Taylor Beck

Allison Cundiff
Neissa Diabate
Nicole Faber
Colleen Muldowney
Alyssa Phelps
Jamie Pitts
Illinois State University
 Table of Contents
1.0 Introduction 1
2.0 Carnival Corporation & PLC Mission 1
2.1 Carnival Corporation Crisis Communication Team Mission 1
3.0 Vulnerability Analysis 2
3.1 Natural Disaster 2
3.2 Technological-Errors Accident 2
3.3 Confrontation 3
3.4 Malevolence 3
3.5 Organizational Misdeeds 3
3.6 Workplace Violence 3
3.7 Rumors 4
3.8 Human Error 4
4.0 Crisis Communication Team Roles 5
4.1 Senior Vice President and Chief Communications Officer 5
4.2 Vice President of Public Relations 5
4.3 Senior Public Relations Manager 6
4.4 Public Relations Assistant 6
4.5 Director of External Communications 7
4.6 Internal Communications Specialist 7
4.7 Media Relations Manager 8
4.8 Social Media Manger 8
5.0 Key Publics and Stakeholders 9
6.0 Plan for Crisis Preparation and Prevention 12
6.1 Issues Management 13
6.2 Reputation Management 13
6.3 Corporate Social Responsibility 14
6.4 Risk Communication 14
6.5 Environmental Scanning 15
6.6 External Scanning 15
7.0 Media Audit 15
7.1 Traditional Media 15
7.2 New Media 16
8.0 General Media Strategy 16
8.1 Facebook 16
8.2 Twitter 17
8.3 Carnivalcorp.com 17
9.0 Third Party Potential Supporters 17
10.0 Immediate Response Checklist 18
11.0 Communication Channels Worksheet 29
12.0 Key Messages Worksheet 1 31
12.1 Key Messages Worksheet 2 32
12.2 Key Messages Worksheet 3 33
13.0 Press Release Template 34
14.0 Organizational Backgrounder 37
15.0 Media Log Sheet 38
16.0 Crisis Team Contact Sheet 39
17.0 Procedure for Testing and Evaluating Crisis Plan 42
17.1 Simulations 42
17.2 Social Media 42
17.3 Employee Crisis Prevention 42
17.4 Community Relations Prevention 42
17.5 Public Relations Prevention 43
18.0 Part 2 44
18.1 Crisis Scenario 45
19.0 Crisis Type and Victim Cluster 46
20.0 Crisis Response Strategy 47
21.0 Initial Press Release 50
22.0 Key Messages Part 2 52
23.0 Social Media Strategy 53
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1.0 Introduction
The Carnival Corporation & PLC Crisis Communication Plan is a comprehensive guide used to
demonstrate and execute internal and external communications within the company during any
situation or event that is deemed as a crisis. The plan provides organizational members with an
extensive amount of information, procedures and guidance needed to successfully resolve a crisis.

The plan also provides the Carnival Corporation Crisis Communication Team with necessary steps
and communication strategies to help prepare, plan, respond, and handle a crisis in the most
effective way possible, while safeguarding their reputation and preserving strong relationships
with stakeholders.

This plan is designed for the Carnival Corporation to be well aware of all potential risks and
emergencies that can lead to any given crises occurring within the company, be able to gain an
understanding of all aspects of the crisis at hand, be confident in knowing how to communicate
effectively to both members within the organization and stakeholders involved, and to resolve the
crises in an efficacious manner.

2.0 Carnival Corporation & PLC Mission

Carnival Corporation & PLC’s mission is to take the world on vacation and deliver exceptional
experiences through many of the world’s best-known cruise brands that cater to a variety of
different geographic regions and lifestyles, all at an outstanding value unrivaled on land or at sea.

2.1 Carnival Corporation Crisis Communication Team Mission

The Carnival Corporation Crisis Communication Team’s mission is to map out a thorough plan,
which trains organizational members how to properly prevent, prepare, and respond to any level of
crisis that may emerge within the organization. This is done through exhibiting composure while
working and responding in a professional and effective manner to ensure the positive image of
Carnival Corp, and trust with key stakeholders and publics is maintained.

1
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3.0 Vulnerability Analysis

All organizations have vulnerabilities housing the potential to lead to crises. Crises are perceptual
and organizations must be prepared for an expected, yet unpredictable event. There are six steps to
handling a crisis. The first two are diagnosing the vulnerabilities and assessing the crisis type.
Vulnerabilities depend on the organization’s size, location, operations, personnel, or risk factors.
Below is a list of possible crises Carnival Corporation & PLC may come across.

3.1 Natural disaster

Natural disasters are crises that are out of the organization’s control with the onset of threatening
(and at times fatally so) weather conditions. The public should not be upset with an organization
for a natural disaster. However, the public can express concern if precautions were not taken prior
to the catastrophe, or the situation was not handled with appropriate response. With Carnival
Corporation’s daily launch of numerous water vessels, it is important to understand the
organization’s approach to handling challenging, at sea weather conditions. These natural
disasters, which could impact the organization include but are not limited to:
 Hurricanes (likely)
 Tornadoes (likely)
 Earthquake/tsunami wave (likely)
 Extreme heat or cold (likely)
 Blizzard (likely)
 Heavy rain or hail (likely)

3.2 Technological-Error Accidents

Technical-error accidents happen when the organization’s technological equipment fails. These
accidents can occur because of faulty product, or lack of properly updating equipment. Again
thinking of the large vessels at work, Carnival Corporation & PLC will need to consider the
following crises involving technological-error accidents:
 Broken radar/GPS (unlikely but highly impactful)
 No up-to-date radar (likely)
 Losing power (likely)
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 No running water (likely)

 Fire on board (likely)
 Gas leaking (likely

3.3 Confrontation
Confrontation occurs when individuals or groups are upset with an organization. These groups or
individuals will ask for their demands to be met and want to see changes within the organization.
Confrontation is always the organizations fault. Listed below are common examples Carnival
Corporation & PLC may encounter:
 Nature conservationists boycotting because ships disrupt the ocean (likely)
 Past customers picketing the cruise line because of bad experience as a group (likely)

3.4 Malevolence
Malevolence is demonstrated when an outsider uses extreme tactics to destroy or attack an
organization. These tactics could be used to establish anger towards the organization or allow the
outsider personal gain. Malevolence can include:
 Credit card information stolen (likely)
 Pirates (unlikely but highly impactful)
 Rival company tampering with ships (unlikely but highly impactful)
 Shooting on boat (likely)

3.5 Organizational Misdeeds

Organizational misdeeds are when management performs unethical actions that will negatively
impact or harm the organization or stakeholders. Common organizational misdeeds include:
 Money laundering (likely)
 Insider trading (likely)
 Purchasing cheap low-quality products (likely)
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3.6 Workplace Violence

Workplace violence can occur when any current or past employee commits a violent act upon
another employee at the organization’s location. Examples of workplace violence include:
 Acts of sexual harassment (unlikely but highly impactful)
 Physical violence between two disagreeing coworkers (unlikely but highly impactful)
 Verbal harassment between co-workers (unlikely but highly impactful)
 Past employee brings lingering anger to an event at which he or she confronts a current
employee, causing a fight (unlikely but highly impactful)

3.7 Rumors
Rumors are false information meant to cause harm to an organization, and can affect its reputation
at any time. Crises involving rumors include:
 Rival company says its boats are safer and tries to create distrust in the opposing
organization (likely)
 Individual lies via social media about negative experience (likely)
 False information given about stocks (likely)
 Social media hijacked and informs publics of false information (likely)

3.8 Human error

Human error can occur in the form of accidents caused by people. They are not intentional from
the organization but can be avoided. The following are examples of human errors that Carnival
Corporation & PLC could face while at sea:
 Death of a passenger (likely)
 Passenger jumping off ship (unlikely but highly impactful)
 Smuggling illegal substances (likely)
 Tipping the ship (unlikely but highly impactful)
 Incorrect coordinate entry (unlikely but highly impactful)
 Sailing over a smaller ship (unlikely but highly impactful)
 Employees sleeping or drinking at work (unlikely but highly impactful)
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4.0 Crisis Communication Team Roles

This section provides the identification and detailed tasks assigned to each member of the crisis
communication team. The role each individual plays is vital during a crisis. A firm understanding
in each set of duties is needed to succeed as a complete crisis communication team with
understanding of whom and when communication needs to occur during a crisis.

