2023 Q3 SAM Perspectives Newsletter

SAM Companies Employee Newsletter

PERSPECTIVES

3RD QUARTER 2023

Paul Glenn III, Office Technician III using the NavVis VLX for mobile mapping in Moorestown, NJ.

CEO’S PERSPECTIVE

Embracing Accountability to Meet 2023 Goals As we navigate the exciting journey of SAM's growth, we must maintain a commitment to accountability in every aspect of our operations. Accountability is the foundation upon which we will deliver for the remainder of the year and build our future. It is a shared responsibility that each of us must embrace and execute, from the most junior team member to the executive leadership team.

At SAM, we're on a mission to redefine what accountability means in our business's context. Accountability is about taking ownership of business outcomes and working together to empower decisions that lead to company profitability. To me, it is another facet of SAM’s core value of Integrity and Ethics – upholding your commitments to yourself, your team, and our clients.

Traditionally, accountability can carry a negative connotation. For example, someone makes a mistake and is subject to disciplinary measures. However, we must move beyond this view. We need to embrace accountability as a positive tool to help employees and managers unlock their highest potential. We should focus on productive conversations that foster growth, fuel collaboration, and align individual and organizational aspirations. We must stay focused and strategic about our day-to-day and long-term growth plans.

Why do we need to be focused on accountability now?

As you know, there have been contractions across market sectors in our industry. SAM is in a strong position as a company because we have diversified and anticipated some of these upcoming shifts. But now is the time for each of us to buckle down and look toward the end of the year to ensure we will hit our targets as individuals, teams, and as a whole company.

From a financial performance perspective, holding ourselves and others accountable will be the backbone of achieving our financial goals and our commitment to stay on course of $500 million in revenue and $100 million in EBITDA by 2026.

It is true that we have some ground to make up to meet our end-of-year goals. During the first few months of this year, we were trending ahead of our revenue and EBITDA

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goals. However, our performance has declined over the last three months, and we have now fallen behind. I believe a large part of this decline in performance directly results from complacency and not following through on our commitments.

However, it is entirely within our reach to make up time and to meet these key performance indicators for the year. It is up to each of us to make sure that happens.

So, what can you do?

Our strategic planning sessions have identified areas where accountability plays a pivotal role. These may be familiar, as mentioned in my Q2 2023 CEO’s Perspective and Mid-Year Update. These areas remain crucial checkpoints for the rest of 2023 and beyond, and they encompass everything from time management to project execution, from communication to forecasting.

1. Accurate and Daily Timesheet Entry and Review. I want to thank everyone for your diligence in completing the BST Timekeeping Essentials Training. I appreciate SAM team members recognizing the importance of this training and getting it done. For all employees, entering your time daily and accurately is paramount. Accurate timesheets form the basis of our operational efficiency. Managers, your responsibility includes reviewing timesheets for accuracy.

This practice is integral to maintaining transparency and integrity in our operations. It also ensures that we are allocating resources where they are most needed.

2. Direct Labor (DL) Management. Tracking DL is not just a task but a responsibility. Accurate DL management leads to cost control and improved profitability. It's an area where accountability directly impacts our bottom line 3. Project Management. Effective project management is at the core of our business and is a direct tie to our company’s performance. Our proposals must include all effort that will go into completing the project. Our invoices must include all time spent. During the project, key performance metrics must be decided upon and measured with appropriate goals to drive our profitability and Excellence in Service to our clients.

IN THIS EDITION CEO'S PERSPECTIVE ............................... 2 COMMUNITY WELLNESS........................4 HR INSIGHTS................................................5 FIELD NOTES............................................... 6 4. Forecasting and Planning. We must have a line of sight into our future workload. Accurate predictions help us allocate resources efficiently, make informed decisions, and seize opportunities as they arise.

PROJECT SPOTLIGHT.............................. 7

5. Keeping Promises. Do what you say you will do. If circumstances change and you can't meet a deadline, communicate this beforehand so the team can work together to find solutions proactively. This isn’t about punishment; it’s about meeting our goals. We can be accountable by ensuring every team member clearly understands their role and responsibilities and has access to the tools needed to meet those demands. If you need assistance, accept the help, and press on.

LEADERSHIP CONNECTION............... 10

What's the outcome when we’re all on the same page and hold ourselves accountable? The positive results are endless. Individually, it can translate to increased responsibility and continued movement along your career path. For SAM as a whole, it means building trust with our clients and partners, increased Excellence in Service, and greater integration with the communities in which we live and work.

