covid-19: adapting, innovating and making a commitment

DATED AS OF 11.03.2021

COVID-19: Adapting, innovating and making a commitment

Table of contentsIntroduction 3

GOAL OF THE DOCUMENT 3 GUIDING PRINCIPLES 3 OUR GLOBAL APPROACH TO THE SANITARY CRISIS 3

Business continuity 4

OUR APPROACH 5 Operational resilience team 5 Crisis management 5 FORMAL RESPONSIBILITIES 5 Crisis task forces 6 Operational resilience team 6 Tactical team 7 Strategic crisis unit 7

Human resources 8

REDUCE TRANSMISSION RISK 9 Limit travel 9 Monitor presumed and confirmed cases 9

OVERSEE DECONFINEMENT AND A GRADUAL RETURN TO WORK 10 Collective responsibility 10 Team resilience 10 Safe and healthy environment at head office 10 Concept test at Édifice Jacques-Parizeau – reintegration of business offices 11

PROVIDE ADDITIONAL EMPLOYEE SUPPORT 12 Make employee health and well-being central to our decisions 12 Influenza vaccination 12 Optimize telework conditions 13 Assist employees 13 Step up communications 14 Inform employees of developments in real time 15

ENSURE HUMAN RESOURCES OPERATIONS CONTINUITY 16 Maintain proximity service for all teams 16 Rigorous monitoring of specialized knowledge 16

Information technology 17

INFRASTRUCTURES AND SYSTEMS 18

IT SERVICES FOR EMPLOYEES 18 IC at the Office 19 IC connect 19

CYBERSECURITY 20

GETTING READY TO RETURN TO THE CITY CENTRE 20

Properties managed by Ivanhoé Cambridge 21

SHOPPING CENTRES 22 Layout of interior spaces 23 Cleaning and hygiene 24 Tenant support 25 A little magic for the holidays 26

OFFICE BUILDINGS 27 Layout of interior spaces 27 Cleaning and hygiene 28 Support for tenants and contractors 29 Facilitating the day-to-day routine 30 Certifications 30

Corporate social responsibility 31

RESPONSIBLE EMPLOYER 32

A GOOD CORPORATE CITIZEN 33 In our hotels 33 In our shopping centres 34 Tenant support 34

PROPERTIES MANAGED BY OUR PARTNERS 35 Feed food-insecure families 35 Support healthcare workers 35

Looking to the future 36

3DATED AS OF 11.03.2021 Introduction |

Our goal : consolidate our ongoing effortsThe purpose of these guidelines is to outline and share the principles, resources and initiatives that we have rolled out at Ivanhoé Cambridge to manage this crisis. They are intended for use within the real estate industry and beyond to help those who are called upon to make decisions in these unprecedented times. But they are also meant to inform a longer-term view of the future of our industry, the transformations it is undergoing and the sustainable benefits that will emerge, for us and for our communities.

This document will evolve on the basis of the lessons we learn along the way and the new realities that arise.

Health and safety are our top priorityWe are committed to ensuring everyone’s safety and to supporting all our stakeholders as they strive to keep their businesses running or to resume operations after a temporary hiatus. These guidelines provide an overview of the measures and initiatives we have put in place at Ivanhoé Cambridge in response to the COVID-19 pandemic, with concrete solutions for each of our business segments.

A multifaceted approachOur crisis management structure is running like a well-oiled machine. Our task forces had all conducted pandemic simulations in the preceding year. Everyone was prepared to mobilize the required resources and to leap into action in line with our guiding principles; with all areas of operation working seamlessly, sharing a common long-term outlook.

Our guiding principlesFrom the outset of the pandemic, at Ivanhoé Cambridge we embraced a set of principles that has guided our decision making every step of the way.

• The health and safety of our employees, our tenants, their customers, our partners and our suppliers are our number-one priority. We are dedicated to meeting the most stringent standards in this regard and highly reduce the risk of spreading the coronavirus in our properties.

• We will adhere fully to the requirements of public health authorities and government

officials as they apply to the jurisdictions where we operate.

• We will keep our partners and stakeholders updated on a regular basis and openly convey information about the measures that have been implemented.

• We will provide our employees with enhanced support to overcome this crisis.

• We will team up with our partners to provide assistance to our tenants and find the best solutions to the complex and extraordinary circumstances we are up against.

• We will offer our support to the communities our properties call home, as we do across our organization, to help everyone weather the storm.

4DATED AS OF 11.03.2021

Business continuity

Thinking for tomorrow, acting todayOur crisis management structure meets the highest industry standards, specifically ISO 22301. This standard outlines the procedures senior management relies on to responsibly and effectively respond to situations like the COVID-19 outbreak.

Business Continuity |

5DATED AS OF 11.03.2021

Early in January 2020, a number of operational teams were already monitoring the spread of the virus. With properties in the Asia-Pacific region, we were in the thick of the situation. Well before the global pandemic was officially declared, our teams were actively monitoring its spread and adjusting their emergency response plans to protect the health and safety of our stakeholders and of the communities where we operate.

Operational resilience team

The responsibilities of the operational resilience team include carrying out the business continuity program. In particular, the team must ensure the Company and its various business units can operate in the event of a crisis. To that end, it implements effective action plans and communicates appropriate guidelines to key players. It also plays a role in assessment, research, analysis, management and tracking to ensure close monitoring of the crisis on a daily basis.

Crisis management

Our operational teams, which are responsible for managing crises at our properties, conduct simulations of various kinds each year. Our policies and procedures are specially designed to allow these teams to respond to crises in an agile and effective way.

