Safety & Risk Control Resources

SAFETY & RISK CONTROL RESOURCES

1. 2021 Cotton ’ s 24 Hour Contact Information – Atrium 2. Atrium Engineer Presentation 3. Atrium Water Damage Guidelines Final cb 12.10.2024 4. Direct Link Safety 5. RMSCR SOP 300-01 – Property Damage Claims Process 6. Safety Guidance and Crisis Management Manual 2025

Cotton Emergency Contact List 24-Hour Call Center 1-877-511-2962

Joey Lockhart (PRIMARY) Business Development Joey.lockhart@cottonteam.com 832-732-9575

Russell White Executive VP Russellt@cottonteam.com 281-731-0127 James Scaife President Jamess@cottonteam.com 713-875-1454

Chris Sneck Executive VP Chriss@cottonteam.com 832-435-8138

Cotton Services

 Fire & Water damage recovery  24-hour emergency service  Microbial Remediation  Catastrophe management  Fire/Smoke deodorization  Emergency board up  Emergency power  Structure and content cleaning  Debris removal and disposal  Dehumidification  Desiccant/refrigerator drying units  Rapid response and mobilization  Carpet Cleaning

 24-hour on site management  Daily monitoring and recording of moisture levels  Vital records recovery  Reconstruction Services  Capital improvements  Content cleaning, manipulation and inventory  Deodorization  Electronic Recovery  Cleaning and decontamination of HVAC systems  Dedicated Roofing Division

PARTNERSHIP OVERVIEW TURNKEY CAPABILITIES

CAPACITY

Logo, company name Description automatically generated

DISASTER RESPONSE YOUR TRUSTED PARTNER IN RECOVERY

OUR SERVICES

Tools outline

LOGISTICAL SUPPORT ▪ Command Centers ▪ Temporary Facilities ▪ Emergency Power RECOVERY SOLUTIONS ▪ Restoration ▪ Construction ▪ Temporary Roofing CULINARY SERVICES ▪ Emergency Food ▪ Mobile Kitchens ▪ Emergency Water

Rain with solid fill

TYPES OF EVENTS

NO NOTICE EVENTS

PREDICTED EVENTS

NATURAL DISASTERS (EARTHQUAKES, TORNADOES)

FLOODS

BIOHAZARDS

HURRICANES

FIRE / WATER

ACCIDENTS

WILDFIRES

WINTER STORMS

DEMONSTRATIONS

How to Reach Cotton

Initial Call: 24/7 Hotline: 877-511-2962 Call Becca Directly: 281-413-0368 Information Needed • Let us know you are with Atrium

• Property Name & Address

• Onsite Point of Contact – Name, Number, Email Address

• Type of Loss: Water, Fire, Mold, Biohazard, etc.

• Description of the loss: How many rooms/ floors affected, type of water, affected materials, approximate size, possible hazards, send pictures.

• The more detail the better.

Next Steps

I called Cotton, Now What?

• A Cotton Project Coordinator and Project Manager is assigned • Cotton Team or a First Responder will arrive between 1 – 8 hours depending on proximity, area wide event, traffic, etc. • Water Extraction • Prevent Secondary Damages: Stabilization, Drying, Dehumidification • Moisture Mapping • Monitor • ACM Testing

• Selective Demo if Necessary • Rough Order of Magnitude • Project Manager Reports • Invoice • Engage Cotton Construction if Necessary

Any facility where water is present has an exposure to water damage. This damage may come from a variety of sources: • Plumbing systems (domestic piping, sinks, toilets, manufacturing processes) • Building systems (heating, cooling, drainage) • Fire protection (sprinkler systems) • Natural precipitation (rain, snow, sleet) Losses can be triggered by many causes: • Freezing temperatures, particularly in areas where freezing is uncommon • Human activity, such as clogging or accidental pipe breaks • Water entering a building through the roof, windows, or due to poor grading • Material failure, including age/corrosion • Poor workmanship Multi-story buildings compound the exposure because the loss may involve multiple floors. Water Emergency Response Plan (ERP) The most effective way to help minimize the risk is to pre-plan for the event. This can be done by completing the Escaped Water Emergency Response Plan. Follow the pre- and post-event components in your plan. Pre-Event • Ensure that water controls and shut offs are easily accessible and clearly labeled to identify the systems they control

• Have maps and/or photos of valve locations for each water system. Post in a conspicuous location or ensure they are readily available.

• Create an Emergency Response Team with 24/7 availability, trained to: o Identify water-based system components (piping, pumps, etc.) o Investigate the water source using leak listening devices, etc. o Promptly, shut off/contain/direct escaped water o Direct responding fire authorities to quickly shut off the fire protection systems in non-fire conditions • Develop on-site water response kit(s) that include(s): o Buckets, mops, squeegees, plastic tarps, duct tape, latex gloves, face masks, and safety glasses

o Wet/dry vacuums, portable sump pumps with hoses and clamps o Dehumidifiers, fans, pipe leak diverters, containment socks/bags

• Refer to the Atrium preferred vendor list for water cleanup, drying, remediation, and repairs (e.g., plumbing, electrical, HVAC, fire protection, specialty equipment, etc.)