As we move forward, I ask each of you to engage with your managers, offer feedback, and be open to new processes and teams. Your commitment to accountability is the catalyst for SAM's continued success.

Let’s keep the momentum as we head into the end of the year. Thank you all for your hard work and commitment to SAM and your team members.

TECH TALK................................................... 8 APPLIED TECH............................................ 9

RECRUITING NOTES................................ 11 QUALITY CORNER................................... 12 SAFETY MATTERS.................................. 13 SNAPSHOT GALLERY............................ 14

ACKNOWLEDGMENTS On behalf of the newsletter committee, we’d like to thank our staff for their contributions to Perspectives. We understand the newsletter is an additional commitment to our employees’ general responsibilities, and the research and creativity they put forth yields a thriving account of SAM’s internal organization.

If you would like to share an idea or would like to contribute, please contact the committee at newsletter@sam.biz.

Contributors: Chris Solomon, Zeke Zieschang, Donna Josey, Chris Eberhardt, Bob Williams, Shawn Dunn, Nathan Hunt, Kelli Howard, John Doughty, and Lorna Hicks.

Newsletter Committee: Tammy Petrekovich, Alice Crain, Kristine Ritter Wilhelm, Natalie Wade, Sarah Brown, and Donna Josey.

Chris Solomon, RPLS President & CEO

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COMMUNITY WELLNESS Volunteer Spotlight SAM encourages employees to regularly volunteer through individual volunteer efforts or companysponsored events. This quarter, we’re giving the spotlight to Zeke Zieschang, who regularly volunteers his time to support those in need. Zeke is a Senior Project Manager in Austin, TX.

of the day, just watching. Whenever I took a water break, he was always there, exclaiming how impressed he was at how well we all worked together. He was amazed at our progress and how we all had a unique part in the process. He thanked us constantly and offered to get us water. It's those little moments where you realize that you are doing this because you enjoy it, yes, but it begins to sink in how you are really impacting someone else's life. That is the true blessing.

How has volunteering had an impact on you?

Zeke Zieschang Senior Project Manager Austin, TX

What organization do you volunteer with most often?

The Texas Ramp Project.

What do you do as a volunteer with that organization?

We build handicap ramps for people in homes with limited accessibility.

This can include elderly, disabled, or sick individuals, rehab patients, or first responders. These ramps can be truly lifesaving.

Tell us about a time that was especially meaningful for you as a volunteer.

We were building a ramp for a home in Driftwood, TX. The elderly brother of the person for whom we were making the ramp stayed outside with us most

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It reminds me to remain humble. It’s not about me. I am so thankful that God has given me the gift of helping others that I want to use it as often as possible. I have been blessed to be able to build handicap ramps here in the Austin area, go on disaster relief mission trips due to flooding, tornadoes, or hurricanes in various states, and build churches in Mexico. In all cases, new friendships are made, I always learn something new, people are being served, and it gave me the feeling of accomplishment and thankfulness.

What do you enjoy most about volunteering?

We have a LOT of fun. I’ve been working with most of these folks for ten years.

We know each other’s strengths and weaknesses. We always have a good laugh, and yet we respect each other’s talents. It is an awesome teambuilding experience. Our core group includes various people from different backgrounds and disciplines: the Director of Christian Education, an Army

Lieutenant Colonel, several engineers, a surveyor, an electrician, a dentist, an accountant, a fireman, and a steelworker.

You can learn a lot working with a group like this. But more importantly, it is meeting the families we serve and hearing the overwhelming thanks and genuine appreciation they offer for our time spent with them. Many are amazed that a group of strangers would come and do this for them, especially on a Saturday.

If you could encourage someone else to volunteer, what would you say?

Just try it. Just once. It doesn’t matter what it is. You will be amazed at how good you feel afterward. A very good book once said, “It is better to give than to receive.”

Believe it. Every little bit helps, and you will feel yourself become a better person. And quite possibly, you might even find a new passion!

HR INSIGHTS The Importance of Performance Reviews at SAM Performance reviews will rarely, if ever, be the most requested topic of discussion. But, it is one of the most important responsibilities a manager can do in retaining our employees and supporting the growth of the business. This critical feedback will help keep us all accountable, ensuring that both employees and managers actively contribute to individual and organizational success.

Performance reviews are vital to SAM, as they create a mutual accountability framework where both employees and managers are held responsible for their respective roles and expectations, fostering a culture of shared responsibility and continuous improvement.

