STARWOOD CRISIS PLAN

1、D:1 | EXECUTIVE SUMMARY 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels & Resorts Worldwide, Inc.D:1.1D:1 | EXECUTIVE SUMMARY 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels & Resorts Worldwide, Inc.D:1.2Table of ContentsPRE-CRISISD:1| Executive SummaryD:2

2、| Crisis Response Organizational ChartD:3| Emergency or Crisis?D:4| Go-Team ConceptD:5| Things to Consider Before You Face a CrisisD:6| Division Crisis Response Team (DCRT)D:7| Division and Corporate CoordinatorsD:8| Family Assistance FEI Behavioral HealthCRISISD:9| Procedures and ChecklistD:10| Inc

3、ident Facts Report FormD:11| Incident Activity LogD:12| Emergency Notification System Activation Send Word NowD:13| Division Crisis Command Center SetupD:14| Starwood Crisis Communications RulesD:15| NotesD:1 | EXECUTIVE SUMMARY 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels &

4、 Resorts Worldwide, Inc.D:1.3D:1 | EXECUTIVE SUMMARY 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels & Resorts Worldwide, Inc.D:1.4D:1| Executive SummaryGiven the nature and global scope of Starwood Hotels & Resorts business, we must be ready to respond to major incidents a

5、t our properties that might negatively affect our businesses and reputation, or diminish the value of our well-known brands. Certainly, managers at our individual properties demonstrate daily their expertise for addressing the routine crises. But we must also be prepared for more far reaching events

6、, particularly in todays new world where terrorist attacks could be aimed at our properties, our guests or visitors, or where a natural disaster or physical trauma could result in significant loss of life.This Crisis Response & Communications Plan is designed to assist management at all levels o

7、f our company manage the critical, and often unfortunate, process of resolving a crisis and dealing with the human element that is always present at such times. This plan is not designed to answer every question or anticipate every scenario that we may face, but to provide our management the tools r

8、equired in the event we face a crisis. It is intended to help our managers structure how they will operate; what teams of managers and vendors are needed to work through the minute-by-minute, hour-by-hour, day-by-day decisions that must be madealmost always under stress. Perhaps the most striking ch

9、aracteristic of such mega-events is the speed with which they move, starting the moment an incident takes place. There is little time to prepare or strategize. Emotions run high. Events can outpace our ability to control them. Our company can instantaneously find itself at the center of a public spo

10、tlight.To ensure pro-active decision making and orderly management, Starwood has adopted a Corporate Crisis Response policy that has three basic tenets:1)Address the situation in the most expeditious manner possible keeping in mind that the safety of our guests and associates is paramount; 2)Communi

11、cate effectively and honestly with our guests, associates, the news media, government officials and other publics; and3)Demonstrate the professionalism and compassion of our company through a calm, efficient and open response to the immediate event and subsequent developments and public scrutiny.D:1

12、 | EXECUTIVE SUMMARY 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels & Resorts Worldwide, Inc.D:1.5Because of the sophistication of modern news-gathering technology, particularly the Internet and satellites, reporters are able to receive information and transmit pictures and da

13、ta to the public almost instantaneously, 24-hours-a-day. Therefore, it is critical that our crisis response teamand especially our public relations effortsbe up and running very quickly.Starwoods Crisis Response Teams will be our first line of defense, with Public Relations as an especially importan

14、t focal point. Our company will be besieged with questions that go far beyond news media attention. Friends and relatives of affected guests, as well as members of the general public, can be expected to seek information. Foreign governments may demand information. U.S. political officials may approa

15、ch the company through any number of avenues. And Starwood associates and business partners worldwide will have legitimate interest and questions. All deserve timely, accurate, consistent answers.During a major incident, the company itself is by no means the only source of information. The public wi

16、ll be bombarded with information and reaction from eyewitnesses, survivors, relatives, experts (self-styled as well as legitimate), critics, regulators and other government officials, and many others. It is therefore important that Starwoods voice be heard, to balance those critics who would specula

17、te and rush to judgment about us.Every crisis is different, shaped by the nature and severity of the incident, the geographic and political nuances of the event, and even how various constituencies (such as firefighters and police, politicians, eyewitnesses, etc.) react to what has happened. The imp

