Coronavirus Impact Assessment And Mitigation Strategies On Theme Park Industry Complete Deck

Impact Assessment & Mitigation Strategies on
C RONAVIRUS
Theme Park industry

Table of Contents for Coronavirus Impact Assessment and Mitigation
Strategies in Theme Park Sector
2
Theme Park Sector Overview
› COVID 19 Pandemic Impact on US Economy
› Amusement Park Sector Overview (2020-2024)
› Theme Park Looses During COVID-19 Pandemic
› COVID-19 and Other Crises: Impact on Attractions Industry
› Indian Association of Amusement Parks on COVID-19 Crisis
Determine the Impact on Theme Park Consumers
› Key Things in Consumers Mind Post COVID-19
› Key Points to Focus to Attract Customers After COVID-19
Risk 1: Disruption Due to Social Distancing
› Determine Impact of Social Distancing on Theme Park Industry
› Social Distancing Impact on Capacity of Theme Parks
› COVID-19; Social Distancing in Public Parks and Trails
› Social Distancing (COVID 19) Guidelines at Water Parks and Resorts
Risk 2: Plummeting Employee Productivity
› Risks Associated to Theme Park Staff
› Dismiss Non-essential Employees Amid COVID-19 Outbreak
› Covid-19 Impact on Hiring in Different Sectors
Risk 3: Economic (Recession, Unemployment & Investment Pull-back) Impact
› Covid-19 Recession Impact on Various Sectors
› Financial Impact on Theme Park Sector Amid COVID-19
› COVID 19 Impact: Investment Pull Back in Various Theme Park Companies
Risk Readiness Assessments
› COVID-19 Risk Mitigation Checklist for Staff in Theme Parks
› Checklist for Covid-19 Risk Mitigation in Theme Park Sector
› Evaluating Safety Steps to Avoid Covd19 Impact on Theme Park Sector
› Handling Issue of Ticket Booking and Payments
› Key Guidelines to Protect from COVID 19 - Parks and Recreational Facilities
› Theme Parks - New Safety Information To Mitigate COVID-19 Risk
› Considerations for Public Pools, Hot Tubs, and Water Playgrounds During COVID-19
› Considerations for Theme Parks During COVID-19
› COVID-19 Crisis Management in Attraction Industry
Risk Management Plans
› Risk Mitigation Policies for Staff and Visitors to Avoid COVID-19 Outbreak
› Risk Mitigation Policies for Smooth Operations in Theme Parks
Policy Management
› Incident Reports Related to Health and Safety Hazards in Theme Parks
› Covid19 Incident Status Report in Different Parks
Incident Management
› Key Issues/Questions for Theme Parks in Post-coronavirus era
› Post-COVID-19 Promotional Activities - Theme Park Sector
› New Normal for Theme Parks Post-coronavirus
Business Continuity Plans - Post-coronavirus Era
› Covid19 Risk Management Maturity Model Table
› Risk Management Maturity Model - Role and Process
› Risk Management Maturity Model Scoring
Risk Management Maturity Model
Risk 4: Economic Instability and Civil Unrest
› Economic Instability Risk on Theme Park Sector
› Risk of Civil Unrest Due to Covid-19
How Risks are Mitigated
Business Impact Analysis
› Severity Assessment of COVID-19 Impact on Theme Park Sector
› COVID-19 Risk Assessment Matrix – Theme Park Sector
› COVID-19 Risk Assessment at Various Areas in a Theme Park

3
Policy Management
Incident Management

4
This slide covers information about the COVID – 19 impact on US economy in terms of its impact on GDP.
COVID 19 Pandemic Impact on US Economy
U.S. Economy Sees Sharp Downturn Amid
COVID-19 Crisis
Quarterly Real GDP Growth in the United States*
-8%
-6%
-4%
-2%
0%
2%
4%
6%
8%
2009 2010 2012 2014 2016 2018 2020
*percent Change from Preceding Quarter; Seasonally Adjusted at Annual Rates
Q1 2020
-4.8%
2.9 Million more Americans have filed for
unemployment, bringing the two-month total
to more than 36 million.
The US April unemployment rate has risen to
a record 14.7%, with more than 20 million jobs
lost last month.
EU GDP is forecast to contract by
7.5% during 2020
The International Monetary Fund (IMF) has
said the coronavirus pandemic had
instigated a global economic downturn the
likes of which the world has not
experienced since the Great Depression.
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.