Reviews enable our leaders to assess employee contributions, set expectations, and offer constructive feedback. This accountability loop helps employees improve and empowers

managers to make informed decisions about promotions, training, and resource allocation, resulting in a more productive and satisfied workforce, ultimately benefiting the organization as a whole.

Performance reviews also help us to determine if certain employees need more training and which ones can take on more responsibilities in the office. One of our core values is People. If we want to have continued success and achieve new heights, we must provide feedback to employees that enables them to grow and develop with SAM. In addition to the eight key benefits below, it's crucial to emphasize the importance of conducting performance reviews in a timely manner. Timely reviews ensure that feedback and assessments are relevant, actionable, and capable of driving meaningful change.

Here are eight key benefits of the performance review.

1 – Reviews help employees grow in their careers.

Many employees are looking to advance into higher roles.

A performance review and discussion allows employees to share their goals and aspirations. The assessment can help to create a plan for the next steps in the employee’s career.

2 – Feedback. Feedback. Feedback.

Providing feedback helps motivate employees to do well.

Employees will work harder when their manager shares positive feedback. Because performance reviews are often used to support merit increases, they can incentivize and reward employees for their hard work.

3 – Increase employee engagement.

Our process gives employees the opportunity to participate in the performance review process. SAM employees are asked to assess their own performance, which can lead to more engagement and a desire to stay with a company long-term. When employees see how their actions affect the company overall, they are more likely to perform better. Frequent performance reviews also show employees that their manager cares about them and is willing to take the time to provide them with the instruction needed to help them flourish.

4 – Identify needed training.

5 – Communicate expectations.

Performance reviews and discussions allow managers to reiterate their expectations, goals, and needs for the department. This helps employees understand their daily responsibilities and what the manager needs from them.

6 – Conversation.

Reviews create a structured, set time for managers to discuss how the employee is doing and allow for a flow of discussion with no distractions. During these meetings, managers can coach staff and offer tips for how to improve their performance. This scheduled time also provides employees with a chance to ask questions and clear up any concerns they may have.

7 – Documentation.

Our reviews are maintained in UKG, allowing us to easily record the employee and manager's assessments.

8 – Strengthen team bonds.

Reviews help managers and employees align their priorities and brainstorm together. Regular meetings can build relationships and make the manager appear more approachable. Additionally, feedback from peers and other leaders helps individuals see how their coworkers appreciate them.

Reviews allow us to determine which employees need more training and what areas to provide training.

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FIELD NOTES 1 – How would you describe the people you’ve met and worked with at SAM? These are some of the most innovative and well-organized group of people I’ve ever worked with. To name a few, David Wagoner is one of the best and most knowledgeable Fiber Managers I’ve ever seen. Jim Nguyen is one of the best OSP Engineers, and Ed Wagner is extremely helpful and valuable when it comes to drafting. I’ve been lucky to work with this team.

Chris Eberhardt OSP Engineer II Atlanta, GA Office

2 – You have a lot of prior experience in technician and engineering roles: a Field Engineer, Drafting Supervisor, and Plant Inspector at SourceOne. The list goes on. What’s special about your role at SAM compared to past ones?

In my past roles, I only worked as one thing or another. At SAM, I now get to wear many hats that allow me to do various things I enjoy.

“SAM VantageTM is very userfriendly and when it comes to productivity, I'm at least 40% faster, if not more.”

3 – Could you describe what a typical day might look like?

I don’t think there’s a typical day for me. I could be working on a drawing in the office and then get a call that we need something located in the field for a client, and while I’m working on that, I might get another call that a team member needs help on a project. But being there to help and never sitting still for too long is why I enjoy this role.

4 – If someone was interested in joining the SAM Telecom team, what advice would you give them?

Do it!!! Hands down, this is one of the best teams and companies I’ve ever worked with.

5 – What’s your favorite type of equipment to use?

Without question, it is the vLov3 RTK-Pro.

6 – On your resume, you said you’re a world traveler. What are your three favorite places you’ve been to?

Iceland, Italy, and Portugal.

7 – You’ve said that you’re a big BBQ guy when you’re off work. What’s your favorite type of BBQ to cook or prepare?

Texas brisket.

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8 – Favorite BBQ side of all time?

Smoked Mac and Cheese.

9 – You can only save one: Braves, Hawks, Falcons, or the Bulldogs?

The only team worth saving on this list is the back-to-back National Champs!!! Go Dawgs!!!

