Brookfield Case

To achieve satisfactory results in such a sudden crisis, deployment of these people is critical part in the action plan. In case of hasty decision, we think assigment of roles and responsibilities depends on these people's position in the company and circumstances at the time.

Ric Clark, as we know in Exhibit 4, is the President and Chief Executive of Brookfield's US commerial operations. He is in charge of New York based affiliate, Brookfield Financial Properties. So, his decision and arrangement could play a vital role in the whole process of crisis resolution. The more important part is, he was at the scene and witnessed the whole process when tragedy happened. We think his responsibility is to develop action plan and make emergency dispatch in such a chaotic situation.

In the stage of resolving the crisis, speed is of the essence. All Ric Clark need to do is to make quick decision to prevent situation getting worse and greater losses. Fire and collapse will not wait. The first thing Ric Clark must do is to ensure employees and tenants' evacuation who was directly affected by the terrorist attacks. On this point, Ric Clark should work closely with Rlaph Blasi, making a evacuation route. The second priority contained in the action plan should be assessment of company's assets because in Exhibit 3 it states that New York properties represent 36% of Brookfield's portfolio. Also, it is necessary to develop a recoverary plan including a reconstruction of its estate, rebuilding reputation of its financial strength and repair relation with its investors and tenants.

Katherine Vyse,who is responsible for expanding Brookfield's investor relations program and developing new investor relations and corporate communications vehicles and programs, is key figure in maintaining Brookfield's reputation and repair relations with investors.

As we can infer from this crisis, a very possible outcome is people will generate intense fear for establishment of offices in the...