Corporate Interview Blueprint

SIMON MALLMANAGEMENT LOOKBOOK. SIMON INTERVIEW BLUEPRINT The Art of the Interview Experience

TABLEOFCONTENTS

Discover Simon

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Our Story

10 18 23 23 24 26 27 30 32 33 37 38 40 42 29

Our Platforms Our Initiatives Sustainability Development

Simon Venture Group / Simon Innovation Group

Our Values

The Interview

The Talent Acquisition Process

The Interview

Behavioral Interviewing Diversity Statement Legal Interview Guidelines

Basic Do’s and Don’ts Today’s Candidate

Selling Simon

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Simon Headquarters and Satellite Offices

48 54 46 58 60

Our Culture

Opportunities to Get Involved Professional Development

Did You Know

General Reminders

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Information accurate as of 8/1/16.

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Dear Colleague,

As a global leader in retail real estate and a Fortune 500 company, we realize that our success as a company is a direct result of the hard work and dedication of our employees. Your commitment to be the best—to deliver time and time again—is what sets us apart from our competitors and what makes our employees our greatest investment. To be the best of the best, it’s essential that we hire top-tier talent in all aspects of our organization. That’s why we actively seek out, advance and reward employees who embrace our commitment to quality and the highest standards of excellence in all we do. Perhaps the most important job any of us will ever have is to identify tomorrow’s thought leaders and decision makers. We realize that for many, the interview process can sometimes seem daunting and exhausting. We hope to redefine that experience for you with the help of this new Simon Interview Guide. Our goal is to provide you with the tools necessary to conduct a productive interview—one that leaves both you and the interviewee feeling confident and successful. Above all, we want you to have fun. Showcase our core values as you share your story. You are our greatest brand ambassadors and the voice of Simon. Together, we can help tomorrow’s leaders discover their potential as they discover Simon.

Sincerely,

John Rulli Chief Operating Officer, Malls Chief Administrative Officer

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CREATINGTHE SIMONEXPERIENCE

The goal of this Interview Blueprint is to deliver a guide for creating a great interview experience for you and our candidates by providing information about Simon, the interview process, and how to sell our company. Incorporate these suggestions into your candidate’s interview process to ensure every candidate leaves here wanting to join our company – and shop our malls!

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—The impression you make on the candidate during the selection process is an important factor in the candidate’s decision to accept or decline your offer of employment. In the talent acquisition world, this impression is usually referred to as the candidate experience.

—Make the experience personal, allowing them to get to know you as well as the company. Create connections where possible. —Be prepared to answer questions about Simon’s culture, innovation, accolades, what you like best. They will ask. This guide provides you with some of this material, but make it authentic. —Remember the candidate is interviewing us just as much as we are interviewing them. Be prepared to sell them on Simon. —Most importantly, always treat the candidate with respect. Research shows that candidates are very likely to spread the word about their experience. If it is a positive one, they will refer a friend, re-apply and even purchase products in the future. We want all candidates – regardless of our interest in them– to speak positively about their interview experience with us to their friends and family. —A poor experience has the potential to negatively impact our employment brand, talent pipeline and bottom line. Imagine the potential revenue loss to Simon’s bottom line if a candidate, who is also a shopper, has a poor candidate experience and no longer spends money at Simon properties.

—Familiarize yourself with all of the resources and tools included in this guide prior to conducting the interview.

—Make the candidate a priority while he/she is here.

—Be prepared for the interview – schedule time prior to the interview to review the candidate’s resume and prepare questions. Block off the 15 minutes prior to the interview so that you’re not rushing.

—Share the history of Simon. It’s a great story – know how to tell it.

— If it’s a candidate you have already spoken with, and we know we are interested, contact the candidate prior to the onsite interview to express your excitement in meeting him/her.

—Delegate a team member to take the candidate on a tour of the building or mall.

—Make the candidate feel welcome.

—Keep to the interview schedule. Be on time for your interview and encourage your interview team members to do the same.

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DISCOVER SIMON

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OURSTORY

A passion for real estate development led three brothers to form a small business in Indianapolis, Indiana, in 1960. That same year, led by founder Melvin Simon and his brothers Herb and Fred, Melvin Simon & Associates opened its first community center in Bloomington, Indiana. By 1965, they had developed the first enclosed malls in the state: Mounds Mall in Anderson and College Mall in Bloomington. As the company grew, so did its reputation. The Simon ® name became synonymous with fair dealing, honesty and integrity—a legacy that has lasted to this day. It wasn’t long before the brothers realized that to be the best in the business, they had to grow their portfolio. Owning the best malls in the best markets and building a portfolio of quality shopping centers would be critical to negotiating the best deals. Over the next several decades, the company entered into a robust growth phase and, by the 1980s, was opening an average of three centers a year. And not just any centers. As shoppers demanded more entertainment as well as great places to shop, Simon delivered. The brothers were pioneers in creating malls as experience destinations. Built around a theme park, Mall of America ® in Bloomington, Minnesota, was an example of their talent for dreaming big. In 1992, the company opened its first luxury center, The Forum Shops at Caesars Palace ® in Las Vegas, Nevada. With fountains that come to life and a sky that changes from day to night as shoppers walk along cobbled streets reminiscent of Rome, the center is the ultimate blend of retail and entertainment. It remains a phenomenon even today. In 1993, under the leadership of David Simon, Simon Property Group (NYSE:SPG) was formed with an initial public offering (IPO), becoming the largest real estate investment trust (REIT) IPO in U.S. history to date.

