Crisis Management at Disneyland Paris Eric Cosset Disneyland Paris 24/09/2014. Get insights. Get educated. Get inspired.

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1 Crisis Management at Disneyland Paris Eric Cosset Disneyland Paris 24/09/2014

2 Summary 1. Introduction and definition 2. DLP Crisis management evolution 3. Kinetics of a crisis 4. Tools and processes 5. The minimum means required

3 1. Introduction and DLP s priorities By the nature of its business (high volume, international families, open all year round, etc.) and its strong image, Disneyland Paris regularly faces unexpected events which can have low to high stakes and repercussions. Consequently, the crisis management system is an integral part of the company s corporate governance.

4 1.2. What is at stake A crisis is a major event which has an impact on major company priorities: Economic PERFORMANCE PERFORMANCE Economique SATISFACTION SECURITY SECURITE PROTECTION Performance Qualité Quality du produit of Products et des services & Services Quality Qualité of the environnementale Environment Sécurité Security: des People personnes & Property et des biens Operational Enjeux opérationnels Issues Stake: Client Satisfaction Satisfaction client Company Enjeux Image Image issues Commercial Enjeux Commerciaux Issues Economic Enjeux Economique Issues Enjeux Human humains issues at stake Responsibility Enjeux issues Responsabilité ASPECT REGULATORY REGLEMENTAIRE ASPECTS

5 2. DLP Crisis Management evolution : Crisis Management system is based on purely operational Emergency Response 2001: Enhancement program based on the development of strategic crisis management, improvement of notification and communication, and finaly work on the coordination with authority stakeholders 2006: Development of the Business Impact Analysis (BIA) and Business Continuity Plan (BCP) 2013: CreationofDisney Assistance: an internal on dutysupportavailable 24/7 to provide special care and support to our visitors in the event of critical or emergency situations

6 3. The kinetics of a crisis Predictable event Unpredictable event Seriousness Warning signals The acute phase of the crisis Triggering The Crisis events Duration Domino effect The secondary crisis

7 Seriousness Crisis Officer notification 3.1 A proportionate response Need to adapt the response to the situation and issues Core Team Event Crisis center The acute phase of the crisis The Crisis Domino effect The secondary crisis Warning signals Triggering events Duration

8 4. Tools and processes ANTICIPATED SCENARIOS Act of terrorism Plane crash Accident on a ride Transport accident Accident and/or environmental pollution Fire Accidental explosion Hostage taking Armed robbery Shooting Suicide on a ride CEO Hostage taking Kidnapping Sex crime Death of an employee Pedophilia Public Health problem Infrastructure problem Extreme weather conditions Strike, social movement Demonstration Crowd movement Rumor IT issue

9 4.1 Tools and processes Development of a computerized tool to monitor the crisis, based on the various scenarios: Emergency plans Continuity plans Return to normal business plans (recovery) Suggested priority order for each action commitment Definition of "who does what and how" With links to: External contacts The necessary resources

10 4.2. Strategic and holistic approach Operational service Emergency response Emergency Response Plan ERP Continuity response Business Continuity Plan - BCP Recovery response GOVERNANCE Disaster Recovery Plan - DRP Time GOVERNANCE PHYSICAL AND FINANCIAL RESOURCES EVALUATE BUSINESS IMPACT (BIA) ANALYSIS & DEFINE BUSINESS CONTINUITY STRATEGY

11 4.3. Team 1: strategic steering committee Incident Team Leader 1 Incident TL 2 Security Com External Relation Crisis Officer Strategic advisors Legal Risk Manager Internal Expert Prepare Tomorrow HR Manager in charge of field actions External Expert Enquiry, analysis for the cause(s) Log Book Transmissions support

12 4.4. Team 2: Management of Operations Current Vie courante Life Ops CdO1 Mgr 1 OpsCdO2 Mgr 2 Sous- Sub -Equipe team Parks Sous- Sub - team Equipe Hôtels Sous- Sub - team Equipe Backstage Sub Sous- - team Equipe DV Parks Parcs Hotels Backstage DV Incident Team Leader ITL 2 2 Transmissions Support Transmission support Crisis Officer Comms Securité Securité Security Sécurité Security Sûreté Fire Dep Emmergency Urgences Logistiques Logistics HR RH Logistiques Logistics Support Equipes Team de support Opérations Operations Maintenance Merchandise Food Special Events

13 4.5. Chain of command within the company Orders and missions Field information feedback Orders et missions Field information feedback Team 1 Team 2 Team 3 - Strategic steering - Communication - Public Affairs relationship - Business Continuity Plan strategy - Legal and risk mgt issues - Strategy advisor - Operations continuity plan - Support to Guest or employees - Supports and logistic - Field Rescue Operations - Field Coordination with Police, fire brigade and rescues Teams - Control of access, security - Update of impacts and victims Crisis room PC Operator PC sector

