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Contents

Awards & Recognition

On the Right Track: A Message from Avis & Teddy

Past to Present

Core Safety Concepts

13.

P&J: Opportunity Driven

19.

From Disaster Response to Vegetation Management: An Evolution of Integrated Solutions

25.

Featured Projects

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Awards & Recognition

North Fork Spillway & Embankment Improvement Project wins 2021 ASDSO National Rehabilitation Project of the Year

Boone Dam Rehabilitation Project wins 2022 USSD Constructed Project of the Year

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A MESSAGE FROM AVIS & TEDDY On the Right Track

P&J started as a small-town family venture in 1952. We traversed mountains and valleys from our home base in Robbinsville, North Carolina, crisscrossing the Southeast to work our way up from land clearing projects in pick up trucks to large-scale earth moving with a fleet of heavy equipment. We learned on the job, never shied away from challenges, and seven decades later P&J is a national contractor with decades of experience under our belt. On our 70th anniversary, it’s truly impressive to take a look back at all that we have accomplished. Our scope of work has expanded into complex infrastructure and sensitive material handling. We’ve responded to some of the largest federally-declared disasters of the last 30 years and followed the trends of our industry to apply our growing skillset to new ventures and markets. With the creation of Phillips Infrastructure Holdings (PIH) in 2018 and the addition of RowCon and National Fleet Services (NFS), the Phillips Family of Companies has come together to share knowledge, skills, and resources. We believe that this collaborative structure is the key to our continued, sustainable evolution that will take us into the future. What started as my late husband Ted’s family story now includes multiple generations of smart, dedicated professionals building critical infrastructure across the United States. As we continue our growth in this new decade of P&J, I am thrilled to say we remain a family company. Our people are at the heart of everything we do, and I look forward to seeing where you take the P&J enterprise next.

Avis A. Phillips Shareholder & Chairman of the Board

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One of our biggest strengths at P&J is the way we’re willing and able to reinvent ourselves. Over 70 years in business, we’ve been a small-town contractor, expanded into distinct regional offices, and now operate as a unified enterprise. Each of these identities has enhanced our understanding of the work we do and our own identity.

Today’s P&J has been shaped by these experiences. I grew up in P&J, like many of our team members, and seeing who we can be together, as One P&J is one of my proudest moments. We have so many skills and so much experience throughout this company, and I’m excited to see what we can do when we combine them to tackle new projects and new frontiers. This next chapter in our story is one of collaboration and expansion; of finding innovative, comprehensive solutions to the pressing problems of our communities; and of remembering that at our foundation we’re in this together. Thank you for being a part of our 70-year legacy. Thank you for being part of One P&J.

W.T. “Teddy” Phillips, Jr. CEO

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As P&J marks our 70th year in business, we have a unique opportunity to look back and see the ways in which our projects have benefited their communities for decades. Infrastructure construction is a true investment in our shared civic growth, and we are proud to see many of our contributions still serving their purpose years later. Past to Present

Ray Roberts Dam - 1987

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Ray Roberts Dam - 1987

Lower Bois d’Arc Reservoir - 2022

Ray Roberts Dam construction - 1980s

Begun in 1982, the Ray Roberts Dam in Denton County, Texas, was one of our first major Heavy Civil construction projects. P&J employed a workforce as large as 225 employees and eight (8) subcontractors at the peak of construction, and we moved more than 20 million cubic yards of high-plasticity clays to create the 2-mile embankment. The dam was completed in 1987, and the Ray Roberts Reservoir continues to serve as a water resource and recreation area to this day. This large project for the US Army Corps of Engineers was the last major reservoir constructed in the state of Texas for more than 30 years, until construction began on the Lower Bois d’Arc Reservoir in 2018, and P&J is proud to be a part of this effort as well.

TEXAS

P&J has constructed multiple water reservoirs in Texas

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Lower Bois d’Arc Reservoir construction

Located in Honey Grove, Texas, the Lower Bois d’Arc Reservoir is a state-of-the-art water storage designed to meet the needs of rapidly growing communities in North Texas. Water impoundment began in April of 2021, and the reservoir now holds more than 350,000 acre-feet of water, providing a stable, potable source to the region. P&J spent the decades between Ray Roberts Dam and Lower Bois d’Arc Reservoir expanding our Heavy Civil construction skills, and we have been responsible for many of the more complicated elements of this project, including the cast-in- place concrete service and emergency spillways.

