RUNNING

HEAD: Disney Parks U.S. Crisis Communication Plan

Kelly OBrien
Miranda Pietschman
Miranda Puskar
Nicole Weishaar

Written 4/16/15

Disney Parks U.S. Crisis Communication Plan

Table of Contents
Part One...3
Introduction..4
Mission and Purpose4
Vulnerability Analysis.5
Likely...5
Unlikely....6
Crisis Management Team7
Role summaries7
Key Publics and Stakeholders..8-9
Crisis Preparation and Prevention Plan..10
Media Audit..11-12
General Social Media Strategy..13
Third Party Supporters/Credible Experts...14
Immediate Response Checklist..15
Communications Channels16
Key Messages17
Press Release Template18-19
Organizational Backgrounder...20-21
Media Log Sheet...22-23
Crisis Team Contact Sheet.24
Testing/Evaluation of Crisis Plan..25
Part Two.26
Crisis Response Strategy27
Key Messages and Talking Points.28
Social Media Strategy29
Initial Press Release..30-31
Appendix32

Disney Parks U.S. Crisis Communication Plan

PART I

Disney Parks U.S. Crisis Communication Plan

INTRODUCTION
United States Disney Parks Crisis Management Plan is to act as a resource for
procedures to follow in the face of crises. The first step to dealing with a crisis is making
sure it is identified correctly. W. Timothy Coombs 2015 defines a crisis as the
perception of an unpredictable event that threatens important expectancies of
stakeholders and can seriously impact an organization's performance and generate
negative outcomes (p. 3)1
The US Disney Parks Crisis Management Plan is a crucial resource when dealing
with a crisis and how to handle any aftermath. The Crisis Management Plan will help us
continue to be one of the worlds leading providers of family travel and leisure
experiences.
The most crucial thing to remember in a crisis is there must be good
communication internally and externally. The crisis communication team has created this
plan for that purpose, so that our organization is efficient and effective in handling any
crises.

Mission:
United States Disney Parks Crisis Communication Teams mission is to
administer a complete and effective crisis management plan as well as help execute the
plan in the event of a crisis. We will work to communicate properly with our stakeholders
internally and externally, and we will be transparent while providing correct information
in a timely manner. We look to help the organization carry on their promotion of a safe
and secure environment for all guests.

Coombs, W.T. (2015) Ongoing crisis communication: responding. (4 ed., p. 3).

Disney Parks U.S. Crisis Communication Plan

VULNERABILITY ANALYSIS OF POSSIBLE CRISES (LxOIxSI=CT)

Vulnerability analyses consist of both likely and unlikely crises an organization might
face. The crisis threat (CT) of each category is calculated by multiplying the likelihood of
the crisis by the operational impact of the crisis by the stakeholder impact of the crisis.
This analysis is essential in preparing an organization for the majority of possible crises it
might face. Those with a higher crisis threat are crises that need to be more specifically
planned for, although all crises should be taken into account for any organizations
operations.
I. Likely Crises:

Technological crises (9 x 9 x 9=729)

o Computer systems hacking
Stealing visitors credit card information when cards are used in
the park
o Ride malfunction/accidents
Ride breaks/stops while operating
Someone injured by ride
Death of attendant or worker when operating ride
Fire/explosion
Malevolence (6 x 8 x 7=336)
o Intentional poisoning/food tampering
o Child kidnapping
Organizational misdeeds (6 x 8 x 8=384)
o Failure to keep up with food sanitation codes
o Abuse of animals that stay on Disney properties
o Employees forging ride inspection sheets
o Money laundering
o Misuse of criminal background checks in hiring process
Rumors (7 x 8 x 7=392)
o Child molestation
o Sexual harassment
o Abusing animals that stay on Disney property
o Harming the environment
Challenges (10 x 4 x 7=280)
o Activist groups protest in regards to rumors listed above
o Gay Days annual party protests by groups like Florida Family
Association
Workplace violence (6 x 9 x 10=540)
o Employees lash out against park/management/coworkers and take visitors
hostage or cause physical harm to visitors
Unexpected loss of key leadership (7 x 4 x 6=168)
o Disney is a large company, meaning turnover happens frequently;
therefore it wouldnt be unexpected to lose a key leader