Questions about SAM VantageTM 10 – You've been having great success using the proprietary SAM VantageTM technology. Could you tell us a little bit about your experience with it?

It’s a great tool that speeds up the workflow. I’ve been using SAM VantageTM for a year, and it’s very user-friendly once you get the hang of it.

11 – How do you feel it's helped productivity?

As some know, the old-school route of marking everything, returning to take all my field notes, and manually creating a CAD drawing can take forever. With the vLov3 RTK-Pro, it's linked with SAM VantageTM, so it's literally plug-and-play. I’m marking points in the field, which automatically adds everything to the software. When I'm finished, all I have to do is convert what I did in the field to a drawing. So, regarding productivity, I’m at least 40% faster, if not more.

12 – As an OSP Engineer, are there uses for it in the Telecom field that have made a difference?

Without question, yes. I’m using it whenever I’m in the field to speed up everything I’m doing and get the correct depths, elevations, and GPS points at every location I’m marking.

13 – How does using SAM VantageTM change or improve things for our clients and customers?

I think it’s improving our client relationships because of the job turnaround time. We can get the work done faster and more efficiently.

PROJECT SPOTLIGHT Ameren Shoreline Management for Lake of the Ozarks, Missouri The Lake of the Ozarks was created by the construction of the Bagnell Dam, which was completed in April, 1931. With a surface area of 54,000 acres, Lake of the Ozarks was the largest manmade lake in the United States at its completion, and one of the largest manmade lakes in the world.

Bagnell Dam is operated and maintained by Ameren Missouri, the successor of Union Electric, under the authority of a permit issued by the Federal Energy Regulatory Commission (FERC). Ameren Missouri is also responsible for managing the lake’s shoreline and water levels. All land surrounding the lake is within the project boundary defined by FERC and is under Ameren’s management jurisdiction. Any improvements to the shoreline, including docks, bulkhead walls, boat ramps, and other structures, require permission from Ameren Missouri prior to construction and are covered under the FERC-approved Shoreline Management Plan (SMP).

When Trailhead GIS, Inc. owner Mike Pellegrino joined SAM, it marked an almost 25-year milestone where the consulting team had supported Ameren to develop and maintain the Shoreline Management System (SMS) for the Lake of the Ozarks, a reservoir that provides households across Missouri with power.

intent for the system was to meet FERC requirements for a 50-year operating permit and was focused on the shoreline facilities permitting process. This includes over 50,000 shoreline facility permits along 1,150 miles of lake shoreline.

With the help of SAM GIS staff, the SMP has streamlined the permitting process, leveraged the existing data to solve multiple systems of record issues, expanded users of the system, and responded to new FERC requirements, such as white foam remediation, unpermitted docks, and derelict dock identification.

Other applications and extended SMS uses beyond the permitting process SAM built, include Adopt-the-Shoreline.

Much like the Adopt-a-Highway program, the Adopt-theShoreline focuses on involving the local community in annual shoreline cleanup. GIS is used to assign cleanup areas and track work and trash removal. The white foam remediation project identified and tracked the removal of existing boat docks with unapproved floatation materials.

The derelict dock removal program uses mobile GIS to identify old inadequate boat docks that are a hazard or have been removed. The historic properties mapping identified historic properties and ancient sites preserved under federal law. The recreation management layer lists the recreation sites available to the public and typically located within the State parks.

Over the years, SAM staff and Ameren have partnered to expand and maintain the system that serves the SMP. Through that time, as Ameren has expanded its operations to include ESRI ArcGIS Enterprise and ArcGIS Online, SAM has continued to serve as an advisor providing vision and direction and is a valued partner for the long-term maintenance of the system geodatabase.

Since the late 1990s, SAM and Trailhead staff have acquired, developed, and maintained digital features and lake infrastructure for various spatial datasets.

These include orthophotos, contours, parcels and land records, and limited planimetric features. To meet FERC requirements for digital data delivery in a GIS format, SAM staff developed, hosted, deployed, and now maintains the SMS GIS components. The original

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TECH TALK The IT Factor SAM’s organic and acquisition growth has expanded our footprint to 45+ offices and over 1,600 employees.

With all this growth and expansion, the IT Department has had to change or implement many processes and procedures to accommodate increased employee numbers, new offices, and the resulting workload for SAM’s Help Desk. Our 8-person Help Desk Team provides frontline support for all computers, networks, and security for all SAM employees and offices. Led by Dallas-based Help Desk Team Lead Ryan Koliba, SAM currently has 7 Help Desk Technicians (Techs) across five offices, including 3 in Austin South, 1 in Austin North, 1 in Denver, 1 in Raleigh, and 1 in Salt Lake City.