4.1 Senior Vice President and Chief Communications Officer – Roger Frizzell
The Senior Vice President and Chief Communications Officer handles all corporate-level
communications and public relations activities for the world’s largest cruise company. This
individual is the first contact in the event of a crisis. The SVP & Chief Communications Officer
reports to Arnold Donald, President and Chief Executive Officer of Carnival Corporation.

Job duties entail:

 First contact in case of crisis
 Managing the corporation’s local, state, and federal governmental relations
 Responsible for the Carnival Foundation.
 Managing the crisis team
 Activates crisis communication plan

4.2 Vice President, Public Relations – Jamie Pitts

The Vice President of Public Relations develops all marketing communications campaigns and
works to ensure the organization’s message is consistent, timely, and relevant. This individual is
responsible for managing the Senior Public Relations Manager and Public Relations Assistant. The
Vice President of Public Relations reports directly to the SVP & Chief Communications Officer.
This individual will administer “dry runs” of potential crisis listed under figure 3.0 discussing the
various vulnerabilities in order to ensure consistency in action, should the situation arise.

Job duties entail:

 Second contact in case of crisis, if primary is unavailable
 Initiates practice runs of crises
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 Updates internal and external stakeholders

4.3 Senior Public Relations Manager – Alyssa Phelps

The Senior Public Relations Manager generates positive publicity for the organization through
showcasing Carnival Corporation’s diverse partnerships and highlighting fun facts about the cruise
ships. This individual also manages bad press in order to sustain positive relations with key
stakeholders and publics, while maintaining the company’s reputation. The Senior Public Relations
Manager reports directly to the Vice President of Public Relations. To ensure positive publicity
and effective handling of bad press, the Senior Public Relations Manager will be versed on
effective communication tactics and randomly assessed.

Job duties entail:

 Copyedits communication
 Meeting with partners and encouraging participation
 Gathering fun and interesting facts about all of the cruise ships to highlight the information
 Fixing any negative association the press ties to the company and spotlighting its
accomplishments

4.4 Public Relations Assistant – Taylor Beck

The Public Relations Assistant serves as an assistant to the Vice President of Public Relations.
This individual creates marketing and promotional content for the company. When a situation
arises, this individual develops all initial press releases, which inform key stakeholders, the public,
and the media. With strict deadlines this allows the assistant to practice timely responses in the
event of a crisis. The assistant reports directly to the Vice President of Public Relations.
Job duties entail:
 Crafting all initial press releases
 Coordinating and delivering email campaigns
 Providing support to public relations department
 Researching various trends and media coverage to use for promotional content
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4.5 Director of External Communications – Neissa Diabate

The Director of External Communications manages communication between the organization and
other businesses, and publics. This individual works tirelessly to proactively create the
corporation’s identity. The Director of External Communications reports directly to the SVP &
Chief Communications Officer, and the Vice President of Public Relations. This individual must
document any outside interaction the corporation takes part in to effectively keep track of potential
crises that may occur.

Job duties entail:

 Advocating on behalf of the company with outside businesses and stakeholders
 Inform external businesses and stakeholders of any upcoming potential crises the
organization may undergo to remain transparent with investors and ensure positive
relations
 Documents presence of company at any events, conferences, or speaking engagements

4.6 Internal Communications Specialist – Colleen Muldowny

The Internal Communications Specialist oversees all internal affairs and prepares the strategic
communication plan for the company. This individual is responsible for keeping tabs on company
executives’ professional interests and political affiliations to remain knowledgeable about any
potential backlash that could arise from their personal actions. Reports directly to SVP & Chief
Communications Officer.

Job duties entail:

 Handle all internal crises
 Ensure employees are engaged in company initiatives
 Ensure communication strategy is consistent and reflects the organization’s strategic vision
 Fostering employee engagement
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4.7 Media Relations Manager – Nicole Faber

The Media Relations Manager works to develop relationships with press and media outlets to
ensure the company reputation is promoted and deflects criticism. This individual plans and
oversees press events for the corporation, while creating effective communication channels
between the two. Once a month this individual must go through simulations regarding bad media
coverage and how to timely, and precisely communicate information to the crisis team and
executives. Reports directly to Vice President of Public Relations.

Job duties entail:

 Media spokesperson on behalf of organization
 Addresses any questions or complaints publics or stakeholders have regarding the
corporation
 Third contact if second and primary are unavailable, in the event of a crisis
 Briefs crisis team and executives about any upcoming news stories that have potential to
harm the organization

4.8 Social Media Manager – Allison Cundiff

The Social Media Manager builds and sustains online communities through the company website
and Twitter account by publishing media videos and photos. This individual must go through
training to address the importance of professionalism on media platforms and “logging off” after
each day, to prevent posting personal comments on the corporation account. Reports directly to
Senior Public Relations Manager.

Job duties entail:

 Growing online supporter base and traffic
 Release statements on company website and social media platforms
 Research target audience demographics to assist in effectively creating advertisements and
marketing content
 Engage with publics to draw traffic to affiliated cruise websites
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5.0 Key Publics and Stakeholders

Carnival Corporation works with many key publics and stakeholders on a daily basis, both shore
side and shipboard. It is important that Carnival Corporation Crisis Communication Team is well
prepared and able to identify important stakeholders that could potentially be affected during a
particular event. Below is a list of internal and external key stakeholders and publics that may be
involved with Carnival Corporation and the organization’s function:

Internal
 Shore Side Employees
 Shipboard Employees
 Corporate Executives (President, Vice President, etc.)
 Board Members
 Partner Organizations
 Corporation Donors

External
 Passengers and families
 Port Cities (Miami, FL; San Juan, Puerto Rico; Baltimore, MD; New York City, NY; New
Orleans, LA; Galveston, TX; Long Beach, CA; Barcelona, Spain; etc.)
 Cruising Areas (Bahamas, Caribbean, Mexican Riviera, Alaska, Hawaii, Canada, New
England, Pacific Islands, New Zealand, Panama Canal)
 Food, Drink, Merchandise, Entertainment and Other Third Party Vendors
 Community Members
 Local and National Media

Below is a list of questions each key public and stakeholder needs to know once a crisis has
occurred:

Internal
 Shore Side Employees
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- Will the launch of the cruise or other events be postponed or canceled?

- Will employees be compensated?
- Are employees shore side immediately affected by the crisis?
- Will the event affect passengers in the future?
 Shipboard Employees
- Will the launch of the cruise or other events be postponed or canceled?
- Will employees be compensated?
- Will employees lose their jobs?
- Have law enforcement officials been contacted?
- Have corporate executives been contacted?
- How will inappropriate behaviors be addressed at sea?
 Corporate Executives
- What is the damage that has been done and to what extent will it affect Carnival
Corporation’s reputation?
- How financially responsible is the corporation?
- Should the event be canceled or postponed?
 Board Members
- How will the damage affect board members’ reputation?
- To what is the extent of the damage and how accountable is the organization?
- Should the event be postponed or canceled?
 Partner Organizations
- What is the damage that has been done?
- How will the damage affect our partnership with the corporation?
- Will our partnership during this crisis negatively impact our reputation?
- Should the event be postponed or canceled?
 Corporation Donors
- How will the donors be affected by this crisis?
- What is the crisis and will it affect our contributions?
- Should the event be postponed or canceled?
- Will the foundation or programs be affected by this crisis?
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External
 Passengers and Families
- What is the crisis and will they be in danger?
- How will they make it out of the event or cruise ship safely?
- Will the event be postponed or canceled?
- If postponed or canceled, will they be reimbursed?
 Port Cities
- Have there been any injuries or deaths?
- What kind of damage is there to the city?
- What is the severity of the crisis?
- Are there financial obligations to be fulfilled by the city?
- Have there been any threats to the city?
- What damage has been done to affect the city’s reputation?
 Cruising Areas
- Have there been any injuries or deaths?
- What kind of damage is there to the city?
- What is the severity of the crisis?
- Are there financial obligations to be met by the city?
- Have there been any threats to the city?
- Will that damage affect the city’s reputation?
- Will the crisis affect governmental relations?
 Food, Drink, Merchandise, Entertainment and Other Third Party Vendors
- What is the financial damage to their items?
- Will these individuals be compensated?
- Will any items be damaged or replaced?
- How will vendors leave the event or get off of the ship to make it to safety?
- Will the event be postponed or canceled?
- What is the severity of the crisis and how will they be affected?
- How will their items be kept safe?
 Community Members
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- To what extent is the damage from the crisis?