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By 1995, David Simon was named CEO, and in 1996, he oversaw the acquisition of DeBartolo Realty Corporation, the first ever public-to-public REIT merger. If the 1980s were defined by big building, the 1990s epitomized the era of big mergers. David’s vision was to create the best, most impressive retail real estate company in the world. He realized that in order to accomplish that dream, the company had to expand through strategic mergers and acquisitions, building an unrivaled portfolio of high quality retail real estate in the best markets and across multiple retail platforms. Armed with first-hand knowledge of mergers and acquisitions from his experience on Wall Street, coupled with his acute financial prowess, David would lead the company through unprecedented growth through the next two decades. In 1997, Simon acquired the Retail Property Trust portfolio, adding 10 upscale enclosed malls to the portfolio, including the prestigious Westchester located in White Plains, New York. A year later, the company acquired Corporate Property Investors, adding a portfolio of 23 malls, most notably the iconic Roosevelt Field ® in Long Island, New York, and Phipps Plaza and Lenox Square ® in Atlanta, Georgia. Upon completion of the merger, Simon was more than twice the size of its nearest competitor. Committed to more than just real estate, Simon has also demonstrated a commitment to the communities it serves. In 1998, Simon and the Simon family established the Simon Youth Foundation, ® a not-for-profit organization dedicated to providing educational and career development opportunities for young people nationwide. Now in its 16th year, the foundation has graduated 13,000 students and awarded more than $15 million in scholarships. In 1999, the company continued its pursuit of market dominance, acquiring 14 regional malls in the Boston and New England area, further solidifying its portfolio. Simon again made history in 2002, with a unique and unprecedented partnership, acquiring the retail assets of Rodamco North America, N.V. This added prestigious shopping centers such as The Galleria ® in Houston, Texas, and Copley Place in Boston, Massachusetts, to the portfolio. 2002 also marked a momentous milestone in the company’s history when Simon was named to the S&P 500 Index. In the next ten years, Simon continued its growth and expansion through several acquisitions and investments.

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In 2003, Simon increased its ownership in Kravco Investments, a Philadelphia-based owner of seven regional malls, including the world-renowned King of Prussia ® near Philadelphia, Pennsylvania. Simon realized that for the business to continue to grow, it wasn’t enough to just own the best malls in the best markets. Offering multiple retail real estate platforms would be the key to future growth. So in 2004, the company expanded its portfolio by purchasing Chelsea Property Group, adding 36 high-quality Premium Outlets ® centers to its portfolio. The company achieved another major milestone in 2006 with the opening of its brand-new Simon headquarters building in Indianapolis, Indiana. Simon continued to diversify its retail offerings by purchasing The Mills, ® a destination, entertainment-oriented shopping platform in 2007. The acquisition of Prime Outlets in 2010 added another 21 outlet centers to the Simon portfolio. 2012 marked the beginning of the company’s global expansion as Simon also owns approximately an 20.3% interest in Klépierre, a publicly traded French REIT with a portfolio of high-quality shopping centers in 16 countries in Continental Europe. Another major milestone in the company’s history took place in 2013, as Simon became the first REIT named to the S&P 100 Index. In 2016, Simon acquired The Shops at Crystals in Las Vegas, Nevada. The center is the largest collection of high-end fashion stores under one roof in the world. For more than 50 years, Simon has been a leader in the retail real estate industry. From its humble beginnings managing one strip center to today’s global portfolio of over 228 properties, one constant has remained: the desire to be the best. Passion. Integrity. A Commitment to Excellence. Entrepreneurial Spirit. Responsible Citizenship. Our core values are evident in every aspect of our business. We are proud of our history, we embrace new challenges each and every day and we look forward to the next 50 years.

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OURPLATFORMS

MALLS The Simon portfolio of malls features iconic, irreplaceable properties in great locations. Notable among them are The Forum Shops at Caesars Palace in Las Vegas, Nevada; The Galleria in Houston, Texas; King of Prussia in Philadelphia, Pennsylvania; Roosevelt Field in Long Island, New York; and Dadeland Mall in Miami, Florida. Four of the top five regional malls in the U.S. are Simon malls. Classic style, the hottest brands, entertainment and dining for the whole family. Have it all in one mall. SIMONPREMIUMOUTLETS ® Simon Premium Outlets, the outlet division of Simon, is the world’s largest collection of upscale outlet centers. Exceptional brands with extraordinary savings of 25%–65%. The mission at Simon Premium Outlets is to deliver value, fashion and experience to our customers every day. It’s shopping that’s always worth the trip. THEMILLS ® Entertainment, value-oriented Mills centers offer shopping options that range from full-price to value to name-brand retail in a family-friendly entertainment and dining environment. Fashion, food and fun for the family at knockout prices. This isn’t just shopping. This is The Mills.