Things to Know about the SAM IT Help Desk: 1) We maintain a ratio of 1 Help Desk Tech for every 225-250 employees. This team handles over 300 tickets a week!

b. Requests – aka “New Needs”, which involve software/hardware upgrades, new hires, office moves, etc.

2) The #1 issue this team handles is password-related, comprising about 25% of our tickets. SAM has a self-service password reset portal to assist employees quicker:

Requests have due dates and will be completed in the timeframe allotted.

a. Go to: pwreset.sam.biz/

4) Email is the preferred method of requesting assistance: helpdesk@sam.biz.

b. Enroll in the password self-service, and you will be able to reset your password and unlock your own account instead of contacting the Help Desk for assistance.

5) Phone calls are for emergencies, or if your email isn’t working at all. You may have to leave a voicemail for a Help Desk Tech.

Please be patient and we will get to you as quickly as we can.

3) In order to manage and prioritize the workload, the Help Desk categorizes tickets in two ways:

6) Please don’t direct call, message, email, or walk up to your local Help Desk Tech unless you are working on an existing issue and that person is assigned to your ticket. Don’t jump the line; it’s not fair to your fellow employees.

a. Incidents – aka “Break/Fix”, which means that something is broken or needs repair. For example, incidents include times when your computer won’t boot, your cell phone isn’t working, applications crash, or you can’t print. These types of incidents take priority over requests and are handled as quickly as possible.

7) Please don’t hesitate to contact us for anything technical related. We are here to help!

Meet the Help Desk Team!

SAM’s Help Desk Team provides technical support by offering employees technical assistance on the delivery, configuration, set up, maintenance, and troubleshooting of computer systems, hardware, and software.

Ryan Koliba

Allan Jaco

Help Desk Team Lead (Dallas)

Help Desk Senior Help Desk Technician Technician (Denver) (Austin South)

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Josh Jarvis

Mustafa Achakzai

Talisa Raposo

Ibrahim Oduye

Connor Brandon

Help Desk Technician (Austin South)

Help Desk Technician (Raleigh)

Help Desk Technician (Austin North)

Help Desk Technician (Salt Lake City)

APPLIED TECH

Utilizing and Viewing Data in SAM CaptureTM Did you know, SAM CaptureTM is one of SAM’s proprietary software applications? It’s a tablet-based platform developed to organize, catalog, and transfer field data to the office each day, saving management time and eliminating errors. Reports are automatically generated, allowing for real-time progress monitoring of multiple field crews, and helping ensure adherence to client standards. The platform also supports asset management and planning for managers to monitor equipment utilization and firmware updates, making it easy to track the equipment utilization and total inventory for financial reporting.

Example Below: Utilizing SAM CaptureTM photo and job file extent layers with ArcGIS Pro.

Example Below: Viewing JXL centroids for the entire U.S. with Global Mapper v24.

Pro Tip: All SAM employees have access to project information as GIS layers in SAM CaptureTM. SAM field crews have utilized this plaftorm for over 10 years and extracted a wealth of information with the raw files and photos captured. This information is stored in a database and can be presented to other internal applications using a feature service layer. This layer can also be accessed with many of our production apps and, along with your own datasets, be very useful when planning or tracking projects.

Please visit the SAM Library or contact Nathan Hunt at NHunt@sam.biz in the Applied Tech Group for more information on utilizing SAM CaptureTM information in different applications.

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LEADERSHIP CONNECTION 1 – How would you describe your leadership style?

I find the coaching style of leadership to work well for me. It is much more flexible, especially since I’m “coaching” different skill and experience levels on my team. It allows for more collaboration, and it is empowering for team members.

2 – As a leader, how do you build culture among your team and why is that important to you?

Donna Josey Human Resources Manager Austin, TX

I get to know each person and I try to show appreciation for the things that they do to help everyone on the team. I can’t support a 1,600-person organization alone. Acknowledging their birthdays and any other special occasions is a great way to show appreciation for one another.

3 – How do you continue to grow and develop as a leader?

I’ve always had a philosophy of continuous learning and improvement. I am curious by nature, which has helped me develop into a leader. I want to understand cultures, learn about the history, and how things work. I ask questions and then I do the research. In order to maintain my professional certifications, I have to obtain continuing education credits every couple of years.

4 – How do you help employees grow and develop in their careers?

