Responsibilities and Reports: Direct relevant documentation to the Planning Section for disposition Participate in After Action Review(s) None I.G. Equipment Required: Personal Protective Equipment (PPE): Reflective vest, safety shoes, hard hat 193 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

194 Equipment and Supplies: DA Patroller Kit Personal: Appropriate clothing for weather conditions and any personal needs for multiple days away from homecomputer with access to OMS, printer, telephone, radio J.H. Position Work Location: Area Work CenterField K.I. Work Period: One 8-16 hour work period per day L.J. Activation Notification: On CallCall Out 194 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

195 Planning Modeler A. Position Title Planning Modeler B. Reports To: Planning Unit Leader - Tactical C. Position Duties and Responsibilities: The Modeler works closely with the Damage Assessment Coordinator to use the intelligence gathered during the damage assessment process to model the electrical system within the OMS. The Modeler uses field reconnaissance to validate system damage, and then confirms the damage by replicating field conditions within the OMS. D. Pre-Emergency Preparations: Discuss staff availability with Planning Unit Leader - Tactical Login to OMS to validate credentials and test equipment Assist Patrol Coordinator to build line crews in the OMS E. Duties, Responsibilities, and Actions during an Emergency Event Assist Damage Assessment Coordinator Monitor damage assessment work queues for completed patrols Analyze data returned from damage assessment process Open and close devices within the OMS to reflect field conditions Refer work in the OMS to other work groups Group events in the OMS Perform customer call backs when additional information is needed F. Post-Emergency Event Responsibilities and Reports: None G. Equipment Required: Computer with access to OMS, printer, telephone H. Position Work Location: Area Work Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 195 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

196 Resource Tracking Branch Director A. Position Title: Resource Tracking Branch Director B. Reports To: Planning Section Chief C. Position Duties and Responsibilities: The Resource Tracking Branch Director has overall responsibility for the recording and tracking of all internal, external and support resources that are utilized in an emergency event. The Branch Director will utilize a resource tracking tool (RoD) to maintain an accurate account of resources engaged, EOC locations, shift schedules and resources not activated. They have responsibility to provide various reports and situational awareness to the Incident Commander and staff pre-impact, post impact and post event. Maintains the Resource on Demand Tracking Tool (RoD). Periodically pulls updated assignment roster from ERP web site to maintain a current roster in RoDs. Provides necessary situational awareness and IAP Reports on staffing. Assist in what if scenarios in developing staffing schedules and shifts. Provides data and reports for Table Bs submitted every 6 hours: 0000, 0600, 1200, and Ensure that the positions within the Branch execute their specific duties and responsibilities. D. Pre-Emergency Preparations: Notify and activate Resource Tracking personnel Obtain general briefing on ERP type and staffing strategy. Develop staffing schedule for staff to cover activated EOC/AWC locations. Coordinate with each section/branch to obtain initial staffing plan and rosters. Identify single points of contact to coordinate resource tracking during the event Update RoDs. Provide initial staffing plans to F&A Section Chief. Upload crew transfer templates as received from the External Resource Branch Director. E. Duties, Responsibilities, and Actions during an Emergency Event: Ensures that Clerical Support personnel are maintaining and updating RoDs in each work location. Obtain Briefings from the F&A Section Chief on staffing and resource strategy to ensure necessary data is being captured. Coordinate the addition, movement, releases or redeployment of resources to provide accurate data and reports. 196 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

197 Maintain contact with External Resource Branch Director for ETA and destination of external crews Schedule, direct and compile data for the Table B report. Provide roster schedules and contact information of the key EOC personnel for dissemination during the IAP. Provide staffing reports and dashboards for Incident Command Meetings. Assist the F&A Section chief in compiling cost and spending estimates. At specific intervals of time take snapshot of resources to maintain history. F. Post-Emergency Event Responsibilities and Reports: Collect and compile all time sheets and field reports and any other required documents to reconcile RoD. Conduct after action reviews with team and external resources to collect opportunities for improvement: disseminate information to Planning Section Chief. Assist in post event analysis and reports G. Equipment Required: Laptop or PC Cell phone Desk phone Resource on Demand Tracking software H. Position Work Location: Incident Command Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 197 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