Disney Parks U.S. Crisis Communication Plan

II. Unlikely Crises:

Natural disaster (5 x 5 x 4=100)

o Earthquake-California
o Hurricane-Florida
Technological crises (2 x 8 x 5=80)
o Malfunctioning hotel operation systems
o Power failure
Man-made disaster (4 x 10 x 10=400)
o Terrorist attack
o Physical altercations between two guests

Disney Parks U.S. Crisis Communication Plan

CRISIS MANAGEMENT TEAM

President Miranda Pietschman
In the event of a crisis, the president of the crisis management team will assemble the
team and serve as the spokesperson. The president will work closely with public relations
to confirm that the organization will be represented accurately and give the media all
relevant information. As spokesperson, the president will speak directly with the media
and present them with the details of the crisis. This person will be in charge of overseeing
the efforts of the other crisis team members, ensuring the crisis is being resolved in a
clear and timely manner.
Public Relations Nicole Weishaar
To protect the reputation of Disney Parks U.S. in a crisis, public relations will work to
keep relationships with media and stakeholders intact. They will create content, including
press releases and blogs on the website, to ensure that all information concerning the
crisis is accurate. Social media updates will also be created to update the stakeholders in
real time with quick, clear information on how the organization is handling the crisis.
Engineering and Safety Kelly OBrien
The engineering and safety member of the team will be in charge of relaying ride
information to the team and overseeing the maintenance of rides and park operations.
This member is responsible for examining the condition of the rides daily and confirming
they match the companys safety standards for guests to ride. Also they manage the
safety procedures park employees and guests follow in the event of a crisis.
Legal Advisor Miranda Puskar
The legal advisor for the team will provide any clarification the crisis team or
organization needs on a particular component of the crisis. They will enlighten the team
on what they are able to share with the public at any given time during the crisis. If any
Disney Parks employee is involved in the crisis, they will provide guidance and advice to
that employee.

Disney Parks U.S. Crisis Communication Plan

KEY PUBLICS / STAKEHOLDERS AND THEMES

Guests
Theme: Safety, Comfort, and Reassurance

Address the length of the offsetwill the park be closed for an

extended time? Will certain rides be undergoing maintenance for a
while? Will park hotels be closed? If so, for how long?
Address safety concerns. Is the park safe for families after this
incident?
Address refunds. If the park is closed for a day, or if hotels have to
shut down, guests will be concerned about the money they spent on
the trip.
Reassure guests of Disneys clean reputation as a family fun
destination. Ensure them that their feedback on customer service is
necessary.
Send emails to guests who are staying on the park grounds through
the emails they give during booking.

Investors
Theme: Financial

Send out newsletters to investors of Disney Parks U.S., notifying

them of the crisis. Reassure them that the crisis is being handled to
the highest degree.
Discuss long-term effects of this crisis on business continuity.
Discuss all plans to continue business operations during and after
the crisis.
Reassure them that their investments are being protected, and will
continue to be protected in the coming quarters.
Detail plans to cooperate with investors and full disclose financial
statements in the coming quarters.

Employees
Theme: Job Security

Hold daily/weekly meetings to inform the employees of any

changes in the crisis. Send out daily/weekly notices to those
employees who dont attend meetings.
Detail what effect this crisis will have on employees. They are
concerned with job security during a crisis, so questions to address
are: will there be lay-offs? Will hours be cut? Will new employees
be hired to help take this problem on?
If the park is to close, certain areas are to be nonoperational, or

Disney Parks U.S. Crisis Communication Plan

departments eliminated, will employees be relocated? If so, where,

when and for how long? Will employees be paid extra for
relocating? Will they continue to have a job once the park/area
opens again?
Vendors that work out of Disney Parks U.S.
Theme: Loss of Revenue

Newsletters will be sent out to all of the vendors that work out of
Disney Parks alerting them that a crisis has taken place and that the
situation is being taken care of.
Address losses. If losses are expected, make them known to the
vendors.
Will there be a disruption in the supply chain? If so, what is the
expected extent of disruption and estimated time span of
disruption?

Sponsors of Disney Parks U.S.

Theme: Reputation

Sponsors are very important to any organization, so they must be

informed of whats happening.
Reassure sponsors that Disney is handling the crisis and plans to
protect sponsor reputations at all costs. Reassure that Disney will
not let their problem be attributed to any other organizations
associated with Disney.
Reassure them that their sponsorship is cherished by Disney Parks.

Local businesses around Disney Parks U.S.