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Lower Bois d’Arc Reservoir

These two reservoirs, completed more than 30 years apart in the same region, represent not only the longevity of our work, but also our willingness to grow, change, and learn new skills. While the Ray Roberts Dam still serves its established community as both a water source and recreation area, the Lower Bois d’Arc Reservoir will help support growth

and development in North Texas. Building the long-lasting infrastructure necessary for civic life is what we are most proud of at P&J, and both the success of past projects and the ways in which we have expanded our abilities over seven decades are what make P&J a proven solution.

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Over the past year, we have provided an inside look at our safety culture by breaking down our five Core Safety Concepts. These core concepts illustrate and communicate the driving principles behind our philosophy on safety, helping team members and their families understand what the safety of each individual means to P&J. The communication of these concepts starts at the top level of management, with the involvement of our executives. Our leaders keep communication constant and reflective, so team members are active participants in the culture that brings everyone home safe at the end of the day. Core Safety Concepts

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A split-second mistake on site can make a lifelong impact on a team member. Take-2 asks each of our employees to take two minutes to assess potential risks/hazards and check in with one another on how to best approach a task with safety in mind. Being mindful of safe practices allows us to see when things are amiss and keeps each of us engaged in a way that protects against becoming so complacent in routine that we miss potential dangers.

Daily, consistent actions like thorough look-aheads set my crew up for success and put my people first.

Luis Guerrero Foreman

P&J’s safety policies and practices have bled into my personal life. There’s nothing better than having everyone go home the same way they came in.

We believe in empowering teams with the capability and authority to stop work when something looks, sounds, or feels wrong. Stopping work is hard, but we cannot improve policies, create change, or power success without speaking up. Finding the solution begins with spotting the risk and speaking up.

Richard Root Superintendent

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For me as a Supervisor, it’s key to maintain open lines of communication and make sure my team has their eyes on me. Safety is a team effort.

Validation builds understanding. When using 3-Way Communication, team members use call-and-response to describe tasks, communicate needs, and relay instruction. The repetition and confirmation required encourage active listening. When repeating the message, a listener affirms that the message is received, and the task can be completed safely. Our “You See It; You Own It.” culture started with our founder and his philosophy on work done well. Ted fostered community in our first employees by instilling a sense of responsibility and autonomy throughout P&J. Projects are safely completed when employees make good catches, speak up when they see opportunities for changes, and stop work when policies aren’t being followed. Long before it was said aloud, P&J worked as One Team to build a culture around this concept – by owning what we see, team members have always been putting people first.

Sally Blackwell Supervisor

As a Safety Professional “You See It, You Own It” means taking personal responsibility for any concerns you observe and taking immediate action to correct. It’s simple, we look out for each other.

Bryan Szostak EH&S Director

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At its heart, putting people first is a process of actively caring. We care about the why, as well as the how of everything we do, because our safe practices must be built on solid principles. The dynamic nature of our safety culture is driven by P&J employees—from executive leaders to skilled workers in the field—tuning in to the health and safety of each individual. Caring about one another and the environment we are in daily keeps our people at the forefront of our essential work

Safety, to me, is family. As long as I get to see my coworkers go home safely to their families, that’s what I like. It’s a brother system out here.

Byron Sardinea Safety Engineer

When we root and ground every plan, situation, or action in caring for our people and their families, that’s putting People First. We make decisions by prioritizing what’s best for our people and their families, so they know we’ll do right by them, always.

P&J’s Core Safety Concepts are individually strong, but they make our daily interactions consistently safer when they are combined. A foundation of these universal principles makes carrying out our more specialized safety policies second nature. We are proud of our P&J family for making safety a priority and choosing to put People First.

Steve Thompson Sr. Vice President of Risk

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P&J: Opportunity Driven

When Ted Phillips started his land clearing company 70 years ago, he primarily did one thing and did it well. P&J’s first big break was clearing sections of the West Virginia Turnpike as part of the Federal-Aid Highway Act of 1956, followed by thousands of acres of land for TVA throughout the Southeast. Our earthwork capabilities expanded, and so did our

company. We grew our in-house fleet of heavy equipment, hired dedicated professionals, and learned on the job. In the 1980s, we made a strategic decision to move the company from Robbinsville, North Carolina, to Knoxville, Tennessee, which is still our corporate headquarters, and establish a regional base of operations outside of Tampa, Florida.

1952

Ted Phillips & Ted Jordan start P&J

1959 Flaming Gorge Reservoir Clearing

2002

P&J’s 50th Anniversary; P&J wins USACE Contractor of the Year Award

2001 WTC Forensic Recovery

1980

1986

P&J moves its headquarters from Robbinsville, NC to Knoxville, TN

P&J Florida Group is established; Avis Phillips starts Avisco, Inc.

