Health & Safety COVID-19 PlaybookApril 2020

Content

1. Introduction

2. Target

3. Scope

4. Key issues and General Guidelines

• Stakeholders• New operating schemes• Health & safety• Environment• Savings vs need• Communications

5. Stages & recommendations

• Pre-opening• Safe Restart• Back to normal

6. Sustainability

DISCLAIMER - LEGAL STATEMENTPlease be advised that some or all the information contained in this document may not be applicable toother businesses or places of work. We strongly recommend that before implementing any of the ideascontained herein you carefully evaluate, and consult with outside legal counsel as appropriate, thelegality, applicability and potential efficacy of this information in your place of business. Please also notethat this is a “living” document that may be updated at any time by MVGM given the fluidity of thissituation.MVGM bears no responsibility for any circumstances arising out of or related to the adoption, or decisionnot to adopt, any of the practices or procedures contained in H&S COVID-19 playbook.

A NOTE TO ALL READERS

The information contained in the H&S COVID-19 playbook represents MVGM’s current practices regarding the

recommended operation of its business, where and when permitted by law, during this time of the unprecedented

COVID-19 pandemic. The health and safety of our employees, tenants, customers, clients and building suppliers is

our number one priority, and our hope in sharing this information is that it may be of assistance to others.

INTRODUCTION

We are deeply focused on keeping our employees, tenants, customers, clients and building suppliers safe while

working at our properties.

As we continue to navigate in this new reality, we need to be flexible and adapt quickly. There is no one fit to all

approach, but this playbook includes practical recommendations, based on guidelines received from MVGM’s

operational and technical country teams presenting various scenarios we may face. Regular updates will be made to

the playbook based on real-time feedback.

The manual covers a wide range of

topics, including:

• General guidelines

• Phased action plan

• Asset class specifics

• MVGM workplaces

1. Introduction

For more detailed information, please do not hesitate to contact us. We will be pleased to help you overcome the difficulties that this situation presents and to accompany you on the way back to normality.

2. Target

With this document we share a Guideline that will help you to plan the different stages at

the moment of the reopening of your building.

The principal goal of this guideline is to help the managers, landlords and tenants to be

prepared to restore de operation in the most fastest, safest and effective way.

This guide is based on 6 basic cornerstones:

1. Communication

2. Adaptation

3. Health & Safety

4. Driving in front of new scenarios

5. Staged to face the new stages in management after the end of the crisis

6. Planning

3. Scope

Assets Stakeholders Systems

Economics

Timings

• Retail

• Offices

• Industrial

• Hotels

• Residential

• Property managers

• Landlords

• H&S FM services companies (Security, cleaning, maintenance, DDD)

• Tenants

• Environment (Closed buildings, communities in risk)

• City council and mandatory regulations

• Insurance companies

• Stages and steps to come back to “normal situation”

• Savings

• Possible needed investments

• Deals with providers (local or national deals)

• Energy and adjustment of contracts (according to new consumptions)

• Bonuses and rent reduction

• Building facilities (i.e. HVAC, fire protection, anti-intrusion, security, fire protection, BMS).

• Possible investments (improvement of anti-intrusion, temperature control, capacity control, improvement of equipment communications)

4. Key issues and general guidelines

H&S

• It is a key issue in this crisis. To ensure that the personal protection equipment is available foryour people. But also for the companies and people involved in the daily functioning of thebuilding.

• Read carefully all legal acts (ordinances, decrees, orders, prohibitions and other) issued byauthorized government bodies to determine the requirements and their application in publicfacilities to improve safety. Based on this, procedures and the use of indicated securitymeasures (including personal protection measures) in the building should be introduced.

• Necessary clear and visible communication prepared by MVGM as property manager forbuilding users to consider for implementation in buildings and outside areas belonging tobuildings, linked to the restrictions in obligatory health and safety procedures introduced bythe authorities (e.g. vertical and horizontal marking).

• Consider placing vending machines with single-use, multi-use masks and gloves anddisinfectant alcohol (min. 60%) gels in buildings.

• Consider procedures for safe communication around the suppliers' and couriers' in thebuildings, the rules of using unloading ramps, enforcing the work hygiene of fit-out crews andtheir access to the buildings.

• Consider guidelines for safe disposal by tenants of single - use masks and gloves on the leaseareas and their safe disposal to building containers by tenants cleaning services (in Poland wehave already prepared a preliminary proposal for such a procedure).