I encourage them to continue to take advantage of the many learning opportunities that are available, sometimes that is formal training, or e-learning and webinars, but it is also learning on the job and learning from each other. I give them the opportunity to work on something new if they express interest.

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6 – What advice would you give someone going into a leadership position for the first time?

Do not underestimate the importance of listening and communication. You have to be willing to listen to your team members without being defensive and be open to trying new ways to solve problems.

7 – What advice would you give someone relatively new in their career?

Be open to the opportunities that are presented to you, even if it is something that you have never done before. Get out of your comfort zone. “If there is no struggle, there is no progress.” Many times, you will find yourself in uncomfortable situations, you won’t have all the answers, and you may have competing priorities. People at SAM are very willing to help and they want you to be successful.

8 – How do you keep your team motivated despite conflicts and obstacles?

As difficult as it may be, I resist the urge to immediately tell my team how to solve the problem. Giving team members the latitude to develop solutions is motivating and builds confidence.

9 – What activities do you enjoy outside of work?

My family is very important to me. My husband and I love to support the grandkids, nieces, and nephews in their extracurricular activities. I love to go to new places whether it’s different cities in the US or different countries including Germany, China, Israel, Greece, Egypt, and the UK.

5 – Where do you see SAM a year from now?

10 – What is something about you that people at SAM don’t know?

I believe the sky is the limit for SAM. I see a tremendous amount of growth potential and opportunity. We will get more efficient and sophisticated in our processes and our programs to match the advanced technology of our products and services. Our people make the difference, and it’s the employees that make SAM special.

I’m the youngest of 9 in my family and I suffer from youngest child syndrome. In addition to my 2 parents, I had 8 other siblings who always tried to tell me what to do. As a result, I will forge my own path even if no one in my family has done it before. When I chose Texas A&M for college, I had never been to College Station. Four years later I was the first in my family to graduate from college.

RECRUITING NOTES

How Managers Can Take Ownership of the Recruiting Process more like a marketing exercise, as you are creating the sales pitch to attract qualified candidates to apply.

Source: You will need to strategize on the best sources for your search. You will want to attend industry-specific events, post on social media platforms and association websites, and leverage your professional networks to reach potential candidates. In many cases, candidates are more likely to respond to your message than a recruiter.

Candidates, especially in our niche industry, are contacted by recruiters weekly, and it is refreshing to see an industry leader reach out to them.

As a manager, you play a crucial role in the recruiting process and hold significant accountability for its success. While the recruiting landscape has changed over the years, your role as a manager has remained the same: to partner with talent acquisition to provide the best candidate experience and hire top talent for the organization. This is key to the overall success of shaping and hiring a diverse workforce.

So, what does this partnership look like, and how can you, as a manager, take ownership of the recruiting process?

The recruiting process consists of the following phases: planning, sourcing, screening, selecting, hiring, and onboarding. Managers and talent acquisition team members must be in sync throughout this entire process.

Plan: You must craft a job posting that clearly defines the role and responsibilities of the position. It should contain key results you are looking for this person to achieve in this role. This sets the foundation for attracting the right candidates. It should feel

Screen and Select: Communication is vital for managers, recruiters, and candidates throughout the recruiting process. Managers and recruiters are equally responsible for keeping candidates informed about their status in the process and providing clear timelines when possible. As a manager, you should give constructive feedback to the talent acquisition team to help refine the search and improve future candidate selections.

When both managers and recruiters stay actively engaged throughout the process, it is a win-win for the candidate and, ultimately, the organization.

Hire and Onboard: Managers play a role in the long-term success of the new employee within the organization. You ensure the new hire receives the necessary training, resources, and information to integrate smoothly into the team. Your leadership and mentorship contribute to the employee's growth, job satisfaction, and retention. Your role as a manager extends beyond hiring; it also encompasses the new team member's success.

In summary, managers hold accountability for various aspects of the recruiting process, from defining job expectations to ensuring the successful integration and development of new hires. Your ownership in both the process and the outcomes leads to more quality hires and increased organizational performance.

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QUALITY CORNER Quality Accountability Have you ever rushed through a task and missed important steps? This is a common occurrence in various industries, including manufacturing, where human error accounts for 60% to 80% of mistakes, as reported by NASA. The same is true for our business, where people make most of the decisions. Therefore, the employees are the most crucial aspect of SAM's Quality Management System (QMS).

Establishing good principles is essential for quality accountability: •

Take your time and think about what you are doing.