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ALASKA (USA)

CANADA

UNITED STA

INTERNATIONALPORTFOLIO ®

MEXICO

HAWAII (USA)

Simon has an expansive international portfolio that includes 16 Simon Premium Outlets in Japan, Korea, Canada, Malaysia, and Mexico as well as seven Designer Outlets in Austria, Germany, Italy, the Netherlands, the United Kingdom, and Canada comprising over seven million square feet. Simon also owns a 20.3% interest in Klépierre, a publicly traded real estate company based in Paris with a portfolio of high-quality shopping centers in 16 countries in Continental Europe.

Simon Global Footprint

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More than 200 properties in the U.S. and more than 20 International Properties with several under construction in France, South Korea and Canada opening in 2017.

NORWAY

SWEDEN

UNITED KINGDOM

GERMANY

FRANCE

ITALY

SPAIN

PORTUGAL

ES

SOUTH KOREA

GREECE

JAPAN

PUERTO RICO (USA)

MALAYSIA

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FOCUSAREAS

Simon’s sustainability framework covers initiatives specified in terms of expected impact generated. Simon incorporates sustainable thinking into all areas of business from how we plan, develop and operate our properties, to how we do business with our customers, engage with our communities and create a productive and positive work environment for our employees.

Simon’s sustainability priorities focus on four key pillars:

Employees

Communities Create meaningful social and economic impact to sustain the communities that allow our business to flourish. We are committed to being a responsible corporate citizen and to building strong communities through development and engagement activities

Properties

Customers Continuously anticipate our customers’ changing needs and evaluate our portfolio to enhance the Simon experience - the place where people choose to shop and retailers want to be

Create a culture that attracts and retains the industry’s best employees through talent management, compensation and benefit programs

Strive for efficiency in operating our properties with innovative solutions that lower operational and maintenance costs, in addition to reducing the environmental footprint of our activities

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OUR INITATIVES

SUSTAINABILITY Simon has a longtime commitment to sustainability.

CDP:

—7 Time Recipient of Climate Disclosure leadership —Named on the Climate ‘A’ List for the 2nd Consecutive Year, 2014-2015 —Awarded ‘100A’, The Highest Score, 2015 GRESB: —Received GRESB Green Star Rating 2014 & 2015 —Recognized as North American Sector Leader in Retail for four consecutive years, 2010-2013

RECOGNITIONSANDACHIEVEMENTS:

-32%

13,000

355

ELECTRICITY CONSUMPTION

GRADUATES / ACADEMIES (Base: 1998)

EV CHARGING STATIONS OVER 90 PROPERTIES ACROSS THE U.S. (Base: 1998)

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OUR INITIATIVES

DEVELOPMENT, REDEVELOPMENT ANDEXPANSIONOPPORTUNITIES We have a project pipeline of $1 billion per annum through 2018 for new development projects, fully funded with annual free cash flow. New Development Recent New Developments: —2015 Openings: Gloucester Premium Outlets, ® Tampa Premium Outlets, ® Tucson Premium Outlets, ® and Vancouver Designer Outlet —2016 And Beyond: Brickell City Centre (Miami, Florida); The Shops at Clearfork (Ft. Worth, Texas); The Shops at Syosset Park (Long Island, New York); Clarksburg Premium Outlets, ® Norfolk Premium Outlets, ® Tanger Outlets - Columbus, and additional new Simon Premium Outlets under consideration. Redevelopment and Expansion Since 2010, Simon has spent over $400 million on renovations and mall enhancements. Our focus is on features that elevate the guest experience on a personal level, from upgrading the design aesthetic and ambience to providing comfortable seating, family restrooms, children’s play areas, wireless access and other technological advances. We have significant redevelopment and expansion projects underway at many of our iconic properties in the U.S. and abroad. Examples include The Galleria in Houston, Woodbury Common Premium Outlets ® in New York, The Shops at Riverside in New Jersey, and Sawgrass Mills ® in Florida.

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OUR INITIATIVES

INVESTMENT ECOSYSTEMS

Simon Venture Group Simon Venture Group (SVG) is the corporate venture capital arm of Simon created in 2014 and makes investments in retail technology, retail brands, and Internet of Things (IOT) / smart building technology. SVG’s mission is to innovate the future of retail for the benefit of our shoppers and retailers and improve the overall shopping experience from online to offline. Simon Venture Group invests $250K - $5M in early- stage to high-growth companies, and frequently co-invests alongside top-tier venture funds and investors. SVG is ranked as a top 5 corporate venture group focused on retail. In September 2014, SVG introduced Simon Launch, a retail startup competition aimed at discovering, investing in and accelerating the top startups in the retail industry.

Localized & Personalized Commerce

Data Analytics &Marketing

Smart City / Real Estate Tech

Recommerce & Experiential Retail

BRAND

Ecommerce to Brick (E2B) Brands

To learn more, go to: www.SimonVentureGroup.com

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OURVALUES

A Commitment to Excellence We seek out, advance and reward employees who embrace our commitment to quality and the highest standards of excellence in all we do, both individually and as a company. We are committed to delivering superior results for our customers, communities and shareholders. Entrepreneurial Spirit We embrace the creativity, flexibility, innovation and sense of ownership our founders instilled in our corporate culture, inspiring us to approach each day with passion and enthusiasm. Integrity We conduct our business with the highest standard of ethics. We act with honesty and integrity, not compromising the truth. Responsible Citizenship Our shopping centers are more than places to shop. We strive to make them a source of pride in the community. We are committed to being a responsible and contributing corporate citizen in every community in which we operate. We are environmentally conscious and dedicated to maintaining lasting, mutually beneficial relationships in all aspects of our business. Passion We are passionate about Simon Property Group—our history, our successes and our future. We show pride, enthusiasm and dedication to the company in everything we do.