• Adhere to a preventative maintenance program and regularly check the following areas of the property, as noted below. o Inspect roof areas, especially after severe weather (hail, windstorms) o Inspect building system components (HVAC condensate drains, water heaters, water pumps, sump pumps) o Perform annual heating system maintenance prior to seasonal freezing temperatures o Exercise building systems’ control valves o Inspect point-of-use fixture fill-lines, including all coupling connections o Replace flexible fill-line hoses every three to five years o Inspect fire protection systems per NFPA 25, Standard for the Inspection, Testing, and Maintenance of Water-Based Fire Protection Systems. o Perform annual cleaning of main sewer lines Post Event • Initiate the ERP team to determine the source of the leak and stop/limit amount of escaped water by closing correct shut off valves, diverting/containing leaks, etc.

• Begin initial cleanup, dehumidification, and air movement measures to help minimize water/moisture exposure to building and contents, and to limit potential for mold.

• Contact vendors to begin full scale cleanup, restoration, and repair efforts.

• Evaluate property contents (furnishings, equipment, stock, etc.) for remediation and salvage, and relocate to a safe area.

• If needed, contact Atrium Capital and/or Risk Management for guidance.

Exposure-Specific Guidance Guidance below covers the following common exposures: • Building/process systems •

Freeze ups (particularly important in areas where freezing is not common) • Key equipment/operations • Fire protection systems • External water exposures • Vacant/idle properties • Water leak detection, protecting high values/limiting frequent loss

Building/Process Systems Water-based systems are present in almost all properties. Consider the following general guidance:

• Use fill-lines of solid or braided stainless, not plastic or rubber, on point-of-use fixtures, such as toilets, sinks, water dispensers, appliances, etc.

• Provide collection pans for hot water heaters and water-use appliances (dishwashers, washing machines, etc).

• For stacked restrooms and mechanical rooms (more critical as story heights increase): o Seal floor penetrations and floor/wall joints with watertight materials o Provide adequately designed floor drains • For stacked electrical rooms (more critical as story heights increase): o Seal ceiling penetrations with water and fire-resistant materials o Provide curbing for highly sensitive components, such as electrical buss duct risers. • For upper-floor mechanical areas that store/move large volumes of water, as in tanks, pumps: o Provide adequate containment, such as curbing and diking, and drainage o Seal floor/wall joints with watertight materials o Provide high water level interlocks for upper floor/roof level automatic-fill water tanks

• Avoid piping connections with dissimilar metals to help limit galvanic corrosion

• In a water event, lock elevators from going to sub-grade levels.

• For properties that treat for water chemistry or have a history of corrosion failures, perform corrosion testing on a regular basis to determine end-of-useful life and replacement schedules.

• Drain and isolate obsolete water lines and remove as soon as possible.

Freeze Ups •

Make the building’s exterior envelope resistant to cold air penetration. o Ensure doors and windows close tightly o Caulk/weather-seal around doors, windows, skylights, etc. o Close and seal unnecessary exterior wall penetrations, such as dampers, louvers, and intake vents • Provide heat (minimum 40°F) in all buildings where water-based components (piping, equipment) are present. Pay specific attention to attics, crawl spaces, soffits, exterior wall cavities, etc., and perimeter areas, such as stairwells, vestibules, atriums, loading docks, equipment rooms, etc.

• If providing permanent heat in enclosed/perimeter spaces is impractical, consider one or more of the following: o Insulate around water-based components to help maintain temperatures not less than 40°F o Utilize safe, temporary heat (space heaters with safety interlocks, electric heat tracing, etc.) during periods of sub-freezing temperatures o Install low-temperature alarms set for 40°F in at-risk spaces/area • In manufacturing facilities, identify critical production and process equipment that relies on water or steam: o Locate in heated areas or provide heat tracing, steam jacketing, air drying, or anti- freeze o Drain condensate lines frequently – Drain and secure idle equipment o Use low temperature lubricants for blowers, pumps, compressors o Regularly check pressure vessel vents and safety and relief valves to help prevent freeze ups from water/vapor build up

• For dry pipe fire sprinkler systems in unheated spaces, monitor low air pressure and waterflow, ensure piping slopes to low point auxiliary drains, and clear drains regularly.

• For anti-freeze fire sprinkler systems, confirm anti-freeze levels are tested per NFPA 25.

• In warmer locations, implement a freezing weather watch to confirm building is prepared.

Key Equipment/Operations Key equipment/operations include areas of high value and/or water susceptibility, which could be impacted in a water damage event. Examples: • Primary building utility areas (electrical, mechanical). • Sensitive electronic equipment (data/telecom equipment, process control rooms). • Highly susceptible inventory storage (food, precision electronics). Ideally, key areas/operations should not be on sub-grade levels or directly below areas with a high potential for accidentally released water, like restrooms, kitchens, or mechanical rooms. Also, avoid areas where water and drainage lines are located at ceiling level. If rerouting lines is not practical: • Seal ceiling penetrations with water-tight materials. • Piping connections should be welded, brazed, or soldered and should not be threaded, flanged, gasketed, or have compression fittings. • Provide collection pans for secondary containment (concentric piping). • Label and equip water lines with accessible isolation valves. • Install and monitor water leak detection.

Fire Protection Systems Most water damage losses involving fire protection systems are the result of human activity, whether intentional or accidental. Other losses are the result of supply-main failure or freeze ups. Ensure that “Do Not Hang” signage is present in guest rooms to remind guests not to use pendent or sidewall sprinklers as clothing hangers. Provide portable hanging racks for guests with oversized garments. The failure of a bulk main is a severe water damage exposure. • Provide clearance around bulk mains where they pass through foundation walls or floors to help prevent damage from building settlement. External Water Exposures Water damage from external sources can occur if a building’s exterior is improperly graded and/or not resilient against entry. • Observe grading and other exterior conditions that can cause water to run-off toward a building. Properly protect potential points of entry. • Inspect roofs regularly and ensure: o All roof drains are unobstructed o Roof coverings and perimeter flashing are secured – Loose material/debris is removed o Openings (skylights, hatches, etc.) are properly sealed – Rooftop equipment is adequately secured o Perimeter downspouts are clear, terminate away from the building, and discharge at a safe location

• Weather seal exterior door and window openings.