Our approachOur approach treats business continuity as an integral part of our risk management and fits into all business processes. It is based on our ability to:

• Assess the impacts of the crisis on our stakeholders, departments, operations, properties and branding

• Make the best possible decisions based on the information at hand

• Keep concerned parties and our shareholders informed

Formal and approved responsibilities As the situation evolved, a series of structured and streamlined crisis management mechanisms was rolled out. The three levels of our crisis task forces were activated in sequence:

• Crisis task forces: implement and disseminate concrete actions plans and communicate the needs, challenges and realisations to the tactical team.

• Tactical team: take decisions on a transversal level, support the decision-making of operational teams in charge of daily operations of assets, and monitor the situation.

• Strategic crisis unit: provide guidance and make business decisions to allow for organizational resilience.


6DATED AS OF 11.03.2021

Operational resilience team

As a critical team that has provided transversal support for the efforts of our other teams over the past year, it has:

• Worked with the Human Resources team to create and update the Employee Guide on pandemic measures and directives (for more details, see the section on Human resources);

• Tested the concept of returning to the office and ensured implementation of health and safety measures at workspaces;

• Initiated the process and assisted with the audit in order to obtain SafeGuard certification from Bureau Veritas for our office buildings and shopping centres in Canada;

• Helped the team overseeing properties managed by Ivanhoé Cambridge obtain a WELL Health-Safety Rating for the PVM business campus (for more details on these two certifications, see the section on properties managed by Ivanhoé Cambridge);

• Established a colour code for the various teams (green, yellow and red) to denote their members’ risk of COVID-19 contamination in the event of a return to the workplace; and

• Ensured that employees working remotely receive a digitized version of mail received at offices.

Crisis task forcesThe crisis task forces are made up of property management teams. They operate locally at properties managed by Ivanhoé Cambridge and ensure they can respond adequately to various operational issues. Their goals are to:

• Implement adapted measures to reduce the risk of transmission of the virus;

• Comply with government guidelines;

• Ensure the health and safety of our stakeholders; and

• Collaborate and communicate with the tactical team as necessary.


7DATED AS OF 11.03.2021

Tactical team

This multidisciplinary team comprises representatives from all the organization’s core functions: human resources, public affairs/communications, legal affairs, IT, operations and investment. The team has decision-making authority and sufficient resources to act with agility and efficiency on a daily basis. Its objectives are to:

• Ensure adapted measures are in place to reduce the risk of virus transmission;

• Identify ways to support employees;

• Ensure compliance with government requirements in all jurisdictions;

• Allocate technological and human resources to meet the critical needs of each business unit;

• Share best practices on our business and investment platforms; and

• Maintain close ties with all internal and external stakeholders to foster a transversal approach.

This team was deactivated in June 2020 when the lockdown was lifted, but resumed its activities in the fall when a number of properties had to close again.

Strategic crisis unit

The strategic orientations and decisions taken by the corporate crisis task force ensure organizational resilience. The unit is tasked with ensuring business continuity by helping maintain operational and financial sustainability so as to avoid any confusion or disruption that would bring the organization to a standstill.

The strategic crisis unit is made up of several senior executives and representatives of the business continuity team. Its objectives are to:

• Manage revenues as well as financial and non-financial risks to the company’s strategic plan

• Stay in close contact with business partners and investors

• Redefine budgets and make the necessary adjustments

• Provide appropriate financial and non-financial support to key stakeholders

• Understand employees’ needs

• Identify collaborative opportunities with our partners in crisis management

• Distinguish innovation avenues from the business model

Having played its role fully during the first months of the pandemic, this unit was deactivated in July 2020. Given that the COVID-19 situation has become the “new normal”, the Executive Committee has taken over the reins.


8DATED AS OF 11.03.2021

Human resources

Anticipate team needsAs a real estate leader, we have to serve as a role model for our tenants, regardless of the circumstances. As soon as COVID-19 was declared a pandemic, we quickly made the necessary decisions to ensure our employees’ health, safety and physical integrity. We also began preparing for a return to the workplace, aiming to balance compliance with health measures and the experience we offer employees. Moreover, to maintain the Company’s sustainability, we sought to minimize the adverse effects of this exceptional situation on all members of our teams.

Human resources |

9DATED AS OF 11.03.2021

As soon as possible and in accordance with government guidelines and health rules, we allowed employees to return to the workplace at their discretion. This flexibility is greatly appreciated by employees, whether they want to work in the office or from home.

Reduce transmission risk

Limit travel

At the outset of the pandemic, we decided to eliminate all non-essential travel, in line with international efforts to limit its spread:

• International travel has been cancelled and is prohibited until further notice.

• All employees who return from travelling must quarantine themselves for 14 days.

After the declaration of the pandemic, additional measures have been put in place:

• In accordance with government recommendations, all employees have been asked to telecommute, with the exception of those who provide essential services at our properties.

Monitor presumed and confirmed cases

The process we have put in place is designed to ensure the health and safety of our employees and their families, while respecting our obligations to keep such situations confidential. Our employees have all been informed of how to report suspected or confirmed cases of infection and have been made aware of the importance of complying with the procedures.

Identify new cases

If an employee tests positive for COVID-19, in conjunction with the public health authorities, we immediately investigate to determine whom the employee has been in contact with in the course of his or her work. As necessary, the person receives the appropriate instructions.

Treat affected spaces

Our COVID-19 case management protocols cover a number of specific scenarios. If an employee infected with COVID-19 worked on the premises of a property managed by Ivanhoé Cambridge, the workplace is promptly disinfected thoroughly. In addition, notices are sent to the employees and stakeholders concerned.