18、ortant thing to remember is that although the particulars will vary, the need to remain poised, professional and compassionate, and to exercise extremely good judgment, remains the same regardless of circumstance.Although there are few hard ground rules for communicating in a crisis, there are some

19、time-tested guides:Speak with one voice.Tell the story, and get it out quickly.Deal in absolute facts. Never speculate.Never be afraid to express regret or compassion.This plan is Starwood Hotels & Resorts blueprint for managing such a crisis with consummate professionalism.D:2 | CRISIS RESPONSE

20、 ORGANIZATIONAL CHART 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels & Resorts Worldwide, Inc.D:2.1D:2| Crisis Response Organizational ChartD:3 | EMERGENCY OR CRISIS? 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels & Resorts Worldwide, Inc.D:3.1D:3| Emerg

21、ency or Crisis?EMERGENCY AN INCIDENT THAT THREATENS HUMAN LIFE, HEALTH, PROPERTY OR THE ENVIRONMENT IF NOT CONTROLLED, CONTAINED AND/OR ELIMINATED IMMEDIATELY.CHARACTERISTICSLocal effect - usually confined to only a portion of the propertyVery limited casualties, if anyOn-site or local resources are

22、 adequate to manage problemShort-term impact - issues can be resolved quickly and impact is not lastingNews media interest is primarily local or non-existentDoes not threaten credibility, image or desirability of the brand or CorporateMay or may not escalate into a crisis, depending upon circumstanc

23、es and actions takenGo-Team unlikely to be requiredEXAMPLESFire of limited scopeNon-natural deathViolent crimes (rape, robbery)Multiple food poisoningNatural disaster not resulting in casualtiesUnconfirmed SARSBomb threat, terrorist threat or similar threat to the building.ACTIONSMonitor situation;

24、Hotel should have resources to manage.Notify other members of the affected Division primary contact team and one of the Corporate contacts (D:7.1) via appropriate method (e.g. email if not time critical, phone if critical).D:3 | EMERGENCY OR CRISIS? 8/18/05 Highly confidential and proprietary. 2005

25、Starwood Hotels & Resorts Worldwide, Inc.D:3.2CRISIS -A CIRCUMSTANCE, EVENT OR SERIES OF EPISODES THAT THREATENS TO FUNDAMENTALLY AFFECT OR ALTER THE WAY WE DO BUSINESS OR COULD HAVE LASTING IMPACT ON OUR CUSTOMER BEHAVIORCHARACTERISTICSMay dramatically impact the reputation, desirability or fin

26、ancial results of the individual Starwood brand or Corporate organizationLikely to attract national and international news media attentionSignificant casualties and/or loss of lifeRapidly escalating developments extend beyond capability of on-site and local resourcesImpact may continue well beyond e

27、ventOften limited and conflicting information on situationGo-Team will probably need to be activatedEXAMPLESTerrorism, ie. bombing or other physical attackExtensive fire with casualtiesCivil disobedienceKidnapping for ransomMajor communicable disease outbreak (Legionnires, TB, Hepatitis, SARS)Major

28、natural disaster resulting in significant casualtiesGovernment directive to evacuate areaACTIONSFollow crisis response checklistContact Hotel if learn of crisis from other source.Notify other members of the affected Division primary contact team (D:7.1). Be sure to reach them directly. Dont just lea

29、ve a message.Contact a Corporate representative immediately (D:7.1 & D: 7.2). Be sure to reach someone directly. Dont just leave a message.D:4 | GO-TEAM CONCEPT 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels & Resorts Worldwide, Inc.D:4.1D:4| Go-Team ConceptIn the event of

30、 a major crisis, Starwood will mobilize a small group of diversely qualified individuals to travel to the scene of the crisis as soon as possible. Once on site, that team, known as the Go-Team, will take over responsibility for managing the crisis, in coordination with the Division Crisis Response T

31、eam and the Corporate Crisis Response Team. The team will be able to evaluate the loss and implement the response plan in an effort to minimize human suffering as well as impact to the corporation from a financial and brand perspective.This is a new concept within Starwoods crisis planning, although

32、 this same approach has been used for many years by airlines. An aviation accidents high profile, typically large scale of loss, and extensive governmental involvement require a skilled rapid response team on the scene as soon as possible. The Go-Team approach adopted by Starwood is based on best pr