- How will the community and its members be affected by this crisis?
- Is there any damage that has affected any neighborhood?
- Are community members in any immediate danger?
 Local and National Media
- Have there been any injuries or deaths?
- Who is the spokesperson?
- Who will answer the questions?
- Who is at fault or will be held accountable?
- Was there any damage at the event, venue, or on any cruise ship?
- What is the severity of the crisis?
- What caused the crisis to occur and was it preventable?
- How quickly was the damage addressed and resolved?
- When did the crisis begin and end?
- Will the event or launch of the cruise ship be postponed or canceled?
- Are there any suspects involved?
- What is the total damage?

Ensuring effective, honest, and transparent communication with all internal stakeholders and
publics before the crisis is broadcasted on the news or social media platforms is imperative to
maintaining positive relations and upholding positive brand image. If a crisis ever occurs, it is of
the utmost importance that the Crisis Communication Team contacts and notifies the rest of their
organization, key stakeholders, and other personnel by phone or email.

6.0 Plan for Crisis Preparation and Prevention

It is very important that the Carnival Corporation Crisis Communication Team is ready and able to
respond to any crisis at any time, and will seek to prevent any issues or incidents from turning into
a crisis for the organization. One of the biggest goals for the Crisis Communication Team is to
minimize the negative effects a crisis would pose key stakeholders and key publics, as well as
maintaining a pristine reputation. Hiring a staff that is focused, able to communicate clearly,
 13

prepared, and professional will lead to more positive outcomes and experiences while resolving a
potential crisis. The Carnival Corporation Crisis Communication Team includes: Roger Frizzell;
SVP & Chief Communications Officer, Jamie Pitts; Vice President of Public Relations, Alyssa
Phelps; Senior Public Relations Manger, Taylor Beck; Public Relations Assistant, Neissa Diabate;
Director of External Communications, Colleen Muldowny; Internal Communications Specialists,
Nicole Faber; Media Relations Manager, Allison Cundiff; Social Media Manager. Each member of
the Crisis Communication Team was selected after an extensive interview process and was asked
what they would do to personally help the organization given a handful of pre-selected scenarios.
After the interviewees were selected to join the team, each member went through a specialized
training period instructing them on how to act, react, and prepare him or herself to handle a crisis
situation.

The first two steps of any crisis management team are prevention and preparation. The prevention
phase is a plan that the crisis management team creates for an organization and will then provide
the organization with the steps to complete this phase. The preparation phase is arguably the most
important stage because it is a plan put in place to help ensure a crisis does not occur. There are
three management functions within crisis prevention, and those functions include: issues
management, reputation management, and risk management.

6.1 Issues Management

Issues management is the process of identifying and resolving issues. This process develops
positive outcomes from the issue by increasing communication and unity within the organization
and its’ members. Issues management involves environmental scanning. This process also looks to
improve relations with stakeholders and other publics, as well as eliminate or reduce any residual
negativity within the organization.

6.2 Reputation Management

Reputation management is how stakeholders and the organization’s other publics see the
organization. These views and opinions can be positive, negative, or even both. Reputation
 14

management deals with the efforts to shape the stakeholders perception of the organization as a
whole, while continuing to leave positive impressions.

6.3 Corporate Social Responsibility

Corporate social responsibility helps build reputations and name recognition, and is designed to
affect organizations impact on society. Important tasks of Carnival Corporation include but are not
limited to, maintaining partnerships with diverse groups, promoting their environmental
sustainability, and fostering community relations through philanthropic efforts. It is vital that the
corporation upholds these values to keep a positive reputation with stakeholders and publics.
Listed below are some partner organizations and charitable programs Carnival Corporation & PLC
is currently involved with:
 Catalyst
 Executive Leadership Council
 Hispanic Association on Corporate Responsibility
 Human Rights Campaign
 Carnival Foundation
 Carnival Signature Program
 The Nature Conservancy
 Create Common Good
 Edge4Vets
 HEAT Academy

6.4 Risk Communication

Risk Communication is a process that is concerned with the character of the company and focuses
on the significance, uncertainty, and overall perception of a risk. A risk can also take place within
an organization and could potentially result in a loss or impose harm upon an individual or
organization. Carnival Corporation’s risk communication team needs to be able to inform the
leaders of the organization by enacting a strategy the organization can use to limit risks and
prevent crises within the organization.
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6.5 Environmental Scanning

Environmental scanning is extremely important in the detection of change within an organization.
This type of scanning is dependent on individuals to keep a close eye on any changes that include
but are not limited too: environmental changes, trends, events, political change, or health issues.
The Carnival Corporation should be actively scanning to remain aware of possible changes within
the immediate environment. Environmental scanning sources may include:
 Technology updates
 Increase or decrease in stock
 Increase or decrease in sales
 Environmental factors

6.6 External Scanning

Similar to environmental scanning, external scanning is also focused on monitoring change.
External scanning monitors and watches for changes in traditional print and online resources.
Because the Carnival Cruise Corporation is the parent company for numerous cruise lines, there
are plenty of outlets where change could potentially take place. It is important to monitor these
outlets in order to see what information is being fed to the public and stakeholders of the Carnival
Corporation. External scanning may include:
 Monitoring Carnival Cruise Lines social media accounts
 Monitoring news stories released to the public and keep in contact with reporters
 Monitoring larger television and radio networks for any stories

7.0 Media Audit

A media audit determines the possible means of communication when a crisis occurs. This section
will help Carnival Corporation understand which media are interested in covering its crisis.

7.1 Traditional Media

Traditional media is a medium prior to the Internet. It is a monologue because the information is
directed to the audience and the audience will not be able to share feedback immediately.
Examples of traditional media are as follows:
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 Chicago Tribune/New York Times will post in newspaper

 ABC/FOX/NBC/CNN will have a segment on television
 Radio stations will broadcast
 Possibly a magazine advertisement if a company is mocking the organization

7.2 New Media

New media is content through the Internet with possible two-way communication. The audience is
able to interact here by commenting or sharing stories. Examples of new media are as follows:
 Bloggers-activists groups or travelers
 Travel agency on Web page
 ABC/FOX/NBC/CNN will post newscast online
 Chicago-Tribune/New York Times will post editorials online
 Yahoo mail will post stories
 Social media Facebook/Twitter/Instagram

8.0 General Social Media Strategy

Carnival Corporation & PLC uses their social media accounts daily. Although the corporation
only has a comprehensive website and a Twitter account, they have accounts through their
affiliated brands. The corporation and its affiliates use their Facebook, Twitter, Instagram, etc. to
update people on events, specials, and respond directly to consumers. Along with a few social
media websites, they have their own page called “The Press Room” located on their website which
is updated with information regarding everything Carnival. Carnival Cruise Lines has over three
million likes on their Facebook, and over 140K follow on Twitter, which means millions of people
are getting their daily updates. Having these accounts is useful for when they have a crisis because
this is an easy way to get in contact with their stakeholders and the world sufficiently and quickly.