• Provide backflow preventers on sewer lines where: o Sewer line is connected to a combined sanitary and runoff effluent line o Sewer line is cast iron and more than 30 years old – There is a history of sewer line backups

Sump pumps should be: o Rated for a minimum 50 gpm pumping capacity – Connected to a backup power source, if available o Equipped with monitored high water level alarms, especially for elevator pits

•

• In properties with Packaged Terminal Air Conditioner (PTAC) units: o Install units with internal drains

o For units with external drains, provide a minimum 2° slope to the outside o Ensure adequate caulking around the unit’s exterior sleeve and building wall

Vacant/Idle Occupancy Vacant/idle occupancy can apply to entire buildings or specific areas within an otherwise occupied building. • Ensure heat is maintained at no less than 40°F. • Provide monitored low-temperature alarms. • Shut off non-essential water (domestic point-of-use fixtures, appliances). This does not include water for fire protection or critical building systems such as HVAC. • Provide a monitored security alarm system to help prevent copper piping thefts, which may result in escaped water. • Visit the location often, or even daily, during periods of prolonged sub-freezing temperatures. Water Leak Detection, Protecting High Values/Limiting Frequent Loss For high value areas or critical functions (see Key Equipment/ Operations above), or areas that could be a frequent source of loss, such as restrooms, guestrooms, kitchens, etc., additional safeguards may be necessary to help mitigate water damage exposure. Consider implementing water leak detection in the following areas: • Areas with concentrated high value or operational dependencies that are highly susceptible to • Areas of frequent water release history. • Areas with water sensitive and/or high value inventory (food, electronic components). • Elevator pits/equipment rooms. • Primary electrical equipment rooms, upper floor/penthouse mechanical areas. • Stacked rooms with high water release potential (restrooms, kitchens, water heaters, etc.). • Stacked rooms with high water damage potential (electrical, telcom/data, etc.). • Areas where older (over 50 years) bulk water mains enter the building, especially if there is a history of leaks or breaks. • Bottom of vertical water pipe utility chases.

Summary Mitigating water damage has as much to do with planning and preparation as probability and good luck. With water damage, it is not so much “what if” as it is “when.”

Property Damage Claims Process

SOP #:

RMSCR SOP 300-01 Effective Date:

03.30.2018

Revision Date:

1.1.2022

Department: Legal

Category:

Risk Management, Safety, and Claims Reporting

Scope :

To provide resources and instructions for the property damage claims process.

POLICY: Property damage claims, whether covered by insurance or not, should be processed, accounted, and tracked in a consistent manner allowing for accurate financial reporting. PROCEDURE: In the event of a loss to the property, the General Manager (or designee) will complete the Property Damage Incident Report Form and include photos of all damaged areas. These losses will be categorized as follows: • Category 1: Losses greater than the insurance deductible ( I-2299 ).

Losses resulting from a named windstorm, flood, polar vortex or earthquake ( I-2297 ).

• Category 2:

Losses less than the insurance deductible (I-2298 ).

• Category 3:

Procedures for handling and accounting for these losses will vary based on the three categories outlined on the following pages.

Property Damage Claims Process

SOP #:

RMSCR SOP 300-01 Effective Date:

03.30.2018

Revision Date:

1.1.2022

Department: Legal

Category:

Risk Management, Safety, and Claims Reporting

Scope :

To provide resources and instructions for the property damage claims process.

