Sekisui S-Lec America has developed an emergency contingency plan to address potential disruptions to business operations. The plan involves: 1) Assessing emergency situations and enabling telecommuting if facilities are damaged or key personnel unavailable. 2) Communicating with employees, freight companies, customers to provide updates and work within limitations. 3) Maintaining open communication lines and continuing operations until full recovery is possible. 4) Having backup payroll and electronic systems to continue essential business functions remotely. 5) Coordinating response across global offices to leverage alternate resources if US leadership is impacted.

1. Sekisui S-Lec America, LLC
Emergency Contingency Plan

3. Sekisui
Chemical
HQ (SSJ)
Sekisui
Sekisui
Thailand
China (SSC)
(SST)
Sekisui Sekisui
Sekisui
America Mexico
Europe (SSE)
(SSA) (SSM)

6.  Other emergencies can consist of both manmade and natural
 Manmade might be a kidnapping or assassination, train derailment
dumping toxic chemicals, gases or radioactive materials, Freighter
hijacking as evident of a Maersk freighter hijacked by Somalia Pirates.
Release of VX or GX nerve agents
 Natural could be earthquake, tornado or other natural event beyond the
scope of preparedness. Additionally, other events could be a fast
spreading disease which would affect the work force.
 A fuel shortage or political unrest event in the Middle East could spark a
crude oil shortage by virtue of war or OPEC deciding to hold hostage the
global economies. With some saying peak oil will befall us in 2014 the
beginning of events IF true will probably begin now in 2010. We are
currently seeing gas and diesel prices moving upward. http://www.oil-
price.net/

11. Iceland Volcano 4/15/2010 (Air Travel Disruption)

12. In the event of an attack, failure or other catastrophic reason causing the
Release of VX or GB (Sarin) nerve agent or Mustard agent, SSA would be required to
manage a mass evacuation of all associates dependent upon official reporting and wind
direction at time of event. The Army base is located approximately 77 km SSE
Of Winchester and SSA. This could potentially be an extremely hazardous and fatal
situation for all associates in the event wind carried these deadly agents northward.
There is 523 tons of VX, GB, and Mustard agents at this facility.

14.  Assessment
 Associate Needs
 Mass Evacuation
 Action Plan
 Contingency Plan

15.  Fuel Supply: Retain strategic supply
 Rail Car Derailment: Evacuation of facility follow local rule and regulation
 Release: Of VX or GX nerve agent, mass evacuation
 Freight Movement: Retain strategic truckers
 Ocean Freighter Availability: Follow Ship Line Contingency, assuming airlines have been
grounded vis-à-vis ocean freighter not available or air-freight not available
 Raw Material : Acquirement and stockpiles
 Sub Materials: Acquirement and stockpiles
 Natural Disaster: Follow local rule, regulation and contingency of telecommuting.
 MurderKidnapping of key associates: Pre-determine personnel to have readily available as
back-up personnel, this scenario also includes if top personnel become a hostage.
 Need for offsite hot-site: Used as contingency in event Sekisui America bldg. damaged or
uninhabitable.
 Payroll: Emergency backup payroll via internet and online access contingency as was done
during the major snow storm on the east coast of US during the winter.
 Utilize Telecommuting: For all of the above for key personnel pre-selected with planned access
for key office personnel. Since SSA process does have labor intensive work, this may not be
available for all associates dependent upon position.
 Shared contingency : with European and Japanese counterpart to contain potential issues, and
continue operations. Share and or incorporate customer contingency plans with Sekisui Plans.

16.  Emergency planning for employees
 Your employees and co-workers are your business's most important and valuable asset. There are some procedures you
can put in place before a disaster, but you should also learn about what people need to recover after a disaster. It is
possible that your staff will need time to ensure the well-being of their family members, but getting back to work is
important to the personal recovery of people who have experienced disasters. It is important to re-establish routines,
when possible.
 Two-way communication is central before, during and after a disaster.
 Include emergency preparedness information in newsletters, on company intranet, periodic employee emails and other internal
communications tools.
 Consider setting up a telephone calling tree, a password-protected page on the company website, an email alert or a call-in voice recording to
communicate with employees in an emergency.
 Designate an out-of-town phone number where employees can leave an "I'm Okay" message in a catastrophic disaster.
 Provide all co-workers with wallet cards detailing instructions on how to get company information in an emergency situation. Include
telephone numbers or Internet passwords for easy reference.
 Maintain open communications where co-workers are free to bring questions and concerns to company leadership.
 Ensure you have established staff members who are responsible for communicating regularly to employees.
 Talk to co-workers with disabilities. If you have employees with disabilities ask about what assistance is needed.
People with disabilities typically know what assistance they will need in an emergency.
 Identify co-workers in your organization with special needs.
 Engage people with disabilities in emergency planning.
 Ask about communications difficulties, physical limitations, equipment instructions and medication procedures.
 Identify people willing to help co-workers with disabilities and be sure they are able to handle the job. This is particularly important if
someone needs to be lifted or carried.
 Plan how you will alert people who cannot hear an alarm or instructions.
 Frequently review and practice what you intend to do during and after an emergency.