8.1 Facebook
Carnival Cruise Corporation & PLC itself doesn’t have a personal Facebook page, however an
example within their brand, Carnival Cruise Lines, has one that is used to update customers,
travelers and stakeholders about upcoming events. If there were a crisis, Carnival Cruise Lines
 17

would use this Facebook page to openly communicate with the public. It could post updates and
statuses on the crisis at hand. The page would not be negatively affected because the point of the
page is to stay in communication with people who are involved with Carnival. There are
employees running the page and handling customer service issues, such as posts with comments or
concerns. This page can also receive personal messages which can be answered by staff.

8.2 Twitter
Carnival Corporation & PLC has its own Twitter account (@CarnivalPLC). When crisis occurs
within their affiliated brands, those personal brands will use their company accounts to give
updates. Using Carnival Cruise Lines as the example, just like the Facebook page, the Carnival
Cruise Line Twitter account would simply include links to the their press page or Facebook, which
would offer more information than 140 characters. The account also would respond to any
followers with questions and or concerns they may have. It would regularly update its account to
keep the followers up to speed as changes happen.

8.3 Carnivalcorp.com
The corporation home page for their news information investor relations will have more updates
posted than on social media platforms. On these pages you will find updates almost everyday
reporting continued efforts within the organization and how they are resolving the crisis. From the
media center page you can be relocated to their affiliated brand websites, which will give
individualized attention to those cruise lines. They have ship information, general information and
press releases as well. These webpages also include information from other news outlets to provide
opportunity for full coverage from outside sources. These two web pages are the first place crisis
information would be posted; along with the media pages dedicated to the specific cruise line
dealing with the crisis.

9.0 Third Party Potential Supporters

In the event of a crisis that leads to damage of the Carnival Corporations & PLC reputation, as well
as their work in other service areas, the organization can reach several options to aid in regaining
positive reputation. The crisis team can access this list of supporters for the purpose of local and
 18

national media contacts. These third party supporters will have strong connection to the
organization and be able to provide credible, informed, and favorable responses. These supporters
include:
- Mary Lu Abbott: SATW Foundation
- St. Jude Hospital
- Edge4Vets
- Miami Children’s Museum
- Carnival Foundation
- HEAT Academy
- Jackson Memorial Foundation/Holtz Children’s Hospital

10.0 Immediate Response Checklist

To utilize proper crisis communication tactics it is extremely important that the organization
constantly update key stakeholders and publics with the most current information. An immediate
response checklist provides seven steps for how and what procedures to take, upon verifying the
crisis.

STEP 1: Verify the Crisis Situation

The first step, Carnival Corporation Crisis Communication Team must determine what has
happened (what, when, who, how, why) by coordinating at the site of the incident and immediately
identifying as many facts as possible:
 WHAT happened and where?
 WHEN did this happen?
 WHO is involved?
 HOW did it happen?
 WHAT is currently being done?

When collecting the data consider the following:

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 Do you have all the facts (to the best of your knowledge)
 What other information do you need to put the event into perspective?
 Has the situation been confirmed?
 Was your information source(s) credible?
 Is information consistent from several sources?

In some cases, the media may be alerted to the situation before all of these facts can be determined.
Even if you do not have all of the information yet, it is important to notify the Crisis
Communication Team as well as provide the media with a statement indicating that the situation is
under investigation and that as soon as more information is available it will be provided. Review
the Carnival Corporation media policy for more information on how to respond. You can also
reference the sample holding statement in the resource materials section.

Crisis Situations:
Each crisis is unique, but there is an opportunity to become familiar with a variety of scenarios so
that a potential crisis can be quickly recognized and addressed.

Carnival Corporation & PLC has identified a number of scenarios that could adversely impact
operations, financial stability and reputation. These scenarios may include:
 Gas leak
 Fire on board
 No running water
 Hurricane
 Heavy rain and/or hail
 Insider trading
 Smuggling of illegal substances
 Death of a passenger
 Loss of power
 Hijacking of social media accounts
For a more detailed list of scenarios, see the Crisis Scenarios List found in figures 3.1-3.8.
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STEP 2: Notification and Assignments

As soon as contact has been made with the Carnival Corporation the correct personnel should
contact the Crisis Communications Team Leader (CCTL).

NOTE: Even if the situation does not seem like it could cause community or media attention, it is
important that the CCTL be informed. Crisis situations can escalate quickly, and it is extremely
important that the communication team stay up-to-date on the situation.

Communication Notification Steps:

1. Correct personnel calls Carnival Corporation &PLC (within 15 minutes of incident)
according to operation standard policy.
2. Correct personnel should immediately call the CCTL.
3. CCTL will coordinate contacting all members of the Crisis Communications Team (CCT)
(see chart below).

SVP & Chief

Commnications
Officer

Senior Public
Vice President of
Relations
Public Relations
Manager

Director of
Media Relations Public Relations Social Media
External
Manager Assistant Manager
Communications

Interal
Communications
Specialist

4. A conference call will be scheduled so the correct personnel and CCT members can
 21

determine if there is a communication crisis, and, if so, what communication crisis

level it has reached (see Step 3). The CCT will also determine next steps.

** As needed or available
Crisis Communications Team Assignments:

Role/ Primary
Responsibility Name/Title
Crisis Communications Team Leader Roger Frizzell
 Coordinates Carnival Tel: 305-406-7862
 Final approval on all publicly Email: rfrizzell@carnival.com
disseminated information SVP & Chief Communications
 Arranges scheduled and Officer
emergency team meetings,
works with senior advisors
 Oversees broad and specific
team functions
 Ensures required resources are
available for team member
assigned duties
 First person to contact in case
of crisis
 Initiates crisis plan
 Manages crisis team

Assistant CCT Coordinator Jamie Pitts

 Assists the team coordinator Tel: 305-403-8888
with prioritizing duties and Email: vp.pr@carnival.com
handling inquiries. Vice President, Public Relations
 Fulfills all the duties and
responsibilities of the CCTL
his/her absence.
 Works in close liaison with the
spokesperson facilitator to
ensure message accuracy.
 Assists with media relations.
 Reports directly to the Chief
Communications Officer
 Second contact if primary is
unavailable
 Initiates practice runs of crises
 22

 Develops marketing
communications campaigns

Family Liaison Colleen Muldowney

 Establishes, coordinates and Tel: 305-406-7321
initiates contact with family Email: cmuldowny@carnival.com
members to notify with Internal Communications Specialist
updates and information as
information becomes
available. (NOTE: Family
members should always be
informed before the media.
 Coordinates Carnival
Corporation family liaison,
clergy and other special
interest groups to assist in
family needs.
 Handles logistical needs (food,
lodging, professional services)
of families.
 Works with coordination
efforts of clergy and
counseling partners.
 Develops employee
engagement
 Prepares strategic
communication plan for
company
 Deals with all internal crises
 Reports directly to Vice
President, Public Relations

CEO Arnold W. Donald

 CEO has responsibilities as a CEO of Carnival Corporation & PLC
director, decision maker,
leader, manager and executor.
 The communicator role can
involve the press and the rest
of the outside world, as well as
the organization's management
and employees; the decision-
making role involves high-
level decisions about policy
and strategy
 23

Spokesperson Nicole Faber

· Works with CCT to publicly issue Tel: 305-406-7321
statements to the media. Email: cmuldowny@carnival.com
· Serves as lead Carnival Internal Communications Specialist
Corporation & PLC representative
at press conferences with
assistance from operational staff,
state/local agencies, etc
Information Technology Coordinator Nicole Faber
 Oversees and coordinates the Tel: 305-403-8206
technology needs for the Email: media@carnival.com
situation, including: Media Relations Manager
1. Computers/Internet/E-
mail
2. Phone Lines
3. Printers/Copiers
4. Fax machines
 Coordinates/Assists with
establishing the technology
needs for the media and
family sites.
 Develops relations with press
and media outlets
 Third contact if second and
primary are unavailable
 Reports directly to Senior
Public Relations Manager

Web Site Coordinator Allison Cundiff

 Coordinates with the CCTL to Tel: 305-403-5578
provide up-to-date Email: socialmedia@carnival.com
information on the web. Social Media Manager
 Monitors Web site comments
and provides updates to the
CCT.
 Grows online supporter base
and traffic
 24