CATEGORY 1: LOSSES GREATER THAN THE INSURANCE DEDUCTIBLE OF $250,000

• Submit the Property Damage Incident Report Form to the following: VP of Operations, Regional Director of Finance, VP of Risk Management, Director of Facilities, and SVP of Capital Investment Strategies • The VP of Risk Management will submit the loss to the designated claims adjuster for assignment and to the insurance broker for reporting to insurance carriers. • The GM submits a Request for Capital once the expected dollar amount of damages has been assessed. o Submit a Capital RFC form in DocStar by selecting I-2299 Insurance Claim Over Deductible  In the PROJECT DESCRIPTION , include the Date of Loss along with incident description (ex. DOL-1/20/2021: Tub overflow; pipe break water damage ; etc.).  In the EXPLANATION FOR REQUEST section, provide brief details of damage and repairs needed. o Attach the Property Damage Incident Report Form with the RFC. o The Project Coordinators will route to the VPO, SVP Capital Finance and Risk Management for final approval. o The RFC originator will receive a confirmation via email with a project number to use for processing future invoices. o All invoices are to be submitted to capexpayables@atriumhospitality.com with the project number provided for proper allocation.  For those insured claims in the 2021 calendar year, the project number will follow Hotel Code – Loan Pool Number – I-2299 – Contract Number. • If necessary, the SVP of Capital Investment Strategies will designate an Atrium Project Manager to work with the property to oversee and coordinate repair to ensure compliance with our standard construction contract process. • The General Manager will be the designated on-site contact to work with the insurance adjuster to coordinate the inspection of damages and work with the Project Manager and contractors to secure and execute the work. • The insurance adjuster will work with the Project Manager and building consultants to prepare a detailed scope of work and repair estimate to which all parties agree. If the estimated loss total is greater than $250K, the VP of Risk Management will request an advance payment. • The VP of Risk Management will facilitate regularly scheduled calls to monitor the restoration process. Calls will include, as appropriate, the Project Manager, GM, Chief Engineer, Director of Facilities, insurance adjuster, insurance broker, and building consultant. A progress report, generated by the VP of Risk Management with input from relevant parties, will then be submitted to the President, VPO, SVP of Finance, SVP of Capital Investment Strategies, Director of Facilities and Atrium Holding Company’s VP of Finance. • Repair and FF&E Invoices: o Code to Cost Recovery Expense (091-80820000) and the insurance project code number assigned o Submit via email to capexpayables@atriumhospitality.com. Accounts Payable will then route the invoices via DocStar to the designated approvers. o Repair and extra expense invoices will be approved by the GM, Director of Facilities and VP of Risk Management. o Invoices must include executed partial or final lien waivers. o For FF&E invoices, Project Coordinators will add the GM, Director of Facilities and VP of Risk Management to the DocStar approval workflow. • The Capital Department will provide a monthly property loss invoice ledger to the VP of Risk Management as a record of all related expenses and allow for proper reconciliation and claim submission for insurance recovery. • In addition, the property will maintain a schedule of extra expenses such as labor, comps, guest refunds, and other operational expenses for insurance claim tracking or P&L variance explanation. • Upon completion of work, the GM shall submit the package of damages to the insurance adjuster and VP of Risk Management for reconciliation. The VP of Risk Management will work with the insurance adjuster to finalize the claim. • The VP of Risk Management will monitor reimbursement from the carriers and forward checks to Accounting and notify Capital Accounting via email when an insurance project is complete.

Property Damage Claims Process

SOP #:

RMSCR SOP 300-01 Effective Date:

03.30.2018

Revision Date:

1.1.2022

Department: Legal

Category:

Risk Management, Safety, and Claims Reporting

Scope :

To provide resources and instructions for the property damage claims process.

CATEGORY 2: LOSSES RESULTING FROM A NAMED WINDSTORM (HURRICANE), FLOOD, OR EARTHQUAKE, (WIND/QUAKE DEDUCTIBLE= 5% of Total Insured Value) POLAR VORTEX $250,000 • Submit the Property Damage Incident Report Form to the following: VP of Operations, Regional Director of Finance, VP of Risk Management, Director of Facilities, and SVP of Capital Investment Strategies • The VP of Risk Management will submit the loss to the designated claims adjuster for assignment and to the insurance broker for reporting to insurance carriers. • The GM submits a Request for Capital once the expected dollar amount of damages has been assessed. o Submit a Capital RFC form in DocStar by selecting I-2297 Hurricane, Flood, Earthquake, Polar Vortex.  In the PROJECT DESCRIPTION , include the Date of Loss along with incident description (ex. DOL-6/20/2021: Hurricane Antonio, etc.) .  In the EXPLANATION FOR REQUEST section, provide brief details of damage and repairs needed. o Attach the Property Damage Incident Report Form. o This will be routed to the VPO and Risk Management for final approval. o Once approved, you will receive a confirmation via email with a project number you may use to process future invoices. o All invoices are to be submitted to capexpayables@atriumhospitality.com with the project number provided for proper allocation and routed through DocStar for approval. o For those insured claims in the 2021 calendar year, the project number will follow Hotel Code – Loan Pool Number – I- 2297 – Contract Number. • If necessary, the SVP of Capital Investment Strategies will designate an Atrium Project Manager to work with the property to oversee and coordinate repair to ensure compliance with our standard construction contract process. • The General Manager will be the designated on-site contact to work with the insurance adjuster to coordinate the inspection of damages and work with the Project Manager and contractors to secure and execute the work. • The insurance adjuster will work with the Project Manager and building consultants to prepare a detailed scope of work and repair estimate to which all parties agree. If the estimated loss total is greater than $250K, the VP of Risk Management will request an advance payment. • The VP of Risk Management will facilitate regularly scheduled calls to monitor the restoration process. Calls will include, as appropriate, the Project Manager, GM, Chief Engineer, Director of Facilities, insurance adjuster, insurance broker, and building consultant. A progress report, generated by the VP of Risk Management with input from relevant parties, will then be submitted to the President, VPO, SVP of Finance, SVP of Capital Investment Strategies, Director of Facilities and Atrium Holding Company’s VP of Finance. • Repair and FF&E Invoices: o Code to Cost Recovery Expense (091-80820000) and the insurance project code number assigned o Submit via email to capexpayables@atriumhospitality.com. Accounts Payable will then route the invoices via DocStar to the designated approvers. o Repair and extra expense invoices will be approved by the GM, Director of Facilities and VP of Risk Management. o Invoices must include executed partial or final lien waivers. o For FF&E invoices, Project Coordinators will add the GM, Director of Facilities and VP of Risk Management to the DocStar approval workflow. • The Capital Department will provide a monthly property loss invoice ledger to the VP of Risk Management as a record of all related expenses and allow for proper reconciliation and claim submission for insurance recovery. • In addition, the property will maintain a schedule of extra expenses such as labor, comps, guest refunds, and other operational expenses for insurance claim tracking or P&L variance explanation. • Upon completion of work, the GM shall submit the package of damages to the insurance adjuster and VP of Risk Management for reconciliation. The VP of Risk Management will work with the insurance adjuster to finalize the claim. • The VP of Risk Management will monitor reimbursement from the carriers and forward checks to Accounting and notify Capital Accounting via email when an insurance project is complete.