33、actices learned over many years of airline go-team responses both internationally and in the domestic U.S.Consistent with the organizational structure at Starwood, there will be a Go-Team for each of the five Divisions (EAME, Latin America, Asia Pacific, North America, Vacation Ownership). The Starw

34、ood Division responsible for the hotel or resort involved in the crisis will be accountable for the response effort. Consistent with the day-to-day business of individual hotels being locally managed under their individual brand name, crisis response will also be in the name of the hotel brand invol

35、ved in the crisis.There are references to the Go-Team throughout this plan. At the Hotel level, the responsibilities regarding the Go-Teams are all in support of the Go-Team and in making arrangements for the Go-Teams activities once on site. At the Division level, the responsibilities for Division

36、management who are not primary members of the team are to assist the Go-Team in its departure preparations and monitor Hotel activities and assist the affected Hotel until the Go-Team arrives.D:4 | GO-TEAM CONCEPT 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels & Resorts Worldw

37、ide, Inc.D:4.2The Starwood Crisis Go-Team will be the operative responder. The responsible Divisions senior management will oversee the teams activity and make progress reports to Starwoods Corporate Headquarters. The team leader will be empowered to manage on-site activity in concert with the Divis

38、ion Crisis Response Team (DCRT) and the Corporate Crisis Response Team (CCRT). A member of senior management from the Division will lead the go-team. Members of the Go-Team will include:Division President or senior executive designeePublic RelationsLegalHuman ResourcesTechnical Services/EngineeringD

39、ivisional Representative to the CCRTAdditional members of the team may be required from:SecurityRisk ManagementSalesHotel staff from the affected hotel, as well as possibly from other Starwood properties in the area, will supplement the Go-Team as requested. But, once the Go-Team has arrived, the st

40、aff of the affected hotel can return to its primary duties of operating the hotel and serving our guests. A Go-Team will not typically be able to arrive at the affected hotel site immediately. It could take a number of hours or even a day for the team to assemble and travel to the hotel. Many factor

41、s could delay the teams arrival. The Go-Team is envisioned to take over responsibility for the crisis upon arrival, but the local management, in concert with the Division, is expected to manage the crisis during the interim. AMDs and RVPs will also play an integral role in both the interim managemen

42、t of the crisis as well as supporting the Go-Team upon arrival.Detailed plans and checklists for the Go-Teams are contained in a separate crisis response plan, which is in the hands of each Go-Team member.D:5 | THINGS TO CONSIDER BEFORE YOU FACE A CRISIS 8/18/05 Highly confidential and proprietary.

43、2005 Starwood Hotels & Resorts Worldwide, Inc.D:5.1D:5| Things to Consider BeforeYou Face a CrisisThese apply to both Hotels and Starwood Vacation Ownership properties. “Hotel” is used for brevity.Do you have a contact list for all key Division staff?Is the information up to date and accessible?

44、 Does it have home, pager and mobile numbers? Is it readily available to all key Division executives and staff? If not, this package contains a simple form you can use to collect the information. (D6.1) How will you handle notification of Go-Team members, primary and backup, along with additional ke

45、y staff?You will need to determine in advance how that process will work best. Who will have primary responsibility for making contact? It could be the same person as your Go-Team travel coordinator.Who will serve as your Go-Team travel coordinator?In the event your Go-Team is activated, it is not p

46、ractical to have each member trying to arrange his/her own travel. A travel coordinatorpossibly someone from the Division Presidents administrative staffneeds to be appointed in advance for that responsibility. And, that person needs to be added to your Division contact list.Who has responsibility f

47、or the Go Kit?Someone must be responsible for compiling the Go Kit elements and updating it periodically. And, someone must have responsibility for ensuring it travels with the Go-Team to the affected hotel site.What administrative staff will you need at Division headquarters during a crisis?You wil

48、l need some administrative staff dedicated to supporting the Division Crisis Response teams (Go-Team and Backup). Determine in advance who that will be and add them to your staff contact and notification lists.The Go-Team Backup members will function as a support team during the crisis. Where at Div

49、ision Headquarters will they have a “command center” facility?You will want to designate in advance a suitable conference room with adequate telecommunications capability for this purpose.D:6 | KEY DIVISION STAFF CONTACT INFORMATION 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels &

50、amp; Resorts Worldwide, Inc.D:6.1D:6| Division Crisis Response Team (DCRT)EAMEDIVISIONCRISIS TEAMEAMEName:Title:Business Phone:Home Phone:Mobile Phone:Spouse Mobile:Business Email:Home Email:Roeland VosPresident EAMEroeland.vosskynet.beEAMEName:Title:Business Phone:Home Phone:Mobile Phone:Business E

51、mail:Paul TriboletSVP Marketing EAMEEAMEName:Title:Business Phone:Home Phone:Mobile Phone:Business Email:Brian PrattVP Ebusiness EAME5.1332.2.768.02.5032.40BEAMEName:Title:Business Phone:Home Phone:Mobile Phone:Spouse Mobile:Business Email:Home Email:Even FrydenbergVP Six Sigma E

52、AMEfrydenbergskynet.beEAMEName:Title:Business Phone:Home Phone:Mobile Phone:Business EmailHome Email:Luis Miguel MartinVP Finance EAMElmmoyclbyahoo.esEAMEName:Title:Business Phone:Home Phone:Mobile Phone:Spouse Mobile :Business Email:Marcellene Sultana-DesartExec. Secretary to EAME President32.2.224

53、.35.0332.2.779.26.1132.48marcellene.sultana-D:6 | KEY DIVISION STAFF CONTACT INFORMATION 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels & Resorts Worldwide, Inc.D:6.2DIVISIONCRISIS TEAMEAMEName:Title:Business Phone:Home Phone:Mobile Phone:Business Email:Home Email:Wi

54、lke See-ThoVP Acquisitions & Development EAME5.6032.2.647.97.9332.43Wilke.see-EAMEName:Title:Business Phone:Home Phone:Mobile Phone:Business Email:Home Email:Palmer ColamarinoDirector of Operations Support EAMEEAMEName:Title:Business Phone:Home Phone:M

55、obile Phone:Business Email:Home Email:Peter DaelemansDirector of Security, Starwood Hotels BrusselsArea Security Manager Benelux & Fpeter_Joint VentureARABELLAName:Title:Business Phone:Home Phone:Mobile Phone:Weekend PhoneBusiness Email:Home Email:Martin Fichtmueller49.89.926.49.55049.81.06.89.2

56、9.1449.172.850.86.1549.160.969.80.863Mposthelle-kleven.deJoint VentureARABELLAName:Title:Business Phone:Home Phone:Mobile Phone:Weekend Phone:Business Email:Home Email:Edgar Van OmmenManaging Director of Operations49.89.9264/8000 or 49.89.9232/vanommensvo-Joint VentureARABELLAName:Title:Business Pho

57、ne:Home Phone:Mobile Phone:Business Email:Home Email:Thomas WillmsManaging Dthomas_willmst-online.deSheraton Tel AvivName:Title:Business Phone:Home Phone:Mobile Phone:Business Email:Mickey SchneiderGeneral Manager Sheraton Tel AD:6 | KEY DIVISION STAFF CONTACT INFORMATION 8/18/05 Highly confidential

58、 and proprietary. 2005 Starwood Hotels & Resorts Worldwide, Inc.D:6.3DIVISIONCRISIS TEAMJoint VentureMORIAHName:Title:Business Phone:Home Phone:Mobile Phone:Business Email:Home Email:Eli GonenPresident & CEO MEAME CRISIS RESPONSE CONFERENCE LINE 32 2 600 8074EAME CRISIS RESPONSE COMMAND CENT

59、ER 32 2 207 5394Fax 32 207 5395EAME GO-TEAM Satellite Phone 8816 214 41608TRAVEL SOLUTIONS TQ3 EMERGENCY 24HR 31 20 603 34344CORPORATE CRISIS RESPONSE CONFERENCE LINEToll-Free 888-782-7911Toll for international 719-234-7500Pass Code 3789658CORPORATE CRISIS RESPONSE COMMAND CENTER(Canada Room when ma

60、nned)Toll-free 866-500-1116Toll for international 914-640-4430Date last updated: 7/25/05Please note these lists are updated quarterly on StarwoodOne.D:7 | DIVISION AND CORPORATE CONTACTS 8/18/05 Highly confidential and proprietary. 2005 Starwood Hotels & Resorts Worldwide, Inc.D:7.1D:7| Division and Corporate CoordinatorsEAME DIVISIONName:Title:Business Phone:Home Phone:Mobile Phone:Spouse M