• Check your ventilation systems and cleaning procedures according to the usage of the buildingif necessary, order decontamination also recommended daily frequency for disinfection of flatsurfaces, frequently touched, lifts (ventilation / other disinfection method).

• Enable building utilities avoiding peak electricity.• Consider and discuss the way to conduct of legally required / mandatory trial evacuations in

commercial buildings.

Stakeholders

• Permanently communicate with landlords, tenants, services companies,employees, management, central departments, customers, media, assetmanagers.

New operating schemes

• Constant supervision and control over the application of accepted securityprocedures in buildings should be carried out.

• A reporting system should be introduced from the subordinate team and fromservice providers and companies cooperating on buildings.

• Develop a scenario when coronavirus appears in building as guideline for allproperty managers

• We review the facilities with the most relevant consideration and establish aquarterly work and control plan with the companies responsible for themaintenance, security and cleaning of the building.

• We consider the measures to be adopted by the H&S companies and we evaluatethe new recommendations of the facilities control companies.

• We will establish a calendar and a routine in times that will range from greatercontrol to the disappearance of exceptional measures to reach the point ofnormality in the situation.

• The implementation of this Guidelines will bring with it a work adapted to thedetails of each Building.

4. Key Issues & General Guidelines

Savings vs Needs

• Please consider that the first goal is H&S. This means that some actions couldneed investments or even need a higher consumption of the building. It’snecessary a good balance between both factors.

• Invest in personal protective equipment for building workers.• Have additional cleaning and disinfection works in buildings.• Purchase and supplement personal protection equipment for users and customers

on a regular basis at the main entrances to the building.• Require tenants to place disinfectants at the entrances to the premises.• Inform users of security procedures introduced by making changes to the public

address systems or the installation of new public address and informationsystems.

• Purchase or introduce into buildings vending machines selling personal protectiveequipment (disinfectants, gloves, masks or other).

• Check the possible savings but to change the technical parameters and scope ofservices provided in the buildings always in accordance with the Landlord policyand when we are sure that we will be able quickly to return to the full scope ofservices and technical building settings.

• Check the tenant’s arrears and communicate it more often than on typical regularbasis to the Landlord

• To verify planned CAPEX budget and if there are positions not connected withpersonal safety or technical safety discuss the budget with the Landlord.

Communication

Communication is the key to success. We must ensure the flow of truthful informationthrow reliable channels.• Communication, communication and communication.• Once your reopening date is known, communicate it to all relevant parties (4.b.

stakeholders) in the sequence of your countdown schedule. When the building was notclosed but the tenants decided that their employees will work in home office system andthe building was nearly empty on-going communication with tenants, checking theirplans to come back to work in the building being also very important.

• Be transparent and honest.• Communicate about the current situation, what you are doing, and your plans.• Review your communication plan and prepare statements for possible scenarios. Be

prepared for crisis communication management.• Make sure your communication is relevant and proper to different stakeholders.• Make sure there is a proper division of responsibilities in your team, especially regarding

contact with media.• Have a continuous dialogue with tenants in order to detect any issues as early as

possible.• Be visible in your primary catchment area.• Be prepared to have a plan of communication with customers, both in catchment area

and in-mall, adopting rules and guidelines related to COVID-19.• Avoid fake news.

5. Stages & Recommendations

We assume that the business will go gradually to a new situation (social, economic, usage, relationship). Having this in mind we consider 3 stages:

Step 1. Team & Services Responsible CoordinationMake sure to review current vendor’s contracts and update them to the newsituation. Make a schedule including all activities. Establish a main meeting tocoordinate the new protocols. Maintain permanent contact with suppliers.Improve staff conditions to make them feel safe. Prepare the action plancoordinating with all Stakeholders. Establish New Protocols for suspicious orpositive cases of COVID 19. Create a communication plan and keep all thestakeholders informed about it.

Step 2. Coordination with Building Services.Ensure cleaning company has all the materials to undertake reinforcing of theservices. Establish extraordinary measures for the reopening. Schedule of fullgeneral cleaning and disinfestation procedure before opening. Train the securitystaff to carry out new controls and comply new procedures. Ensure with yourmaintenance company that all the building systems are working properly. Make afull revision of the equipment which have been closed/preserved during thelockdown period. Analyze, with your H&S advisor, placement of informativesignage in most relevant common areas.

Step 3. Building UsersMaintain continuous communication with Tenants, make sure they check all theprivate systems and they implement proper procedures from COVID-19 acts.Ensure to inform all visitors about sanitary recommendations and Buildingregulations.