Property Damage Claims Process

SOP #:

RMSCR SOP 300-01 Effective Date:

03.30.2018

Revision Date:

1.1.2022

Department: Legal

Category:

Risk Management, Safety, and Claims Reporting

Scope :

To provide resources and instructions for the property damage claims process.

CATEGORY 3: LOSSES LESS THAN THE DEDUCTIBLE OF $250,000

• Submit the Property Damage Incident Report Form to the following: VP of Operations, Regional Director of Finance, VP of Risk Management, Director of Facilities, and SVP of Capital Investment Strategies • The GM submits a Request for Capital once the expected dollar amount of damages has been assessed. o Submit a Capital RFC form in DocStar by selecting I-2298 Insurance Claim Under Deductible.  In the PROJECT DESCRIPTION , include the Date of Loss along with incident description (ex. DOL-6/20/2021: Guest set off sprinkler head, etc.).  In the EXPLANATION FOR REQUEST section, provide brief details of damage and repairs needed. o Attach the Property Damage Incident Report Form with the RFC. o The Project Coordinators will route to the VPO and Risk Management for final approval. o The RFC originator will receive a confirmation via email with a project number to use for processing future invoices. o All invoices are to be submitted to capexpayables@atriumhospitality.com with the project number provided for proper allocation.  For those insured claims in the 2021 calendar year, the project number will follow Hotel Code – Loan Pool Number – I-2298 – Contract Number. • Repair and FF&E invoices will be coded to Insurance Deductible Expense (091-82180000), posted in DocStar, and routed to the GM, VP of Operations, and Regional Director of Finance. • The property will maintain a schedule of extra expenses such as labor, comps, guest refunds, and other operational expenses for insurance claim tracking or P&L variance explanation. • Upon completion of work, the GM shall notify the Director of Facilities and Capital Department to close out the project.

Updated 01 . 10 .202 5

INTRODUCTION Atrium Hospitality is committed to providing a quality lodging experience to our guests, to ensure their safety and security while they are on our properties, and to provide a safe, productive work environment for our Associates. Fulfilling that commitment requires participation by all Associates in following daily basic Safety Guidelines, compliance with Risk Management procedures, and to know their respective responsibilities during a Crisis Management situation. Guidelines and action plans are provided in this manual, and all informational resources to accomplish our safety goals are available on SharePoint. CRISIS MANAGEMENT PLAN A CRISIS or an EMERGENCY is any situation which threatens the lives or safety of our guests or Associates, or which could result in a major destruction of hotel property. Our Crisis Management Plan is intended to provide the information, tools, and resources for on-site Crisis Management Team members to ensure the safety and security of our guests, visitors, and staff, to uphold our company’s commitment and values, to maint ain optimum conditions of our properties, and to restore normal business operations as soon as possible in the event of any crisis disruption. The Crisis Management Plan should be downloaded to your hotel’s computer system so that you can complete the required information that is specific to your hotel. Easy-to-use, fillable tables are provided in Section I Notifications to personalize this Plan to your location. The Crisis Management Plan must be reviewed at least once every six months and updated when needed, particularly if you have had a staff change for any of the Crisis Team Members. After you have completed the fillable tables, print at least two hard copies of the Crisis Management Plan and keep them in central locations where all managers and supervisors have quick access during a crisis. Locations recommended by the various franchisors, also applicable to independent hotels, are: • General Manager’s Office • Front Desk • Primary Crisis Command Center • Secondary Crisis Command Center • Any other location you deem relevant to your hotel’s circumstances The hotel telephone operator (PBX) and the Front Desk staff are our Communications Center during any situation involving the safety of our guests, Associates and hotel property. For this reason, please do not make any unnecessary telephone calls during an emergency. If the PBX operator or Front Desk are unavailable, communications will be coordinated by the Crisis Management Team Leader or designated Associate(s) using walkie-talkies or mobile phones. It is essential that hotel staff are sufficiently familiar with the Company’s Crisis Management Plan to effectively utilize this resource during an emergency. Every Associate should know what they are expected to do in any crisis. Each Associate is to stay in his or her work area unless otherwise instructed. All Associates are to remain calm and follow any instructions they are given by the Crisis Management Team.

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The emergency procedures outlined in the Crisis Management Plan require active participation. Table-top drills should be conducted for various scenarios to help the Crisis Management Team better perform their duties during an emergency. This plan is not intended to replace any of the required Safety Guidance Training but to act as a checklist, to remind Crisis Management Team Members of actions to be taken during and following a crisis or major incident. SAFETY GUIDANCE & RISK MANAGEMENT The Safety Guidance & Risk Management section provides critical safety and risk management information which all Associates are expected to know and follow according to the requirements of their individual position(s) and job responsibilities. Completion of the safety training recommended for each position in the hotel is a requirement of employment with Atrium Hospitality. Being adequately trained in recommended safety measures is a vital first step toward providing a safe environment for guests, associates, and visitors. In many cases, following required safety procedures can prevent an incident from escalating into a crisis or emergency. Each associate should complete the safety training recommended for his/her position and department. Associates will receive an email and/or Workday notifications detailing the required training and the completion due date. All training will be facilitated through Workday, and successful completion will be automatically documented in the associate's Workday profile. Compliance with Risk Management procedures will ensure responsible stewardship of the hotel, the safety and security of our guests, visitors, and associates, and will result in proper recovery of any viable insurance claims or restoration of hotel operations following any incident. RECOVERY PLAYBOOK-DAMAGE TO HOTEL-ADDENDUM AT END OF MANUAL When an event occurs that causes damage to any hotel assets, hotels must fully document the incident, identify damages to support insurance claims, and initiate necessary repairs to resume normal operations as quickly as possible. This Recovery Playbook will guide you through the step-by-step processes required to validate insurance loss claims and restore normal operations. ASSOCIATE ACKNOWLEDGMENT – CRISIS MANAGEMENT PLAN / SAFETY GUIDANCE & RISK MANAGEMENT GUIDELINES All Associates must complete safety training based on HR guidance and/or risk management guidelines. Key property leaders, all managers, and department heads must also be knowledgeable of their respective responsibilities in a crisis and are required to review the Crisis Management Plan and complete manager/leader safety training modules as assigned. The completion of safety training modules and courses by all associates are to be captured in Workday.