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2017 Arbuckle Reservoir Construction

2016

2018

Avis Phillips becomes Chairman of the Board

2022

William “Ted” Phillips, Sr. Passes

P&J’s 70th Anniversary

2009 Southern Loop ROW Construction

2019

Foundations Group is formed

2021 C-51 Reservoir Construction

2009

The Power Group is formed; W.T. Phillips, Jr. becomes CEO

Our pioneering spirit laid the foundation for the team to build on our existing skillset to rise to the challenges presented by our clients. This allowed us to successfully enter markets with a high barrier of entry associated with more significant risks. For more than 20 years, we have focused on providing unique solutions to complex problems and building long-term collaborative relationships with our clients, subcontractors,

and vendors. Because of the regional nature of our work, our employees honed our unique service offerings based on local clients’ needs, like our experience with oil pad site preparation and wildfire recovery efforts out West, our extensive site preparation services for industrial and commercial projects in Florida, and our power generation expertise gained by working with utilities throughout the Southeast.

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The culmination of this regional experience has made P&J a significant national player within the heavy civil, power, and disaster response markets, with the knowledge, expertise, manpower, and equipment to tackle the most difficult jobs. Our executive team’s leadership and foresight to make strategic moves to enter and leave markets have broadened our perspectives for cross-market skill sharing to take advantage of opportunities that provide more comprehensive and turnkey packages for our clients. Our work can be classified into three distinct markets: Heavy Civil Construction, Power, and Disaster Response. While these represent different scopes of work, each seed was planted in a straightforward task—land clearing. Before we moved dirt, laid pipe, and poured concrete for heavy civil projects; drilled foundations and erected poles on power projects; and became a trusted name in disaster debris management of all kinds, we were an land clearing operation. We have built on this core capability slowly and deliberately, and we’re constantly looking for ways to mix and match our new skills to build a more complete product. In recent years, we have continued to invest in specialized, state-of-the-art equipment, including deep foundation drills to expand our Power market service offerings and a small fleet of dredges

P&J’s specialized, state-of-the-art equipment: deep foundations drill and a large-format swinging ladder dredge

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TODAY’S P&J DOESN’T LOOK MUCH LIKE THAT OF THE 1950s, 1980s, OR EVEN THE 2000s, AND THAT’S ONE OF OUR BIGGEST STRENGTHS.

P&J’s essential land clearing operations

for marine operations in the Heavy Civil market - Power Generation service area. Harnessing this capability and turning it into an opportunity has made us a more complete, full-service contractor, building on our core skillset to self- perform a greater percentage of work. In 2018, the Phillips Family saw the opportunity to continue to broaden the company’s reach. The shareholders created the Phillips Family of Companies, moving corporate services and strategy to a newly formed company - Phillips Infrastructure Holdings (PIH), and fleet maintenance and additional Power Market capabilities to sister companies National Fleet Services (NFS) and RowCon, LLC. With this strategic positioning, the Phillips Family of Companies is poised to become a true construction enterprise.

Today’s P&J doesn’t look much like that of the 1950s, 1980s, or even the 2000s, and that’s one of our biggest strengths.

The Phillips Family of Companies

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“In the last 10 years, we have been squarely confronted by the fact that we must have one culture. P&J is not manageable or sustainable if it’s multiple companies inside of one, so our focus is on creating an environment of the One Team. One P&J. culture that builds on the foundation of our shared values, and on the legacy of Ted & Avis, but shares that legacy as one team of people,” PIH President Patrick McMullen explains. As One Team. One P&J., we offer unparalleled expertise coupled with innovative solutions. And as we look toward opportunities for skills sharing and collaboration between our seasoned professionals, this company has the ability to remain agile and competent while continuing to be opportunity driven. For example, we see our skills learned through our Foundation discipline coming into play within our Industrial & Commercial projects. Our increased

capabilities with concrete in Water Resources can also be applied to other Heavy Civil projects, and this cross-market and interdisciplinary collaboration makes us not only a more effective contractor with the ability to provide more value add to our clients but a more exciting place to work by providing a variety of experiences for our employees. As we enter this new evolution of P&J, we continue to shore up our knowledge and expertise, invest in new technology and equipment, and, most importantly, empower our employees to operate as One Team. One P&J. These commitments connect us to our unified purpose: building, maintaining, and modernizing resilient critical infrastructure. Our enterprise approach allows us to do more and do it effectively, creatively, and holistically.