Director of External Communications Neissa Diabate

 Reports directly to Chief Tel: 305-406-8842
Communications Officer and Email: ndiabate@carnival.com
Vice President, Public
Relations
 Manages communication
between the organization and
other businesses
 Proactively creates corporate
identity

Senior Public Relations Manager Alyssa Phelps

 Reports directly to Vice Tel: 305-403-8862
President, Public Relations Email: aphelps@carnival.com
 Generates positive publicity
 Manages bad press
 Copyedits communication

Public Relations Assistant Taylor Beck

 Reports directly to Senior Tel: 305-403-6582
Public Relations Manager Email: tbeck@carnival.com
 Develops all press releases
 Creates marketing and
promotional materials

STEP 3: Assess the Communication Crisis Level

Based on the level of communication required as listed in the criteria below, determine the crisis
level of the situation (see chart below).
 25

4 - Highly Intense
* Media have
immediate and 3 - Intense 2 -Moderately 1 - Minimally
urgent need for Intense Intense
* Crisis causes
information about growing attention * Situation is * Crisis attracts
the crisis. attracting slow but little or no
form local regional
* CEO may need to media steady coverage attentionn
provide opening * External * Pre-event
* Media contacts
statement of non-CCT staff for stakeholders receive information
empathy/caring media inquires requests are
information
* One or more * Public is aware of received
*Affected and
groups or potentially affected situation but it is * Public and/or
individuals express attracting little media are
parties threaten to
anger or outrage talk to the media attention virtually unaware
* Broadcast and of crisis
print media appear
on-site for live
coverage

STEP 4: Communication Management

Message Management:
1. Schedule regular internal communication updates.
2. Schedule regular updates with Carnival Corporation’s Public Affairs.
3. Identify key audiences.
4. Start crisis inquiry log from public and/or media.
5. Select and/or assign spokesperson(s) (site and/or corporate).

Communication Logistics:
1. Identify main on-site contact.
2. Establish a location for communications operation center.
3. Address other logistics:
 26

 Set-up a site for the media away from the mine. This step needs to be taken care of
very quickly so that media cannot set-up near the mine – once they have established
a site, it is difficult, if not impossible, to move them.
 Set up a family/employee site away from the media and the mine.
 Establish a place for VIP visitors.
4. Determine crisis site hours of operation and who will be staffing the site.
NOTE: You will need to have communication staff both onsite and at the corporate office.
The number of individuals at each site per shift depends on staff availability and the
intensity of the crisis situation.

STEP 5: Develop Messages

Once the crisis level has been determined and factual information to be communicated has been
confirmed, it is time to begin planning a response strategy for communicating critical information
and for responding to potential questions for each audience. During this step, the Crisis
Communications Team should:
 Develop a script for conveying key information points.
 Develop or refer to a list of questions that could be asked by a variety of audiences
(families, media, partner, organizations) about the crisis.
 Modify pre-scripted messages or develop new messages.
 Be prepared to address the company’s or the operation’s record for the relevant crisis
situation, e.g., mine safety, financial integrity, treatment of employees.
 Determine how the company will manage inquiries regarding a CEO’s or other senior
management’s activities that are unrelated to the crisis situation, e.g., political activities.
 Identify the best methods for delivery of key messages.
 Monitor crisis and update messages based on the crisis.

STEP 6: Approve and Release Messages

 27

Message Approval:
Once messages are developed for each potential audience, all messages that will be distributed
internally to employees and externally to the public, shareholders, the media, etc., must be
approved by the following individuals:
1. Crisis Communication Team Leader (CCTL)
2. Legal Counsel/Advisor
3. Operations Manager [Alan B. Buckelew, Chief Operations Officer]
4. Chief Executive Officer (CEO)

Once the legal team and the CEO have reviewed, the CCTL will work with the Crisis
Communications Team (CCT) to make needed changes and finalize for official release.

Message Release:
Messages can be released through a variety of means and messengers and at various time frames,
depending on the crisis. In crisis levels 3 or 4, the main statement or overarching message should
come from the CEO and, if deemed appropriate, include a message of empathy and caring.

Delivering messages to a broad range of people will need to be a team effort. However, ALL
messages should be coordinated with the CCTL and channeled through the approval processes to
make sure that they are in line with the overall messages and approved by Carnival Corporation for
release.

STEP 7: Monitor and Provide Feedback

During and after the crisis, the CCTL will coordinate with the CCT to:

1. Review crisis coverage

a) Review media outlets that have inquired about the situation.
b) Review media within a designated area of the facility (distance depends on the nature
of the event).
 28

c) Review national and business media.

d) Conduct regular searches through Internet search sites for key words, such as the name
of the mine, the incident, people involved, etc.
e) In some cases you may want to monitor blogs, comment boards or chat sites to assess
community/employee concerns/comments. Keep in mind the following when reviewing
these sites:
2. Although things should be taken seriously, understand that blogs and comments board
can be used simply to “let off steam.”
a) Carnival Corporation & PLC or members of the CCT should NEVER respond, even
anonymously, through a blog or chat site. The only exception is if Carnival Corporation
establishes a comment board specifically to address concerns and clearly advertises the
site for that purpose. Keep in mind, however, that all communication can be pulled for
legal purposes, so all communication through this site, like all media communication,
should go through official review/approval procedures before posting.

3. Identify story trends

a) What is the main focus for the media?
b) Is the focus changing?
c) Are there patterns that indicate messages Carnival Corporation & PLC should be
focusing on or responding to?

4. Identify public and key stakeholder issues

a) What are the major issues being addressed through the media?
b) What questions or concerns are being posed?
c) Incorporate lessons learned into crisis plan
d) During the crisis and afterward, lessons learned (e.g., what types of messages are
needed, what approach the media takes to a certain type of story, what the media,
public and shareholders are asking, etc.) should be noted to assist in planning and
response for future situations.
 29

NOTE: Solicit feedback from Carnival Corporation & PLC leadership/employees outside of the
CCT to assist in identifying what worked, what didn’t and lessons learned.

11.0 Communication Channels Worksheet

Communication channels are very important when a crisis arises. They are used to reach specific
target audiences through certain media platforms that get the desired information out. Having
several different channels with multiples types of outlets can be tricky and it is needed to have a
specific plan of whom you are trying to reach and exactly how you will reach them, so that you
don’t add to the crisis. There can be several types of communication channels, such as: social
media, print, radio and so on. Communications channels include:

 Social media
 News sites/websites
 Newspaper publications
 Blogs
 Radio
 Television

Something that needs to be considered is how effective each channel is for that specific type of
audience. Questions that should be asked when deciding what channels should go with each
audience are:
1. Which channel will be able to reach the audience in a quick and well-executed manner?
2. Which channel is the most cost-effective?
3. Is this the appropriate channeled for the intended message and audience?