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TABLE OF CONTENTS INTRODUCTION ....................................................................................................................2 TABLE OF CONTENTS ............................................................................................................4 SECTION 1 – NOTIFICATION PROCEDURES & CONTACTS ........................................................6 NOTIFICATION PROCEDURES......................................................................................................... 7 AH CORPORATE AND HOTEL CRISIS MANAGEMENT TEAM MEMBER CONTACT............................... 9 NUMBERS & LOCAL EMERGENCY NUMBERS/HOTEL BUSINESS CONTACTS...................................... 9 EMERGENCY RESPONSE TEAM DEPARTMENT SCHEDULE ............................................................. 10 SECTION 2 – CRISIS MANAGEMENT ACTION PLANS ............................................................. 11 COMMAND CENTERS AND ASSEMBLY POINTS ............................................................................. 12 EMERGENCY EQUIPMENT AND COMMAND CENTER / RESOURCES ............................................... 13 ACTIVATION OF PANIC ALARM.................................................................................................... 15 ACTIVE SHOOTER........................................................................................................................ 16 ADVERSE WEATHER CONDITIONS................................................................................................ 17 FLOOD........................................................................................................................................ 20 ARMED ROBBERY ....................................................................................................................... 22 BODY FLUID SPILLAGE................................................................................................................. 23 BOILER FAILURE.......................................................................................................................... 26 BOMB THREATS .......................................................................................................................... 27 BROKEN GLASS IN POOL OR SPA ................................................................................................. 30 CHEMICAL / BIOLOGICAL / RADIOLOGICAL / NUCLEAR (CBRN) ..................................................... 31 CHEMICAL SPILLAGE ................................................................................................................... 34 CHLORINE GAS ESCAPE ............................................................................................................... 35 CIVIL UNREST / WORK STOPPAGE / RIOT / STRIKE ....................................................................... 36 CRIMINAL OFFENSES................................................................................................................... 38 DEATH / MURDER / SUICIDE ....................................................................................................... 39 EVACUATION / LOCKDOWN / CLOSURE....................................................................................... 44 FIRE SAFETY PROCEDURES .......................................................................................................... 48 FOOD BORNE ILLNESS / NOROVIRUS ........................................................................................... 61 SECTION 3 – SAFETY GUIDANCE AND RISK MANAGEMENT PROCEDURES .............................80 BLOOD BORNE PATHOGENS WARNING ....................................................................................... 81 CLAIMS REPORTING .................................................................................................................... 82 CRIB SAFETY ............................................................................................................................... 83 CYBER SECURITY ......................................................................................................................... 84

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ELEVATOR MALFUNCTION .......................................................................................................... 88 EVICTING GUESTS ....................................................................................................................... 89 HOLIDAY SEASON AND SPECIAL OCCASIONS................................................................................ 90 INCLEMENT WEATHER GUIDELINES FOR ASSOCIATES................................................................... 92 LADDER SAFETY .......................................................................................................................... 94 MAIL HANDLING PROTOCOL ....................................................................................................... 96 MEDIA RESPONSE, PUBLIC RELATIONS AND FILMING INQUIRIES .................................................. 97 MEDICAL EMERGENCY (HEART ATTACK, UNCONCIOUS GUEST, SHOCK) ........................................ 98 RADIO ETIQUETTE PROCEDURE ................................................................................................. 100 REQUESTS FROM AUTHORITIES................................................................................................. 101 SAFETY COMPLIANCE TRAINING................................................................................................ 102 SLIP RESISTANT SHOES POLICY .................................................................................................. 103 SUSPICIOUS ACTIVITY & CRIMINAL BEHAVIOR CLUES ................................................................ 104 THEFT – GUEST PROPERTY / HOTEL PROPERTY .......................................................................... 106 EQUIPMENT RENTALS ............................................................................................................... 107 SECTION 4 - ADDENDUMS ............................................................................................... 108 RECOVERY PLAYBOOK................................................................................................................ 109 COMPREHENSIVE GUIDE TO ATRIUM HOSPITALITY SAFETY PROGRAMS..................................... 116 ACTIVE SHOOTER FROM DEPARTMENT OF HOMELAND SECURITY.............................................. 120

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SECTION 1 – NOTIFICATION PROCEDURES & CONTACTS

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CRISIS MANAGEMENT REPORTING PROTOCOL A.R.E.A.S. A ssess R eport E scalate A ct S ummarize Be Calm. Be Aware. Be Safe.