14 4.6. Chain of command with authorities FIXED Head Quarter Public Prosecutor Local command post Head of Rescue Operation OPERATIONAL Crisis Center Director of rescue operations manoeuvre Initiatives OPERATIONNAL STAKES ETABLISHEMENT'S STAKES Event Management OPERATIONAL Crisis Room ITL 2 SITE COORDINATION CRISIS CEnter DLP ITL 1 Business Management Police Fire Dpt medic Regional logistics Security Fire D First Aid Medical Special assignment

15 4.7. Chain of Command with head office Executive Committee Disneyland Paris Strategic validation The Walt Disney Co Parks & Resort Crisis Room DLP Team 1 Technical or operational Expert WDC Operational Crisis Room Team 2 Field Emergency Management

16 5. The minimum means required Crisis center Business Continuity Plans Notification systems Human resources and Training Lessons learned

17 5.1. Crisis Center On-site Crisis Center Back-Up Crisis Center STRATEGIC Room HOTELS Command Center

18 5.2. Business Continuity Plans Several BCP have been prepared with the objective to reduce the impacts of possible crises Electric power or IT failure Severe weather conditions Call center failure Supply chain issue Major health issue etc.

19 5.3. Notification process Our notification system is designed and used to notify Crisis Team according to the type of event and needs Disneyland Paris and Walt Disney Company Management according to the Criticality of the event Authorities and others stakeholders according to obligations or needs we are using a website system to notify by group Opportunity to notify via the internet: people in 10 min

20 5.4. Human resources and training Crisis Mgt staff Training plan Crisis mgt is managed by the Safety Division with 2 leaders dedicated to this scope Each Line of Business is involved in crisis mgt and has one or several persons trained on duty schedule 7/7 24/24 All crisis mgt members follow initial training and shadow during a certain length of time Several exercises are organized, internally or with the local emergency services to maintain efficiency and awareness and to test our processes

21 5.5. Lessons learned Crisis management is managed with a continuous improvement approach 1. After each event or exercise we perform lesson learning sessions with the different stakeholders (internal or external) 2. Actions plan are defined, submitted for reviews and implemented 3. We also take in consideration any external events (Parks industry or others events) which could happen in our Resort

22 Thank You For Your Attention

23 Thank You For Your Attention We value your opinion and would like to hear what you think about the quality of this seminar. Please take a few minutes to fill out the paper survey. We will use your feedback to improve future seminars. Thank you, The EAS Team

24 IAAPA Crisis Communication Eric Cosset Disneyland Paris 24/09/2014.

25 Crisis Communication Plan A crisis Communication plan is available from IAAPA, to help you to have a greater chance of managing a crisis therefore minimizing the negative impact on your business

26 To be studied and practiced prior to a crisis! Table of Contents 1.0 Crisis Communications Checklist 2.0 Introduction and Overview 3.0 Forms and Logs 4.0 Protocols and Command Centers 5.0 Incident Specific Considerations 6.0 Press Statements 7.0 Sample Press Releases/Statements Overview 8.0 Resources

27 Sample sections Crisis check list Affected parties, and families Sample Press Statement: Ride Evacuation Mechanical Issue FOR IMMEDIATE RELEASE Press Contact: Name Office Phone Number Mobile Phone Number Crisis Communication team STATEMENT REGARDING THE (NAME OF RIDE) EVACUATION DUE TO MECHANICAL ISSUE City, (Date) (Facility name) is reporting a minor ride evacuation due to (mechanical issue). (Number) people were injured (day) when a ride caught fire at the (name of event). A (cause, such as a leak in the hydraulic system ) of the (ride) caused oil to spill onto heated areas of the ride causing sparks, which were extinguished minutes later. (Name of town) fire department responded immediately and together with the trained (facility) staff was able to contain the situation quickly. About (number) people were evacuated from the ride. (Number) of them sustained minor injuries and were treated and released on site. (OR Three guests appeared to sustain minor injuries, but as a precaution, they were taken to (name of local) hospital for further evaluation.) The ride, (description, such as which spins passengers seated at the end of its rotating arms ), is currently closed pending a thorough investigation. The (name of ride) was manufactured by (vendor), a (country) company, and will be inspected by the company. Safety is always of the utmost importance to the (facility). Company officials will continue to work with ride safety experts to monitor this situation and will report additional information if and when it becomes available. Although the (facility) remains open, the (name of ride) will be closed while this incident is studied further and any concerns are addressed. Social media guidelines For more information about those involved in this event, please contact (this is a number the general public can call). Sample press release Press Center Requirements

28 As a member, IAAPA can help you Included in the IAAPA membership, you have a free access to this comprehensive report

29 Crisis Management Webinar IAAPA Europe will be offering a webinar on Crisis Communication in December Please look for more information in the coming months, to register for it. Date to be confirmed

30 Thank You For Your Attention. We value your opinion and would like to hear what you think about the quality of this seminar. Please take a few minutes to fill out the paper survey. We will use your feedback to improve future seminars. Thank you, The EAS Team