198 Resource Tracking Unit Leader A. Position Title Resource Tracking Unit Leader B. Reports To: Resource Tracking Branch Director C. Position Duties and Responsibilities: The Resource Tracking Unit Leader manages the processes used to determine which employee and vendor resources are working during an ERP event. Resource Tracking Unit Leaders use Resources on Demand (RoD) to account for all people resources to ensure accurate and timely reporting to the DPU. D. Pre-Emergency Preparations: Initiate review of rosters with Operations, Planning, and Logistics within their Emergency Operations Center to determine who will be working, and which shift Ensure RoD is up to date Print EOC rosters upon request Alert area work center Resource Tracking Coordinators, and coordinate schedules E. Duties, Responsibilities, and Actions during an Emergency Event Ensure rosters are uploaded into RoD for assigned region Ensure RoD is updated with any assignment changes Coordinate with Logistics for food & lodging Provide data to Resource Tracking Branch Director as requested Communicate with Resource Tracking Coordinators regarding resource movement Generate DPU Attachment A reports F. Post-Emergency Event Responsibilities and Reports: Correlate all sign-in sheets and rosters from Resource Tracking Coordinators G. Equipment Required: Computer, printer, telephone, cell phone H. Position Work Location: Emergency Operations Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 198 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

199 Resource Tracking Coordinator A. Position Title Resource Tracking Coordinator B. Reports To: Resource Tracking Unit Leader C. Position Duties and Responsibilities: The Resource Tracking Coordinator executes the processes used to determine which employee and vendor resources are working during an ERP event. Resource Tracking Coordinators use Resources on Demand (RoD) to account for all people resources, in an assigned area, to ensure accurate and timely reporting to the DPU. D. Pre-Emergency Preparations: Discuss availability with Resource Tracking Unit Leader Assist Resource Tracking Unit Leader to obtain current rosters from Operations, Planning, and Logistics within their assigned area, to determine who will be working, and which shift Update RoD with any job assignment changes Print rosters as requested E. Duties, Responsibilities, and Actions during an Emergency Event Ensure rosters are uploaded into RoD for assigned region Coordinate with Logistics for food & lodging for assigned area Provide data to Resource Tracking Unit Leader as requested Move resources within RoD as directed by the Resource Tracking Unit Leader Assist with receiving process for crews sent directly to area work center F. Post-Emergency Event Responsibilities and Reports: Correlate all sign-in sheets and rosters and send to Resource Tracking Unit Leader G. Equipment Required: Computer, printer, telephone, cell phone H. Position Work Location: Area Work Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 199 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

200 Resource Tracking Specialist A. Position Title Resource Tracking Specialist B. Reports To: Resource Tracking Coordinator C. Position Duties and Responsibilities: The Resource Tracking Specialist works closely with the Resource Tracking Coordinator to execute the processes used to determine which employee and vendor resources are working during an ERP event. Resource Tracking Specialists use Resources on Demand (RoD) to account for all people resources, in an assigned area, to ensure accurate and timely reporting to the DPU. D. Pre-Emergency Preparations: Discuss availability with Resource Tracking Coordinator Assist Resource Tracking Coordinator to obtain current rosters from Operations, Planning, and Logistics within their assigned area Update RoD with any job assignment changes Print rosters as requested E. Duties, Responsibilities, and Actions during an Emergency Event Upload rosters into RoD for assigned region Provide data to Resource Tracking Coordinator as requested Move resources within RoD as directed by the Resource Tracking Coordinator Assist with receiving process for crews sent directly to area work center F. Post-Emergency Event Responsibilities and Reports: Correlate all sign-in sheets and rosters and send to Resource Tracking Coordinator G. Equipment Required: Computer, printer, telephone, cell phone H. Position Work Location: Area Work Center I. Work Period: One 8-16 hour work period per day J. Activation Notification: On Call 200 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