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THE INTERVIEW

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THETALENT ACQUISITIONPROCESS -CORPORATE

STAGE 1: THE REQUISITION

STAGE 2: SOURCING TALENT

STAGE 3: THE INTERVIEW

—Hiring Manager identifies a need and notifies a member of the Talent Acquisition team. —Hiring Manager together with a member of the Talent Acquisition team enters the request into Talent Central for approval. —Vice President of Talent Acquisition receives request, assigns Recruitment Partner and sets approval path.

—Recruitment Partner and Hiring Manager conduct a Position Strategy Meeting to: Review position requirements. Discuss recruiting strategies. Discuss interview process. Discuss desired compensation range. —Recruitment Partner posts position on appropriate job boards. —Recruitment Partner reviews and identifies talent from: Internal Candidates. Employee Referrals. External Career Sites. Networking. Simon Career Site. —Recruitment Partner provides feedback to Hiring Manager on search progress and challenges . Tools and Resources (Located on Simon Policy & Procedures site) Employment Eligibility: HR 101 Employment of Relatives: HR 102 Job Posting: HR 108

—Recruitment Partner and Hiring Manager identify candidates of interest. —Recruitment Partner conducts initial phone interview. —Hiring Manager conducts additional phone interview, if desired. —Recruitment Partner discusses phone interview feedback with Hiring Manager. —Hiring Manager requests on-site interview for candidates of interest. Recruitment Partner reviews details of interview itinerary with Hiring Manager. Recruitment Partner sends meeting request to interviewers, including resume and interview schedule. Recruitment Partner communicates interview details to candidate. —Hiring Manager and interview team provide feedback to Recruitment Partner.

TYPE OF REQUISITION

APPROVALS REQUIRED

Replacement

Department Head, Compensation and VP of HR Department Head, Compensation, Director of Finance and VP of HR Division Head, Compensation and SVP of HR or CAO Department Head

New–Budgeted

New–Un-budgeted & Replacement upgrades Intern or Temporary

Tools and Resources (Located on Simon Policy & Procedures site) Employment Interview Guidelines: HR106

—Recruitment Partner and Hiring Manager are notified by Talent Central when requisition is fully approved. —Recruitment Partner contacts Hiring Manager to begin recruitment process. Tools and Resources (Located on Simon Policy & Procedures site) Request to Hire: HR 104 Recruitment Sources: HR 103 Recruitment & Selection Procedures: HR 105

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STAGE 4: HIRING

STAGE 5: FIRST DAY AND FOLLOW UP

—Hiring Manager recommends a candidate for hire. —Recruitment Partner conducts background and reference checks. —Recruitment Partner works with Hiring Manager on an offer recommendation. —Recruitment Partner submits offer via Talent Central to Vice President of Talent Acquisition for approval. —Recruitment Partner contacts candidate via phone to make offer. —Recruitment Partner sends offer and benefits information to candidate. —Recruitment Partner receives offer acceptance from candidate and sends candidate link to the New Hire Portal where candidate will complete the New Hire paperwork. —Recruitment Partner informs Hiring Manager of offer acceptance and start date. —Recruitment Partner closes requisition in Talent Central. —Recruitment Partner completes New Hire PAN and sends New Hire Announcement to appropriate members of HR, Corporate Ops and IT. — If candidate is a Leasing candidate, Recruitment Partner will contact Lease Training partners to alert them of the New Hire and the need for a training schedule. Hiring Manager is responsible for booking New Hire travel for first day of employment if candidate is not located in Indianapolis. —Hiring Manager submits ISRF request to IT for New Hire technology set up.

—New Hire reports to orientation at 8:45 am on first day of employment. —Human Resources conducts New Hire Orientation. —Talent Acquisition team distributes candidate experience survey during New Hire Orientation. —Human Resources contacts Hiring Manager when orientation is complete.

Tools and Resources (Located on Simon Policy & Procedures site) Employee Orientation: HR 110

Tools and Resources (Located on Simon Policy & Procedures site)Employment Offers: HR 107

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THE INTERVIEW

Before the Interview —Review the candidate’s resume. —Review the job description. —Formulate behavioral-based interview questions. —Silence your phone, clear your desk and make sure you will have uninterrupted time. During the Interview: —Start by giving the candidate an overview of the interview format. —Be welcoming and friendly. —Develop a rapport. Put the candidate at ease. —Express appreciation for the person’s time and interest. —Remember the 80/20 rule (listen 80%/talk 20%). —Take good notes. (Please do not write on the candidate’s resume.) —Do your best to keep to the interview schedule. Use your interview time wisely. Typical Interview Structure:

Past Situations (40 minutes)

Closing (2 minutes)

Introduction (2 minutes)

Background Review (5-10 minutes)

After the Interview —Communicate next steps to the candidate. —Give feedback to your Talent Acquisition Partner within 24 hours. —Be prepared to make a hiring decision. The best candidates will not stay on the market for long. —Partner with the Talent Acquisition team for background checks and references.