NOTIFICATION PROCEDURES An incident is an occurrence unusual to our typical business operation. Many incidents will not be serious enough to warrant activating the entire Crisis Management Team. A communication plan must be followed for all incidents. ASSESS – BE ABLE TO PROVIDE AS MUCH INFORMATION AS POSSIBLE When receiving information from the guest/situation, determine the following: WHO: person(s) involved, victim, and perpetrator WHAT: specific facts surrounding the situation with as much detail as possible WHERE: location(s) of the incident WHEN: the exact time the incident occurred HOW: reason, if known, for the incident SEVERITY: from the guests’ perspective and the hotel’s perspective 1. Was there or could there be serious illness, injury, or loss of life? 2. Was there or could there be significant property damage or loss? 3. Was there or could there be significant business disruption? 4. Was there or could there be any criminal activity? 5. Were there or do you anticipate media inquiries or external interest? REPORT – FOLLOW THE CRISIS MANAGEMENT TEAM CONTACT LIST • If the answer to any question (#1 - #5) is yes, report this situation to the Manager on Duty (MOD). If the MOD is unavailable, find a manager or supervisor in the building to assist. • The MOD (or manager receiving the report) will contact the appropriate person(s) as designated under Reporting Protocol. (Also see Crisis Management Team Members Contact List.)

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• The designated Crisis Management Team leader will contact: − AH Emergency Contacts. See AH CORPORATE AND HOTEL CRISIS MANAGEMENT TEAM MEMBER CONTACT NUMBERS . − Branded Hotels: Franchisor Emergency/Crisis Hot Line − All Crisis Management Team Members on property who are needed to properly address the incident. See Crisis Management Team Members Contact List and Team Member Roles . • If the answer to any of the first 3 questions is yes, we must also contact our insurer. • If the answers to ALL questions are no, file an incident report with the Manager on Duty (MOD). ESCALATE – MANAGER ON DUTY TO ESCALATE AS APPROPRIATE It is the responsibility of the staff member who is first provided the information related to the crisis to report the information to their immediate supervisor/manager and the MOD. It is the responsibility of the immediate supervisor/manager and the MOD to escalate the situation as appropriate following the reporting protocol. ACT – FOLLOW THE APPROPRIATE ACTION PLAN GUIDELINE Refer to the appropriate action plan guidelines for the type of incident that has occurred and follow the procedures set forth. Refer to your Emergency Equipment list for availability and location of any equipment or resources needed to handle your crisis. SUMMARIZE – GM OR MOD: EVALUATE ACTIONS TAKEN AND RESULTS After the incident is over, summarize the events and actions taken. Evaluate whether the procedures you followed were consistent with protocol and were effective. If necessary, you should adjust the steps to be taken and modify your guidelines to better fit your hotel, so that if a similar incident occurs in the future, it can be handled more efficiently. It is imperative that all required Incident Reports are completed and filed under the appropriate chain of authority.

REMEMBER: A.R.E.A.S A ssess R eport E scalate A ct S ummarize

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AH CORPORATE AND HOTEL CRISIS MANAGEMENT TEAM MEMBER CONTACT NUMBERS & LOCAL EMERGENCY NUMBERS/HOTEL BUSINESS CONTACTS

CRISIS MANAGEMENT TEAM MEMBER CONTACT - ON PROPERTY

POSITION

NAME

PHONE (MOBILE)

MANAGER ON DUTY (MOD) General Manager (GM) Assistance General Manager (AGM) Assistant General Manager Rooms (AGM Rooms) Assistant General Manager Food & Beverage (AGM F&B) Chief Engineer HR Director

Guest Services Manager Executive Housekeeper Executive Chef Dining Room Manager Director of Event Services Director of Accounting

Assistant Executive Housekeeper Assistant Guest Services Manager Comp Breakfast Supervisor Evening Reception Supervisor Restaurant Supervisor

ATRIUM HOSPITALITY CORPORATE CONTACTS

VP OPERATIONS

PETER KOMAR LARS SCHRADER LARRY COOPER CHRIS O’DONNELL ROB MANGIARELLI STEVE ATOR MIKE PANZER MICHAEL TYLER MARK DELOACH SHERI SMITH RAKESH GUPTA team7@jmark.com

443-463-7354 470-220-1338 813-335-6396 470-220-1348 470-220-1337 678-830-2417 214-755-2888 404-918-8688 404-518-0875 214-454-3969 404-641-6001 417-863-1700

IF VPO IS UNAVAILABLE, CONTACT ANY OF THE FOLLOWING

CHIEF OPERATING OFFICER

PRESIDENT

SVP CAPITAL INVESTMENT

VICE PRESIDENT, CAPITAL PLANNING & FACILITIES REGIONAL DIRECTOR FACILITIES MANAGEMENT

*please complete for your region

LEGAL, CORPORATE VICE PRESIDENT

PUBLIC RELATIONS

IT, VP

JMARK

INSURANCE CONTACTS WORK COMP, LIABILITY, AUTO CLAIM WORK COMP, LIABILITY, AUTO CLAIM

CCMSI CLAIMS

Atriumclaims@qrm-llc.cm

MARIA LUBNIEWSKI

404-863-4651 417-838-5163

PROPERTY LOSS REPORTING

CARRIE BELLM

AH EMERGENCY EMAIL

AHEmergencyNotification@atriumhospitality.com

FRANCHISOR BRAND CONTACTS IHG

+44 (0) 207 1117771

HILTON

214-572-7474 301-380-9560 888-575-4822 800-854-9521

MARRIOTT WYNDHAM

CrisisCommsAmericas@marriott.com Operations.supportdesk@wyndham.com g m.hotline@wyndham.com