5
This slide covers an overview of amusement park sector. It shows the CAGR and incremental growth (2020-2024) in the sector along with key drivers
Amusement Park Sector Overview (2020-2024)
The Market will be Decelerating at a
CAGR of over
6%
$28.24 bn
Incremental Growth
2020 2024
The year-over Growth Rate for 2020 is Estimated at
The Market is Highly Fragmented with many
Players Occupying the Market Share
of the Growth will come from Americas
50%
One of the KEY DRIVERS for this Market will be
the Increase in International Tourism Expenditure
The Increase in International Tourism Expenditure is one of the key driving factors for the growth of the global amusement park market.
It offers expensive and thrilling rides that capture the attention of different demographics. High demand for 4D rides, giant rides, and challenging roller
coasters are also the key drivers for the industry.
9.56%
This slide is 100% editable. Adapt it to your needs & capture your audience’s attention.

6
This slide covers the looses of major companies in theme park sector (Disney, Universal Studios, Six flags, Cedar Flair, SeaWorld) during the covid-19 pandemic
Theme Park Looses During COVID-19 Pandemic
The Financial Impact of COVID-19 on Various theme parks
› Theme Park division
reported $1 billion loss
in operating income
during Q2 2020
› Revenue dropped by
$628 million for the
quarter for Disney’s
Parks, Experiences and
Consumer Products
division
› Halted $900 million in
theme park
refurbishment and
construction projects
› Attendance dropped 27%
and revenue was down
20% for the quarter
› Anticipates a net cash
outflow of $30 million to
$35 million per month
while its parks are closed
› Each of the 15 Six Flags
parks is losing an
average of $67,000 to
$80,000 per day
› Lost more than $20 million
in revenues, as it saw a
decline in attendance for
the Q2 2020
› Suspended $75 million to
$100 million in new
projects planned for 2020
and 2021
› Monthly burn rate works
out to $1 million to $1.3
million per day
› Expected to lose $500
million if its theme parks
remain closed through
the end of June
› $500 million loss in
three months
› More than $300 million
in theme park
already underway.
› 30% decline in total
attendance and total
revenue for the first
quarter as the
company shuttered all
of its theme parks due
to COVI-19 Pandemic
› Estimated its average
cash outflow as $20
million to $25 million
per month
Disney Six Flags Cedar Fair
Universal Studios SeaWorld

7
This slide provides the impact of covid-19 and other crisis on theme park attendance, real GDP and tourism sector
COVID-19 and Other Crises: Impact on Attractions Industry
80
85
90
95
100
105
110
115
120
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Impact on Theme Park Attendance and Real GDP
European Theme Park Attendance US Theme Park Attendance
European Real GDP (PPP USD) US Real GDP (PPP USD)
20
40
60
80
100
120
140
-3 -2 -1 Impact year 1 2 3
Impact on Tourism Sector
Sharm EL Sheikh Bombings, 2005 Hurricane katrina, 2005
Phuket Tsunami, 2004 Istanbul Airport Attack, 2016
Bahrain Uprising, 2011 Paris Bombing, 2015
› Often, regional and local parks fare better. Consumers may
choose to delay more expensive trips to destination parks but do
not want to sacrifice the fun elements of life altogether.
› Your Text Here
› The graph shows the impact on tourism of six crises including
terrorist incidents, political unrest and natural disasters. Whilst
these events are not directly comparable with the COVID-19
pandemic, there is certainly value in understanding the path to
recovery for the attractions industry