Theme: Loss of Revenue

Send press releases to local media detailing the crisis so that local
businesses are in the loop.
Directly work with local businesses to address their concerns
regarding loss of revenue.
If there will be anticipated shut downs, inform local businesses of
when and how long they are expected to be.
Reassure businesses that if they do lose significant revenue, Disney
will take part in promotion of the local businesses in parks once
they reopen as a way to make up for lost funds.
Reassure local businesses that maintaining good relations with
them is one of Disneys number one priorities.

Disney Parks U.S. Crisis Communication Plan

10

PLAN FOR CRISIS PREPARATION AND PREVENTION

Preparation: Preparation begins by forming a Crisis Management/Preparation Team. This

team needs to be aware of the roles each team member will play individually during a
crisis. Then a crisis communication center needs to be designated. Ideally, this should be
a separate area of the US Disney Parks designated for crisis management. Ideally, they
should be fully stocked with equipment the crisis team may need (such as computers,
maps of the parks, police radios, press kits and more). Multiple crisis centers need to be
designated so that there are backups in case the team is unable to access one at one park,
thereby assuring another team at the second park can access theirs. Preparation includes
assessing all possible crisis types (i.e., malevolence, organizational misdeeds, challenges,
rumors, workplace violence) that can occur and calculating their impact. (This is
calculated by multiplying the likelihood of the crisis x its operational impact x its
stakeholder impact). Finally, the team should create a crisis management plan specific to
Disney Parks U.S. This plan outlines how the team should deal in the face of a crisis. It
includes contact information, press release outlines, media lists, strategies, key messages
and more. In preparing the team to utilize the plan in case of an actual crisis, they should
develop a simulation of a fake crisis about every six months. The team should meet in the
crisis communication center and go through the steps of the crisis communication plan
for each simulation crisis. This gives the team the knowledge they need to be prepared in
the face of a real crisis.

Prevention: Environmental scanning must be done routinely for Disney Parks to avoid a
crisis. The team must scan all news sources, social media sites, blogs, newspapers,
magazines, and all other forms of mass communication in an effort to prevent a crisis
before it develops. Environmental scanning means checking these sources and the
surrounding business environment for trends, issues, legislation changes, economic
changes, and more. The same goes for issues management, because even though these are
typically on-going problems, they must still be addressed due to the fact that they can
develop into crises later on. Scanning the environment to detect important happenings,
i.e., lobbying, is important to prevent these issues from developing into crises.
Organizations must also work with their advocacy groups on resolving these issues
together. Another form of crisis prevention is corporate social responsibility (CSR).
Disney Parks must engage in making an impact on society through CSR. This generally
falls in the form of philanthropic efforts in the community. An organizations reputation
is built off of what its publics think of them from their actions, not their words.
Therefore, CSR is an action to help build reputation in the eyes of publics. This
reputation then becomes insulation during times of crises. Disney Parks reputation is
invaluable; therefore it must be proactively up kept in an effort to prevent crises from
tarnishing it.

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Disney Parks U.S. Crisis Communication Plan

MEDIA AUDIT
In the event of a crisis, the following traditional and social media outlets will cover the
story:

Traditional Media
o Major Newspapers
Newspapers that are near Disney Parks U.S.
o Radio News broadcasts
o Radio Talk Shows
o Talk shows
o Consumer Magazines
o Local News broadcasts

Social Media
o Disney Official website
o Social networking websites
Facebook
Twitter
o News and Opinion websites
Huffington Post
o Media Sharing websites
YouTube
o Blogs
o Daily Newscasts
o Podcasts

Media Contact Information for National Newspapers:

Media Outlet

Name/Outlet

Contact Information

Chicago Tribune

General Number

1800-874-2863

Media Inquiries

1312-222-2315

Los Angeles Times

General Number

1213-237-5000

New York Times

General Number

nytnews@nytimes.com

Orange County
Register

Eric Morgan-Director of
Communications

1714-796-2460

Orlando Sentinel

General Number

1407-420-5000

San Francisco
Chronicle

Leba Hertz

lhertz@sfchronicle.com

David Baker

dbaker@sfchronicle.com

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Disney Parks U.S. Crisis Communication Plan

USA Today

Kenneth Harney

Domestic.sales@washpost.com

Ruth Marcus

Domestic.sales@washpost.com

Wall Street Journal

Print Media

wsjsupport@wsj.com

Digital Media

support@wsj.com

Disney Parks U.S. Crisis Communication Plan

13

GENERAL SOCIAL MEDIA STRATEGY FOR CRISES

I.