LOCAL EMERGENCY 911 LOCAL BUSINESS CONTACTS Electrician Plumber Glass Repair

HazMat Cleaning Electric Company

PREFERRED VENDOR CONTACT INFORMATION

Cotton Global Disaster Solutions - 24-Hour Call Center BlueSky Emergency Restoration - 24-Hour Call Center

877-511-2962 800-266-5677

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EMERGENCY RESPONSE TEAM DEPARTMENT SCHEDULE

General Manager

24 HOURS / 365 DAYS / ALL EMERGENCIES

Assistant General Managers

24 HOURS / 365 DAYS

Director Of Sales And Marketing

24 HOURS / 365 DAYS

Chief Engineer

24 HOURS / 365 DAYS

Director Of Human Resources

24 HOURS / 365 DAYS

Front Desk / Night Audit

24 HOURS / 365 DAYS

Pbx / Bell Services

7:00 AM – 11:00 PM

Security

11:00 PM – 7:00 AM

Engineering

6:00 AM – 11:00 PM

Housekeeping

7:00 AM – 11:00 PM

Accounting

8:00 AM – 5:00 PM MONDAY – FRIDAY

6:00 AM – 1:00 AM SUNDAY – THURSDAY 6:00 AM – 2:00 AM FRIDAY & SATURDAY

Food & Beverage

Human Resources Department

8:00 AM – 5:00 PM MONDAY – FRIDAY

Sales & Catering

8:00 AM – 6:00 PM MONDAY - FRIDAY

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SECTION 2 – CRISIS MANAGEMENT ACTION PLANS

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COMMAND CENTERS AND ASSEMBLY POINTS Designate a suitable location for a Command Center and make sure all members of the Crisis Management Team know where to assemble if the crisis/incident is sufficiently serious to require use of the Command Center. Designate an alternate location for a Secondary Command Center if the primary Command Center is within the hotel and cannot be utilized due to the type of crisis (i.e. flood, fire, etc.)

COMMAND CENTER AND ASSEMBLY POINTS

DESIGNATED FUNCTION AREA

LOCATION WITHIN THE HOTEL

Primary Command Center

Secondary Command Center

Primary Assembly Point

Secondary Assembly Point

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EMERGENCY EQUIPMENT AND COMMAND CENTER / RESOURCES Review the recommended Emergency Equipment list and modify as may be appropriate for your hotel. In addition to the following recommended Emergency Equipment, there may be additional crisis-specific equipment that is required by your Franchisor or local ordinance. This list provides recommendations only; each General Manager will determine what is necessary and appropriate for their hotel. Identify the location of Emergency Equipment if appropriate. Crisis Management Team Members should have access to these resources.

RECOMMENDED EMERGENCY EQUIPMENT – PERSONALIZE TO YOUR HOTEL Description Location At least 2 redundant forms of communication (fixed telephones, mobile phone, satellite telephone) High Quality Large First Aid Kit

A computer / laptop with Wi-Fi for internet access PMS in-house guest list, updated every two hours 5 sets complete hotel plan drawings (3 for Crisis Management Team; 2 for external emergency responders) Facsimile/Photocopier/Multi-Function Printer Satellite phone (indoor model), programmed as Mobile Phones with key telephone numbers in memory Relay Based communication devices Several white boards and/or flip charts Rooms Multi Access Keys (Emergency Masters), in locked cabinet 5 DXT 200 Dual Power Induction Torches and 2 spare batteries for each (or equivalent high quality) Television (with cable access) & antenna Meeting Table & Desk with Chairs Notebooks, files, paper, pens, pencils and computer consumables Copies of Site Crisis Plan, related corporate

references and documentation 2 Franchisor Contact Directories Filing Cabinet, Wall Shelf

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Full facial gas mask at hotel reception and pool plant room High viz jackets (20) Rechargeable torches / flashlights (1 per 50 bedrooms) Hard hats Large toolbox Foil blankets (2 x number of bedrooms) 4x megaphones

Protective heavy-duty vinyl aprons x 10 Protective heavy-duty vinyl gloves x 10

Segregation tapes 4 rolls Office shredder machine General stationary 3x noticeboards for status casualties, tasks and support requests Fax machines in and out

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ACTIVATION OF PANIC ALARM

PANIC ALARM SYSTEMS • In any threatening situation, it is important to be confident that all security systems are in working order. • Conduct regular maintenance and testing of panic/duress alarm systems. • Malfunctions or maintenance requirements should be reported to the Chief Engineer and GM. HOTEL RESPONSE TO A SECURITY INCIDENT • In the event of a security incident, or if feeling threatened, the alarm should be activated. • After the alarm has been activated, the front desk staff should excuse themselves by saying they need to retrieve a file and immediately leave the area. LAW ENFORCEMENT RESPONSE • Once the panic alarm is activated, Law Enforcement will respond and assume control of the situation. FOLLOWING A PANIC ALARM ACTIVATION • Following alarm activation, the alarm must be reset. 1. If an alarm button, reset the alarm by inserting and turning the reset key clockwise. 2. If a panic alarm switch, reset by moving the switch back to the original position. 3. Verify the alarm has been successfully reset by calling the “Monitoring Unit.” 4. Record the incident on the Panic Alarm Log .

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