8
This slide covers the key steps taken by Indian Association of Amusement Parks to minimize the impact of coronavirus pandemic
Indian Association of Amusement Parks on COVID-19 Crisis
Followings are the representation(suggestions) to the Government to protect the industry from crisis
Complete GST
holiday for 12
Months
Deferment of Fiscal
Statutory Compliance
Deadlines Waiver of customs
duties on import of
spare parts
Reduction of effective rate
of interest on loans from
financial institutions
Moratorium of 12 months on payments to
financial institution
Concessional Pricing for
Water and Electricity
Fiscal support for salaries
Lower Rate of Income Tax and Early
Settlement of Income tax Refunds
To take care of the financial burden,
requesting Employee State Insurance
Corporation to pay the entire wages of the
employees of those units that are covered
under ESI for the lockdown period
The Amusement Park Industry is on the verge of collapse and seeks an instant emergency decision to rescue and sail the entire amusement industry
from the prevailing turbulent environment
Since there is no source of revenues, due to suspension of operations as a consequence of the pandemic, theme park industry is running out of cash
and is finding it difficult to pay its fixed expenses such as staff salaries, advance tax, GST, PF, ESI, and other state levies, loan interest and
instalment payments, etc.

9
Policy Management
Incident Management

10
This slide covers the key things (venue cleanliness, general health safety, personal safety, theft, ticket scams etc.) in the consumers’ mind while returning to the theme parks
Key Things in Consumers Mind Post COVID-19
Cleanliness & Sanitation
at Event Venues will be
the Top Worry for Two-
Thirds of People after
COVID-19 is Behind us.
66%
63%
59%
43%
27%
25%
25%
21%
0% 10% 20% 30% 40% 50% 60% 70%
Venue Cleanliness/Sanitation
General Health Safety
Crowding/Contact with Strangers
General Personal Safety
Violence/Shootings
Drunk/Rowdy Crowds
Theft
Ticket Scams
What will be Top of Mind for Consumers Returning to Events
Venue cleanliness and sanitation as well as general
health safety made the top of the list
Theme park operators needs to thing about the
hygiene precautions before welcoming guests again
Few of the precautionary measures should be:
1) Checking temperatures before allowing guests to enter the park
2) Ensuring social distancing while guests wait in line for rides
3) Your Text Here

11
This slide covers the key points that theme parks operators needs to focus to attract more customers after coronavirus pandemic
Key Points to Focus to Attract Customers After COVID-19
Ensure Actions Speak Louder than Words
› Put health-related precautions in place to make your guests feel safe
› Build a go-to-market strategy that will showcase your careful planning
› Work at building emotional connections to achieve better campaign performance
Show less is more
› Ease the customers’ anxiety (of social gathering) by simplifying online offerings and streamlining
the digital user experience
› These can help in reducing confusion and online bounce rates as users weigh their options
Rely on Contactless Communication
› Focus more on mobile technology (for ticket booking, for payments, for advance booking)
› Enhance mobile in-app experience so customers can make purchases, receive alerts, get real-time
notifications, access park maps and more on the mobile
Change Strategy
› Focus on precise strategy with TV upfronts delayed, sports canceled and a recession looming
› Understand consumer sentiment shifts, spending habits and media consumption
Make first-party data your First Priority
› Evaluate and update first-party data. Break down any data siloes
› Consolidate customer data so it’s insightful, actionable and measurable.
› Be sure to model audiences and gain insight into highest lifetime value customers
…Five Ways to connect with customers and new audiences in the future
Living in the Now, Focusing on the Future

Policy Management
Incident Management
Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies in Theme
Park Sector
12