II.

III.

Before Posting to Social Media

Confirm with the crisis team president that they will be the spokesperson
for all communication during the crisis and after it ends
Construct a clear and accurate message for the public right away including
all up-to-date information
Conduct environmental scan of everything pertaining to Disney Parks U.S.
every day, multiple times a day.
Watch out for trending topics that are related to Disney in any way
Create a structured schedule for posting updates on the crisis
Inform Disney Parks U.S. employees to refrain from speaking to the
media
While Using Social Media
Respond to the crisis through social media as soon as possible and follow
active update schedule
Post verifiable and current information
Eliminate any misinterpretation of the message
a. Write clearly and elaborate fully
b. Always express sympathy for the victims and their loved ones
Respond to tweets and comments by stating what Disney Parks U.S. is
currently doing to fix the situation and reflect on the mission to deliver
high-quality experiences
While constructing messages, reflect on the Disney Parks U.S. mission
and emphasize Disneys historical success
Be transparent and open about the situation
a. Consult the legal advisor for any legal clarifications
b. If no answer to a question is available, always tell the public that
Disney Parks U.S. is investigating the matter further and will update
when they have the information
Show thanks for Disney Parks U.S. supporters and look to the future
Possible Questions the Public Will Have
What happened and why it occurred
How Disney Parks U.S. is handling the crisis
Current park operations
Were there victims?
How the company is helping victims and families
The future of the company

Disney Parks U.S. Crisis Communication Plan

14

THIRD PARTY SUPPORTERS/CREDIBLE EXPERTS

Don Raum - Vice President at Pinkerton Global Headquarters

pinkerton.info@pinkerton.com 800-724-1616
Abigail Mantack - Senior Vice President at Levick (Crisis Assessment) 312-214-2300
Nicolas Windheim - Blogger (follows Disney Parks US closely) nwind@gmail.com

Disney Parks U.S. Crisis Communication Plan

IMMEDIATE RESPONSE CHECKLIST

The team will carry out these tasks immediately in the event of a crisis:
Continuously work on further development of crisis details such as:
o Who was involved?
o Where did it happen?
o When did it happen?
o How did it happen?
Assess degrees of impact
Activate park sirens/PA system for threats when appropriate, i.e., acts of
terrorism, child abduction, inclement weather
Implement security precautions on site if necessary
Account for all staff/guests, if necessary
Post consistent, transparent messages to Twitter/Facebook, as appropriate
Post consistent, transparent messages to Disney Web page, as appropriate
Notify senior management directly
Convene the Crisis Management Team
Alert the media if they are not already present
Anticipate media questions and develop answers
Initiate the phone tree
Notify appropriate local, county, state and federal agencies
Hold a staff meeting
Communicate the crisis via email to all other staff who werent present

15

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Disney Parks U.S. Crisis Communication Plan

COMMUNICATION CHANNELS WORKSHEET

Name

Crisis Leader
Park Manager
Regional
Director
National
Director
Board of
Directors
Human
Resources
Legal Counsel
Local Medical
Facility
Local Fire
Department
Local Law
Enforcement
Insurance
Company
Media
Spokesperson
Operations
Manager

Phone
Number

Alt. Phone
Number

Email
Address

Best Way
to Contact

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Disney Parks U.S. Crisis Communication Plan

KEY MESSAGES
Reason:
Stakeholders:
Key Message 1

Key Message 2

Key Message 3

U.S. Disney Parks extends

our apologies to everyone
who was affected.

We are working to solve the

problems and taking care of
anything that deserves
immediate attention.

We are doing everything in

our power to continue to be
an organization that lives by
its mission and purpose.

Elaboration 1

Elaboration 2

Elaboration 3

We will in some way

compensate anyone who
was deeply affected.

We are investigating every

aspect of the problem and
making sure everything is
attended to equally.

We are working with our

employees and stakeholders
to make sure they are taken
care of.

Elaboration 1 cont.

Elaboration 2 cont.

Elaboration 3 cont.

We will reconsider our

existing efforts to keep
these problems from
happening ever again.

Working with multiple

external companies to get a
non-biased opinions and
direction to dissect and fix
problems.

We are open to feedback

about the problem, and will
provide customers and
stakeholders with the ability
to do so.