Audience Communication Channel

Local/National Media  Press Conference
 Press Release
 Social Media
 30

Investors  Email
 Phone Call
 Press Release
Emergency Officials  Phone Call
 Emergency Signals
 Alerts
Ports of Call  Televised announcements
Ex: Mexico City  Alerts to Local Stations
 Live Reporting Announcements
 Radio Announcements
Workers Aboard Ship  Two-way Radio
 Announcements over the speakers
 Text Alerts
Current Passengers  Text Alerts
 Announcements Over Speakers
Past/Future Passengers  Email
 Social Media
 Press Release
Food, Drink, Merchandise, Entertainment, and  Two-way Radio
Other Third Party Vendors  Announcements over speaker
 Text Alerts

12.0 Key Messages Worksheet 1
Scenario #1: We at Carnival cooperation are constantly aware of severe weather threats to our
passengers and crewmembers.
Stakeholder: Passengers, crewmembers, employees, shareholders, stakeholders.
Concern: POSITIVE EXPERIENCES, SAFETY, AND COMFORT FOR ALL ON BOARD.
KEY MESSAGE 1
We will maintain all
available and accessible
comforts throughout a time
of distress.
Support Point 1.1
There will be a
representative available to
assist passengers with their
most immediate needs.
Support Point 1.2
All outside entertainment
will be brought within the
ship to continue to ensure
passenger satisfaction.
Support Point 1.3
Due to weather related water
issues, there will be an
immediate turn around time for
extra towels and clean
bedding.
KEY MESSAGE 2
Passenger and crewmember
safety are our primary
concern.
Support Point 2.1
There will be National
Guard approved floatation
devises on deck in case of
a rouge passenger
Support Point 2.2
We have the right to escort
any uncooperative or
disruptive passenger to our
onboard confinement
facility.
Support Point 2.3
Carnival Cruise Lines has
enacted safety rules and
precautions and will be made
aware to passengers before
disembarking from port.
31
KEY MESSAGE 3
We will make all necessary
accommodations to insure a
high passenger retention rate.
Support Point 3.1
We will do our absolute best
to compensate our
passengers for any damages
done by the crewmembers
during the time of distress
Support Point 3.2
We will be aware of our
passengers in wheelchairs,
those with small children,
and those needing extra
assistance to ensure that all
needs are met.
Support Point 3.3
We will do everything we
can to insure the basic
functions of the ship are
running and working
properly
 32

12.1 Key Messages Worksheet 2

Scenario #2: We are Carnival cooperation are constantly aware of possible mechanical issues
that could occur while at sea and at port.
Stakeholder: Passengers, crewmembers, employees, shareholder, stakeholders
Concern: POSITIVE EXPERIENCES, SAFETY, AND COMFORT FOR ALL ON BOARD.

KEY MESSAGE 1 KEY MESSAGE 2 KEY MESSAGE 3

The Captain and crew will The Captain will be aware of The kitchen will have plenty of
check engine and mechanical all ships in close proximity food available that does not
function before departure and in the chance of mechanical need cooking to ensure that all
at each port stop. failure. passengers are fed.

Support Point 1.1 Support Point 2.1 Support Point 3.1

The Captain will be given an
update at port and at sea in
regard to the state of the
engine and mechanical
equipment of board.
Our ships will keep in contact
with all ships nearby for our
safety as well as to offer
assistance to any other ship in
need.
In case of a mechanical issue,
there will be food made available
to patrons that does not require
cooking.

Support Point 1.2 Support Point 2.2 Support Point 3.2

The ship will undergo
inspection before
disembarking at port and
before leaving for the next
stop.
The Captain and crew are all
Any and all foods that need
versed in the varies distress
refrigeration will be eaten
signals and the timeline needed
first to ensure food safety
to send the signals and the time
and sanitation laws are met.
it takes for help to arrive

Support Point 1.3 Support Point 2.3 Support Point 3.3

The crew will be aware of all
possible ways to stall or slow a
potentially dangerous situation
in order to give rescue ships
enough time to reach them.
Any issue that arises will be
discussed and remedied by the
Captain and crew before
alerting patrons of the issue.
The foods that will be made
available will have meet
nutrition and quality standards to
ensure the health of our
passengers and crew.
 33

12.2 Key Messages Worksheet 3

Scenario #3: We at Carnival hire our employees based on impeccable recommendations,
customer service experience, and excellent training for routine and rogue situations.
Stakeholder: Passengers, crewmembers, employees, shareholders, stakeholders
Concern: POSITIVE EXPERIENCES, SAFETY, AND COMFORT FOR ALL ON BOARD.

KEY MESSAGE 1 KEY MESSAGE 2 KEY MESSAGE 3

Our crews are equipped to We hold our employees to a

We pride ourselves on
handle any and all situations higher standard.
impeccable service. on board.

Support Point 1.1 Support Point 2.1 Support Point 3.1

The training for our employees is
a long and throughout process
that even while on the ship, they
shadow current employees for
months.
We understand that our
passengers may not be pleased
with all aspects of every cruise
and our crew is prepared to
help in any way possible.
Our employees and staff
must pass an extensive
background and references
check in order to work on
our cruise liners.

Support Point 1.2 Support Point 2.2 Support Point 3.2

Crewmembers are expected to
train in all aspects of service on
the ship, but the most important
quality in our crewmembers in
customer service.
Carnival cooperation has given
our crewmembers the right to
refuse any patron who appears
to be intoxicated or disruptive.
If any member of staff is accused
and found guilty of theft or any
other crime aboard or ashore, they
will be held in confinement and
turned over to authorities at our
homeport.

Support Point 1.3 Support Point 2.3 Support Point 3.3

While we reward the crew for
Our employees are trained in Carnival does not condone
outstanding work, we also take
rescue maneuvers, first aid, the mistreatment of
customer critiques of our
and CPR to ensure the safety passengers or crewmembers
crewmembers very seriously.
of all on board. and take accusations of this
behavior very seriously.
 34

13.0 Press Release Template

FOR IMMEDIATE RELEASE

Contact Name:
Contact Phone Number:
Contact Email Address:

Headline (One Sentence, 7-10 words, that describes the major point of the release)

City, State: , (Date)

Message of Empathy/Caring (if appropriate):

Main Paragraph
Quickly answers the Who, What, Where, When and Why of the story:

Who is affected:
What is going on:

Where is this taking place:

When did this occur:
Why is this important:

Quote (key points can be made within quotes)

From a pre-determined spokesperson. Quote should say what actions Carnival Corporation &
PLC is taking, telling people what actions they should be taking, or voicing compassion and
concern.
--more--
 35

Name of Spokesperson:
Spokesperson’s title:
Quote:

Key Message 1:

Supporting Point 1.1:

Supporting Point 1.2:

Supporting Point 1.3:

Key Message 2:

Supporting Point 2.1:

Supporting Point 2.2:

--more--
 36

Supporting Point 2.3:

Key Message 3:

Supporting Point 3.1:

Supporting Point 3.2:

Supporting Point 3.3:

Carnival Corporation & PLC is a global cruise company and one of the largest vacation
companies in the world. Our leading cruise brands are comprised in North America, United
Kingdom, Germany, and Italy. Carnival Corporation & PLC is headquartered in Miami, Florida,
U.S.A., and Southampton, England.

More Information
For more information, contact:

Carnival Corporation & PLC

Phone Number: 800-438-6744 ext. 16000

Email: media@carnival.com
Web site: www.carnivalcorp.com

###
 37

14.0 Organizational Backgrounder

The foundation for the Carnival Corporation was implemented when its brand, Carnival Cruise
Lines, was formed in 1972 by cruise industry pioneer Ted Arison. At the age of 42, Arison
moved to Miami in 1968 to operate a small cruise ship running between Florida and the
Caribbean. After entering into a partnership with childhood friend Meshulam Riklis, who then
owned American International Travel Service (AITS), Arison and Riklis formed Carnival Cruise
as a branch of AITS.

For 6.5 million dollars, Arison and Riklis purchased the ship Empress of Canada which was later
renamed Mardi Gras. Mardi Gras was the first ship owned by Carnival to successfully run
outside the Port of Miami. The success of Mardi Gras played a significant role in Carnival’s
growth as it held several hundred travel agents on board. The company began expanding when
an initial public offering of 20% was made from the company in 1987. This public offering
provided the initial entry of large numbers of people to use Carnival services, which lead to
Carnival being named as “The World’s Most Popular Cruise Line.”

Due to the success of Carnival, the company has been well represented in almost every market
segment of the cruise industry, including international locations as far as Holland, Italy, and
Europe. Making the company one of the largest recreation travel companies in the world, in
April 2003, Carnival Corporations and P&O Princess Cruises PLC agreed to combine services.
The collaboration between the two companies lead to a creation of the world’s first global cruise
operator to have 12 popular brands, including Carnival Cruise Lines, Princess Cruises, Holland
America Line, Seabourn Cruise Line, Windstar Cruises, Costa Cruises, P&O Cruises, Cunard
White Star Line, Swan Hellenic, Ocean Village, Aida, and P&O Cruises Australia.