Don't rush through tasks.

•

Make sure you and others are following the correct procedures. This includes client and company procedures, as well as industry best practices.

•

Ask for help if you are unsure about something. Don't be afraid to ask for help from your colleagues or supervisor.

•

Quality control and assurance are most effective when everyone works together as a team. Everyone should be accountable for quality from the beginning to the end of a project.

•

Remember, you have the ability to pause a project if it is not meeting SAM’s and the client’s quality standards.

This is important to prevent mistakes and ensure the final product is of the highest quality.

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In short, quality accountability is about taking responsibility for your and other’s work and making sure it meets the highest standards. By following these tenets, you can help to ensure that your work is of the highest quality.

Providing constructive feedback to fellow colleagues and employees is crucial to maintaining accountability and ensuring high-quality work in any workplace. However, it is imperative to avoid being overly critical and approach the constructive feedback as a valuable opportunity to educate others. A successful approach in applying such feedback should involve grace and humor while avoiding any authoritative tone that may undermine the constructive nature of the feedback.

Establishing a culture of quality requires the challenge of holding yourself and others accountable to deliver quality work and Excellence in Service.

SAFETY MATTERS Disasters Don’t Wait. Make your Plan Today.

Each year, the Federal Emergency Management Agency (FEMA) reminds us to prepare for disasters before they happen. Preparing for something unpredictable may be difficult but could make the aftermath manageable. including games or coloring books to keep them occupied or necessities like formula, bottles, and diapers. Consider any needs specific to your household, such as the care of children or elderly, operating medical equipment, or dietary requirements.

Save important family documents, such as copies of insurance policies and identification, electronically.

It is also a good idea to have a complete change of clothing, including sturdy shoes, and a blanket or sleeping bag for everyone. Consider alternative charging methods for devices that require power.

After assembling your kit, remember to maintain it so it’s ready when needed.

The first step in preparing is to make a plan.

Your plan should include communication, supplies, and how to get information. There are many resources for family plan templates, such as Ready.gov. You should practice your household plan often. It is vital to talk to your children about these preparations because the more prepared they are, the better they will be able to cope and act in emergencies.

Communication is key – Discuss with friends, family, and co-workers how you can communicate before, during, and after a disaster if you are not together. You should determine a family meeting place in the event you are separated.

Next, you should build an emergency kit and ensure all family members know where the gear is located.

After an emergency, you may have limited resources for several days. To be prepared means having your own food, water, and other supplies to last for this time. Don’t wait until there is an emergency because items can be hard to find when everyone is rushing to prepare at the same time.

Include a basic first-aid kit and fire extinguisher, but also consider things like pet food, prescriptions, and matches.

If you have small children, add items specifically for them,

Replace expired items as needed and re-think your family’s needs every year, including changes in health and new family members.

You can limit the impacts of disasters on you and your family by knowing what disasters could affect you in your area.

Whether you live on a coast susceptible to hurricanes, are around wildfire-prone regions, or are in Tornado Alley, most areas have specific hazards. Research how to get emergency alerts in your area and possible evacuation routes if needed. You can download the FEMA app for disaster resources, weather alerts, and safety tips. It’s important to follow the news on TV as long as possible and have a battery-operated radio to listen to and follow directions. Wait for an “all-clear” from authorities before you go out.

Disasters happen everywhere. Preparedness for the future starts today. For more information on disaster preparedness, check Ready.gov or the FEMA website at FEMA.gov.

13

SNAPSHOT GALLERY

 Ashlyn Braselton, Abriana Enriquez & Jennifer Mendoza at Dallas Office Event

 Austin Office Ice Cream Social

 Midland Office Summer Event

A ustin Office International Potluck

 Chapman family at Jacksonville Office Summer Event

 Nashville Office Summer Event

C hris Smith & Kevin Richardson at Jacksonville Office Summer Event

 Columbus Team Golf Outing

 Raymond Amador Presented with the Patriot Award

K ris Froiland Making Breakfast for Denver Crew

 Maryville Office Axe Throwing

M aryville Office Celebration for

14

Ryan Holladay

M ike McClenaghan and wife at Columbus Summer Picnic

 Moorestown Office Summer Event

 NoVA Office SAM Cares Supply Drive

 R obert Schurig, Dwayne Williamson & Todd Schmidt at TSDOS 2023

 Tallahassee Birthday Celebration for Fred Bermudez & Jim Melcher

 Travis Kale & Justin Haines at Salt Lake City Seafood Boil

SEPTEMBER

AUGUST

JULY

NEW LICENSURE & CERTIFICATIONS Nathan Potts WOODLANDS - SIT-NCEES in TEXAS Eric Kaufman MOORESTOWN - PE in VERMONT, UTAH, MISSISSIPPI, WASHINGTON & MAINE Brian Davis AUSTIN - PILOT-REMOTE Ben Stanley ELKHART - PE in MICHIGAN Eric Kaufman MOORESTOWN - PE in TENNESSEE Philip Stockwell MIDLAND - PLS in ARIZONA Scott Wechter CHICAGO - PE in TEXAS