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P&J IS MORE THAN A COMPANY . IT’S A GROUP OF DEDICATED, TALENTED INDIVIDUALS WHO TAKE IMMENSE PRIDE IN THEIR WORK. THE #ONETEAM CAMPAIGN HIGHLIGHTS THE RICHNESS OF THE P&J BRAND STORY BY CELEBRATING THE TEAM MEMBERS WHO EMBODY THE COMPANY’S LEGACY AND BRIGHT FUTURE.

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From Disaster Response to Vegetation Management: An Evolution of Integrated Solutions

Transmission line corridor being inspected through P&J’s Integrated Vegetation Management program

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P&J has extensive experience responding to natural and man-made disasters

In 1989, P&J entered the disaster response market with Hurricane Hugo’s impact on the South Carolina coast. We’d spent the previous decades building a name for ourselves as a land clearing contractor, and we saw opportunities to deploy our land clearing expertise in handling and processing vegetative debris, so we leveraged our ability to rapidly deploy resources and scale to meet operational needs. Since our early response efforts, P&J has responded to significant disasters ranging from hurricanes to ice storms to man-made disasters, including the 9/11 World Trade Center Terrorist Attacks. P&J’s Disaster Response market has focused mainly on vegetative debris, and through that work, we gained extensive experience orchestrating rapid mobilization and competently scaling resources, often in challenging conditions. We grew our reputation as a market maker by deploying sophisticated

processes, developing alternate pricing structures, and successfully executing missions. As we responded to disasters in the 2000s, we started to develop tracking technology and began exploring Automated Debris Management Systems (ADMS). Storm TM , our in-house developed and named ADMS, was deployed in 2011 when P&J responded to the tornado outbreak in Alabama. This innovative technology was the first ADMS developed from a contractor-led perspective, and our use on this US Army Corps of Engineers project streamlined quality assurance procedures to help reconcile and process load tickets more quickly and with less user error than on previous projects. Having a direct technology partnership has allowed us to customize and update our ADMS as we continue to use it on the job, and we have taken advantage of technological

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P&J knuckle boom truck

P&J technical tree felling crews training in the skills yard

developments to implement mobile devices and cloud-based tracking software to help our clients have line of sight into quantity, productions, and other important KPIs, while also reducing potential errors prior to invoicing. P&J is always looking for ways to utilize innovative tools to improve efficiency and accuracy as we help communities return to normal after a disaster, and our customizable ADMS has helped us get our clients FEMA reimbursements more quickly. P&J took a purposeful and strategic approach to expanding our enterprise in the Power market, and in 2008 we began to capture scope in the Power market by

performing more service down the ROW for our clients. Our Disaster and ROW Services groups teamed up in 2015 when P&J performed tree and debris removal services following the Butte Fire in Calaveras County, California. Our team had both technical tree-felling experience working along power lines in difficult terrain, as well as experience mobilizing quickly and making diverse debris reduction plans, and our successful completion of multiple phases of work led to a multi-year hazardous tree management contract. This expanded tree management program required P&J to oversee crews throughout the state, in 12 counties, as they traversed remote and difficult terrain. To manage

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and track the data, we tailored our ADMS to apply to this non-disaster work, and we were better able to serve the client and keep them apprised of this wide-ranging effort.

P&J’s Integrated Vegetation Management Program is the natural evolution of these decades of work.

P&J took lessons learned over 5 years working in California in a complex environment and developed an Integrated Vegetation Management approach which we proposed to a long-term client AEP. After successful negotiations P&J executed 32 months of hazard tree removals across 11 states with peak manpower exceeding 500 personnel. The partnership between P&J and AEP was the first of its kind because it allowed us to take a collaborative and comprehensive approach to fully managing an integrated vegetation program, from planning to technology, to work order, through execution, and QC and verification. Over 5,400 miles of ROW were upgraded on AEP’s system from these efforts. The result of this innovative partnership is that our Power market has developed a combination of management approaches, including site assessment, control, and evaluation, to maintain existing ROWs. This systematic approach integrates cutting-edge technology, stemming from

P&J’s Work Planners use SmartTrack to record real-time data on a hazard tree’s condition, species, defects, location, and more

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our ADMS development, with P&J’s technical expertise and a dedicated training program for Work Planners to remove vegetation and hazardous trees efficiently and effectively from ROWs. First, our skilled Work Planners evaluate the trees and vegetation around regulated utilities along with the facilities themselves, using a variety of tools, including range finders. Evaluations are logged in our SmartTrack platform, an evolution of our original ADMS customized to track hazardous trees and site conditions throughout the project. It uses cloud-based ticketing and business administration software to collect data including evaluations and GPS locations, allowing P&J and clients to have real-time updates and analysis anywhere with an internet connection.

