RFI Official Response by Matthew Concepcion

ABM’S RESPONSE TO UNION COLLEGE

Facility Management Services Request for Information JUNE 1, 2021

June 1, 2021 Michele Gibson Vice President for Administration and Finance Union College Dear Ms. Gibson: Unquestionably, Union College, the entire higher education sector and the world have been turned upside down for the past 14 months in response to the COVID-19 pandemic in addition to a trending decline in enrollment and an ever-increasing cost of education. As we see it, Union faces three major challenges to realize the primary goals President Harris articulated in the College’s strategic plan, “The Power of Union.” A plan that, once implemented, will strengthen Union’s vibrant community and ensure Union will have the necessary resources and structures in place to enable the campus community to thrive. • The first obstacle is how to adjust to the business impact associated with COVID-19, which hit the higher education sector like a financial bomb in March of 2020. Since then, many institutions are running in the red and drawing on endowments as revenue from tuition, room and board income plummet, international student enrollments disappear, and technology costs explode. • The second hurdle to overcome will be how to examine aspects of the facility services department of how and where to improve operational efficiencies that have a high potential for cost savings while enhancing the student experience.. • The third challenge but, by no means the hardest, will be to build a relationship with an integrated facility service firm that would seamlessly become a valued member of the campus community and capable caretaker of Union’s prestigious buildings and grounds. Union can overcome all these challenges by establishing a partnership with ABM to form a more perfect Union. The leadership of the management team we would put in place, the Capital District

Region/national resources and account sponsors that will support them and the proposed, innovative results-oriented facility program highlighted in responses to your Request for Information will: • Enable Union to leverage the broadest level of coverage from a single provider at the lowest overall cost with a mission-driven plan to meet/exceed all your facility needs. • Apply the ‘best of the best practices’ and the highest degree of professionalism, accountability, critical thinking, transparency, reliability, responsiveness, and innovation to implement a highly effective facilities services program using measurable metrics at the best value and delivering the highest consistent quality. • Maximize student/staff/guest satisfaction and elevate service quality that contributes to the learning experience while doing everything possible to reduce costs where savings can be reinvested to educate students and deliver the realization that Union’s best years lie ahead. We welcome the opportunity to demonstrate to Union’s representatives that ABM is “the most advantageous” firm to take on the assignment of outsourcing your facility functions. And, we are fully committed to “do whatever it takes” to meet any costing guidelines or scope requirements you may have in place to position the facility services program as an asset that contributes to Union College’s future success. Sincerely,

Larry Simpson Director of Education Solutions

Table of Contents Section Number | Name

Page Number

Executive Summary............................................................................................7 C | Company Overview.....................................................................................13 D | Capability Assessment............................................................................ 19 E | Labor Plan Assessment............................................................................51 F | Disclosures.................................................................................................... 59

Uni o n Co l l e ge Faci l i ti e s RFI | Tab l e o f Co nte nts

Executive Summary We understand “U” If ABM would successfully become Union’s partner, we envision that our role would be as an important component in the successful implementation phase of the Administrative Excellence Project outlined in the 2020-2025 Power of Union strategic plan. We are confident that the clear, concise, and customized responses to the requested information from the RFI and future in-person discussions will highlight how (and why) ABM would be the most innovative, responsible, and qualified provider to partner with Union College due to our: Ability to Meet the HighPerformance Standards of Union’s Specifications ABM has a 110+ year history of providing consistently high-quality facility management solutions that meet/exceed service requirements and successfully transform college programs to achieve exceptional outcomes. We are the most experienced firm in our industry because we elevate and maintain standards through our ability to recruit, compensate, retain, train, and motivate our team members and the resources we make available to support them.

Proven Track Record in Higher Education ABM has extensive experience gained from serving 150+ colleges and universities where outcomesbased contracts and measurable quality are THE key performance indicators. As evidenced with our firm’s response to the COVID-19 pandemic, we rise to any challenge with a proven track record to perform and elevate quality standards. ABM has demonstrated an exceptional ability to develop innovative, results-oriented approaches needed to elevate quality and enhance student, staff, and guest satisfaction.

Service Delivery Best Practices

Competitive, Value-add Costing

ABM has become recognized as an industry leader in the use of costeffective innovations that enhance quality, improve staff productivity, and protect the environment. Some examples include our EnhancedClean™ EnhancedFacility™ programs that reduce the spread of pathogens such as COVID-19; and, other industry best practices for productivity, reporting, and inspection excellence. Combined with a highly skilled management team and fully trained staff, Union can be assured their facilities will continue to be best-in-class in the implementation of innovation which elevates cleanliness, improves operational efficiency and quality standards of the campus facilities which will continue to be a source of pride among students, faculty members, administrators, and alumni alike.

One constant of ABM’s partnerships is the level of transparency we stand for in everything we do. When/if we are given the opportunity to submit a formal costing proposal, we welcome the chance to review our “full-disclosure” pricing that is reasonable, accurate and complete to support our facility services bid amount. If given the chance to partner with Union, we will maintain the highest levels of transparency and review whatever level of detail you would like to be assured you are getting the best value for the services we will deliver. This approach guarantees you that ABM is the most advantageous, value-add partner for Union College.

Uni on College Fac ilit ies RF I | Exec ut ive Sum m ary

Inspired by quote found in Jackson’s Garden which reads, “climb high climb far, your goal the sky, your aim the star,” we are confident that an ABM-Union partnership would achieve remarkable results.

The Benefits of Outsourcing With ABM Outsourcing your facility services is a strategic decision with many benefits that are no doubt a significant driver in Union’s intention to explore available options. But you are not alone - a recent survey of school administrators 59% said outsourcing offers an opportunity to save costs and 57% said outsourcing is a way to improve service quality. In addition to the operational improvements and reduced costs, outsourcing your campus facility services department would give Union a competitive advantage by eliminating the need for extensive administrative support and oversight freeing up valuable time and resources that can be refocused on educational priorities. With the business challenges facing the higher education sector compounded by pandemic of the last 14 months, one of the leading higher education consultants said, “outsourcing is no longer an option as much as it is a necessity.” Over the years, facilities management among higher education institutions has evolved from being considered a little more than “janitorial services” to a fully-functioning, independent discipline covering a myriad of services such as maintenance, grounds, plumbing, fire safety, lighting, heating, security, energy management – you name it. It is still evolving and becoming increasingly complex as colleges and universities seek to further add more diverse services to their auxiliary services, all considered under the umbrella term “facilities management”.

This inevitably has led to the emergence of companies like ABM that solely specialize in providing facilities management services to schools so that our partners can better focus on their core mission of educating students. And when you consider the following reasons to outsource facility management services to ABM, it all adds up:

Reduce Costs When you outsource facilities management services to ABM the partnership can evolve into being extremely cost effective. Simply put, ABM professionals have the skills, resources, and expertise required to drive down the costs of traditional management services. And we purchase goods and services in the marketplace with the buying power afforded a $6 billion operation. Moreover, through ABM’s service of more than 150 colleges and universities similar to Union we have developed processes and proven best practices which can optimize cost savings to the fullest. Among the greatest is by absorbing employee costs such as human resources support/administration, training, compensation, and benefits. Schools understand that retaining in-house staff is an expensive endeavor. While these employees do not directly contribute to your educational mission, they require the same internal administrative oversight for payroll taxes, salaries/wages, and benefits. The cost of tools, equipment, supplies, management, technologies, and training can further impact your operating budget.

Uni o n Co l l e ge Faci l i ti e s RFI | E xe cuti ve Summary

Outsourcing to ABM will allow you to control operating costs more tightly by establishing a budget for our services that we will be held accountable to maintain. This allows the College to free up capital that can be reinvested to advance the school’s core mission. By partnering with ABM to handle all the facility functions into one contract would allow you to realize even more cost savings and benefit from greater reliability and consistency. Thus, you would most certainly pay less for outsourced services than operating an in-house facilities maintenance team.

Increase Responsiveness and Timeliness Because we would be incented to do so, ABM ensures that your maintenance issues are fixed in a timely manner. Once Union would outsource its facilities maintenance requirements to ABM, it becomes our responsibility to get any issues fixed on time, and more importantly, prevent any major issues from happening in the first place. You can be certain that your maintenance issues no longer need your constant attention.

Reduce Risk Reducing risk is not only about preventing injury and damage but also about avoiding major catastrophes such as fires which may prompt some serious repairs to your systems. When you outsource the burden of risk reduction to ABM, the College can rest assured that ABM has a vested interest in making sure all maintenance service calls and repairs are made according to regulations.

Achieve Higher Quality of Work As an industry leader, ABM’s managers are specialists in their chosen fields who can tap into our firm’s industry best practices drawn from the 3,000,000,000 square feet of space we manage daily. They will have the expertise and proven processes to ensure Union’s campus facilities receives the highest quality management services. ABM’s highly trained individuals utilize the latest technology in the field to get the job done quickly and correctly. And, it is important not to skimp on the quality of work when it comes to facility management. Poor quality of work can result in repeat fixes and continuous maintenance expenditures which can be a big hassle. So, outsourcing to professionals like ABM can save the College a ton of money in the long run while ensuring high-quality work. By employing our proven processes, we can extend the useful life of your campus buildings and systems which enhances the value in the long run while reducing costs for maintenance, repair, and replacement.