Eric Kaufman MOORESTOWN - PE in NEW HAMPSHIRE & LOUISIANA

15

Macon, GA Raleigh, NC Dallas, TX Dallas, TX Austin, TX Austin, TX Youngstown, OH Charlotte, NC Columbus, OH Charlotte, NC Denver, CO Dallas, TX St. Louis, MO Columbia, SC Austin, TX St. Louis, MO Austin, TX Clearwater, FL St. Louis, MO Austin, TX Maryville, MO Elkhart, IN

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 10 10 15 15 20

Tavares Miles Sr. Hector Gonzalez Jose Lopez Joseph Charlson Mathew Niemietz Blythe Jowers Luke Klos Nicholas Schroer Ed Clow Philip Monson Angie Welter Craig Price

Tallahassee, FL Austin, TX Austin, TX Columbus, OH Austin, TX Midland, TX Tyler, TX Dallas, TX Austin, TX Redmond, WA Redmond, WA Dallas, TX

5 5 5 5 5 5 10 10 10 10 10 25

Eli Scroggie Joshua Vahldiek Jonathan Rupprecht Aaron Wenig Mitchell Bergquist Nathan Fisher Chris Garza Ryan Hursh James Lagana Dora Rodriguez Stanton Rimes Andrew Marbach Steve Parsons Allen Siler Billy Smith Richard Billingsley Erica Insley Andy Wesley Anthony Armstrong

Maryville, MO Houston, TX Batimore, MD Batimore, MD Denver, CO Salt Lake City, UT Austin, TX Batimore, MD Richmond, VA Austin, TX Austin, TX Elkhart, IN Elkhart, IN Austin, TX Austin, TX Austin, TX Easton, MD St. Louis, MO Atlanta, GA

5 5 5 5 5 5 5 5 5 5 10 10 10 10 10 10 15 15 30

JULY

Frank Seymour Joel Alvarado Lopez Clint Sperling Hunter Debusk Jesus Garza Nathan Wright Joshua Spencer Carlos Martinez Christin Rowley Leonardo Silva Randy Loveless Josh Adams Marissa Almiron Mark Attaway Orel Barrientos-Ulloa Bradley Stockstrom Pete Tijerina Adam Walker Darrin Lancaster Airrik Martinez Tony Wilmes Debra Hughes

AUGUST

NEW ARRIVALS

SEPTEMBER

SERVICE ANNIVERSARIES

For William Watson (MIDLAND, TX) William Wade Watson II June 24, 2023 // 6 lb, 7 oz – 10.5

For Ross Thomas (AUSTIN, TX) Ross Watson Thomas II June 26, 2023 // 8 lb, 4 oz

For Rachel Dark (AUSTIN, TX) Maddox Dark July 13, 2023 // 9 lb, 10 oz – 21

For Daniel LeTexier (AUSTIN, TX) Lucia Evelyn LeTexier July 18, 2023 // 7 lb, 6 oz

For Haden Stallings (DALLAS, TX) TX) Asher Eli Stallings August 18, 2023 // 8 lb, 1 oz – 21.5

For Austin Shelton-Sims (DALLAS, TX) Jorjette Charlotte Sims July 25, 2023 // 8 lb, 5 oz – 20.25

For Jessica Steffen (AUSTIN, TX) Corbin Dale Steffen July 29, 2023 // 8 lb, 1 oz – 20.5

For Ryan Matthews (DALLAS, TX) Jane Bryan Matthews August 24, 2023 // 7 lb, 5 oz – 20.5

For Cisil Aras (DALLAS, TX) Mira Aras August 25, 2023 // 6 lb, 10 oz – 19

For Carlos Reyes (DALLAS, TX) Samuel Arturo Reyes September 21, 2023 // 7 lb, 11 oz – 20

The goal of this publication is to provide relevant information across the SAM Companies. Perspectives exists because of employee contributions.

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