Prevention of new cases

Any employees who have been in contact with someone who tests positive for COVID-19 must follow public health directives, self-isolate and monitor their symptoms.

Manage transmission risks

If an employee is confirmed positive, protocols are in place to limit the spread of the virus, while protecting the identity of the affected person. Each case is evaluated and treated in accordance with public health guidelines.

Human resources |

10DATED AS OF 11.03.2021

Oversee deconfinement and a gradual return to workA rigorously planned and supervised return to the workplace will take place once local public health authorities give the green light. A protocol developed by a multidisciplinary committee in accordance with government guidelines has been implemented. A concept test of the protocol and all the measures was carried out at Édifice Jacques-Parizeau in July 2020 (see inset p.11).

Collective responsibility

Managers have been given training and support for the planned return to the workplace. Employees are responsible for respecting physical distancing, hand hygiene and respiratory etiquette, as well as wearing a procedural mask. To access the workplace, they must also submit a daily statement confirming that they have no symptoms. They undertake to comply with the employer’s COVID-19 prevention and symptom-identification measures and to notify their manager of any changes in their health during the day. No individual considered at risk according to public health criteria is allowed to go to the workplace.

Team resilience

In line with our business continuity approach and with a view to a return to work, managers are responsible for assessing their team’s level of resilience to a scenario involving a loss of key personnel; they must ensure that they have sufficient measures in place. In addition, a directive has been adopted to determine the percentage of a team’s employees who can be in the workplace simultaneously, in accordance with the team’s level of resilience. Finally, as business functions permit, rotating groups and schedules have been determined to limit the maximum occupancy rate per week in the workplace. This will ensure business continuity and prevent widespread transmission to employees.

Safe and healthy environment at head office

Hygiene and housekeeping measures have been stepped up in common areas. Workspaces have been reconfigured to meet the recommended physical distancing. Plexiglas screens and other zero-contact barriers have been installed, and traffic is determined by posted signage. At the same time, the plumbing systems have been checked, the frequency of air changes has been increased and high-quality MERV13 filters have been installed to ensure compliance with ASHRAE standards. Hand-sanitizing stations and mask dispensers have also been added at strategic points.

Human resources |

11DATED AS OF 11.03.2021

Concept test at Édifice Jacques-Parizeau – reintegration of business offices

The pandemic has prompted us to think about the office of the future. In 2020, we were able to test the reintegration of our head office at Édifice Jacques-Parizeau, while respecting the health measures in effect. As a result of this exercise, we:

• Developed innovative solutions to ensure our employees’ health and safety, such as IC at the Office, the health reporting tool they use before arriving at the office;

• Enhanced a number of health-related measures to make them more pleasant without sacrificing safety, such as improved traffic flow at the office and information posters reminding employees of preventive measures (masks, distancing, hand hygiene and respiratory etiquette, etc.); and

• Set a positive and safe example of workspace use for our tenants. With a view to continuous improvement, we are committed to making office life more normal.

Finally, in the fall of 2020 we began renovations at our head office. The new workspace layout will allow us to respect physical distancing, and our employees will benefit from technologies allowing them to return to the office safely, such as contactless doors and Plexiglas between workspaces.

Human resources |

12DATED AS OF 11.03.2021

Provide additional employee supportExtended telework is an exceptional and unexpected situation. The effects on the physical and mental health of individuals are numerous and diverse. As an employer, we have a responsibility to provide our teams with the most advanced means and tools at our disposal to deal with this situation. To maintain engagement and to reassure and support our employees, we have taken several important measures.

Make employee health and well-being central to our decisions

Situation-specific support solutions have been added to the benefits offered as part of our usual employee experience:

Influenza vaccination

We maintained our annual flu vaccination campaign in December. A stringent protocol ensured that the operation was carried out safely.

Support for infected employeess

All the necessary information on what to do is available to employees. The employee’s Human resources team and manager will contact him/her to assess the situation and answer questions.

Improved reimbursement for professional mental health services

To provide support to our employees and their families, we have decided to double the maximum amount of reimbursements for the services of mental health professionals, namely psychologists, social workers, psychotherapists, clinical counsellors, psychoanalysts and marriage and family therapists, offered under the Company’s group insurance program (for employees in Canada). Through webinars and newsletters, we regularly provide relevant information to employees about the importance of mental health.

Three additional flexible recovery days

These days are in addition to those already provided for 2020. This temporary measure provides an additional way to offset the professional and personal burdens created by the COVID-19 crisis.

Extension of the annual vacation reference period

We extended the authorized period of vacations days, which gives employees more flexibility in the use of their vacation (for employees in Canada).

Promotion of Akira, our new telemedicine services

Akira is an online care service that all employees can use to limit the need to leave their homes in the event of health issues that can be resolved virtually. This service is much appreciated by our employees and helps relieve congestion in the health care system.

Human resources |

13DATED AS OF 11.03.2021

Assist employees

Employee Guide

This regularly updated guide recaps the initiatives in place and sets out instructions and guidelines for a safe return to the workplace.

Employee Journey

This concise document depicts all the steps of an employee’s day in the workplace at a glance.

IC at the Office

This tool was developed by the Information Technology team to ensure the occupancy rate of a building does not exceed the capacity recommended by the health authorities. Employees use it to confirm their presence at the office in advance, submit their daily health declaration, undertake to respect the measures in place and obtain their passes.

Online training

Short videos explain the different aspects of the new routine to follow when employees return to the workplace.