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BEHAVIORAL INTERVIEWING

What is behavioral interviewing? Both research and common experience tell us that the best predictor of how people will behave in the future is how they have behaved in the past. Behavioral interviewing, by getting candidates to focus on key events from the past, helps us get a good picture of their capabilities. Why use behavioral interviewing? —Validity is high. It has a proven track record for predicting future performance. —Reliability is high. It allows consistency among different interviewers and over time. — It’s a systematic approach that ensures a consistent candidate experience. — It reduces subjectivity. — It improves the quality of time spent interviewing. — It focuses on specific accomplishments and results. — It’s legally defensible. Behavioral interviewing is the next best thing to direct observation. It pushes candidates to recall in detail what they did and said in key situations as if they were reliving them.

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BEHAVIORAL INTERVIEWING

Theoretical questions vs. behavioral questions The heart of the behavioral interviewing technique is getting candidates to tell you about specific situations where they dealt with challenges similar to the types of situations and challenges they would deal with at Simon. Behavioral interviewing is effective because it focuses on behavioral- based questions instead of theoretical questions. In the absence of this interview approach, we hire candidates that we like versus candidates who will thrive and perform best in the role. Example: “What would you do if you have a performance problem with an employee?” The above question is theoretical. Theoretical questions are appropriate when you really want to assess candidates’ textbook knowledge or philosophy. However, these types of questions are easy to rehearse and often lead to false positives. It’s important to remember that just because candidates know they ought to behave in a certain way or believe in a certain philosophy doesn’t necessarily mean they will behave as such. A better way to ask this question would be: “Tell me about a time you had an employee with a performance problem. What did you do?” Asking the question in this manner will give you a true picture of how your candidates actually handled a situation instead of how they think they would handle a situation.

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BEHAVIORAL INTERVIEWING

Below are examples of behavioral interviewing questions for specific competencies. Please work with your Talent Acquisition Partner to determine which competencies most apply to your opening.

Sample Behavioral Interviewing Questions

Competency Assessed

Question

“Give me an example of a work experience where you faced competing demands or tight deadlines.” “Describe a time when you challenged someone in a position of authority.”

Drive for Results

Managerial Courage

“Tell me about a time you were part of a group charged with investigating a tough issue.”

Intellectual Horsepower

“Give me an example of when you had to use logic to solve a problem.”

Problem Solving

“Tell me about a time you exceeded your customer’s expectations.”

Customer Focus

“Tell me about a time you had difficulty getting two people or groups to agree.”

Conflict Management

“Describe a time when you served as a mediator between two peers.”

Peer Relationships

“Tell me about a time when you were uncomfortable with disclosing sensitive information that you were asked about.”

Integrity and Trust

“Tell me about a time when you facilitated a brainstorming session.”

Innovation

“Tell me about a time when someone asked you to try something completely new to you.”

Dealing with Ambiguity

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BEHAVIORAL INTERVIEWING

Evaluating Answers To help evaluate answers, we use the STAR method. The STAR method is a mnemonic device to help make sure that candidates’ answers are thorough. You will want to make sure the answer to each behavioral-based question contains a specific situation, action and result. S/T: The Situation or Task—What was the specific situation or task in the past? A: Action—What exactly did they do to address the situation? R: Result—What was accomplished? What did they learn? What would they do differently? Don’t worry. Most people will not give you all of this information with one question. You will need to ask probing questions to get a complete answer. One behavioral interviewing question could require several follow-up questions. Examples of follow-up questions: —Take me back to the beginning of the situation. How did it start? —What was going through your mind at the time? —What was your reaction? —What did you do? What did you say? —How did it all turn out? —What obstacles did you face? When you listen to their answers, it is important to assess and evaluate what they are telling you and if it is applicable to the types of behaviors you are looking for in the role. Listen for: —Preferred functional competencies. —Specific behaviors and demonstrated results. —Logical judgment and thought process. —Honesty and sincerity.

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DIVERSITY STATEMENT

At Simon, we are committed to building a diverse workforce and promoting a culture of inclusiveness. We believe that a diversity of background, experience and thinking among our employees contributes to our ability to create value for our shareholders, our clients and the consumers and communities we serve through our retail real estate properties.

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LEGAL INTERVIEW GUIDELINES

The law and Simon policies prohibit discrimination or making job-related decisions about a candidate on the categories listed below. AGE Any question that is age-biased or suggests a candidate’s age is unlawful. Questions such as “When were you born?” or “ When did you graduate?” or “Are you a Baby Boomer?” are not permissible. RACE There are no job-related considerations that would justify asking an applicant a question based on race. GENDER There are no appropriate questions based on an applicant’s gender during the interview process. Gender cannot be used as a factor for determining whether a candidate will be successful or satisfied in a particular job. RELIGION There are no job-related considerations that would justify asking about religious convictions. Except in cases where undue hardship can be proven, employers must make “reasonable accommodation” for the religious practices of a candidate.