201 Incident Preparation & Initiation: Planning Section 1.0 Purpose The purpose of this procedure is to describe the actions to be taken in response to an incident, which has impacted or may impact the system. The incident may require the implementation of the Emergency Response Plan (ERP). 2.0 Responsibilities 2.1 The Planning Section Chief is responsible for implementing this procedure once notified by the Incident Commander or designee. 2.2 The Planning Section is primarily responsible for: Analysis of incoming UNASSIGNED OMS Outage Calls & Jobs and their consolidation into PENDING Outage Jobs for Operations Conduct the Rapid and/or Detailed Survey and analysis of key circuits Other restoration support field activities as required. 2.3 The number of Planning Section personnel to be mobilized for the Incident will be determined by the Planning Section Chief with decision support as necessary from Planning Section Branch Directors. 3.0 Precautions 3.1 If there is a threat of an ERP event to impact the system, Planning Section personnel should be contacted as soon as practical to review their procedures and training documentation, including the applicable elearning modules, prior to ERP mobilization. 4.0 Prerequisites 5.0 Actions 4.1 An ERP event Type 4 or greater has been declared or is anticipated and the impacted EOCs are identified. 4.2 Staffing rosters are available on the ERP web site and should already be in possession of ERP Management and supervisory personnel. 5.1 Once notified of the Incident or threat of an Incident, the Planning Section Chief will complete the ERP Incident Initiation Checklist 5.2 Once the initiation checklist has been completed the Planning Section Chief will notify the Incident Commander. 5.3 Conduct subsequent Planning Section Progress Meeting 6.0 References: none 7.0 Attachments: 201 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

202 ERP Planning Section Initiation Meeting Agenda 1.0 Planning Section Chief to brief Planning personnel on all available Incident intelligence. 2.0 Review of Current Outage Statistics (by EOC) UNASSIGNED calls & jobs: backlog & aging ASSIGNED & SURVEY jobs: backlog & aging FPS calls & jobs: backlog & aging 3.0 Report on the status of all on-going activities for the Planning Section(by EOC): Preparations Staffing (if any currently in place) Planning Work Assignment Report 4.0 Develop and implement staffing plan for impacted EOCs: Centralized or decentralized Planning response? Rapid and/or Detailed Survey required? Technical Assistants Damage Assessment Patrollers Clerical Support 5.0 Report out on extraordinary events (by EOC) 6.0 Report out on any Logistical or Customer Group/Communications issues (by EOC) 7.0 Schedule Planning Section Progress Report Meetings at least one hour prior to the Section Chiefs Meeting. 202 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

203 Planning Section Progress Report Meeting Agenda Incident: Date: Time: 14. Section Report: a. Latest Weather Forecast b. Latest Event Conditions c. ERP Type Status 15. Damage/Condition Analysis a. UNASSIGNED calls & jobs: backlog & aging b. ASSIGNED & SURVEY jobs: backlog & aging c. FPS calls & jobs: backlog & aging d. High Profile Outages e. FPS stand-by Status 16. Planning Section Staffing Summary (by EOC): a. Branch and Unit staff b. Technical Assistants c. Damage Appraisers d. External Support 17. Planning Section Work Review a. Action Plans: i. Rapid & Detailed Survey ii. Customer Call-Backs b. Logistical Issues i. Transportation ii. Communications iii. Equipment iv. Lodging (if necessary) v. Other 18. Summary of Open Issues 19. Schedule Next Meeting 203 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