Optimize telework conditions When we closed our offices around the world, more than 80% of our employees were telecommuting. We have offered them a variety of solutions to optimize their workspace:

• Additional computer tools, such as screens and keyboards

• Accelerated launch of a new videoconference system and production of training videos to ensure everyone can quickly make optimal use of it

• Virtual training sessions on selection of remote work tools

• At the start of the pandemic, reimbursement of expenses incurred to purchase office furniture

• Guides and training sessions to support employees in the organization of their work, such as to improve team productivity or to balance work and family obligations

Human resources |

14DATED AS OF 11.03.2021

• Session during which the Vice Presidents of Human Resources and Information Technology responded to employee concerns

• To combat isolation, creation of a procedure shared with managers to encourage them to be sure their employees speak to at least one person every day

Step up communicationsThe exceptional number of employees who are telecommuting, combined with the uncertainty of the pandemic, has prompted us to put in place enhanced mechanisms for remote communication with employees.

Inform employees of developments in real time

• Daily videos that enabled our President and Chief Executive Officer Nathalie Palladitcheff to address employees during the first weeks of the pandemic, followed by regular virtual videos the following weeks

• Regular videos with several other members of the leadership team on the situation in the Company’s various groups and geographic regions

• Launch of a newsletter, first daily, then twice a week, to provide updates on the situation, the measures taken, the impacts on our activities and the directives to follow

Provide platforms for discussion and information sharing – These forums have, among other things, helped develop concrete solutions to certain issues:

• Creation of a special section on the Intranet and a dedicated SharePoint site

• Launch of a COVID-19 group on the Yammer corporate social network and various groups on Teams to share all relevant information about the situation and allow for discussions with colleagues

• Launch of virtual Coffee Chats accessible to all in order to provide an additional place to for employees to discuss their respective realities

Human resources |

15DATED AS OF 11.03.2021

Listen to employees — Through these widely used mechanisms, the management teams have been able to adjust the measures and communication initiatives to reflect employee needs as much as possible:

• Regular surveys, at first weekly and then bimonthly

• Creation of a channel to allow everyone to put questions directly to the President

• Dedicated email address so that employees can also put questions directly to the Business Continuity and Human Resources teams

Offer specific training

Supporting our teams also means equipping them to cope with an unprecedented situation.

Managers The managers have a central role to play in how teams experience remote work. We have designed virtual labs and training sessions specifically to support them in this role; the topics include “Managing remotely” and “Managing emotions and the human/business balance". Our leadership program took place in a 100% virtual version in the fall of 2020, and this format is also being used in 2021.

Employees In addition to providing access to a wide variety of online resources, we have created a series of interactive webinars with various experts (doctors, psychologists) to provide employees with information and advice on how to manage their physical and mental health during confinement.

Human resources |

16DATED AS OF 11.03.2021

Ensure Human resources operations continuity

Maintain proximity service for all teams

Despite the constraints imposed by telework, we have maintained our activities without compromising the effectiveness of our services to employees and the management teams:

Rigorous monitoring of specialized knowledge

The rapidly evolving nature of the situation requires implementation of systematic mechanisms to monitor the various aspects affecting employees, from both a legal and Human resources management standpoint. Our ability to anticipate is essential to prepare the steps that will follow deconfinement as well as our long-term vision. For example, we have introduced the following monitoring mechanisms:

• Weekly monitoring of literature on the situation and the post-COVID-19 vision

• Legal and health-related recommendations for management of detected cases of COVID-19

• Monitoring of the requirements of local authorities in all our jurisdictions

Talent acquisition process

This process has been adapted to continue meeting the organization’s resource needs adequately, whether they are situation-specific or related to normal operations. The interview processes have also been adapted and take place in virtual mode.

Training

All current programs and training sessions have been maintained in virtual format.

Onboarding process

As a key component of the employee experience, onboarding has also been redesigned for the telework context. New employees receive home delivery of technology tools, as well as increased support during their onboarding process. Moreover, we maintained our summer 2020 intern program despite the circumstances. The new interns were also able to benefit from a virtual onboarding platform and home delivery of technology tools, in addition to discussions with Company ambassadors and electronic personal performance reports.

Resource sharing between departments

Where possible, teams have been asked to lend some of their members to those teams most affected or most in demand as a result of the crisis.

Human resources |

17DATED AS OF 11.03.2021

Information technology

Lockdown requirements have meant an unprecedented increase in the number of employees working from home. We quickly rolled out the necessary measures to ensure efficient, secure operations across the organization. We also made all the necessary adjustments to our infrastructure, systems, employee services and cybersecurity practices. And we are closely monitoring the situation to maintain an optimal level of service and to address needs as they arise. And we are also working hard to prepare for a return to the workplace so that we are ready to go once telework is no longer mandatory.

IT |

18DATED AS OF 11.03.2021

IT services for employees

Our approaches to providing remote support to employees were adjusted to respond to the organization’s various needs and better meet the increase in demand. This included a review of our processes for ordering new hardware and replacing defective equipment to ensure optimal working conditions for everyone. We also redesigned our onboarding process for new employees and interns to facilitate their integration. They receive their computer equipment at home as well as remote training in how to use it properly.

Infrastructures and systems

Before the lockdown, we analyzed the capacity of our various technology systems. To meet the considerably higher demands on our data centres in Montreal and Toronto as a result of remote work requirements, we made a number of major adjustments designed to:

• Increase the capacity of Internet connections. We significantly increased the bandwidth of our systems at the start of the lockdown, partially to accommodate more VPN users.