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CITIZENSHIP You may not ask candidates if they are a citizen or where they were born. Your Recruitment Partner and our application process will determine if the candidate is eligible to work in the United States. DISABILITY You may not ask whether or not the applicant has a particular disability. You may only ask whether or not the applicant can perform the duties of the job in question. MARITAL/FAMILY STATUS Questions about marital status, number and age of children, pregnancy, childcare arrangements or number of household members are not appropriate to ask during an interview. SEXUAL ORIENTATION There are no permissible questions regarding an applicant’s sexual orientation. CONVICTIONS/ARRESTS There are no appropriate questions relating to arrests or convictions during an interview. Our hiring process includes a background check. Your Recruitment Partner will partner with our legal team to determine if a candidate is able to be hired.

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BASICDO’SANDDON’TS OF INTERVIEWQUESTIONS

A general rule to follow is: If a question cannot genuinely be posed to every candidate, it is ill-advised. All questions related to these categories should be posed consistently to all candidates for the specific job in question. Any questions you ask, notes you take, and discussions you have regarding the candidate must be based solely on job-related information and requirements. If you are unsure whether to ask a question, please contact your HR Representative for guidance. As a reminder, your Recruiting Partner, our application process, and our background check will determine if the candidate is: —Legally of age to work at Simon —Able to legally work in the United States —Free of job-related convictions that would prevent the candidate from being hired —Able to provide references from previous employers

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ITEM

AVOID

PERMISSIBLE

Address

Inquiries as to whether candidate rents or owns their residence or inquiries into foreign addresses that would indicate national origin.

Inquiry into place and length of current address and previous address.

Whether candidate meets minimum or maximum age requirement that is a bona fide occupational qualification.

Age

Age, date of birth, date of high school or college graduation.

None

Alcohol or Drug Use

Whether candidate is an alcoholic or has been addicted to drugs in the past.

None

Arrest Record

Inquiries about arrests.

Citizenship

Whether candidate is a U.S. citizen.

Whether candidate is legally eligible to work in the U.S.

None

Credit Rating

Any questions concerning credit rating, charge accounts, past assets or liabilities.

How candidate would perform the job and whether the candidate could perform the job with or without accommodation.

Disabilities

Questions designed to elicit information about a disability.

Height or weight requirements necessary for the job.

Height or Weight Requirements

Height or weight requirements not related to job.

Questions about whether candidate can meet work schedule.

Marital and Family Status

Questions about marital status, childcare, number of children, or pregnancy. Lineage, ancestry, descent, native language, birthplace, and national origin of spouse or parents. Inquiries about candidate’s race, color of skin, eyes, or hair, or any inquiries indirectly indicating race. Any inquiries about religious preference or affiliation, or inquiries that may indicate or identify religious denomination or customs. Candidate’s gender, where gender is not a bona fide occupational qualification.

Whether candidate is legally eligible to work in the U.S. and can communicate well enough to perform the job’s essential functions.

National Origin

Race or Color

None

Whether candidate can meet the work schedule with reasonable accommodation, if necessary.

Religion

None—As gender is not a bona fide occupational qualification at Simon.

Gender

If the applicant has reliable transportation.

Transportation

Any inquiry into what type of transportation the candidate plans to use (i.e. bus, bicycle, etc.)

Inquiry into willingness to work required schedule.

Any inquiry intowillingness towork particular religious holidays is not okay.

Work Schedule

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WHATTOEXPECTFROM TODAY’SCANDIDATE

The current workforce is rapidly changing. What is acceptable now may be different from what was acceptable in the past and is continuing to evolve. For example, it is becoming more commonplace to change jobs more frequently or follow up from an interview with an email versus a hand written note. Following, you will find information about some workplace characteristics of the different generations as well as statistics on the ever changing workforce. We hope you will find this information helpful in evaluating candidate behavior and expectations throughout the interview process.

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WORKPLACE CHARACTERISTICS

Generation X Born 1965-1980 AKA: Post-Boomers, Gen-Xers, Baby Busters 60 Million Americans

Millennials Born 1981-2000 AKA: Generation Y, Digital Natives 76 Million Americans

Baby Boomers Born 1946-1964 AKA: Boomers, Vietnam Generation 80 Million Americans

Who

What’s next Multitasking Entrepreneurial Tolerant Goal oriented

Workaholics Work efficiently Personal Fulfillment Desire quality Question Authority

Eliminate tasks Self-reliance Want structure and direction Skeptical

Work Ethic and Values

Work is …

An exciting adventure

A difficult challenge

A means to an end

Consensual Collegial

Everyone is the same Challenge others

Leadership style

TBD

Team player Loves to have meetings

Interactive style

Entrepreneur

Participative

Email Voicemail

Direct Immediate

Communications

In person

Do not appreciate it Money Title recognition

Meaningful work Want feedback at a touch of a button

Freedom is the best reward Asks for feedback

Feedback and rewards

Do it your way Forget the rules

You are valued You are needed

You will work with other bright, creative people.

Messages that motivate

No balance Work to live

Work/Life Balance

Balance

Balance

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WHAT DOES THIS MEAN FOR YOU DURING THE INTERVIEW?

—Currently, candidates who were born between 1980 and 1997, commonly referred to as “millennials”, account for about one-third of employees in the U.S. This age group is comprised of about 25% of the U.S. population, which is larger than any other generation. By 2020, this age group is projected to be nearly half of the U.S. workplace and by 2025, they will become 75% of the global workforce. —Today’s candidates are tech savvy. The online experience is important to them. They are also more apt to send a follow up or thank you via email as opposed to handwritten. This is okay! —They do their research. They will look at blogs, Glassdoor, and social media sites to get information on the company. They may consult up to 15 resources to research employers, which speaks to the importance of developing a strong employment brand. Take a moment to do your own research, what is our reputation online? Be prepared to answer any questions! —They will be prepared with questions. They may ask you about the company culture, about what you love about working at Simon, about company initiatives, career development opportunities, etc. Be prepared with answers.