With 2015 barely beginning, Carnival now has 24 ships operating 3 to 16-day journeys to
extravagant locations such as The Bahamas, Caribbean, Europe, Mexican Riviera, Hawaii,
Canada, New England, Bermuda, Australia, New Zealand and the Pacific Islands. With high
hopes for the upcoming years, Carnival is looking forward to releasing Carnival Vista in 2016
and a second ship to join the cruise line in 2018.
 38

15.0 Media Log Sheet

Crisis Situation

Date: Cruise Line

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

Further action needed?

 39

16.0 Crisis Team Contact Sheet

Name Contact Position Position Description

First person to contact in
Roger Frizzell Tel: 305-406-7862 SVP & Chief case of crisis
Email: Communications Officer
rfrizzell@carnival.com Initiates crisis plan

Manages crisis team

Jamie Pitts Tel: 305-403-8888 Vice President, Public Reports directly to the
Email: Relations Chief Communications
vp.pr@carnival.com Officer

Second contact if primary

is unavailable

Initiates practice runs of

crises

Develops marketing
communications
campaigns

Alyssa Phelps Tel: 305-403-8862 Senior Public Relations Reports directly to Vice
Email: Manager President, Public
aphelps@carnival.com Relations

Generates positive
publicity

Manages bad press

Copyedits communication
 40

Reports directly to Senior

Taylor Beck Tel: 305-403-6582 Public Relations Public Relations Manager
Email: Assistant
tbeck@carnival.com Develops all press
releases

Creates marketing and

promotional materials
Reports directly to Chief
Neissa Diabate Tel: 305-406-8842 Director of External Communications Officer
Email: Communications and Vice President,
ndiabate@carnival.com Public Relations

Manages communication
between the organization
and other businesses

Proactively creates
corporate identity

Colleen Tel: 305-406-7321 Internal Commination’s Reports directly to Chief

Muldowny Email: Specialist Communications Officer
cmuldowny@carnival.co
m Develops employee
engagement

Prepares strategic
communication plan for
company

Deals with all internal

crises
 41

Nicole Faber Tel: 305-403-8206 Media Relations Reports directly to Vice

Email: Manager President, Public
media@carnival.com Relations

Acts as spokesperson on
behalf of organization to
address questions or
complaints

Develops relations with

press and media outlets

Third contact if second

and primary are
unavailable
Reports directly to Senior
Allison Cundiff Tel: 305-403-5578 Social Media Manager Public Relations Manager
Email:
socialmedia@carnival.co Grows online supporter
m base and traffic

Publish videos and photos

on company websites and
social platforms

Build and sustain online

communities

Releases statements on
company website and
social platforms
 42

17.0 Procedure for Testing and Evaluating Crisis Plan

It is suggested that we yearly have test runs of simulations so that we can evaluate them and see
what the company needs to work on, and what rules need to be more enforced.

17.1 Simulations
To effectively stimulate a crisis, practice runs must be planned in advance. This is to further help
prepare all employees. All employees of Carnival Corporation & PLC will participate in these
test runs. Each next section will go into detail about what each department of the company will
do.

17.2 Social Media

Yearly, there will be a seminar hosted about how to handle crises on social media. Different
crises will be picked at random and the social media communication team will need to work
together to figure out how and if it is necessary to post on their external social media outlets.
Once the scenarios are over, guidelines will be sent out to the entire team that should be
followed.

17.3 Employee Crisis Prevention

All employees will be required to attend a yearly meeting to discuss policies that come with
potential crises. The policies will include procedures and protocols to take and who to get into
contact with when a crisis arises between employees. These scenarios can include injury, fights,
employee strikes, etc. Specifically, employees need to know to get in contact with Human
Resources Department when something of this matter arises. A contact sheet will be made for
all employees to have when something like this happens.

17.4 Community Relations Prevention

Director of External Communications, Neissa Diabate, will send out a document to all vendors
and contacts that she has reached out and contacted to participate and support Carnival
Corporation & PLC. The document will include every single contact the vendors may need in
case they need to cancel, are going, to be late to an event, need larger space, etc. This will make
planning run smoother and vendors will have easy access to all staff at their convenience
 43

17.5 Public Relations Prevention

Public Relations Assistant, Taylor Beck, will be in charge of developing press releases to be sent
out on all traditional media that could potentially be involved with Carnival Corporation & PLC.
If these media outlets are having trouble with any story because they were not given proper
material or information, Taylor would make sure these individuals know that she is their main
contacts if any of these situations would occur.
 44

18.0
Part 2
 45

18.1 Crisis Scenario

Theme cruises are an increasingly popular option in travel, and cruises especially for the LGBT
community are a big and lucrative market. Celebrity Cruises has been specializing in them for
years, but they only have so many ships that they can provide for all chartered trips. In Spring
2015, a west coast LGBT group approaches Carnival Corp about chartering a couple of ships
from either the Carnival line or the Princess line. The charter contact, having a bad day, gives
them a flat "No. We don't do THAT kind of thing." Horrified and insulted, the group, many of
whom are very active and influential on Twitter, hit social media to tell their story, and the
hashtag #hatecruise starts to trend. Traditional and online media outlets start picking up the story,
and, given Carnival's bad media handling during the #poopcruise and Costa debacles, don't even
call Carnival for a comment. Finally, complicating things, and in the wake of this wide coverage,
conservative groups jump on the situation, celebrating Carnival for their decision to discriminate
based on their principles. 
Your team is the PR team for Carnival, and you immediately realize
that there has been a serious miscommunication - Carnival just doesn't do many theme cruises, of
ANY sort, and isn't discriminating. As you fantasize about punching the charter rep in the face
for causing this, you need to figure out how to handle this, and unfortunately the story has
already gotten away from you. What to do?
 46

19.0 Crisis Type and Victim Cluster

Crisis Type:
The crisis type identified in this crisis is a challenge within the accidental cluster. This frame has
low attribution of crisis responsibility. Carnival Corporation’s LGBT stakeholders called the
organization’s actions inappropriate. There is ambiguity within this moral challenge because
there is two sides during this group of people potentially being right. Stakeholders will side with
the group they identify as more credible.

Victims:
Victims are injured by the cruise either physically, psychologically, or through property damage
or financial loss. The victims:
 West Coast LGBT community
 LGBT employee
 LGBT activists

Non-victims:
Non-victims are segmented into two categories, potential victims and voyeur audience. They are
less involved during the crisis than the victims, but should still be responded to, since these
groups matter during a crisis. If these groups dislike an organization during a crisis it could
damage the relationship and future investments.

1. Potential victims:
 Potential victims were not injured during the crisis but could have been potentially.
These victims could have used Carnival Corporation in the past or were planning to in
the future. The potential victims:
o Past customers identifying as LGBT
o Shareholders of Carnival Corporation

2. Voyeur audience:
 47

 The voyeur audience are bystanders watching the crisis unfold and how to
organization handles the situation. This audience has no potential to be harmed but
can still experience emotions from the crisis. Voyeur audience:
o LGBT community
o LGBT family/supporters
o #hatecruise followers on Twitter
o Traditional and online media outlets

20.0 Crisis Response Strategy

A crisis does not magically go away, the struggle to recover can have lasting effects. In order to
prevent or resolve the crisis, there are some strategies that can be implemented such as rebuilding
and bolstering poster.

Rebuilding Poster:
 Compensation: Providing monetary compensation or other gifts to victims
 Apology: Crisis manager must publicly state that Carnival Corp. & PLC takes full
responsibility for whatever crisis occurs and ask for forgiveness.