• Boost the robustness of remote access systems. The VPN enables employees to access Ivanhoé Cambridge’s data and information more quickly from outside our offices, in addition to being safer.

• Add data storage capacity.

• Accelerate the adoption of online work tools.

We moved up the implementation of our Cisco Webex online meeting software by five weeks, so it would be operational on the first day employees started working from home. We also produced a number of additional training videos, both for Cisco Webex and Microsoft 365, to make the transition even smoother for employees. We also deployed applications to eliminate slowness issues in the Citrix environment.

IT |

19DATED AS OF 11.03.2021

IC at the Office

We have made new tools available to employees. IC at the Office, an application that enables employees to reserve a time slot at the office, ensures that the building’s occupancy rate does not exceed the maximum allowed capacity (for more details, see the section on Human resources); it also assigns space according to the reservations made.

IC connect

To keep our employees connected, in collaboration with the members of the 2020 “A Effect” cohort, we have created a professional matching tool called IC connect. The tool allows members of different teams in different geographic areas to meet virtually for informal breaks in order to chat and exchange ideas.

IT |

20DATED AS OF 11.03.2021

Getting ready to return to the city centre

We have put in place the technology and tools for a gradual return to the workplace, at office buildings and shopping malls alike.

• An innovative mobile application called myProperty gives tenants at Montreal office buildings access to a host of exclusive services and content tailored to each building (for more details, see the section on Properties managed by Ivanhoé Cambridge);

• The conference rooms have been equipped with Teams tools;

• To provide a safe shopping environment during the holiday season, we deployed the Waitwhile virtual line-management system at our Canadian shopping centres. Using this technology, customers can book a time slot on a shopping centre’s website and, once there, track the line through QR codes displayed at participating retailers.

Cybersecurity

With the high number of employees working remotely, we need to be more vigilant about cybersecurity risks. We therefore revised our safeguards:

• We deployed a new Internet filter directly at each workstation to detect security threats and to provide the same level of protection as for our corporate network. This tool greatly reduces the risk of email phishing attacks;

• We set up tools to update workstations remotely and deployed them in less transparent mode so that users could install them in due course;

• We made additional efforts to make our employees, executives and crisis managers more aware of cybersecurity and confidentiality.

IT |

21DATED AS OF 11.03.2021

Properties managed by Ivanhoé Cambridge

At our shopping centres and office buildings, the health and safety of our partners, employees and visitors are our number-one priority at all times. We follow all public health requirements to the letter at every site. Our teams have worked hard to develop inclusive action plans and to mitigate risk for our operations. We have also established direct communication with property managers to monitor the circumstances in tandem with them and we continue to work closely with all our key partners.

Managed properties |

22DATED AS OF 11.03.2021

Shopping centresTo support our tenants in their operations, we have developed a complete set of operational guidelines, recommendations, tools and key performance indicators.

As public health requirements vary from one jurisdiction to the next, the measures outlined below may differ in their implementation. We have had to adapt our properties to meet each province’s standards.

In addition, consecutive, unsynchronized reopenings and closures in the various provinces created coordination challenges in the fall and winter of 2020. We had to be creative and resilient to help retailers maintain a certain business volume, especially during crucial times, such as Black Friday and the holiday season – all in a safe environment. During the closure period, we also ensured complex logistics coordination to facilitate access for retailers who had to work on site to ship products ordered online.


23DATED AS OF 11.03.2021

Layout of interior spaces

The way space is arranged in our shopping centres has been completely reconceptualized to ensure compliance with public health officials’ requirements and to highly reduce the risk of virus transmission.

Rearrange common areas

Furnishings in common areas have been removed or rearranged to encourage proper physical distancing. Similarly, the number of available sinks and urinals in the washrooms has been reduced.

Facilitate online ordering

Curbside pickup areas in the parking facilities of our shopping centres have been set up to facilitate and control the increased flow of customers looking to retrieve online orders. At the Eaton Centre during the 2020 holiday season, we installed Locketgo smart lockers that merchants use for online and telephone orders. Customers can pick up their purchases outside store hours.

Rethink dining areas

Depending on local requirements, dining facilities have been closed or rearranged with reduced seating to ensure adequate physical distancing required by public health.

Regulate foot traffic

Clear, coherent signage (posters, displays and floor markings) indicates the flow of foot traffic to maintain physical distancing and discourage people from congregating. We are providing shopping centre management teams with visuals that can be printed out for these purposes. This helps ensure all such materials are clear and consistent across the portfolio.

Prohibit access to play areas

To lower the risk of virus transmission, all drinking fountains have been turned off. Access to play areas is prohibited and access to breastfeeding and family rooms is limited.

Ensure physical distancing

The number of people allowed per elevator car has been reduced, and signage has been added to remind everyone to practice physical distancing.

THIS WAY

2 m.


24DATED AS OF 11.03.2021

Cleaning and hygiene

To comply with the best practices advocated by the Public Health Agency of Canada and to maximize the safety of our visitors, we have adopted a series of enhanced hygiene measures:

Increased cleaning frequency

Cleaning frequency has been increased. High-touch surfaces such as door handles, railings and mall directories are disinfected regularly throughout the day, as are public washrooms.

Be vigilant

Full analysis of fire alarm, air-conditioning, heating, vertical transportation, drinking fountain, waste management and other facilities are regularly completed during off hours.

Use specialized products

We ensure that we use adequate products to disinfect and clean surfaces in the context of COVID-19.