Disney Parks U.S. Crisis Communication Plan

18

PRESS RELEASE TEMPLATE

FOR IMMEDIATE RELEASE

Contact Name: ____________________
Contact Phone Number: ____________________
Contact Email Address: _____________________

Location, Date 00/00/00

Title
Today, at ______________________, a ___________________ involving
_______________________________ occurred. We are still investigating this incident,
and we will relay new information as it is received.
Message of empathy from crisis spokesperson on behalf of the organization (if
appropriate)
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Who was affected _________________________________________ What happened/is
currently happening ______________________________________________________
Where did this take place _____________________________ When did this take place
_______________________________________________________________________
Why this is important______________________________________________________
Apology statement (if required) or spokesperson quote and organizations resolution
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Statement of key messages and supporting points
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

Restatement of apology and resolution towards goals

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
For more information, contact:

Disney Parks U.S. Crisis Communication Plan

Disney Parks at (407) 939-2273/ Log on to:

Or log on to: http://thewaltdisneycompany.com/disney-news

###

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Disney Parks U.S. Crisis Communication Plan

20

ORGANIZATIONAL BACKGROUNDER

When Walt Disney drafted the plans for Disneyland and Walt Disney World, he dreamed
of a place where the whole family could have fun. He wanted a theme park that changed
peoples entire perception of what theme parks should be.
In July 1955 Walt Disney first opened Disneyland in California, the first Disney Parks
U.S. destination that set the stage for others to follow. He immediately started planning
for Walt Disney World, the Florida destination that opened in October 1971. Pushing
forward, Walt always said, if you can dream it, you can do it.

From 1955 to 2015, this vision has stood the test of time and made history. Disneyland
and Walt Disney World open their gates to over 49 million people annually and this
number is still climbing. With eight different theme and water parks and over 30 resorts
at the two vacation destinations, there is something to spark everyones interest.

Disney Parks U.S. has set the standard for high quality service, priceless connections with
guests, and innovative engineering. Countless restaurants keep guests coming for more
by offering every type of food, from American diners to Moroccan style cafes. Every

Disney Parks U.S. Crisis Communication Plan

21

component of the parks is carefully planned, including the smell of cookies and candy
while walking through the main street.
When winding through the parks, guests will travel through various parts of Walt
Disneys imagination with each section of the park having its own unique theme.
Fantasyland and Tomorrowland are examples of these themes, mirroring a magical land
of enchantment and a reality that has yet to come.

Currently Disney Parks U.S. destinations are among the top 10 most visited theme parks
in the world with Walt Disney World topping the list. Today Disney Parks employs more
than 80,000 people to transform entertainment and truly perfect the guests experiences.
The company looks into the future, hoping to create unforgettable family memories that
will last a lifetime.

Disney Parks U.S. Crisis Communication Plan

22

MEDIA LOG SHEET

Crisis Situation ___________________________________________________________

Date ________________ Disney Park U.S. Location _____________________________
Message for: ____________________________________________________________
Date/time of call __________________________________________________________
Caller __________________________________________________________________
Phone Number(s) _________________________________________________________
Media Outlet/Name _______________________________________________________
Return call by/Deadline ____________________________________________________
Summary of inquiry
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Who responded to the inquiry? ______________________________________________
Date/time _______________________________________________________________
Summary of response
________________________________________________________________________
________________________________________________________________________

Disney Parks U.S. Crisis Communication Plan

23

Further action needed? _____________________________________________________

Employee Signature ______________________________________________________

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Disney Parks U.S. Crisis Communication Plan

CRISIS TEAM CONTACT SHEET

Mobile

Crisis Leader:

17084437887

Work

Home

15553346754

13092217835

16772173353

16096675421

17735868873

16302173533

13096653454

16309223534

16785563490

18965421555

17555467899

Miranda Pietschman

Public Relations:
Nicole Weishaar

Safety & Engineering:

Kelly OBrien

Legal Advisor:
Miranda Puskar

Disney Parks U.S. Crisis Communication Plan

25

TESTING/EVALUATION OF CRISIS PLAN

The most important part of a crisis management plan is making sure that it works.
To make sure the plan is functioning properly, the plan needs to be tested. The plan will
need to be tested every six months. Different parts of the crisis plan may be implemented
more than others during simulations, but many pieces can be referred to for further
description.
After testing the crisis, the most important part is evaluation. To learn from the
testing of the crisis, we must analyze what went well and what needs to be improved. The
plan will be evaluated based on how the organization dealt with the crisis, and the crisis
impact.
The first thing that must be done is data collection. Stakeholders do this through
feedback of surveys or interviews. Keeping in mind stakeholders are one of the (if not
most) important thing in terms of keeping Disney parks running, we need their thoughts
on how the crisis was handled. The crisis team will be evaluated on notification,
collection of information, answering stakeholder questions, and actions and decisions
made by the team. After the feedback is finished, it must be analyzed.
To make sure the crisis anticipation was greater than the actual crisis, we must
start analyzing feedback. Four major variables are crisis type, crisis phases, systems, and
stakeholders. Splitting the data up into four sections makes it easier to determine what
areas we have strengths and weaknesses. This can be compared to past feedback and
analysis to make sure that the crisis team is improving. After this, the evaluation data is
divided into sub phases. These are technology, human factors, infrastructure, culture, and
emotions and beliefs. With these, the team is able to really evaluate where the strengths
and weaknesses lie, which is vital for improvement.

Disney Parks U.S. Crisis Communication Plan

PART II

26

Disney Parks U.S. Crisis Communication Plan

27

CRISIS RESPONSE STRATEGY

Our victim cluster consists primarily of customers/park guests, but employees and
shareholders are also important groups to consider, as Disney Parks U.S. is also a victim
of this crisis. Additionally, non-victims and voyeurs are important due to the fact that
they are those audiences observing our crisis response. If this group doesnt like our
response, this can potentially damage the relationships we have with them. 2
This type of crisis is an act of malevolence. Malevolent crises fall in the victim cluster of
crisis types, thus there is minimal responsibility for Disney in regards to this crisis. 3 This
is considered an act of malevolence because an external agent (the third-party hiring
company) caused damage to Disneys reputation when they failed to properly complete
the background checks on all newly hired Disney employees. But, this crisis is also (in a
small part) at the fault of Disney, as an organizational misdeed. Human resource policies
should have indicated (and if they are indicated, then been followed properly) that each
newly hired employees background check be forwarded on to Disneys HR department
for final review. Had this been happening, a) HR would have discovered their third-party
company wasnt equipped to handle their business in the first place and b) felonious
potential employees would have been removed from the system long before they ever had
the chance to enter Disney parks.
Our crisis response strategy will consist of a mix of the diminishment posture, the
rebuilding posture, and the bolstering posture. We will begin with the excusing strategy,
stating that Disney Parks U.S. was minimally responsible for this crisis. We will bring
attention to the third-party organization, which we designated to be our security blanket
for employee hiring and how they failed to do their job. We will minimize our
responsibility for said crisis. We will then rebuild the posture with an apology. This will
not be an apology accepting responsibility for this crisis, but rather an apology that this
happened. We will apologize for trusting the third-party company, and reiterate multiple
times that all ties have been cut with them. We will discuss how we have hired a new,
much more reputable organization to take control of our employee hiring process. We
will apologize that our HR policies didnt catch this malevolence earlier on. Then we will
bolster our posture. This will include a victimage approach, in that we too are a victim.
We will discuss how it hurts us to realize the third-party organization allowed felonious
employees to enter the Disney family. Additionally, we will employ ingratiation, in
which we state that we are in business for our stakeholders, because of our stakeholders,
and we wouldnt have it any other way.

2 Coombs,

W.T. (2015) Ongoing crisis communication: Planning, managing and

responding. (4 ed., p. 138). Thousand Oaks, California: Sage Publications
3 Coombs, W. (2011, January 6). Crisis management and communications. Institute for
Public Relations. Retrieved April 25, 2015, from http://www.instituteforpr.org/crisismanagement-and-communications/

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Disney Parks U.S. Crisis Communication Plan

KEY MESSAGE AND TALKING POINTS

Reason: Background checks incomplete
Stakeholders: All customers and employees.

Key Message 1

Key message 2

Key message 3

Disney Parks US extends our

apologies to all for this act of
carelessness. We have been
sabotaged, and feel betrayed.
With the help of our
stakeholders, Disney Parks
US and all affiliates will get
through this unfortunate
time.

We are working to solve the

problem. We have cut ties
with this business. Every
employee that has been
hired by this company is
under review again by our
new partnering company
that will ensure background
checks are done correctly.

We are doing everything in

our power to make sure this
does not happen again. We
are a safe and friendly place,
and we will continue to be.
This problem will not affect
our future as it is being dealt
with completely.