17.  Carefully assess how the company functions, both internally and externally, to determine which staff, materials, procedures and equipment are
absolutely necessary to keep the business operating.
 Review business process flow chart if one exists.
 Identify operations critical to survival and recovery.
 Include emergency payroll, expedited financial decision-making and accounting systems to track and document costs in the event of a
disaster.
 Establish procedures for succession of management. Include at least one person who is not at the company headquarters, if applicable.
 Identify your suppliers, shippers, resources and other businesses you must interact with on a daily basis.
 Develop professional relationships with more than one company to use in case your primary contractor cannot service your needs. A
disaster that shuts down a key supplier can be devastating to your business.
 Create a contact list for existing critical business contractors and others you plan to use in an emergency. Keep this list with other important
documents on file, in your emergency supply kit and at an off-site location.
 Plan what you will do if your building, plant is not accessible. This type of planning is often referred to as a continuity of operations plan, or
COOP, and includes all facets of our business.
 Consider if you can run the business from a different location or from your home. (office personnel, telecommuting)
 Develop relationships with other companies to use their facilities in case a disaster makes your location unusable.
 Plan for payroll continuity.
 Decide who should participate in putting together emergency plan.
 Include co-workers from all levels in planning and as active members of the emergency management team.
 Consider a broad cross-section of people from throughout your organization, but focus on those with expertise vital to daily business
functions. These will likely include people with technical skills as well as managers and executives.
 Define crisis management procedures and individual responsibilities in advance.
 Make sure those involved know what they are supposed to do.
 Train others in case you need back-up help.
 Coordinate with others.
 Meet with other businesses in your building or industrial complex.
 Talk with first responders, emergency managers, community organizations and utility providers.
 Plan with your suppliers, shippers and others you regularly do business with.
 Share your plans and encourage other businesses to set in motion their own continuity planning and offer to help others.
 Review emergency plans annually. Just as your business changes over time, so do your preparedness needs. When you hire new employees or
when there are changes in how your company functions, you should update your plans and inform your people.

18.  The following freight companies have verbally agreed to provide short notice emergency service to Sekisui S-Lec
America in case of urgent need. Senko will soon have the freight end of this but in case of emergency for Sekisui or
Senko the following is available: No prior notice necessary and truck available within 24 hours or sooner:
 Universal Logistics (24 hrs or less), Rogers Trucking, and SeaBreeze
 Marengo Warehouse which is a Homeland Security & Department of Defense facility could store our entire inventory if
necessary and operate from this underground facility
 Raw material should be stock piled to maintain business to customers. In the event of a major crude oil crisis enough
material should be on-hand to maintain a viable level for 90 days. Since our raw material is produced from aspects of
crude oil and the automotive and truck industry lives and dies by the crude oil market, Sekisui Chemical should make a
diversion decision based on future events concerning the loss of fuel or major shortages due to political unrest (Iranian
(Persian)Threat, closure of straight of Hormuz) and divert resources to those companies in the Sekisui Chemical group
which is not as Crude Oil dependant. Hijacking of steamship freighter, follow rules of engagement as specified by the
steamship line. Maersk was the most recent line hijacked by Somali Pirates. In addition, volcano ash cloud causing shut
down of air travel such as April 15, 2010 Iceland eruption shutting air traffic down in Europe.
 Telecommuting: Telecommuting, e-commuting, e-work, telework, working from home (WFH), or working at home
(WAH) is a work arrangement in which employees enjoy flexibility in working location and hours. In other words, the daily
commute to a central place of work is replaced by telecommunication links. Many work from home, while
others, occasionally also referred to as nomad workers or web commuters utilize mobile telecommunications
technology to work from coffee shops or myriad other locations. Telework is a broader term, referring to substituting
telecommunications for any form of work-related travel, thereby eliminating the distance restrictions of telecommuting.[1]
All telecommuters are teleworkers but not all teleworkers are telecommuters. A frequently repeated motto is that "work is
something you do, not something you travel to".[A successful telecommuting program requires a management style which
is based on results and not on close scrutiny of individual employees. This is referred to as management by objectives as
opposed to management by observation. The terms telecommuting and telework were coined by Jack Nilles in 1973.[3]
 The US Government is currently working on plans to telecommute during times of disaster: www.opm.gov with this
said, SSA should consider this as part of any contingency plan in the event of disaster or emergency when office
personnel cannot be present.

19.  Process 1: Asses situation, if critical, proceed to step 2
 Process 2: If facility is damaged, or key personnel killed, kidnapped or otherwise
unavailable can continue to take orders and fulfill via telecommuting pending an offsite
hot site is available via VPN and access to WH inventory information is available from
SENKO warehouse facility could possibly be used for this purpose as well. Stock in WH
can be drawn down to facilitate customer order to a mid/high percentage. Example:
Volcano eruption (ash cloud), air flights cancelled, re-route material
 Process 3: Communicate with key personnel andor backup personnel if primary is
unavailable
 Process 4: Communicate with freight company’s and customers, keep both abreast of
situation and limitations as well as plan
 Process 5: Keep open line of communications with all customers, warehouse’s, and
suppliers. Continue these steps until facility is repaired, or ability to re-open completely
or limited capacity
 Process 6: Emergency backup payroll schema should also be in effect to pay associates,
and electronic means to continue to track and issue purchase orders and make and
receive payments.
 Process 7: If high level management has been killed, kidnapped, or hijacked,
communication can continue with backup personnel in either the United States, Mexico,
Europe, China, or Japan HQ. Video conferencing can be used to maintain visual
communications with each facility even if travel is limited, quarantined, or banned.