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—The Employer Brand and reputation is important to candidates. According to a 2014 CareerBuilder report, only 9% of respondents said that Employer Brand was not important in their decision to apply for a job. 46% indicated it was very important and 45% indicated it was somewhat important. Additionally, the 2 key components of Employment Brand that make a company attractive are 1) reputation for treating employees well and 2) company culture. —Work-life balance is important to them…and they will likely ask about it. But work-life balance for them doesn’t necessarily mean the number of hours. What they want is flexibility with their time and a friendly work environment. Work life balance for them also means enjoying time spent with colleagues at work as well as after hours. —They are very social…and are very vocal in sharing their job search/interview experience with family and friends. According to a CareerBuilder study, 92% of millennials discuss their job search experience with others, both in-person and through social media. What will they say about your interview? —They change jobs more often. The average length of time they stay in one job is 3 years. The digital age shift has made “job-hopping” the rule rather than the exception. We should be more forgiving of those who change jobs more often than the more tenured generation. —Approximately 80% of candidates are either actively searching for new jobs or are open to new opportunities. This means we have competition. They are likely talking to several companies and are looking for US to sell THEM on why Simon is the best choice. Be prepared to do this!

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SELLING SIMON

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SIMON HEADQUARTERS

Indianapolis is the nation’s eleventh-largest city, the capital of Indiana and one of the country’s most livable big cities. Known for its Hoosier hospitality, friendliness, sense of community and small-town values, Indianapolis is a great place to live and work. Downtown Living Downtown Indianapolis is rated the #3 downtown in the nation by livability.com. Since 1990, more than $12.4 billion has been invested in the downtown area. Currently, more than 60 projects worth $1.4 billion of investment are in the pipeline to be completed by 2017. Cosmopolitan on the Canal, The Maxwell, Nine on the Canal, CityWay and Axis are all downtown residential opportunities within walking distance of Simon headquarters. Professional Sports Enjoy Indianapolis Colts professional football, Indiana Pacers basketball and Indianapolis Indians baseball at their downtown venues. Indianapolis also hosts professional soccer and hockey teams. Parks &Open Space The White River State Park and Canal District are within walking distance of Simon. You will find many Simon employees walking or running along the Canal and Cultural Trail during lunch. Arts & Culture The Indiana Repertory Theatre, Murat Theatre, Indiana State Museum, Indianapolis Zoo, The Children’s Museum, Eitlejorg Museum and NCAA Hall of Fame are all in the downtown area. Mass Ave features extraordinary restaurants, eclectic shops and vibrant night life.

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SIMON HEADQUARTERS

Entertainment Downtown Indianapolis is also home to The Lawn at White River, which hosts a variety of concerts and performing arts. The Palladium is a three-venue, world-class performing arts center located in Carmel, and Klipsch Music Center in Noblesville is the largest outdoor music venue in Indiana with a seating capacity of 24,000. Clowes Memorial Hall on the campus of Butler University also offers a wide range of lectures, concerts and national touring companies. History Monument Circle is located at the center of downtown and has come to symbolize the city of Indianapolis and the state of Indiana. There are numerous historical monuments throughout the downtown area. Indianapolis is second only to Washington, D.C. in the number of war memorials. Community The suburbs of Indianapolis, including Carmel, Westfield and Noblesville, have been recognized as some of the best places to live in the country. Some of the more trendy areas of Indianapolis include the Carmel Arts & Design District, Broad Ripple Village, Fountain Square, and the Mass Ave Arts District.

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SIMON HEADQUARTERS

Simon Tower Amenities Home Office employees who work in the main headquarters building can benefit from additional perks and amenities: Club Simon, on-site fitness center, paid parking, on-site restaurant, outside terrace, in-house pilates and yoga classes, sick room and mother’s room on-site, ATM, and discounted dry cleaning. Indianapolis Fun Facts — Indianapolis is home to the world’s largest children’s museum in both square footage and number of artifacts. — Forbes ranks Indianapolis as one of America’s Top 25 Best Shopping cities with 18 different shopping centers and 5,955 retail locations. — Indianapolis is second only to Washington, D.C. in its number of monuments and memorials (33). — Indianapolis boasts the first international airport designed and built after 9/11, rated number one in security by travelers in a J.D. Power & Associates poll. — Indianapolis is home to the two largest single-day sporting events in the world, the Indianapolis 500 and the Brickyard 400. —Elvis performed his last concert in downtown Indianapolis in June 1977. —The Indianapolis Motor Speedway track is home to the Indianapolis 500 and is so large that Churchill Downs, Yankee Stadium, the Rose Bowl, Vatican City and Rome’s Colosseum can all fit inside the iconic oval, which covers 253 acres. —Lucas Oil Stadium, host venue for the Super Bowl in 2012, has the NFL’s first-of-its-kind retractable roof—it takes eight minutes to open. —More than 150 parks and seven trails are found in Indianapolis, including the eight-mile Indianapolis Cultural Trail, a world-class urban bike and pedestrian path that connects neighborhoods, cultural districts and entertainment amenities. It serves as the downtown hub for central Indiana’s vast greenway system, and The New York Times listed it among the “52 Places to Go in 2014.” There’s also the 10-mile Monon Trail, popular for providing residents a chance to escape to the great outdoors and take a break from the pace of city life. — In 2012, CNN ranked Indianapolis third among the “10 Most Affordable Cities for Homebuying.” The city is the largest metro area of the ten.