Sharpen Focus of Your Team on Education You are not operating a College which does maintenance, grounds, or custodial services as your primary operation. So, why not focus on your core competencies and enhance the student experience while the professionals take care of managing your campus’ day-to-day needs. Issues like ordering supplies, servicing equipment, hiring/training the staff, meeting

Uni o n Co l l e ge Faci l i ti e s RFI | E xe cuti ve Summar y

Outsourcing with ABM will bring Union College the following benefits: • Reduce cost • Increase responsiveness and timeliness • Reduce risk • Achieve higher quality of work • Sharpen focus of your team on education • Create greater flexibility • Reduce liability and insurance costs • Form a powerful partnership

By partnering with ABM, Union College can be rest assured your needs will be met and your expectations will be exceeded. That is why a growing number of schools are transforming their campus facility operations to ABM where we can remediate issues, drive operational improvement, and reduce costs.

health regulations, etc., are very time intensive operations. By outsourcing it all to ABM, you and your employees are free to funnel all their resources and energy toward Union’s pedagogical mission by providing an exceptional student experience and educating.

Reduce Liability and Insurance Costs

Create Greater Flexibility

All it takes is a minor accident to cause an increase in your insurance premiums and a lasting impact on your school’s image and brand. Indeed, it would be better to rather assign all this burden to someone who knows what they are doing.

When outsourcing your facility management requirements, you need not be tied to one vendor. If you are not satisfied with a provider’s services or performance, you can always discontinue services and take a different approach. The fact that you can terminate the contract with reasonably short notice will keep ABM accountable for our performance, and we are compelled to always stay on top of our game. Basically, you are our on-site team’s sole customer, and you will always come first. Thus, you are always in control of things. That is why ABM institutes a series of Key Performance Indicators to constantly measure and report the progress, degree of quality and provide metrics that are important to you about how well we are performing. Another word for flexibility is scalability. Outsourcing to ABM creates the opportunity to adjust the level of staffing facility operations on an as-needed basis. We are far more flexible in our ability to scale up or down to address changing facility needs and projects. This flexibility allows you to control operating costs while avoiding the time-consuming process of recruiting, hiring, training, and re-training personnel.

Outsourcing facility management services to ABM would help to lower liability and insurance costs. Union College’s staff and the organization will have less risk of injury as when ABM handles all your maintenance needs.

Form a Powerful Partnership At the end of the day, when you partner up with ABM, you will always have someone to help you navigate through thick and thin. Such a professional relationship with a highly qualified firm like ABM will be fruitful for the College when it reaches new heights in the long term.

Conclusion All the above-mentioned reasons have the overarching benefit of adding value to Union College’s brand. Rather than having your school vulnerable to risks, you could outsource facility services to an accredited facilities management services provider like ABM. Operating a College with Union’s prestige is a 24/7/365 job that requires your entire staff running at peak performance with an attention to a multitude of details. Worrying about tending to your campus’ facility needs should not be one of them.

Uni o n Co l l e ge Faci l i ti e s RFI | E xe cuti ve Summary

Q How did your education at Union prepared you for your career A My father went to Union: John P. McMahon,

Class of 1956, First graduating class of Mechanical Engineering at Union. He also was awarded the Warner King Prize for the senior in Engineering who contributed most to the traditions and ideals of the College. I was so proud to go there too even though he had passed away before I got accepted. Union was a nurturing environment, and my class was only about 300 so I went through the four years together with the same people that also wanted to grow and learn. I graduated with a sense of community and confidence that I do not think I would have gotten had a gone to a different school, especially a larger university.

Q What was your best Union College memory? A Term abroad Athens

Greece Spring 1981—I had built a Parthenon as a kid for a school project, so what better experience then to see it and all the other amazing archaeological sites in person. There were very few terms abroad back then, but this one is memorable as halfway through the trimester we had earthquakes. Because

of the language barrier, we lived in groups in apartments. The 1st quake late at night was like 6.6 and a few hours later maybe 6.5. Our whole group was sent down to the island of Crete for 10 days to do whatever we wanted to do. I chose to go with friends in a rented VW van and it was a memorable experience. Years later at a reunion in Atlanta, I got to speak with the original terms abroad program director, Prof. Thomas. We talked about that term and what an impact it had on all of us, parents and students…what a memory!

Proud Union College Graduate

Q How you feel ABM and Union College could form a “more perfect Union?” A Both institutions have been around for a long

time (Union-1795, ABM 1909) which says a lot. Both have grown and changed with the times for the better. Union began enrolling women in 1970 and the programs today blow away what was available when I was there. Most importantly, both recognize the importance of investing in “people” to be successful. ABM’s core values are so like what I believe Union stands for. I had applied to ABM two years ago, but an internal candidate was chosen because ABM chooses to invest in their employees to grow and be successful. I am thrilled to be a part of ABM just like I am proud to have gone to Union College. Union College alum Eileen on McMahon campus in 1982

ABM TEAM MEMBER PROFILE:

Uni o n Co l l e ge Faci l i ti e s RFI | E xe cuti ve Summar y

Eileen McMahon ABM Operations Analyst, Amazon Account BA Managerial Economics, Class of 1982

Section C: Company Overview 1. What is your company’s yearly revenue and number of employees? Financial stability Continuously operating since 1909, ABM achieved revenues of $6 billion in the fiscal year 2020 by faithfully serving over 20,000 clients nationwide in over 200 metro areas. We have an exceptionally transparent balance sheet comprised of a strong cash position, minimal debt, and a solid performance record boasting consecutive quarterly dividends since 1965. Our subsidiaries revenues decreased by $511.0 million, or 7.9%, during 2020, as compared to 2019, primarily due to the impact of pandemic-related disruptions across our businesses. Our 2020 annual report is posted online at: https://abm.gcs-web.com/static-files/bf505818-80c1-4071-aea9-9dec4229b409

Financial Highlights ($ in millions) Revenues Net cash provided by continuing operating activities

2020

2019

2018

2017

2016

$5,987.6

$6,498.6

$6,442.2

$5,453.6

$5,144.7

$457.4

$262.8

$299.7

$101.7

$110.5

Number of Employees We currently employ 110,000 team members, including nearly 10,000 in New York.

Uni on College Fac ilit ies RF I | Com pany Overview

Our branch offices are strategically located near Union College:

2. What is your company’s office footprint? Where are your headquarters? We are New York

Corporate Headquarters One Liberty Plaza, 7th Floor New York, NY 10006

While ABM has operations throughout the US, Canada, Puerto Rico, and the UK, we are committed to the northeast region, especially the state of New York. Our company proudly employs nearly 10,000 New Yorkers and services approximately 500 million square feet in the state.

Regional Office 14 Jupiter Lane Suite 5 Albany, NY 12205

Our presence within the region is unparalleled and we only hope to further invest in your campus.

We have invested a wealth of resources that add value for clients throughout the Capital District region. Our Albany office serves than 20 area clients including MetLife, JPMorgan Chase, Bank of America, and Amazon.

Uni o n Co l l e ge Faci l i ti e s RFI | Co mp any Ove r vi ew

3. How much of your company’s revenue comes from colleges? Currently, ABM’s revenue derived from the education market is 13% of our total company-wide revenue, equaling $808.8 million. Of that revenue, 4% is from higher education, equaling $239.5 million.

4. Is your company publicly or privately owned? ABM is publicly owned and is one of the largest facilities service contractors on the New York Stock Exchange. (NYSE: ABM). Our corporate structure, financial resources and national and regional support will provide ample benefits to Union College facility services program. Scott Salmirs, President and Chief Executive Officer of ABM Industries commented about our current market position by saying, “Our strong performance over the past year underscores our clients’ focus on protecting their people and spaces. Revenue performance exceeded our expectations as we saw an acceleration of higher margin, work orders for virus protection and EnhancedClean™ services. Effective labor management also remained a critical component of our results as we navigated the hybrid occupancy environment across our Industry Groups. Our industry-leading execution during these challenging times led to record first quarter profit and earnings results.” Mr. Salmirs continued, “In addition to our operational performance, we also built upon the disciplines we instituted last year in areas such as liquidity and working capital management. While the first quarter has historically been a period of cash flow usage, we have achieved more than $45 million in cash flow year-to-date. I am so proud of our entire organization for delivering an exceptional start to the new fiscal year.”

“Our strong performance over the past year underscores our clients’ focus on protecting their people and spaces... Effective labor management also remained a critical component of our results as we navigated the hybrid occupancy environment across our Industry Groups. Our industry-leading execution during these challenging times led to record first quarter profit and earnings results.” —Scott Salmirs, President & CEO, ABM Industries Inc.

Uni o n Co l l e ge Faci l i ti e s RFI | Co mp any Ove r vi ew

5. How do you differentiate yourself between you and other competitors? What unique offerings can you provide? Our competitive differentiators With the prestige of Union’s campus, choosing a service provider should not be a commodity-driven decision. No matter what services you choose to outsource, the competency of the provider you partner with will affect the outcome. One does not have to look far to find facility services operations that have suffered because of service provider disasters: incompetent service, financial failures, poor hiring practices, violation of immigration laws, lack of concern for environmental or energy issues, and a host of other land mines that can hurt you and your institution. ABM’s key competitive advantage is our focus on facilities services as a core business and our people who are our greatest asset. But what distinguishes our company is the emphasis we place on support, transparency, and communication in the spirit of true partnership. The main pillars we will bring to the partnership that closely align to the Union campus community include the following.