Ensure the safety of all

Customer service areas have been equipped with acrylic panels. We provide all our employees with adequate personal protective equipment, including procedural masks, to ensure their health and safety as well as our customers. In addition, wearing masks or face coverings is now mandatory in closed spaces accessible to the public, as well as in shopping centres in some provinces.

Reminders of the rules

Signs specifically outlining hygiene and distancing rules are posted at strategic locations throughout the property.

Increased access to hand sanitizing dispensers

Hand sanitizers have been placed at strategic locations in common areas throughout the property, including all entrances. The dispensers are refilled regularly.


25DATED AS OF 11.03.2021

Additional hygiene and distancing measures

Anticipate the risks

Employees’ work schedules are planned in a way that limits the spread of the virus while still providing a level of service that is as close to pre-pandemic standards as possible.

Support recruitment

We provide free access to the Wirkn app to support them in their recruiting efforts.

Limit opportunities for contamination

The lending of strollers, walkers, wheelchairs and mobility scooters has been temporarily discontinued, as have other services, such as parcel check and photocopying, in accordance with public health and government guidelines.

Propose technological solutions

We have established a partnership with Lightspeed to provide free access to an omnichannel retail solution for one year to small and medium-sized retailers and restaurateurs. In addition, to provide a safe shopping environment, we have deployed the Waitwhile virtual line-management system at our shopping centres across Canada. Moreover, to maintain a food offering while respecting health-related measures, we have provided Laurier Québec restaurateurs with the innovative UEAT system for take-out orders and local delivery.

Increase resources

Extra security guards have been hired to ensure distancing rules are being followed in higher-traffic areas.

Facilitate online shopping

We have developed a centralized door-to-door pickup and delivery program to make customers’ shopping experience easier.

Tenant support

In addition to providing signage to tenants, we offer a comprehensive array of support services and we assist tenants at every step in the reopening process. A comprehensive guide has been prepared and distributed to all tenants. It contains a list of measures to be implemented in line with local guidelines, to-do lists, reopening message templates and checklists based on government requirements in each province.

We have also put together a suite of tools to help tenants adapt quickly to this situation:


26DATED AS OF 11.03.2021

A little magic for the holidays

Fairy-tale decorations

To provide an engaging and safe experience during the holiday season, we installed photo panels at four of our downtown Montreal properties. Instagram filters, free trendy masks and a contest with numerous prizes rounded out this fun activity.

Christmas markets

In provinces where it was possible, we set up outdoor Christmas markets, reducing the number of people inside our shopping centres. This festive activity provided commercial space for small retailers for whom the holiday season is crucial.


27DATED AS OF 11.03.2021

Office buildingsThe measures we have introduced in our office buildings are designed to maximize the safety of employees and users. We are committed to meeting the requirements of the public health authorities in each jurisdiction.

Beyond the spaces directly under our responsibility, we help guide tenants in setting up suitable measures for their own operations. In addition, we provide general contractors working in these buildings with a guide that outlines the requirements they need to follow in common areas.

Rearranged common areas

All common-area furniture has been rearranged in line with physical distancing requirements.

Limit opportunities for contamination

Most of the objects handled by hand (e.g., trash bin lids) have been removed, as have items distributed or sold at reception counters. The number of parking wickets has also been reduced.

Regulate foot traffic

Clear, coherent signage (posters, displays and floor markings) indicates the flow of foot traffic to maintain physical distancing and discourage people from congregating.

Ensure physical distancing

The number of people allowed per elevator car has been reduced, and signage has been added to remind everyone to practice physical distancing.

Optimize air circulation

On-site ventilation has been adjusted to maximize fresh-air intake. Filter density has been increased where possible, as per ASHRAE standards, to filter out more particulate matter. We have also increased the frequency of air quality testing in accordance with the highest industry standards.THIS WAY

2 m.

Layout of interior spaces

To cope with the new context when employees return to the workplace and to comply with health and safety measures that may change frequently, we took advantage of the renovations on the ninth floor of Édifice Jacques-Parizeau to test new workspace configurations, uses and technologies. We have explored flexible space management, in accordance with sanitary measures; our tenants will benefit from these experiments.


28DATED AS OF 11.03.2021

Increase cleaning frequency

The frequency of cleaning and disinfection of high-touch surfaces (elevator panels, entrance doors, door handles, railing, etc.) has been increased.

Be vigilant

Office buildings are cleaned on a continuous basis. Besides the usual maintenance operations, we have introduced additional checks to ensure all systems (e.g., plumbing) are running smoothly, especially in the context of reduced usage.

Use specialized products

All cleaning and sanitation products used are approved for disinfecting surfaces against the coronavirus.

Ensure the safety of all

We provide all our employees with the appropriate personal protective equipment. In addition, wearing masks or face coverings is now mandatory in closed spaces accessible to the public in Quebec, namely in common areas of our office buildings such as entrance halls, reception areas and elevators.

Reminders of the rules

Signs specifically outlining hygiene and distancing rules are posted at strategic locations throughout the property.

Encourage use of hand sanitizers

Hand sanitizers have been placed at strategic locations in common areas throughout the property, including all entrances. The dispensers are refilled regularly.

Cleaning and hygiene

To comply with the best practices advocated by the Public Health Agency of Canada and to maximize the safety of our visitors, we have adopted a series of enhanced hygiene measures:


29DATED AS OF 11.03.2021

Additional physical distancing measures

Our buildings’ opening and delivery hours have been adjusted to help facilitate distancing. Specific messages to this effect have been sent to service providers, construction contractors and delivery companies to ensure compliance with health and safety standards. A delivery log has been created. We have also put together a suite of tools to help tenants adapt quickly to this situation:

Provide a checklist

A list of measures to be considered to minimize community transmission of COVID-19, including staggered work schedules, work-from-home arrangements, the installation of protective items and signs, the provision of disinfectant and so forth.