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SATELLITEOFFICE LOCATIONS

New York Our New York Office is located at 399 Park Avenue in the heart of prime Manhattan real estate. The employee population in the New York office is comprised of the following departments: Executive Services, Simon Premium Outlets ® Real Estate, Simon Premium Outlets Leasing, Leasing (Regional Malls), Simon Venture Group, Creative Services, Brand Management, Corporate Operations, and IT. Simon Premium Outlets Simon Premium Outlets Home Office is located in Morristown, New Jersey, a state-designated “regional center” and historic area in northern New Jersey. The employee population at Simon Premium Outlets is comprised of the following departments: Executive, Leasing, Real Estate/Development, Legal, Marketing, Operations, Tenant Coordination, Legal Leasing, Lease Services, Human Resources, and Business Development (SBV). The Mills The Mills is headquartered in Bethesda, Maryland, just northwest of Washington, D.C. and known as one of the most educated areas in the U.S. The employee population at The Mills is comprised of the following departments: Leasing, Legal Leasing, Lease Services, Property Management, Development, Tenant Coordination, Construction, and Treasury.

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Philadelphia 640 Freedom Business Center, Suite 110 King of Prussia, PA 19406 Leasing, Tenant Coordination, Legal Leasing, IT

West Coast 21712 Hawthorne Boulevard, Suite, 265 Torrance, CA 90503 Leasing, Tenant Coordination, Construction, Development Youngstown 7401 Market Street Youngstown, OH 44512 Leasing, SBV - Business Development, Executive Services Boston 3 Copley Place, Suite 3402 Boston, MA 02116 Tenant Coordination, Development, Construction, Leasing

Dallas 545 East John Carpenter Freeway, Suite 1000 Irving, TX 75062 Leasing, SBV

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OUR CULTURE

Today’s candidates are increasingly interested in the culture of a company they are considering, and they will often ask about the Simon culture in their interviews. We encourage you to be prepared with a genuine response that reflects your experience. Below are statements made by our employees about the Simon culture. You will notice that while each response is unique, there are common themes that relate back to our Core Values of: Commitment to Excellence, Entrepreneurial Spirit, Integrity, Responsible Citizenship, and Passion. These may inspire you to develop your own testimonial about Simon’s culture.

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Testimonials: “Every day, I am surrounded by eager and bright coworkers who are constantly pushing the envelope.” “We thrive in a performance-driven culture solidified by strong leadership, attention to detail, and a collaborative pursuit of excellence.” “Simon is an entrepreneurial culture where you are encouraged to dare something new and ‘break some glass.’"

“It is truly an energetic and dynamic work environment each day I walk into my mall.”

“Simon's culture is driven by an obsession with excellence, integrity, innovation and an entrepreneurial spirit that recognizes and rewards vision and hard work.” “Simon is a financially-diligent and results-orientated organization that holds itself to the highest of standards.”

“Our culture is one that embraces an entrepreneur spirit by creating a dynamic environment that supports and fosters innovation.”

“Simon’s culture is one of integrity, conducting business to the highest standards.”

“Simon culture focuses on being a responsible citizen through the development of thousands of community outreach programs, Simon Youth Foundation and sustainability.” “Everyone at Simon shares a common goal of offering world-class shopping destinations for our customers.“

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OPPORTUNITIES TOGET INVOLVED

Simon Employee Association We provide our employees with a variety of recreational and educational activities through the Simon Employee Association (SEA). SEA is a volunteer, not-for-profit committee that is subsidized through Simon Property Group. It was created in 1982 to enhance the experience of our employees and has been actively providing engagement opportunities for over 30 years. The SEA committee is comprised of several subcommittees that are tasked with planning events and activities for employee participation. These include the company picnic, mix-n-mingles, the Corporate Challenge, seminars, volunteerism and sporting and special events. Some of the most popular SEA-sponsored programs include: —SEA seminars that provide information and education to employees in a one-hour, lunch-n-learn format with a goal of improving and enhancing employees’ personal and working experiences. Seminar topics include health awareness, financial planning, homebuyer education, animal care, cultural events and various community volunteer opportunities. —SEA sporting events that not only offer an opportunity for Simon employees to meet coworkers and interact with each other through sports activities but also promote a healthy, active lifestyle. Weekly activities for employees include Monday pick-up basketball at Banker’s Life Fieldhouse, a spring/summer/fall softball league at the Midwest Sports Park, euchre tournaments, snow skiing trips and bowling events. —Annual Employee Appreciation Day hosted by SEA, where lunch is provided to employees as a thank you for their hard work and loyalty. —Discounts to local venues such as AMC and Regal Cinemas, Paramount Kings Island, Newport Aquarium and the Indiana State Fair.

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