Accountability As one of the top liberal arts and engineering colleges in the country, there is strong probability of the emphasis Union’s faculty places on teaching students about accountability for one’s actions. At ABM we too place a HUGE emphasis on the value of accountability used to support our decision making. In a Union-ABM partnership, we will collaborate with Union administrators to determine which key performance indicators (KPIs) are important to you. Some of ABM’s reporting tools in managing more than 4 billion square feet daily have given us the ability to manage the smallest details of our work practices and to see into the most remote corners of the campus buildings we serve. Work management metrics,

quality inspection scores, work order response times, project management status, and a broad range of related performance metrics are at our fingertips, often in real time. With an understanding of how you measure success, we will be held accountable to achieve the high ideals outlined in our partnership. From our experience serving more than 150 colleges and universities, one of the biggest challenges facing facility managers is distinguishing what data is important, and what to do with it once they have determined which metrics bring value. It is easy to get wrapped up in data. After all, we have been conditioned over the past decade or two to monitor and measure our progress in almost everything we do. The need for more sustainable facilities, the need

Uni o n Co l l e ge Faci l i ti e s RFI | Co mp any Ove r vi ew

to manage them efficiently, and the ability to collect vast amounts of performance data have converged so that we are often faced with far more data than we need. Data is everywhere; but we have been so captivated by our ability to collect vast quantities of the stuff we haven’t lost sight of what we’ve set out to accomplish— being mission-driven and accountable for outcomes will improve service quality and enhance student and guest satisfaction.

The individuals on our regional support team have decades of experience in the facility services industry, especially the higher education market. They are all very familiar with the distinct requirements of what institutions like Union demand and have proven their success through their tenure in their current positions and within the region. When you put it all together—strong leadership, effective communication of expectations, open feedback from staff, prompt issue recognition and correction—you get a “Union” of unity and harmony among workers and overall excellence.

Excellence The industry professionals dedicated to serve Union will bring decades of technical knowledge and experience that translate to excellence in our client operations. Our operations at Union will be led by individuals who have strong onsite management and will draw from regional resources to enhance their own expertise.

Transparency

The success of Union’s facilities program will require appropriate supervision from the beginning. Therefore, Union will be well served by choosing a partner like ABM who is experienced in providing integrated facility services to colleges and universities. We understand that it requires excellence to provide a quality program. When selecting candidates to fill new and vacant positions, we will seek more than traditional experience and expertise. We will select managers who are ambitious, passionate, and highly motivated because we expect them to be diligent about achieving excellence with consistently high-performance scores. They will seek out new hires who embrace their sense of customer service excellence and quality.

Perhaps our greatest strength is the level of transparency we maintain with our client partners. In the spirit of true partnership, we believe in open and honest communication, a measure of our quality assurance. We believe strongly that partner schools like Union should not have any surprises, whether in our quality of service or proposed pricing. We will customize our program to provide the solutions necessary for your specific needs with time-tested and proven practices. Whether its day-to-day communication, weekly/ monthly reporting, quarterly business reviews, or issue resolution our mutual success will be derived by the collaborative approach we would apply in a relationship with Union.

Uni o n Co l l e ge Faci l i ti e s RFI | Co mp any Ove r vi ew

By leveraging these three differentiators— Accountability, Excellence, and Transparency—the Union-ABM partnership will succeed and truly form “a more perfect Union.”

Section D: Capability Assessment 1. Provide a brief overview of your company’s capabilities and background in facilities management for colleges similar to Union. In what ways would the operations for Union be similar or different from other colleges that you currently support? Please include commentary across Union’s full scope of facilities management services. Higher education and in-house transition experience Transitioning an in-house staff to a third-party partner is not an easy decision for a college to make, especially with the various positive and negative experiences some colleges have had with outsourcing. But at ABM, our experience and expertise run deep, and we pride ourselves on our educational partnerships and our industry knowledge. Through our 20+ years of direct experience with in-house conversions, we have learned that almost all negative experiences with outsourcing services revolve around communication, a lack of leadership and mismatched wage/ benefit assumptions by some vendors who often provide the cheapest price without giving a second thought to the well-being of the college, impact on the community, or quality of services being delivered to the institution. Unlike much of our competition, our focus is on working with our partners to create win-win solutions that focus on training, developing and retained staff; improve service quality; transparency and communication; experienced onsite management; the implementation of best practices; and, expert support staff that build value for our partners while also achieving the goal of on-going cost savings with funding strategies to maximize your success.

“Customer service has been excellent. The campus buildings are cleaner, and staffing levels and employee productivity are higher than we experienced with in-house service.”

We believe our transitions are successful because we understand the complexities of academic environments. We seek to retain quality personnel because they have invaluable knowledge, greatly reducing onboarding. We mitigate risk immediately implementing our extensive safety program. And if there are any bumps in the road, we’ll collaborate with Union to create solutions, using constant open communication. Union can rest assured that our transition and implementation processes have been time-tested, and our start-up teams are highly experienced to anticipate and resolve any possible issues that may arise. Your transition process will be seamless because we identify your service needs, select the appropriate personnel, create a detailed implementation plan, and communicate it to everyone involved. Our teams will work to create a smooth start-up, free from time-consuming disruptions. 19

Uni o n College Fac ilit ies RF I | Capabilit y As s es s m ent

A century of education experience ABM has been providing facilities management services to education clients for a century. We currently partner with more than 150 higher education institutions. Following are just a few of the colleges and universities we serve in neighboring states. • University of New Hampshire - Durham, NH • Northeastern University - Boston, MA • Suffolk University - Boston, MA • Trinity College - Hartford, CT • Fairfield University - Fairfield, CT • Saint Joseph’s University - Philadelphia, PA • Kean University - Union, NJ • Virginia State University - Petersburg, VA • Hiram College - Hiram, OH

At a Glance

Higher Education

Higher education capabilities at a glance

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Cleaner Schools = Better Health & Learning 20% of students and staff may be susceptible to pollutants found in school dust.

SCHOOL

DID YOU KNOW ?

ABM SERVES

A dust-free school can improve a student’s typing, arithmetic, reasoning, memory and creativity by 6%.

150+ Colleges & Universities

Source: Minnesota Department of Health. Cleaning, Indoor Environmental Quality and Health. Buildingwellness.com. Building Wellness Institute, Aug. 2008. Web.

We have reduced our Bundled Energy Solutions clients’ energy use by

ABM’s sustainability programs diminish your impact on the environment and increase students’ quality of life. For one client, student retention rose from 91% to 97%. We offer a wide range of services to meet your requirements:

Custodial Services

29%

HVAC & Mechanical

For more information on our expertise inElectrical higher&education, please visit: Lighting Integrated Facilities Services Energy Performance www.abm.com/industries/education/higher-education/ Facilities Engineering

Landscape, Grounds & Athletic Field Management Parking & Transportation

Find out how ABM’s innovations can help your school map out new successes. For more information, call 866.624.1520 or visit ABM.com/HigherEd Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssme nt ©2019 ABM Industries Inc. All rights reserved. ABM-08056-0714

Winning a contract to clean Stanford University in 1921 makes us the first company in America to clean a major college campus. Making a mark for ABM’s employee culture, son of the founder and the future president of the company is sent to Stanford on his first professional assignment—as a janitor.

2. Union College facilities provides a wide array of facility services, please discuss your ability to take over each of the following operations and improve the management of that respective department. Self-performed facility services ABM provides all of the facilities services listed in Union’s matrix. Please see the following for our relevant expertise and ability to take over these operations.

Cleaning

Grounds

ABM serves more than 150+ colleges and universities and more than 350 school districts where we are required to meet specific custodial standards and resolve site-specific issues. We understand Union’s distinct requirements and can provide a range of services that will keep your campus clean and make a strong impression on visitors, students, faculty, and staff. Most importantly, our services enhance the learning environment and allow you to present a polished, welcoming community. We have the experience, dedicated management teams and industry expertise to properly adapt our programs and procedures to your needs. For you, our custodial program approach will be based on open communication, proven best practices, and APPA levels and industry standards of excellence. Through our partnership, we would echo our mission to take care of the people, places and spaces that mean the most to you.

We provide professional, full-service landscape and turf maintenance to clients nationwide. We understand the importance of providing Union with the highest quality grounds maintenance services and implementing best management practices. Our landscape and grounds group is dedicated to delivering aesthetic excellence and superior service to our clients. We offer a variety of landscape and grounds solutions, including: • Landscape design and installation • Athletic field maintenance • Exterior pest and fertility management • Irrigation maintenance and management • Ornamental gardens

Building Maintenance Our facilities operations and maintenance services program is designed to build value

Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssm ent

for our clients and provide solutions that help facilities operate at peak efficiency. We do this by providing our skilled and knowledgeable maintenance technicians and building engineers with superior technology, training, and support. We leverage technology to share best practices across our team of 7,200 technicians throughout North America. Our reputation as the premier service provider in our industry is partly based on our proven process for creating innovative building management and energy efficient programs. We can certify each site under the ISO-9000 program to ensure that our clients receive consistent, high-quality service. Our clients enjoy best-in-class offerings that include plumbing, HVAC, general maintenance, and technical operations services.

Structural Many of the integrated facility teams we utilize to support our partner operations include a full compliment of staff are comprised carpenters, painters, masons, locksmiths and generalists who construct, and repair as needed. ABM has been tremendously successful in developing staff who may begin as a custodian but transition into maintenance from the training we provide.