SmartTrack includes a comprehensive cloud-based tracking software to create detailed logs for all customer contacts

Skilled P&J Technical Tree Fellers climb trees to remove limbs and safely remove hazard trees in close proximity to power lines

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OUR ORGANIZED PROGRAM INCLUDES A VARIETY OF

associated with transmission line projects. This database stores contact records, client-specific access requirements, environmental conditions, and access concerns, amongst other fields. This real-time analysis allows P&J to plan our felling approach more efficiently and dispatch the correct crews where they are needed on any given day, equipped with all the location- specific access or notification requirements of the project. Our Integrated Vegetation Management Program builds on decades of tree felling and systems development experience to create a versatile, responsive ROW maintenance service. Our organized program includes a variety of service options that can be customized to tailor a plan for a specific region, grid, or service area. P&J’s alternative delivery, real time data and transparency, and ability to self-perform all aspects of work distinguish us as a market maker and innovator.

SERVICE OPTIONS THAT CAN BE CUSTOMIZED TO TAILOR A PLAN FOR A SPECIFIC REGION, GRID, OR SERVICE AREA.

P&J’s Work Planners are certified arborists who use an array of tools, including rangefinders, to identify potential hazard trees

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Integrated Vegetation Management Program Various States: OH, WV, VA, TX, KY, OK, AR, TN

• P&J oversaw and deployed 500 personnel at peak operations • 1.7M manhours worked across the program over 32 months • Project efforts crossed 7 states: OH, WV, VA, TX, KY, OK, AR, TN • 20k landowners and 26k customer interactions managed • 7,300 miles covered listing trees • 121k trees listed • 114k trees cut • 5,400 miles of ROW upgraded

P&J brought a fully integrated vegetation management solution to a utility client in the eastern and central US. Over the course of 3 years, we built on our legacy clearing and access work to manage trees and debris along 7,300 miles of ROW and in doing so helped strengthen and improve resiliency along transmission lines. This massive, concerted effort is now evolving into work as an EPC subcontractor for the same company, including foundation drilling, and we are continuing to vertically integrate our Power services to include erecting poles and stringing wires later this year.

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Featured Projects

500kV Transmission Line Rebuild Florida • 1780 drilled shafts: 6’ diameter, avg 37’ depth • 61,378 CY of concrete • 4,012 tons of rebar • 148 miles of transmission line ROW

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Lyman Lake Spillway Repair South Carolina • 5,000 CY Reinforced Concrete Flume Spillway

• 275 rock anchors • 75 vertical drains • 40,000 CY of rock excavation • New slide gate • New pedestrian bridge

High Hazard Dam Construction Georgia • 4,000 TN Riprap

• 15,000 CY of Core material • 60,000 CY of Shell material • 1,200 CY of concrete • Internal Drainage System

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Solar Farm Construction Virginia

• 300 AC solar site • 100 AC of tree clearing, removal, and burning • 900,000 CY of earthwork • Construction of permanent and temporary sediment basins • Demolition of existing structures

C-51 Reservoir Florida

• Public Private Partnership • 500,000 CY Embankment Fill

• 20,000 LF Soil-Bentonite Slurry Wall • 200 LF Soil Cement Bentonite Wall • 170,000 CY Roller Compacted Concrete • 2,200 LF 96” TBM Tunneling • 40’ Tall Gated Water Control Structure • 1,800,000 CY Cell Excavation • 15,000 CY Riprap & Bedding Material

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Castle Mountain Pad 1A & 1B Construction & Contract Mining California

• 235 AC of Clearing & Stripping • 388,000 CY of Topsoil Removed • 917,942 CY of General Excavation & Embankment • 434,003 CY of Leak Detection Gravel Placed

• 594 LF 20” HDPE SDR Pipe Installed • 26,938,980 SF Liner • 17,837,185 CY of Ore & Waste

• 520,637 CY of Overliner Gravel Placed • 13,360 LF of 2” HDPE Pipe Installed • 245,110 LF 4” HDPE Pipe Installed • 45,100 LF 18” HDPE Pipe Installed

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Mirada Subdivision Site Preparation Florida • 140,000 CY excavation • 51,888 LF combined pipe work • 28,509 SY structural course and crushed concrete base laid for road construction

Transmission Line Resiliency Improvements Florida

• 1200 AC of clearing along 186 miles • Crossing 7 counties and 2 time zones • 35% of terrain crossing through wetlands

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