Offer a list of resources

A list of contacts for any questions or concerns.

Guarantee safe facilities

A list of measures to be implemented to ensure all facilities are running smoothly after a period of inoccupancy.

Support for tenants and contractors

In addition to ensuring compliance in common spaces, we offer tenants and contractors a full range of support and assistance services at every stage of the reopening process. Clear lines of communication are in place to maintain close ties with all key stakeholders.

A detailed guide is provided to tenants. It contains a number of recommendations, a checklist based on government requirements in each Canadian province and a list of frequently asked questions. The guide includes the following information:

Various messages and recommendations have been prepared for contractors working at our buildings. These include instructions on building access rules, planning considerations for traffic within the property, compliance with physical distancing guidelines, equipment cleaning, personal protective equipment and more. They also feature recommendations for the training of employees who work on the job site.


30DATED AS OF 11.03.2021

Facilitating the day-to-day routineTo enhance quality of life and connectivity for tenants and occupants of our office buildings, we are the first company in Montreal to introduce a mobile application that offers employees value-added services, whether they are working in the office or remotely.

myProperty

This innovative mobile app provides access to exclusive services, real-time monitoring of the public transit system and content tailored to each building. Examples include updates on health and safety measures deployed at the property, a schedule of ongoing activities and initiatives, and a forum enabling occupants to chat with one another.

The Conciergerie

In addition to the mobile app, we offer employees at our Montreal office buildings a remote concierge service. The Conciergerie allows users, whether they’re working in the office or telecommuting, to free themselves from daily tasks with its multiple features: personalized shopping, housekeeping services, delivery of goods, virtual fitness classes and wellness workshops.

CertificationsIn December, after a rigorous audit, Bureau Veritas awarded us SafeGuard certification for all our office buildings in Canada. We have put in place the best prevention and hygiene practices in preparation for a post-COVID resumption of activities. We have also obtained this certification for all our shopping centres.

In addition, we are the first Canadian company to receive a WELL Health-Safety Rating for our PVM business campus. This rating from Green Business Certification Inc. demonstrates that the various measures put in place to address the pandemic meet the industry’s highest standards.


31DATED AS OF 11.03.2021

Corporate social responsibility

We remain undaunted in our commitment to being a good corporate citizen and a responsible employer. In these unprecedented times, our top priority is clear: protect the health and safety of our employees, tenants, partners, customers and guests. We believe that we all have a part to play in supporting our communities and that now, more than ever, we must work collaboratively and cohesively.

Beyond the initiatives we have taken in the short term in response to the crisis, we are also supporting the economic recovery efforts initiated by the various levels of government. We are keenly aware of our leadership role in helping the real estate sector bounce back.

Corporate Social Responsibility |

32DATED AS OF 11.03.2021

Responsible employerAs a responsible employer, we have stepped up and made the necessary decisions in a timely manner to safeguard the health and well-being of our employees and ensure the continuity of our operations. The measures we have rolled out for our teams fall into two broad categories:

• Reduce the risk of transmission for our staff, mainly by embracing work-from-home practices wherever the nature of the position allows.

• Support employees by implementing a series of actions aimed at mitigating the effects of the situation on their health and safety.

For detailed information on the measures that have been introduced for our employees, please see the Human resources section.

Our employees firmly believe in the importance of giving back to their communities. Engagement is an integral aspect of our corporate culture. And, in situations like these, the very concept of engagement is more meaningful than ever. The COVID-19 pandemic has been an opportunity for our staff to leverage our matching donations program, which lets them double their contributions to recognized charities, thus doing twice as much good. In this same spirit, our Giving Back Day initiative gives employees at our offices and properties around the world one paid day a year to lend a hand as part of a crew of volunteers. Safety reasons made it impossible for us to honour the tradition this year. To compensate, we decided to donate to organizations that would have benefited had the initiative been held as planned. The result: nearly $100,000 directed to organizations who assist the most vulnerable members of our society, including shelters, food banks and healthcare providers. We also contributed to food banks money that would normally have been spent on employees’ end-of-year festivities. In addition, thanks to our employees’ generosity, our virtual United Way campaign exceeded its target by a hefty 15%.

We also made the decision to freeze executive compensation at the vice president level and higher and to delay their annual incentive payouts.


33DATED AS OF 11.03.2021

A good corporate citizenWe are fully aware of the role we play in the communities where we operate. In this new reality, we are working closely with various stakeholders to help those who have been hit the hardest by this crisis. As soon as the outbreak started, we established a multidisciplinary team to develop and coordinate efforts to provide local support. Harnessing the influence of our properties in their respective communities, we brought a number of ideas to life, including lending space to those in need, sharing our expertise and making donations to worthwhile causes. We also reviewed the budget for our corporate contributions to focus on needs specific to this crisis and freed up select donation amounts earlier than expected. In April, more than $350,000 in contributions made their way to charities dedicated to serving vulnerable populations.

In our hotels

Several of our hotels have taken part actively in supporting their communities. For example, they have put their kitchens and cooking crews to work as part of large-scale meal preparation operations for food-insecure segments of the population. These include:

• Fairmont The Queen Elizabeth (Montreal) and Fairmont Le Château Frontenac (Quebec City), which have helped make two million meals in conjunction with Les Cuisines Solidaires, an initiative of La Tablée des Chefs, supporting food banks across the province. Le Cathcart at Place Ville Marie also pitched in by opening up its kitchens.