Plumbing ABM has experienced trades persons experienced in providing plumbing, locksmith, and carpentry services. Each of these individuals is licensed and certified in their respective trades and states.

Heating/Cogeneration As you might imagine ABM operates a wide range of energy sources on the campuses we serve. But, recognizing Union’s unique use of a cogeneration, one of best examples of ABM’s involvement with a cogeneration plant is at the University of New Hampshire. UNH uses a blend of processed landfill gas (PLG) approximately 70% to 80% and natural gas as its primary fuel source with No2 oil as a backup or the fuel source when the blend is not available. UNH receives up to 85 % of its electricity and heat fuel from landfill methane gas. This purified natural gas makes UNH the first university in the nation to use landfill gas as its primary fuel source. Primary loops are maintained by a specialized contractor as well as some secondary loops and those trained in ABM’s workforce perform operation and maintenance of the systems secondary loops such as booster pumps, steam stations or valve closing/openings per season on the dual-purpose lines for heating and cooling seasons.

Electrical ABM provides electrical and lighting repairs, replacements and upgrades, high efficiency lighting, electrical engineering and commissioning, predictive and preventive maintenance.

Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssme nt

Controls ABM has experience providing HVAC & Mechanical repairs, replacements and upgrades, predictive and preventive maintenance, engineering and recommissioning for our facilities operations and maintenance clients. Furthermore, we can provide: • Vibration analysis • Oil analysis • Eddy current testing • Corrosion coupon analysis • Sonography (sound analysis)

Office Support We utilize computerized maintenance management system (CMMS) to monitor the facilities service administrative tasks while also ensuring quality assurance. In addition, we implement our proprietary quality control software, SITE, at the majority of our partner campuses. Our quality management system is an online control system that would establish and support quality goals and requirements. The system would allow both Union and ABM to view inspection results, work order statuses, periodic maintenance schedules and reports through a central online portal. We focus on: • Analyzing inspection results • Automating work order management • Establishing and tracking accountability • Continually improving processes

We understand the importance of providing custom work order requesting, along with resulting custom reports, to your college. The flexibility of our system makes it easier for you to request and view the status of the services that are most important to your college.

Events and Conferences The responsibility for breaking down special event venues and adjacent areas is a critical task that is often overlooked and often more important than the preparation and set-up. The timely breakdown and cleanup of special events is a critical element of managing a school facilities department. School spaces must look their best at all times as the school is a part of the community’s image and reputation. ABM has included the labor and supplies necessary to support the following typical school sponsored events such as graduation ceremonies, open houses, ant athletic events. We find it is common for schools to use their facilities for community events as well. We would be committed to assist your college to identify the best ways to support these events and reduce additional costs. Successful special events typically require the coordination of individuals that represent various departments. As your single point of contact, we can coordinate the maintenance, custodial and grounds departments to work together to coordinate all the required tasks for special event management.

• Custom work orders and reports

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Sustainability We have expertise to support your sustainability goals, including green cleaning, LEED support, bundled energy solutions, and more. The ABM GreenCare® program focuses on products, tools, equipment, processes, and policies. Our program promotes a healthier environment for your building’s occupants while significantly reducing the harm done to the environment. Green cleaning also preserves your capital investments (floors, furniture, etc.) because green products are less harsh than traditional products. We use environmentally preferable products and sustainable procedures following the requirements of the U.S. Green Building Council, Green Seal, Environmental Protection Agency, Environmental Choice, and the Carpet and Rug Institute, who provide nationally recognized standards for green products and procedures. NOTE: Please see a video highlighting ABM’s GreenCare® program found on the response landing page.

Warehouse We can assist Union College with its warehouse needs. Among our vast array of client partnerships, we serve a range of warehouse, distribution, and fulfillment centers across the country for companies including Amazon, DHL, Dollar General, FedEx, Goodyear, The Home Depot, Kuehn+Nagel, QVC, Target, UPS, Walmart, and Zappos.

3. Are there any activities that you cannot or do not recommend taking over? What activities should Union retain? At this phase in your process, it may be premature to make a conclusive determination about what services should Union retain. However, based on what we now know, ABM would be an ideal partner to outsource all the services you have identified except for possibly Facility Design/Capital Planning. In most traditional service relationships, this aspect of the Facility Operations usually remains as an institution function. That said, we would be glad to further explore your goals and mission of the outsourcing initiative. We would recommend that Union consider: • Have facility design/capital planning remain as an institution function • Have ABM partner with a firm who specializes in facility design and capital planning • Outsource the entire function to ABM

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Benefits of Outsourcing with ABM • National service geography and robust service partner infrastructure affording us the ability to serve more locations than any of our competitors • Industry-leading quality assurance and performance measurement through our web-based quality management system • Financial strength and stability (5A3 D&B rating) • Ability to offer integrated solutions to our partners: custodial, landscape and grounds, facilities operations and maintenance, engineering, energy management, campus shuttles/parking. • Strong local presence in over 240 U.S. metropolitan areas including New York and the Capital Region • The ability to attract, hire and train the highest caliber team members

4. Are there some benefits of scale to be captured by combining more of these functions? If so, for which functions? What incremental pricing concessions could you offer per service provided? As highlighted in the sidebar, “Benefits of Outsourcing with ABM,” outsourced facilities management partnership can be extremely cost effective while benefiting from operational efficiencies. Simply put, ABM professionals have the skills, resources, and expertise required to drive down the costs of traditional management services while driving up customer satisfaction. Moreover, through ABM’s service of more than 150 colleges and universities like Union we have developed proven processes and best practices which can optimize cost savings to the fullest. Among the greatest is by absorbing additional employee costs such as human resources support/ administration, training, compensation, and benefits. Schools understand that retaining in-house staff is an expensive endeavor. While these employees do not directly contribute to your educational mission, they require the same internal administrative oversight for payroll taxes, salaries and benefits. The cost of tools, equipment, management, and training can further impact your operating budget. Outsourcing to ABM will allow you to control operating costs more tightly by establishing a budget for our services that we will be held accountable to maintain. This allows the College to free up capital that can be reinvested to advance the school’s core mission. By partnering with ABM to handle all of the facility functions into one contract would allow you to realize even more cost savings and benefit from greater reliability and consistency. Thus, you would most certainly pay less for outsourced services than operating an in-house facilities maintenance team. The incremental pricing concessions that derive from developing a partnership with a provider who can deliver nearly 100% of your facility service needs is that the overhead, administrative and management costs are leveraged as additional services are incorporated into our operations. As the visual shows, there is a direct correlation in savings the more services are added.

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The Outsourcing Continuum

Benefits of Outsourcing with ABM (continued)

Aligning workplace strategy with operational best practices for improved cost efficiencies, productivity, communication and scalability

Impact to operating costs through SOPs, labor management, technology and purchasing

energy and asset lifecycle management

Majority self-performed services maximizes alignment with client workplace strategy, increases quality, efficiency and control, and reduces management costs

$5/sq ft

• Buying power offers substantial savings to the partners we serve

$3/sq ft

$1/sq ft

Single Service

Multi Service

Facility Management Single services subcontracted under one management

Integrated Facility Services Multi services self-performed and cross utilized under one management

$ Value = direct operational cost savings + increased client portfolio asset value + enhanced client workforce productivity

5. What financial and non-financial benefits would you expect Union College to achieve through partnering with your company for its facility management operations? ©2019 ABM Industries Inc. | All rights reserved. | ABM-08229-0119

866.624.1520 ABM.com

Financial Benefits As highlighted in several instances throughout our response the primary benefit is cost savings derived by staffing levels that reach required performance standards through higher productivity, training and incentives that reduce the total cost of labor. But cost savings come in several areas including cost avoidance by implementing an effective preventive maintenance program. By extending the useful life of assets lessens the capital required for replacement or unnecessarily expensive repair.

• Demonstrated commitment to diversity and inclusion

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• Utilizing insurers that are A++ and A+, and purchases limits of coverage well in excess of $100 million—a managed risk program aimed at managing losses and limiting client involvement • Extensive experience in sustainability and green cleaning through our ABM GreenCare® program • Strong track record of customer satisfaction and retention—our Education’s client retention rate is 96% and our average length of a contract is greater than 12 years

ABM chooses equipment, supplies and chemicals that are “best in class” and give our clients the best results. We’ve established relationships with industry-leading manufacturers.

Outsourcing facilities services can also help to lower Union’s liability and insurance costs. Union employees have less risk of injury as the outside company handles all appropriate maintenance needs. In addition, the purchase of supplies and equipment where ABM’s buying power, highlighted by our National Procurement Program, can dramatically reduce costs where savings would be passed onto the College.

National Procurement Program ABM has a centralized procurement department that falls under the direct management of our Chief Procurement Officer. Consolidating this major department allows us to leverage our size and scale through numerous national, regional, and local agreements with major suppliers of products and services used in the execution of our facility services contracts. This includes vendor management and service agreements as well as equipment and supply agreements. Our national supplier partners offer supplies such as paper products, cleaning chemicals, soaps, trash can liners, cleaning equipment and other industrial supplies. In addition to these agreements, we also have national agreements for uniforms and fleet vehicles, as well as IT and telecom services, that are directly associated with the services we supply to our client base. In many cases, we are the largest customer to our vendors which enables us to receive the best price. We leverage this strong buying power across our enterprise and pass these discounts and savings on to our clients.