Elaboration 1

Elaboration 2

Elaboration 3

Disney should be a secure

and safe place for families,
and we are sorry for the fear
that it may not be.

Any employees that do not

have the record we require
will be let go immediately,
and we will be seeing legal
advisors to deal with our
past partnering company.

We are asking for

information about any
previous encounters that
could have been suspicious
or related to this problem.

Elaboration 1 cont..

Elaboration 2 cont..

Elaboration 3 cont..

We will now work more

closely with our new
partnering company to make
sure this does not happen
again.

We are hiring a new

company and making sure
there are no further steps we
need to take by hiring
external companies to asses
this unfortunate problem.

We are open to feedback

about this problem, and if
there is anything
stakeholders feel Disney
Parks US should know,
please feel free to contact
our customer service
department.

Disney Parks U.S. Crisis Communication Plan

SOCIAL MEDIA STRATEGY

Send out updates and statements through Twitter and Facebook.

Utilize the official Disney website to post press releases and news.
Feature Bob Iger, the Walt Disney Company CEO, as a spokesperson in video
updates.
Express sympathy to stakeholders and sincerely apologize for the situation.
Convey to stakeholders how the situation is being dealt with.
Respond to all questions and concerns clearly and transparently.

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Disney Parks U.S. Crisis Communication Plan

PRESS RELEASE

FOR IMMEDIATE RELEASE

Contact Name: Miranda Pietschman
Contact Phone Number: (847) 507-2998
Contact Email Address: corporateus@disney.com

California, 04/21/15

DISNEY CUTS TIES WITH THIRD-PARTY HIRING COMPANY AFTER

FELONIOUS EMPLOYEES ENTER DISNEY FAMILY

Today, it has come to our attention that Disney Parks U.S. has been duped by the
organization we employed to complete employee background checks, and therefore, all
ties with said organization have been cut.
Thus far, we know the third-party company we previously employed to perform
background checks on all park employees was only partially completing said background
checks. These incomplete checks tricked us into hiring a few employees at the two U.S.
parks who dont meet our human resource policies. We have cut all ties with this
organization, which we trusted as our security blanket, and are currently working to
correct this error and further reinforce our human resource policies.
Robert Iger, CEO of The Walt Disney Company:
Disney Parks employees are held to the highest standards by our human resource
policies. We are hurt that we trusted this organization to operate as the security blanket
over our Disney family. They have not only let the Disney family down, but theyve also
let down the thousands of families who visit Disney Parks in the U.S. every year. We are
sorry for the trust we befitted to this organization because its clear they couldnt handle
it. We are also sorry our human resources department didnt catch this organizations
problems earlier. We have cut all ties with said organization and replaced their duties
with a much more reputable, respected organization, who we plan to work very closely
with for many years to come. We, as a Disney family, are also a victim of this
organizational malevolence, and we are working quickly to right that organizations
wrongs.

We extend our deepest apologies on behalf of the actions of this careless

organization. Disney is a place for secure, safe, family fun and we intend to keep
it that way. We will be working more closely with our new third-party company
to ensure the carelessness of one organization never again plagues the Disney
family.

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We are working very hard to resolve this issue. Every employee hired by the
company is under review again by our new partnering company to ensure
completed, correct background checks. Employees who do not voluntarily
undergo this check will be let go.
We are a safe, family-friendly place and we will continue to be for many years to
come. This problem will not affect our reputation as the happiest place on earth,
as we are handling the issue quickly and appropriately. We are eternally grateful
that our patrons continuously choose Disney Parks U.S. as their destination for
family vacations. We are in business for you, because of you, and we thank you
for your continued support.

We are working towards resolving this as quickly as possible. If you have any feedback
to give us regarding your experience and how we can improve it, reach out to our
customer service line.
For more information, contact:
Disney Parks U.S. at (407) 939-2273

Or log on to: http://thewaltdisneycompany.com/disney-news

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Disney Parks U.S. Crisis Communication Plan

APPENDIX
Coombs, W.T. (2015) Ongoing crisis communication: Planning, managing and
responding. (4 ed., p. 3). Thousand Oaks, California: Sage Publications
Coombs, W. (2011, January 6). Crisis management and communications. Institute for
Public Relations. Retrieved April 25, 2015, from
http://www.instituteforpr.org/crisis-management-and-communications/

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