• Fairmont The Queen Elizabeth, which has served 830 breakfasts a day to the homeless, with W Montreal contributing an additional 600 daily meals, in collaboration with city officials and municipal health authorities.

Some of our hotels have also made rooms available at a discounted rate to health care workers to facilitate their commute to the hospitals where they work or to help them avoid the worry of contaminating their families. The participating hotels include Fairmont The Queen Elizabeth and W Montreal as well as Fairmont Royal York in Toronto.

W Montreal and Fairmont The Queen Elizabeth have also joined forces with the Association des professionnels de la construction et de l’habitation du Québec (APCHQ) to offer preferred rates to people whose move into a new living space has been delayed by the pandemic. In addition, we are proud to be part of a REALPAC initiative to support the national vaccination rollout. We offer governments and health networks across Canada the free use of vacant space and parking lots at our shopping centres as vaccination sites.Parking spaces near our Montreal offices will be offered free of charge for a limited time to anyone who wants to be vaccinated at a downtown vaccination site.


34DATED AS OF 11.03.2021

Holiday season fundraisers

Exceptionnaly in 2020, we made donations to community organizations that customarily organize fundraising activities at our properties during the holiday season but were unable to do so because the properties were closed due to the pandemic.

In our shopping centres

At many centres, parking spaces have been made available to food banks for the distribution of food baskets or to local merchants for drive-through initiatives enabling them to sell food truck style meals. A number of our shopping centres have donated money to various organizations that have come to the aid of the population during the pandemic.

In total, more than $150,000 has been given to local charities, 56% of which has gone to food banks and 17% to healthcare-related causes. Donations have also been used to equip students lacking the proper technology to continue their schooling at home.

Tenant support

Most of the tenants in our shopping centres are feeling the impact of the coronavirus on their bottom line. We have implemented a range of initiatives to support them during this crisis.

Reduction measures

We rolled out a number of mitigation measures, including rent deferrals, to certain tenants of our Canadian shopping centres in April and May. These measures were granted on a case-by-case basis. The goal has been to help those who have been hit the hardest by the COVID-19 situation and, in so doing, keep the national economy afloat.

The Panier Bleu project

We are actively backing the Panier Bleu project spearheaded by the Ministère de l’Économie et de l’Innovation du Québec by contributing to the corresponding marketing efforts and logistics. This is yet another way for us to support tenants who are active in the province.

E-commerce platform

Our partnership with Lightspeed lets us provide tenants who are interested in omnichannel marketing to introduce it to their organization. This e-commence platform is available to them free of charge for 12 months. Technology and technical support are included.


35DATED AS OF 11.03.2021

Properties managed by our partnersOur partners, both in Canada and around the world, have pledged to support people who have been the most affected by this crisis through monetary gifts and donations of in-kind space and services.

Feed food-insecure families

• Distribution of 26,000 pounds of groceries, through the StuyTown Pantry initiative at Stuyvesant Town in New York City.

• Distribution of 70,000 meals to relocated workers and construction site workers, an initiative of the Lodha team in India.

• Use of kitchens at our shopping centres in Brazil to prepare food for delivery.

• Collection of food and personal hygiene products to be distributed in drive-up mode in parking lots at our properties in Brazil.

• Taking part in a marketing campaign to encourage tenants of our partner Ancar Ivanhoe in Brazil to donate to Açao da Cidadania, which helps populations in extreme poverty.

Support healthcare workers

• Use of parking lots in Brazil for seasonal flu vaccination clinics so as to avoid hospitals that are overloaded by COVID-19 cases.

• Use of space at shopping centres for blood drives in Brazil and Montreal (Montreal Eaton Centre).

• Donation of 1,500 masks to New York City, an initiative of our partners at 1211 Avenue of the Americas.

• Caregivers provided with with access to 400 rooms at the Fairmont Royal York Hotel.

• Rooms made available at the Golden Holiday Inn in Berlin for individuals required to self-quarantine.


36DATED AS OF 11.03.2021

Looking to the future

It is still too early to assess the full impact of the COVID-19 pandemic on the real estate industry. But we definitely see it as an opportunity to strengthen our commitment to invest responsibly and to promote business models with sustainable impacts.

Combined with the sweeping social, environmental and technological trends we foresee, the pandemic is speeding up the transformation of the spaces where we live, work and play. Beyond the immediate consequences of the health crisis, it is essential to study the structural and fundamental shifts that are occurring. New trends are emerging and others, already identified, are accelerating.

More than ever, our spheres of life must be entirety rethought to include the mobility, flexibility and connectivity to which users aspire. We need to rethink the cities of the future and to design mixed urban environments where residential, retail, office and logistics spaces are combined and integrated in response to the needs of each community. We need to be even more effective in leveraging technology for everyday efficiency, and of course we must make health, safety and well-being central to all our initiatives from their very conception.

This period of transformation is therefore the opportunity to demonstrate our flair for innovation and ability to reinvent our industry with solutions that reflect societal change and therefore benefit everyone. We are convinced, more than ever, that we must continue to invest responsibly and sustainably, because that is what will be profitable. In this way, we will build a legacy for future generations and fulfill our primary mission of creating long-term value for all Quebecers.

We are committed to working toward this goal with diligence and humility, in close collaboration with our tenants, employees and partners around the world.

Looking to the future |

Contact

EN DATE DU 08.09.2020

covid-19: adapting, innovating and making a commitment

Documents