Avetta Supplier Platform Vendors and suppliers are prequalified using a third-party platform, Avetta, to ensure our

suppliers are in compliance with both ABM’s and our clients’ requirements. Through this web-based tool, we can easily locate prevetted suppliers who provide a wide variety of services for single or multiple-site engagements with built-in volume discounts. As part of our management process, we regularly review and renegotiate our subcontracted services where needed to ensure we are receiving the lowest rates. Applicable discounts vary with local and company-wide volumes, which can change with each vendor. These focused relationships are regularly managed for compliance to the agreement terms, to review volumes and correct pricing, and to advise any changes in the marketplace or material challenges that must be mitigated.

Procure-to-Pay ABM partnered with GEP to develop a unified procure-to-pay process on the SMART P2P platform. This platform, branded as ABM BuySMART, allows our workforce to efficiently order goods and services directly from our preferred and approved vendors, gain visibility to the supply chain process from requisition to invoice and ensure quality and value for our clients.

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BuySMART enables effective and streamlined purchasing in the following ways: • Our portfolio of preferred manufacturers and materials are hosted in electronic catalogs. This provides our workforce quick access to our most commonly used items at negotiated pricing . We also provide punch-out catalogs to a vast portfolio of purchases leveraging strategic agreements with approved vendors. Catalogs are actively managed to ensure that the right goods and services are offered to our clients at the most competitive prices. • Workflow is handled within the system to ensure that all purchases are properly reviewed. • There is transparency throughout the entire ordering process from the creation of a requisition, the placement of an order, the delivery of the service and the receipt of the invoice. We have enabled a two-way purchase order and an invoice matching process that facilitates efficient ordering and payment. This enhanced process allows our team to deliver services on time and within budget. • Enhanced spend cube visibility allows our strategic sourcing team to manage our vendors and make informed purchasing decisions. Vendor performance and pricing are closely monitored to make sure that we always deliver the greatest value to our customers. Strategic agreements are reviewed annually to strengthen our strategic relationships and leverage market dynamics.

We currently receive and process orders and invoices electronically for many clients using systems like Ariba, SAP, and Avid Exchange. We also utilize a JD Edwards/Oracle platform that provides in-house EDI/EFT exporting capabilities in addition to utilizing client systems and portals. We are also able to provide monthly electronic invoice statements in a variety of formats and often accompany electronic invoices with property and account detail in Excel or other flat file format for our clients’ convenience.

Non-Financial Benefits By implementing an integrated facility solution with ABM the College would benefit from an enhanced service level of efficiency and quality as well as response times to work orders that translates into higher student/guest satisfaction. ABM takes pride in how we partner with schools to contribute to the recruitment and retention of students. Paying particular attention to the admissions tour, cleanliness/ orderliness of facilities, the impeccable look of the grounds and demonstrating a exceptional customer service attitude of staff all contribute to the impressions students have when they come onto campus. One component of most ABM/client relationships is the level of collaboration we strive to achieve. Modeled after a style of outsourcing known as “vesting” which focuses on how relationships result in mutually beneficial outcomes. In every partnership we constantly challenge ourselves to think, “is a better way.”

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This report for Suffolk University displays how we went from backlog of 342 backlog work orders before ABM to now, less than 10.

We look for ways to improve the context in which our existing outsourcing relationships are currently framed. We collaborate with our partner schools to foster an environment for which innovation thrives and results in improved service, reduced costs and value for both parties. This mindset is derived in highly collaborative service relationships that enable true win-win scenarios in which both parties are equally committed to each other’s success. The dynamics of these successful collaborations are rooted in: focus on outcomes, not transactions; focus on the WHAT, not the HOW; agreement on the definition of “success” and clearly defined and measurable outcomes; pricing models with incentives that improve operational performance; and, the adoption of emphasizing insight and innovation versus oversight. ABM has found that when a collaborative, “win-win” approach can define and then achieve mutual wins it does not come “at the expense of the other.” We welcome the opportunity to forge a union with Union in a groundbreaking partnership that would be designed to create and share value and lead to desired outcomes and mutual success.

6. What kind of reporting do you provide? Please share an example Service Level Agreement (SLA) and/or management reports that you provide. ABM’s reporting capabilities are unrivaled among our competitors. Whether it is providing Union administrators with real-time access to ABM’s SITE inspection system, status on work order response, or a quarterly Client Business Review (CBR), your ABM team will provide the data you need to make fact-based decisions about the entire facility services program. The reports found on the following page highlight the results of inspections at Suffolk University where we provide an integrated facility solution of custodial, maintenance and grounds. Inspections are conducted in collaboration with our client where the results must agree. At Union, we will work with you to determine the data points you would like to track, and we will create reports to show results in real-time, daily, weekly, monthly, quarterly and will use the KPIs to make decisions about performance. NOTE: We have included an example of a Monthly Report as an attachment to the landing page of this response.

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Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssme nt

Client Retention One KPI we are proud to track is our client retention rate which is 96%, a statistic we are incredibly proud of and worked hard to earn. And, given the number of public institutions who are required to bid services on a frequent basis 96% is an incredible statistic.

7. Please provide detail on how you have performed against the above benefits for clients in the higher education sector in aggregate. Please include metrics on customer retention, customer satisfaction, safety, financial impact, and any other metrics you believe are important. Most of the partnership’s ABM serve utilize metrics to measure performance. We would envision engaging in an in-depth discussion with Union to explore specific Key Performance Indicators that would tangibly measure operational efficiency and cost savings that map back to the intended outcomes of Union’s Administrative Excellence Project. Some of the more notable KPIs include: • Cleanliness

• Budget Variance

• Response Time to Work Orders

• Staff Retention

• Guest/Customer Satisfaction

• Job Satisfaction

• Cost Savings

• Students Accessing ABM’s Thought Leadership

• Safety Record

Program Costing Every school has their own uniqueness (union vs non-union, rural vs city campus, northern vs southern locale, etc.) so there really isn’t an accurate benchmark for costs. Featured on the following page is an example of the costing and KPIs of a school similar to Union. For obvious reasons, we would want to evaluate a tremendous of data about your school but, the costing highlights the areas ABM tracks for KPIs.

SightLine Performance In an example of our performance at many of the colleges/universities we serve, SightLine conducted an analysis for one of our clients against peers and reported. Our client’s annual Facility Operations were $5.04/GSF vs peers who were $7.66/GSF a savings of $2.62/GSF. In custodial coverage, ABM FTEs performed at 34,905 SF/Day vs peers who were just 33,359 SF/Day. This represents a savings of 64 FTEs without any sacrifice in quality.

Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssm ent

Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssme nt

Facility Management Contract Considerations ABM views contract documents as the cornerstone of our relationship with each partner school. To achieve the mutual goal of service satisfaction, ABM believes it is in our client’s and ABM’s interest for the contract documents to accurately reflect both parties’ understanding of the requirements and intentions. If ABM is the successfully selected partner for Union, ABM would suggest we enter discussions regarding the terms of the Contract to be entered between the parties. NOTE: We have included a Sample Agreement as an attachment on the landing page of this response.

8. What kind of contract options do you typically provide and what contract structure would you potentially recommend given your current understanding of the facility management at Union College (e.g., fee-based vs profit share)? What are the advantages and disadvantages of each option? What other contractual provisions would you propose e.g., length of term, termination provisions, and liability. There are a great number of considerations in framing a facility service partnership. ABM is now seeing more profit-sharing approaches that we would be amenable to discuss. Another area where ABM has had significant involvement is through the creation of Professional Service Agreements (PSAs) that help capital plans maximize student attraction and retention goals. See how a structured service strategy creates opportunities that speed investment. One area that has become prevalent in nearly all of ABM’s more recent contracts is the usage of performance-based inspection programs for custodial cleaning is now being an integral part of the contractor-client relationship. We have found that participation in a quality-based system the Service Provider in meeting the required quality of service. Many of our clients are using a web-based quality inspection system or one the Service Provider utilizes such as ABM’s proprietary system called SITE. The typical scenario involves monthly Inspections where the service provider and the institution jointly conduct monthly audits. The inspection process involves monthly quality inspections of a cross-section of at least 25% of the campus buildings. A “cross-section” inspection is defined as an inspection, during normal business hours, of at least 20% of a buildings cleanable square footage. The result is a Quality Success Percentage (QSP) score must be at least 85%. The penalty for nonperformance is a failure to meet any one of the KPIs for two consecutive months that can result in a penalty of 1.5% (applies to individual facilities) of the second month’s invoice value associated with the failing facility. The penalty could be continued for additional consecutive months of noncompliance. Repeated failure may result in contract termination.

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The following is an example of how “Quality Guarantee” reward and risk component can be managed. The service provider would put their full, quarterly management fee “at-risk” if the quality inspection scores and customer satisfaction scores fall below 80%. This demonstration of accountability should assure that quality or any identified key performance indicator will be measured and managed. ABM often will propose to utilize the following KPI reward/risk schedule after 90 days of operations to hold our ourselves accountable to a quality standard and incentivize our team to deliver exceptional service delivery to the institution we serve. It should be noted that 50% of any reward/ bonus we would receive as a result of exceeding 90% would be given to the hourly team members in the form of employee appreciation events and monetary bonuses.