Bolstering Posture:
 Reminding: Carnival Corp. & PLC tells stakeholders about our past good works
 Ingratiation: Carnival Corp. & PLC praises stakeholders

1. Provide instructing information to all victims or potential victims in the form of

warnings and directions for protecting themselves from harm
- When siren goes off must start evacuation
- First night of the cruise have safety drill and skills meeting so passengers
know what to do

2. Provide adjusting information to victims by expressing concern for them and

providing corrective action when possible
 48

- Make sure all information is accurate

- Be genuine and empathetic in apology
- Update target audience and stakeholders on what is happening
- Recovery updates, Cause of crisis, inform to prevent, and report to
stakeholders or any of our third party supporters ( Mary Lu Abbott:
SATW Foundation, St. Jude Hospital, Edge4Vets, Miami Children’s
Museum, Carnival Foundation, HEAT Academy Jackson Memorial
Foundation/Holtz Children’s Hospital)

3. Use Rebuilding strategies for accident crises

- Positive comments on all social media, including a #
- Monitor effects of crisis
- Construct a formal and immediate apology:
“On behalf of (name of cruise line), we would like to formally apologize for the
miscommunication that has happened in recent events. We want to inform you
that we have no negative or opposing views on the LGBT community. In fact, we
are proud of our partnership with the Human Rights Campaign, which advocates
on behalf of LGBT Americans. Carnival Cruise Lines is not known for having
themed cruises and this was not communicated appropriately or correctly. We are
sorry for any inconvenience and welcome everyone aboard our Carnival Cruises.
We believe diversity creates more opportunity for innovation and hope all feel
welcome traveling on our fun ships! If you have any comments or concerns feel
free to contact our media relations manager by email media@carnival.com or
phone (305) 403- 8206.”

Sincerely,
Nicole Faber
Media Relations Manager
Carnival Corporation & PLC

4. S.M.A.R.T. Response Strategy

- S: Leader in safety and cleanliness
 49

- Top notch team prepared for any emergency

- Values travel agents
- This choice is fun and affordable
- We value our customers
- Social Media contacts
 50

21.0 Initial Press Release

Contact: Taylor Beck FOR IMMEDIATE RELEASE

Phone: 305-403-6582
Email: tbeck@carnival.com

CARNIVAL CORP STATEMENT REGARDING THEMED CRUISE POLICY

MIAMI, April 10, 2015 – Yesterday, Carnival Corporation & PLC received inquiries about

chartering LGBT themed cruises among Carnival or Princess cruise lines, all of which were

turned down.

Carnival Corp does not, as a policy, operate themed cruises of any kind regardless of

race, class, ethnicity, or gender relations. We apologize for any miscommunication.

Carnival Corp has no negative or opposing views against the LGBT community. In fact,

we are proud partners with the Human Rights Campaign, which advocates on behalf of LGBT

Americans.

Arnold Donald, President and CEO of Carnival Corporation & PLC, addressed the

situation stating, “Diversity is a business imperative. The key to innovation is diversity of

thinking…having people from different backgrounds and different cultural experiences who are

organized around a common objective are far more likely to create breakthrough innovation than

a homogenous group. That same diversity of thinking is a powerful advantage.”

--more--
 51

We are dedicated to offering a diverse and inclusive environment through affordable

means, with all hands on deck. Not only do we support LGBT rights, we are partners with

organizations who represent women in business, African American CEOs, and Hispanics in

corporate America.

Carnival Corporation & PLC is a global cruise company and one of the largest vacation

companies in the world. Our leading cruise brands are comprised in North America, United

Kingdom, Germany, and Italy. Carnival Corporation & PLC is headquartered in Miami, Florida,

U.S.A., and Southampton, England.

More Information
For more information, contact:

Carnival Corporation & PLC

Phone Number: 800-438-6744 ext. 16000

Fax: 305-406-8630
Email: media@carnival.com
Web site: www.carnivalcorp.com

###

copy and paste your citation

 52

22.0 Key Messages Worksheet Part 2

Crisis Scenario: Carnival cooperation does not discriminate against any persons whether they
are passengers or crewmembers and seeks to provide all on board with a unique and magical
experience while providing excellent service.
Stakeholder: LGBT community, crewmembers, shareholders, stakeholders
Concern: THE CONCERN OF CARNIVAL CRUISE LINES TO BE UNABLE TO APPEAL TO ALL
PERSONS AND BACKGROUNDS.

KEY MESSAGE 1 KEY MESSAGE 2 KEY MESSAGE 3

Although Carnival Cruise Although Carnival Cruise Although Carnival Cruise

Lines does not permit themed
cruises, our ships have themed
nights throughout the duration
of the cruise.
23.0
Lines does not permit themed Lines does not permit themed
cruises, our ships have themed cruises, our ships have themed
nights throughout the duration nights throughout the duration
of the cruise. of the cruise.

Support Point 1.1 Support Point 2.1 Support Point 3.1

We schedule new events each Carnival cooperation crews and Carnival cooperation crews and
night during the cruise in order staff are diverse so we can bring staff are diverse so we can bring
to appeal the vast wants and comfort to our passengers who comfort to our passengers who
wishes of our passengers. are from all over the world. are from all over the world.

Support Point 1.2 Support Point 2.2 Support Point 3.2

The events that we plan cater
to all ages, lifestyles, and
orientations on board.
Our crews provide a bridge
between any language or
cultural barriers between
staff and patron or patron to
patron.
Because their service backgrounds
are so diverse, the crewmembers
will be seen at multiple locations
throughout the cruise to offer a hand
or a friendly face.

Support Point 1.3 Support Point 2.3 Support Point 3.3

Carnival cooperation is open to
suggestions on themed nights that
would make the cruise more
pleasurable for our passengers.
Social Media Strategy
Due to the crew’s well- Due to the crew’s well-
rounded nature, each member rounded nature, each member
of the crew is equipped to of the crew is equipped to
handle any task. handle any task.
 53

With this specific crisis, as a company we would like to send out a formal apology directly to the
LGBT members involved regarding this miscommunication. We would also like to post a
general statement in the form of a press release relaying our themed cruise policies, and discuss
our positive interaction with diversity and inclusion. When the charter representative mentioned
our stance on themed cruises by simply saying we don’t do “that kind of thing”, he failed to
explain that it is not something we participate in regardless of race, class, ethnicity, or gender
relations. This was specifically directed at Carnival Cruise lines and Princess Cruises so we
would post the link to the press release on the corresponding Facebook and Twitter pages, as
well as on the corporate website under “News Releases.”

Twitter:
We would create a hash tag incorporating the corporation’s slogan following with a link to the
press release and formal apology. #letustreatyoulikeroyalty will be used with a link from the
Princess Lines. From the Carnival line it would be #FunForAll.

An example of a formal apology would be:

“On behalf of (name of cruise line), we would like to formally apologize for the
miscommunication that has happened in recent events. We want to inform you that we have no
negative or opposing views on the LGBT community. In fact, we are proud of our partnership
with the Human Rights Campaign, which advocates on behalf of LGBT Americans. Carnival
Cruise Lines is not known for having themed cruises and this was not communicated
appropriately or correctly. We are sorry for any inconvenience and welcome everyone aboard
our Carnival Cruises. We believe diversity creates more opportunity for innovation and hope all
feel welcome traveling on our fun ships! If you have any comments or concerns feel free to
contact our media relations manager by email media@carnival.com or phone (305) 403- 8206.”

Sincerely,
Nicole Faber
Media Relations Manager
Carnival Corporation & PLC
References
 54

Are you carnival? (n.d.). Retrieved April 30, 2015, from

http://www.cclcareers.com/about-us/our-history.aspx
Coombs, W. (2015). Ongoing Crisis Communication (4th ed.). Thousand Oaks, California:

SAGE Publications
Corporate Information. (n.d.). Retrieved April 29, 2015, from
http://phx.corporate-ir.net/phoenix.zhtml?c=200767&p=irol-prlanding
Diversity & Inclusion. (n.d.). Retrieved April 29, 2015, from
http://phx.corporateir.net/phoenix.zhtml?c=200767&p=irol-diversity
Reference for Business. (n.d.). Retrieved April 30, 2015, from
http://www.referenceforbusiness.com/history2/51/Carnival-Corporation.html
(n.d.). Retrieved April 30, 2015, from
http://phx.corporate-ir.net/phoenix.zhtml?c=200767&p=irol-history