Step 1. Coordination with team & Services Responsible.Follow up, update and share the schedule with the stakeholders. Remember to follow up and improve the newprocedures. Maintain permanent contact with suppliers. Maintain and ensure H&S conditions. Update the actionplan. Update the official sanitary protocols. Create and maintain Register of communications.

Step 2. Coordination with Building Services.Ensure that the Cleaning company has all in place to adapt the new cleaning routines.Accompany the security staff and ensure they are complying with the new routines.Ensure the Maintenance company is complying with new routines.Review all the H&S communication signages.

Step 3. Building Users.Advise the tenants to resume activity in a safe way and ensure the visitors has all the information about how thehave to behave inside the facilities.

1. PRE-OPENING

Back to normal will be a long process.

After previous stages it will be time to draw conclusions and reorganize the tasks. Be aware of any Authoritiesrecommendations and restrictions changes. Also you have to be prepared to accept new rules of coexisting.Make sure to have feedback from each stakeholder. Once there is more clarity on horizon you will have to proceedto adapt the budget and routines of the main vendors.As an additional measure, there is the possibility of obtaining two levels of building certification.

2. SAFE RESTART

3. BACK TO NORMAL

6. Sustainability

At MVGM we understand that information and training are essential in protecting people and in this sensewe give an immediate response to each of our stakeholders, where in addition to assessing risk, we establishrecommendations, in order to minimize the impacts that during the partial and total operation of thebuildings we can notice.

“MVGM leads the fight against COVID-19 to avoid a bigger impact over people andin the market”

At MVGM, we adopt the recommendations of the World Health Organization, responsibly preparing reportsand continuity plans, this guide reflecting this.

"At MVGM we know that by safeguarding people's health we are guaranteeingbusiness sustainability"

We act by designing a business strategy that allows us to develop quickly and effectively to reduce businessrisks in the long term.

Our maxim is to guarantee safe working environments, establishing personal protection (hygiene) andenvironmental measures (surface cleaning, capacity limits).

MVGM increases the scope of its contribution to Objective 3 "Health and Well-being" of the 2030 Agenda bylaunching this guide as well as its Handbooks, a tool that provides specific safety and hygiene proceduresappropriate to the services we provide so as not to compromise the health of the clients.

MVGM guarantee the execution of our management services focusing in the

Health & Safety of people

Thank you

Stéphane Thauks.thauk@mvgm.comManaging DirectorMVGM Luxemburg

Virginie de Baerev.de.baere@mvgm.comManaging DirectorMVGM Poland

Miguel Kreiselerm.kreiseler@mvgm.comManaging DirectorMVGM Portugal

Mariana Stamatem.stamate@mvgm.comManaging DirectorMVGM Romania

Filip Polomskyf.polomsky@mvgm.comManaging DirectorMVGM Slovakia

Elisa Navarroe.navarro@mvgm.comManaging DirectorMVGM Spain

Petra Stillerp.stiller@mvgm.comManaging DirectorMVGM Czech Republic

Menno van der Horstmd.vander.horst@mvgm.nlManaging DirectorMVGM Germany

Helga Cosynsh.cosyns@mvgm.comManaging DirectorMVGM Belgium

Maarten Vermeulenme.vermeulen@mvgm.nlManaging DirectorMVGM The Netherlands

Andreas Flechtnera.flechtner@mvgm.comCOOMVGM Germany

Thorsten Czosket.czoske@mvgm.comCOOMVGM Germany

“This publication is the sole property of MVGM International B.V. and must not be copied, reproduced or transmitted in any form or by any means, either in whole or in part, without the prior writtenconsent of MVGM International B.V. The information contained in this publication has been obtained from sources generally regarded to be reliable. However, no representation is made, or warrantygiven, in respect of the accuracy of this information. We would like to be informed of any inaccuracies so that we may correct them. MVGM International B.V. does not accept any liability in negligence orotherwise for any loss or damage suffered by any party resulting from reliance on this publication.”

These recommendations have been prepared by MVGM on April 24, 2020, being of a general nature so that MVGM is not responsible for the content that is in contradiction with the new information or regulations that are subsequently made public.

This guidelines have been developed by the MVGM Engineering & Technical Team, with vendors support and recommendations made by sanitary authorities, both local and international, to

guarantee and avoid the propagation of the COVID-19 (SARS-CoV-2) at workplaces, leisure and meeting places.