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9. What facility management changes or innovations would you recommend implementing at Union? What kinds of revenue enhancing innovations have you successfully implemented at other colleges? How would this impact students? Facility Management Changes Because we have not had the opportunity to perform an in-depth analysis of your facilities, current management/labor structure we hesitate to make any specific facility management changes. From the self-guided tour we performed and thorough research we conducted about facility operations at Union the campus appears to be well served and shows incredibly well to visitors.

Innovations As it relates to innovation ABM is an industry leader. Because of ABM’s scope of service and clients served we are often sought out by manufacturers of equipment to perform field tests. ABM is always researching innovative ways to improve productivity, enhance quality, reduce costs and friendly of the environment. The following are a example of ABM’s use of innovations in equipment.

Floor Scrubber Technology Through our collaboration with Tennant ABM utilizes ec-H2O™ NanoClean® technology, helping reduce costs, improve safety, and reduce our impact on the environment when compared to daily floor cleaning chemicals and methods. Real-world testing ABM has done has shown that scrubbing with ecH2O technology effectively removes soil without leaving a chemical residue. At Union it would mean floors will retain a polished look with simplified, ongoing floor maintenance. More importantly, ec-H2O significantly impacts green cleaning operations in seven key categories: energy, CO2 emissions, ozone, smog, acid, eutrophication, and particulates.

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Autonomous Cleaning Technology ABM has deployed the use of robotic technologies which are designed to work safely and efficiently alongside employees so they can focus on high-value tasks. One such autonomous vacuum sweeper we use is SoftBank Robotics Whiz which automates tedious tasks and delivers a high-quality clean while increasing efficiency and productivity. Our use of these approach allows for simple, easy, and intuitive controls which ensure ease of use and efficiency for operators, and maintaining cleaning performance.

Carpet Drying Technology ABM utilizes Tennant’s ReadySpace® rapid-drying carpet cleaning technology which uses soiltransfer rollers sprayed with cleaning solution to grab dirt from carpet fibers and lift it into the machine where sprayers rinse the soil from the rollers.

Tennant T600 walk behind floor scrubber featuring ec-H2O™ NanoClean® technology

Environmentally Friendly Products One area that ABM is incredibly proud is how we utilize innovative products that are good and good for the environment. One example is how we improve indoor air quality and the degradation of VOCs through the use of PURETi® Clean & Fresh™ which is a sustainable, health enhancing innovation that will change the way ABM would maintain many common surfaces at Union. PURETi Clean & Fresh™ is the only product that delivers a remarkable set of benefits that include creates a “high definition” shine; makes routine maintenance faster/easier; uses minerals, not chemicals to clean; saves time and money; and, uses light to purify the air.

Other Innovations Some other examples of ABM’s use of innovative supplies including solutions and technologies in BiPolar Ionization, UVC and FAR-UV technology, enhanced filtration and indoor air quality controls, as well as dry hydrogen peroxide which can be customized to the room and facility demands based on a detailed building assessment. UVC light technology uses UVC light for rapid room disinfection that make an immediate impact on bacteria removal including spores.

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SoftBank Robotics Whiz autonomous vacuum sweeper

Tennant ReadySpace® rapid-drying carpet cleaning technology

ABM EnhancedClean™ Program A holistic approach to creating healthier buildings for your college

ABM is uniquely positioned to help Union College prevent the spread of pathogens through a threestep approach to building disinfection, backed by an expert-certified disinfection process and training program. Beyond maintaining cleanliness, the ABM EnhancedClean program can help assure students, faculty and staff that you’re doing your part to create healthier spaces—whether it’s upon reopening comprehensively, disinfecting more frequently, or looking at the health of your building more holistically with advanced technologies.

Determining the right approach at the right time

Every building is unique, but what all facilities have in common is the ongoing need for preventative practices and regular disinfection to improve the health and wellness of the building and its students, faculty and staff. We can help you meet the evolving challenges of reopening and ongoing facility services, supplemented by broad disinfection technologies to cover every angle of building wellness.

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Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssme nt

ABM EnhancedFacility™ Program

Restore confidence in the new normal with building health, safety and efficiency EnhancedFacility complements the cleaning and disinfection offered in EnhancedClean™ Together, they help reduce viral transmission on surfaces and in the air.

Restore confidence by ensuring healthy air indoors

Chances are you took re-opening your college mid-pandemic seriously. You likely have ongoing plans that include protocols for cleaning, surface disinfection, social distancing, hand hygiene, and more. However, mounting research suggests that COVID-19 droplets may remain in the air and could be a primary source of transmission. Have you put measures in place to reduce the spread of pathogens in the air? ABM’s EnhancedFacility™ program can help. ABM’s EnhancedFacility program provides facility services and solutions focused on improving indoor air quality (IAQ) to foster better occupant wellbeing through improved building health, safety, and efficiency. We can help you implement effective strategies you need to improve IAQ to help reduce viral transmission.

How EnhancedFacility works

ABM’s EnhancedFacility program delivers healthier indoor air and more efficient operations to take care of what’s most important—the health and safety of your students, faculty, and visitors,

Additional services like the installation of touchless fixtures and doors will also lower your facility’s risk. These programs foster greater occupant trust and confidence regarding your commitment to their health and safety, during the pandemic and beyond.

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Our expert risk assessment and control banding process

Using our proprietary Healthy Building Risk Assessment developed alongside our Expert Advisory Council, we can assess and identify IAQ challenges and recommend effective and cost-efficient solutions. First, your facility’s exposure risk is categorized Using our proprietary Healthy Building Risk Assessment, your facility’s overall risk level is identified (low to very high). Then, the highest priorities to each facility are identified The most important and effective strategies for your facility’s specific risk level are determined. Lastly, targeted solutions based on risk level are developed for maintenance, lighting, and HVAC systems A report of fact-based recommendations help you form a comprehensive strategy for reopening and operating more safely.

Healthier Facilities, Healthier Occupants

There are several new and advanced technologies for biohazard disinfection of the air and surfaces that may be effective depending on the unique needs of the facility, including Needlepoint Bipolar Ionization technology within HVAC systems, dry hydrogen peroxide generation, and Far-UV and UV-C lighting technologies. These specific recommendations help prioritize budgets to focus on actions that will make the most impact. ABM can also help with funding options. We have access to public and private loan programs which could be paid for by savings realized through an ABM Condition Assessment.

Benefits to Students

As an industry leader, we are always challenging ourselves to “how can we do better?” This missiondriven attitude presents exciting opportunities to leverage innovation in ways that improves the outcome of our service. Students will benefit from: • Cleaner, healthier spaces which promote better learning environments • Communicating the use of sustainable facility practices in and outside of the classroom will serve as powerful examples for students to gain real-world insights • Cost reduction and cost avoidance solutions which will allow the College to redirect savings to fund student initiatives

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Sustainability at ABM Often sustainability initiatives are evaluated on a financial ROI, but is financial data the only relevant data in determining an ROI? We believe other indicators are important as well such as health and well-being data, human resources data, and employee performance and productivity. In support of this initiative, we use sustainable processes, participate in the Carbon Disclosure Project, and publicly disclose our efforts through our annual Corporate Sustainability Report. For our latest report, go to: https://www.abm.com/wp-content/ uploads/2020/09/ABM_2019_CSR_ Report.pdf

10. How do you ensure quality facility management to colleges? Please discuss how your company ensures that building cleaning is conducted to an adequate level, that work orders responded to in a timely fashion, and that safety in buildings is maintained; also discuss any sustainability efforts. ABM fully embraces performance-based contracts which would involve usage of ABM’s proprietary inspection tool, SITE, and perform joint ABM/Union daily/weekly/monthly inspections, report at prescribed intervals and create/implement corrective action plans that would assess training and retraining needs. We have a deep understanding of the use of quality inspection metrics as evidenced by the nature of many of our custodial services contracts. We would recommend (unless one is already in place) the initiation of a quality inspection, assurance program and reporting system that measures and monitors service using collaboratively established KPIs (examples could include facility cleanliness, backlog of deferred work, response time to work orders, percent of completed work that is reactive, preventive maintenance (PM) program compliance, Pareto analysis of completed work weekly work-schedule compliance) in a performance-based contract we will establish with the College. The QA program approach would fully embrace the joint inspection, reporting and corrective measure planning process. In addition, we will provide regular statistical reports to Union administrators measuring levels and trends of service and client satisfaction. To manage staffing expense, we have developed a methodology for allocating staff effectively. To maximize on-site staff efficiency, we consider all contributing factors, including campus size, number, location, and condition of the facilities, types of buildings, their design and use, and other factors such as staff skill and experience, vacations, sick days and more. Then we focus on training, supervision and measuring performance. Our investment in training, safety, staff development, innovation, technology, communication, and quality assurance would serve to minimize costs for the College and ABM. By providing properly trained, highly motivated staff with high quality equipment and supplies, we can limit employee turnover and workplace accidents and increase overall efficiency – tangible, cost-savings benefits.

Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssm ent

As one of the largest facilities services providers in the nation, we’re committed to taking care of the people, spaces and places that are important to our employees, our clients, and their customers. This is the foundation for why ABM exists and is a natural guiding function for our commitment to sustainability.

Supporting Union’s Garnet Goes Green initiatives

As highlighted in ABM’s Corporate Sustainability Report, we strive to do our part to leave the world a better place for future generations, our sustainability platform includes:

We compliment Union on once again been named to The Princeton Review’s “Guide to Green Colleges.” As your partner, we will work sideby-side with you to further the Garnet Goes Green initiatives of the U-Sustain Committee; advance energy reduction; consider sponsorship of a Green Grant of a project aligned with Union Facility Services’ mission; contribute to operational efficiencies and use of alternative energy vehicles; collaborate with the Ozone House on their activities; continue the College’s recycling program; and, explore all other areas where ABM could contribute to Union’s national ranking for innovative approaches to sustainability.