204 Procedure: Rapid Survey (Phase I Circuit Assessment) 1.0 Purpose 1.1 This procedure describes the steps necessary for Planning Branch - Tactical to mobilize the Rapid Survey process after the Incident Commander has determined it is reasonably safe to deploy staff outside following cessation of hazardous conditions (high winds, unsafe roadways, etc.) in order to quickly assess system damage and tabulate the damage information for use in restoration estimates. 2.0 Responsibilities 2.1 The Planning Section Chief is responsible for initiating this procedure with decision support from the Incident Commander. 2.2 The Planning Branch - Tactical is responsible for conducting rapid circuit surveys and reporting back damage found on distribution circuit backbone to assist in the assessment and prioritization of Electric Distribution Asset damage during a system emergency. 3.0 Precautions: 3.1 None 4.0 Prerequisites 5.0 Actions 4.1 Damage to distribution circuits is extensive and damage information is required in order to quickly assess system conditions. 5.1 The Damage Assessment Coordinators will receive a listing of circuit lock-outs to be used for the Rapid Survey in each AWC. 5.2 The DA Coordinator will provide each Damage Assessment Patroller (DAP with the circuit one-line and primary print for each circuit to be assessed; with the START/END points clearly identified. 5.3 The DAP will then assess the circuit s 3 phase backbone (including unfused taps) at the designated START point until the first damage location is found. 5.4 At each damage location, the DAP will: Record the location on the Rapid Survey Circuit Form and tabulate the damage in the rows below by item (transformer, pole etc.) and quantity Label the damage location on the one-line to correspond with the form The location and condition (OPEN or CLOSED) of fused taps will be noted. 5.5 At each subsequent damage location, the DAP will repeat the process until they reach the circuit s designated END point. 5.6 If any damage location contains a hazardous condition (i.e. transformer leaking oil or threat of a spill), the DA must immediate report this to the OWC. Once a hazardous condition has been identified, System Control must then be 204 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

205 contacted immediately. 5.7 Once the circuit has been surveyed from the START to the END, the DA will immediate tabulate the survey data on the Rapid Survey Circuit Form in the space provided and contact their DA Coordinator. The DAP will provide the summary of damage by circuit so it can then be input into the Rapid Survey Summary Form by the Coordinator, who will then direct the DAP to the next circuit, if required, and the process will be repeated. 5.8 Every 4 hours after the start of the Phase I Assessments (or at times selected by the Planning Section Chief) the Coordinator from each EOC will complete the Phase I Assessments Summary Form and submit it to the on-duty Planning Unit Leader for review, consolidation and submittal to the Planning & Analysis (P&A) Branch 5.9 At the completion of the Rapid Survey effort, all the forms and diagrams will be collected at the EOC by the Damage Assessment Coordinator and sorted by circuit number for future reference At the completion of the Rapid Survey effort, the Planning Section employees will be redeployed to their next ERP assignment as necessary. 6.0 References: None 7.0 Attachments: None 205 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

206 Rapid Survey Summary Form 206 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

207 System Survey Form 207 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

208 Rapid Survey Timetable Example of Rapid Survey Timetable. Clock Event Description Hour: Notify Rapid Survey personnel to arrive at EOCs by Hour: Identify target circuits (Distribution lock-outs) from Lock-Out Coordinator Hour: Produce Primary Circuit prints & One-line diagrams, prepare Rapid Survey Hour: Staff arrives at EOC. Assign & Equip 2 person Rapid Survey Teams (one Damage Appraiser and one Wire Guard).1 team for each target circuit if possible. Max 2 per Team Hour: Begin Survey Hour: Conduct and Complete Rapid Surveys in field (1 st circuit) Hour: Rapid Survey Teams Return to EOC and Provide All completed Rapid Circuit Survey Forms to EOC (OWC) Hour: DA Coordinators summarize Rapid Surveys & turn them over to Forecasting Branch for input into restoration algorithm Hour: Conduct and Complete Rapid Surveys in field (2 nd circuit) Hour: Rapid Survey Teams Return to EOC and Provide All completed Rapid Circuit Survey Forms to EOC (DA Coordinators) Hour: Coordinators summarize Rapid Surveys & turn them over to Forecasting Branch for input into restoration algorithm. 208 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute

209 Rapid Survey Process Flow 209 of EVERSOURCE ELECTRIC MA ERP 5/13/2016 Official Use Only Do Not Distribute