• Operational Sustainability - Corporate social responsibility is at the heart of ABM every day, whether we’re streamlining efficiencies for clients, keeping a keen eye on how our operations impact our shared environment and reducing our carbon footprint, creating new jobs, or giving back to the communities in which we serve. • Doing Business in a Responsible Way - We’ve built a strong reputation by continually striving to improve our service offerings through our ABM GreenCare® program. As part of the program, we actively work with our partner schools on a wide range of these efforts, from energy reduction to green cleaning and LEED certification. • Ensuring our Team Members Well-Being - Our people continue to be the driving force behind everything we do. We take tremendous pride in our skilled and knowledgeable workforce. Spanning our wide array of service solutions in a diverse set of markets, we firmly believe that our rich diversity of expertise and experience is unmatched anywhere. • Managing our Own Environmental Footprint - ABM operates under a core set of fundamental values: Respect, Integrity, Collaboration, Innovation, Trust, and Excellence. These values intertwine to provide a baseline mentality for how we operate, and nowhere is that more evident than in how we take responsibility for our activities which impact stakeholders and the environment. We respect employee rights to freedom of association, and we comply with all applicable laws regarding employee election of collective bargaining representatives. We are committed to positively impacting the communities where we live, work, and play. We keep a keen eye on how our operations impact our environment, and we empower our clients to do the same through our ABM GreenCare® program. In addition, our ABMCares program encourages employees to volunteer and participate in activities that support the charitable causes important to them. Our ABMCares program ensures that every management and staff employee can take a day to do community work, if they choose. We also have a charitable donation matching policy to help these employees continue to give back to the communities in which they work, play, and live.

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11. Please provide 2-3 specific recent client examples where your company has taken over facility management operations for a college similar to Union. Please provide a summary of the situation and scope, as well as specifics on financial and non-financial benefits to the client. The following are case studies for three institutions we believe are similar in scope to Union College.

Trinity College | Hartford, Connecticut Custodial, Maintenance, and Grounds

“You and the team always do an outstanding job. I know we made the right decision by selecting ABM!” —Tom Fusciello, AVP, Facilities & Operations, Trinity College

Campus Facts • Suburban campus • 64 buildings • 7 residential “communities” • 2.4 million square feet Services

Solutions • Transition of existing staff to ABM’s performancebased standards • Design and implement strategic plans and projects to address unique challenges • Create multiple zones to approach service and maintenance independently

• General maintenance

• Implement round-the-clock coverage (3 shifts)

• Staff safety training

• Started apprentice trade programs, ladder position training, and Recycling initiatives

• Recycling • Window washing • Hard surface floor care • Carpet care • Event set up and clean up • Residence cleaning

Outcomes • Dramatic improvement in the program outcomes through a seamless transition from the previous provider during the summer • Performance-based contract in which ABM has met and exceeded Quality Assurance KPIs

Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssm ent

Virginia State University | Petersburg, Virginia Custodial, Maintenance, and Grounds Campus Facts • 106 buildings • 2.2 million square feet • 4,500 student enrollment Services • General maintenance • Staff safety training • Hard surface floor care • Carpet care • Event set up and clean up Services • Lack of performance and communication from former facilities maintenance contractor • Prior to ABM, poor quality control, employee training and management procedures in place • Lack of supervision

Solutions • Immediately implemented superior quality control plans, employee training and management procedures to ensure cleanest, safest and best maintained buildings and grounds possible • Built strong ongoing communication and relationship with University administration, responding to needs quickly and effectively • Reduced invoicing for services beyond scope of the agreement to virtually zero • Delivered services more efficiently and timely and offered a more effective level of supervision through on-site management Outcomes • Continually provided cost-effective solutions for VSU and exceeded client expectations for well-executed, reliable, and quality facilities maintenance services • Achieved success in effectively servicing the University resulted in client assigning additional projects • Monitored performance through a customer satisfaction program and through performance reviews involving performance metrics • Moved building maintenance program from reactionary mode to preventive maintenance and planning mode

Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssme nt

“We have seen significant improvements in our programs in all areas. The staff is very involved with the contract to ensure its success and continued customer satisfaction.” —Gilbert Hanzlik, Facilities and Maintenance Director, VSU

Suffolk University | Boston, Massachusetts Custodial, Maintenance, and Grounds Campus Facts • Urban campus • 10 buildings • 5 residence halls • 2.1 million square feet Services • Elevator repair • Pest control • HVAC overhaul

“ABM has successfully transitioned to become an integral part of the Suffolk community” — Ashley Lindsay, Director of Facilities, Suffolk University

• Custodial services • General maintenance • Window washing • Hard surface floor care • Carpet care

Solutions • Design and implement strategic plans and projects to address ongoing issues. Follow-up with increased communication • Better communication with the Suffolk community and improve efficiencies • Conduct regular meetings with subcontractors to set and reach productivity goals. Outcomes • Earned the confidence and trust of the Suffolk upper management team by consistently completing targeted projects • Performance-based contract in which ABM has met and exceeded Quality Assurance KPIs • Dramatically improved quality levels while reducing facility operation costs for the past three years

• Event set up and clean up • Residence cleaning

Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssm ent

12. Union College also runs a natural gas cogeneration plant in Schenectady, NY that helps power the campus. The facility includes a 1.8 MW gas turbine engine, a 45,000 lb/hr Heat Recovery Steam Generator (HRSG), a 225 psig gas compressor, a 600-ton absorption chiller, and an Automatic Load Shed Management system that controls the electricity supply. Please discuss your expertise in managing power generation facilities and if you would be able to manage our cogeneration plant. From ABM’s many partner campuses, there are a wide range of energy sources that we have experience in managing. One example, the University of New Hampshire (UNH), is very similar to Union’s use of co-generation. UNH uses a blend of Processed Landfill Gas (PLG) approximately 70% - 80% and natural gas as its primary fuel source with No2 oil as a backup or the fuel source when the blend is not available. UNH receives up to 85% of its electricity and heat fuel from landfill methane gas. This purified natural gas makes UNH the first university in the nation to use landfill gas as its primary fuel source. In Rochester, NH, there is a naturally occurring by-product of landfill decomposition that is collected via a state-of-the-art collection system consisting of more than 300 extraction wells and miles of collection pipes. After the gas is purified and compressed at a new UNH processing plant at TREE, (Waste Management’s Turnkey Recycling and Environmental Enterprise) it travels through a 12.7-milepipeline from the landfill to UNH’s cogeneration plant.

Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssme nt

The cogen plant is a 7.9 MW system with another 4.6 MW that is not connected to campus currently and dual-fuel combustion turbine generator train, including an HRSG (heat recovery steam generator), with a duct burner having a total capacity of almost 100,000 pounds of steam per hour. To meet the campus’s growing chilled water demands, UNH has a 1,200-ton chilled water plant with cooling tower, and an absorption chiller plant for inlet air cooling to the combustion turbine. It supplies about 75-80% of UNH’s electrical requirements and approximately 85-90% of its steam load, while reducing the annual KW-h purchased from the local utility to about 10%. Staying connected to the local grid also provides the university with more flexibility. Cost savings: EcoLine cost an estimated $49 million - all internally-funded - with an anticipated payback within 10 years of the project. Both the cogeneration plant and the landfill gas projects were financed by the campus through borrowing. Renewable energy credits: In 2009, UNH began to sell the renewable energy certificates (RECs) associated with ECOLine’s electricity generation to help finance the capital costs of the project and to invest in additional energy efficiency projects on campus. By selling RECs, UNH demonstrates fiscal as well as environmental responsibility. Emissions savings: When combined with the cogen plant, EcoLine stabilizes energy costs, provides energy security, and demonstrates environmental responsibility. EcoLine and selling RECs are part of UNH’s aggressive climate action plan called “WildCAP,” which will outline how the university will lower its emissions to basically zero and secure its leadership position in climate protection as part of its broader sustainability commitment. Under WildCAP, UNH will cut its greenhouse gas emissions 80% by 2050 on the road to carbon neutrality by 2100. Entry points in buildings are controlled by several things including and limited to only qualified personal working on the system, locks (LOTO), hundreds of monitoring and alarm points in the BAS, and scheduled PMs. There are monitoring devices for the overall plant overview as well as overviews with steam system, cooling water system, hot water and chilled water distribution systems, heat recovery system generator, boiler plant, and the cogen plant (Siemens CTG1). Primary loops are maintained by a specialized subcontractor. Secondary loops and those trained in ABM’s workforce perform operation and maintenance of the systems secondary loops such as booster pumps, steam stations or valve closing/openings per season on the dual-purpose lines for heating and cooling seasons.

Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssm ent

Uni o n Co l l e ge Faci l i ti e s RFI | Cap ab i l i ty A sse ssme nt

Section E: Labor Plan Assessment 1. How do you recommend generating community buy-in for outsourcing facility management operations? What would be the respective role of your company vs Union? We believe the stakeholder ‘buy-in’ process that was utilized to create the “Power of Union” strategic plan offers a great template to generate community buy-in for outsourcing. We envision the process to embrace outsourcing as an extension of the strategic plan using a similar process accessing many of the same 19 campus constituencies to listen to their views. If appropriate we could assist in facilitated breakout sessions at town hall meetings. We would want access the working group who was involved in the “Administrative Excellence Project” as well as key members of the President’s Council. Knowing the success the College has experienced with outsourcing campus dining to Sodexo and now, American Dining Creations, there are specific on-campus examples to reference. It has been our experience that to achieve authentic participation among all stakeholders about outsourcing will require a fair amount of care and thought. On many college campuses today, the top-down, authoritarian approach won’t work: Asking stakeholders—like administrators, staff and students—to get involved has to be an organic and meaningful process, and not merely lip service. Involvement can’t be trivialized or used to mask the decisions of administrators. Grassroots ownership of college-wide initiatives will require both the College and the outsourced provider to embrace the following steps:

Choose Wisely When deciding who to involve, think not only about availability and suitability for the role, but also about the person’s stake in the outcome. Individuals who are most affected by an initiative should be integral in the decision-making process. A limited stake in the outcome doesn’t mean a person can’t participate, but consider limiting their involvement in favor of someone with a deeper connection to the initiative which is why we recommend to utilize the same set of stakeholders in the Power of Union to play a role in outsourcing.

Make Communication Two-Way Communication is another key to success: The most effective communication is a two-way dialogue. That may sound simple, but too often, we inadvertently create a culture that does not encourage input, especially authentic input. Be prepared to alter the plan as new input comes forward to avoid the sense that the administration had already decided what to do and was only involved stakeholders to later say that the campus community was involved.

Uni o n College Fac ilit ies RF I | Labor Plan As s es s m ent

Focus and Refocus Using simple techniques to focus and refocus the discussion on benefits of outsourcing can help move towards meaningful engagement by all participants. Be sure to offer an agenda before any stakeholder meeting, reminding participants of the purpose of the meeting at the outset, and ensuring that everyone has an opportunity to participate in the conversation by thanking participants in advance for honoring others’ voices. One area that may seem minor at the outset but, often has a significant impact on the outward impression of outsourcing from what has been traditional an in-house discipline is how the program is branded in all forms of communication. To avoid any adverse reactions to outsourcing, we would recommend taking the approach of the program being named “Union College Facility Services” with all of the traditional Union branding (uniforms, trucks, communication pieces, etc.). The reference to ABM would be subtle to minimize the impression of the service provider not being a member of campus community. In fact, ABM would become a very active, valued, and engaged member of the community but, the Union branding approach helps to minimize initial campus reactions. Above all, clear, concise and frequent communication as well as soliciting feedback from the entire college community will be invaluable to the ultimate success of this process. Emphasis throughout the process and transition would highlight how operational efficiencies gained are consistent to the overall goals of the strategic plan and Administrative Excellence Project. Because Engineering is a primary academic offering at Union, we would envision incorporating course curriculum in a two-way flow of information where students would be encouraged to seek internships with ABM and the Facility Services program. And, on-site and national ABM professionals would come into the classroom to share the intellectual aspects of program to include energy efficiency, waste reduction, water conservation and other sustainable and energy related dynamics. Other effective ways of transferring knowledge from operations to the campus community could be the use of real-time, information dashboards prominently displayed to highlight efficiency gains (i.e. energy reduction, carbon emissions, conservation measures, etc.).

Uni o n Co l l e ge Faci l i ti e s RFI | Lab o r P l an A sse ss m ent

2. What changes would you expect to make to current staff employment, compensation, and benefits? Please provide specifics where possible e.g., total number of employees, use of variable/part-time labor. At this stage it would be difficult to make any specific recommendations about staffing, compensation, and benefits. That said, with a 100+ year track record and more than 110,000 team members ABM is among the most ethical and fair employers in our industry. We place a great emphasis on upward mobility from training, development, and career opportunities to other ABM sectors and geographies, we provide all team members with significant opportunities for advancement. Among the more successful staffing models is the use of both full and part-time staff. There are a good number of people who enjoy the flexibility that part-time employment provides and others who appreciate the security of full-time employment. Before making definitive statements about staffing efficiencies, we would suggest providing a staffing model once we have had the chance to review current program costs, current staffing levels, wage rates, wage analyses for your market and propose several scenarios the College could consider. A lot of staffing levels have to do with training, management, and motivation. A recent letter we received, highlights that staffing levels are important but, it’s the management that is leading them is more important. Because hourly labor accounts for nearly 60-70% of the total program costs, we pay particular attention to hourly wage scales that can recruit a high caliber candidate, meet market demands for wages and balance compensation with a wide range of benefits of healthcare, paid-leave, development incentives, 401K and 403B pension plans, etc. The following are the results of a wage analysis we conducted for the Schenectady market which shows a mean hourly wage of $15.73 for custodians; $16.57 for grounds professionals; and, $24.92 for maintenance workers.

Uni o n Co l l e ge Faci l i ti e s RFI | Lab o r Pl an A sse ssme nt

Uni o n Co l l e ge Faci l i ti e s RFI | Lab o r P l an A sse ss m ent

3. Would your company have full time employees for all facility management services or are there any that you contract with an external party? At this stage of our analysis, we would envision having all the team members needed to perform daily functions would be full or part-time employees. Areas where we might subcontract may include pest control, mold remediation, vertical transportation (elevators) maintenance, window cleaning (above one story), service contracts of some computerized building systems, and installation of larger assets (boilers, chillers, some rooftop units, etc.).

4. Union College currently provides an attractive tuition reimbursement offer for employees. How would you recommend Union addresses this through an outsourcing program to ensure employees are treated fairly, especially those who have college-aged or near college-aged children? Offering tuition to employees with college-aged children is a fabulous benefit. Based on the extent to which this benefit is accessed, we could allocate a portion of our costs to be made available for tuition reimbursement assuming the College would be amenable to providing tuition at the same rate it is presently offered. Recognizing the Union’s current tuition benefit for a dependent attending Union College full-time as a matriculated undergraduate student, the tuition benefit received will be the total of the first-dollar amount of $6,000, and the average financial aid grant, and 50% of the remaining balance to Union’s full tuition figure which would equate to approximately $9,000 per year. Perhaps we could create an education fund based on the average ‘take-rate’ of the past 5-10 years and factor the amount into our overall costs.

Uni o n Co l l e ge Faci l i ti e s RFI | Lab o r Pl an A sse ssme nt

5. Please share 1-2 examples on how you have navigating challenging facilities management operations transitions at colleges from a change management perspective. What were the issues, how did you deal with them, and what was the outcome? Our response is highlighted in the case studies featured on pages 44 - 46.

6. What high level timing and phasing would you propose for the transition process? If ABM is given the honor of being successfully selected as your partner, Union can rest assure that our transition/transformation and implementation processes have been time-tested, and our startup teams are highly experienced to anticipate and resolve any possible issues that may arise. Your transition process will be seamless because we would clearly identify your service needs, select the appropriate personnel, create a detailed implementation plan, and communicate it to everyone involved. Our teams will work to create a smooth start-up, free from time-consuming delays or service disruptions. We would recommend the contract term to commence on July 1st so the transition period to transpire over the summer when the campus is operating at slower, less occupied pace. However, based on the College’s needs and intentions we could transition closer to the start of the semester or in between semesters over the end of calendar holiday break.

Uni o n Co l l e ge Faci l i ti e s RFI | Lab o r P l an A sse ss m ent

Transition Phases and Timeline Estimated Time Frame PHASE 1 Pre-Announcement Contract Pre-planning • Establish transition objectives • Coordinate transition kickoff meetings and schedule for transition timeline • Data collection and validation (site details, affected employees, vendor contracts • Review existing benefits and compensation packages • Contract execution

PHASE 2 Pre-Commencement Transition Mobilization • Conduct employee meetings and onboarding • Perform site visits/operational audits • Establish work management and workflow processes • Develop sourcing strategy and engage vendors

PHASE 3 Post-Commencement Transform • Finalize reporting requirements • Establish governance plan • Execute KPI measurements • Introduce benchmarking and best practices

• Order equipment, supplies, and uniforms • Review invoicing requirements • Deploy technology • Establish safety program and training

Estimated Time: 15-30 days

Estimated Time: 30-60 days

Estimated Time: 15- 30 days

Importance of Ongoing Communication, Support and Coordination In our years of experience, we’ve learned that the key to a successful transition is clear, ongoing communication of expectations, objectives and outcomes with all parties involved, particularly with management at all levels on both sides. From the beginning, ABM would hold regular meetings with Union’s administration to discuss all phases of the transition, identify best practices and implement them, as needed. We will survey everyone on your staff who will be affected by the transition to address key concerns. A start-up team would work with Union’s designated representatives to implement the transition plan. The team will remain dedicated until your planned level of service is achieved and your objectives are being met.

Uni o n Co l l e ge Faci l i ti e s RFI | Lab o r Pl an A sse ssme nt

Section F: Disclosures Please find on the following pages the signed Union College Conflict of Interest Policy and Mutual Non-Disclosure Agreement.

Union College Fac ilit ies RF I | Dis c los ures

U n io n C o lleg e Fa ci l i t i e s R F I | D i s cl o s u res

Union College Fac ilit ies RF I | Dis c los ures

U n io n C o lleg e Fa ci l i t i e s R F I | D i s cl o s u res

RFI Official Response

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Executive Summary