13
This slide provides the major impact of social distancing on theme park industry. Key impacts include closing of theme parks, financials looses, fixed expenses burden etc.
Determine Impact of Social Distancing on Theme Park Industry
01. Closing of Theme Parks
02. Financials Losses
03. Fixed Expenses Burden
In the theme, it is very difficult to maintain the social distancing, as people use the same rides, open space
areas etc. It might increase the risk of spreading COVID-19. Therefore parks follows the below steps
› In the first stage, parks took steps to protect customers, such as providing access to limited number of customers
› As the situation get worse, government announced to close all the parks, attraction areas etc.
Since most of the fitness companies are conducting online training sessions, people are investing
more on buying gym equipment for their homes.
› Peloton, a US bases gym equipment company has earned a $6 billion enterprise value (12% shares), as
the people are investing heavily on equipment
Such large investments on home equipment could have long-lasting negative impacts for gyms if clients
choose to stay home to ensure that their expensive purchases get significant usage
Most of the clients are cancelling their subscription, which leads to loss of revenue for the fitness
clubs. Clubs are taking following steps to reduce the burden
› Offer Discount or Half Price Offer in next month's membership fee
› Offer online classes or fitness challenges to keep the customers engaged
› Asking customers to refund their money in future, so that cash flow isn't too badly affected now

Social Distancing Impact on Capacity of Theme Parks
14
This slide provides the major impact of social distancing on capacity of theme parks. It shows the comparison of theme park’s capacity before coronavirus and during coronavirus
Eliminates queues
by allocating time
slots for all desired
rides, shows
Spreads out visitors
throughout the park and
provides information
about their whereabouts.
Optimizes park capacity and
thereby substantially limits
any need for reducing the
park capacity and revenue
Can be provided as a fully
integrated ticketing system
as well as an extension to
any existing systems.
During or
Post COVID-
19 Situation
Before COVID-19
Your Park Capacity was Defined by
Ride Capacity
Queues / Lines
F & B Capacity
Show Capacity
Circulation Space
During COVID-19
F & B Capacity depending on
Social Distancing.
Shows Cancelled or Capacity Defined by
the Size of Families Attending the Show
and Social Distancing .
Social Distance is Required.
Ride Capacity is Defined by the size of
Families using the Ride & Social Distancing
Possibility in that Ride.
Packed queues in the Traditional form
are not possible nor Socially acceptable
. Small Queues with Social Distancing
Still Possible.

15
This slide provides the guidelines and regulations of social distancing (curing coronavirus lockdown) in public parks and trails
COVID-19: Social Distancing in Public Parks and Trails
In case you are feeling sick, avoid going
to park or any other public place
Follow the hygiene policies
and regulation set by CDC and
theme park operators
Try to Avoid Unnecessary Use of
Public Places (Public restrooms,
water fountains etc.)
Share the trails and warn other
trail users of Your Presence
and as you pass
Observe and follow CDC’s minimum recommended social
distancing of 6 meter from the other person

Water Park Protocols
16
This slide covers the social distancing guidelines (during coronavirus). It covers the water park protocols and distancing protocols
Social Distancing (COVID 19) Guidelines at Water Parks and Resorts
Daily Resort Capacity
reduced to ensure
adequate distancing
Social Distancing practiced through modified ride
loading & building occupancy
Six-feet minimum distance for all activities including: Queues, bag
check inspection tables, ticket booths, park entry, rides, costume
characters, restrooms (when possible) & hand wash stations
Character Meet & Greets
modified to maintain distance
between the guests &
Costume Characters
Limited Attraction & guest capacities for
mandatory distancing measures
Reduced capacity for restrooms (when applicable)
to maximize social distancing guidelines
Sanitizing stations for easy access at any time
Locker rooms & changing rooms implementing a
controlled one-way access system
Social Distance markers throughout Water
park, Rides, Queues & Facilities
Distancing
Protocols

Policy Management
Incident Management
17

18
This slide covers the key risks related to theme park staff members during the Covid-19. Major risk includes risks related to job security, risk associated to work, risk of getting stresses etc.
Risks Associated to Theme Park Staff
Since theme parks are closed and theme park industry fears huge losses amid COVID-19 lockdown, employees are facing risk related to their
job security, work issues, stress issues etc.
Risk related to Job Security
› As the theme parks closed and companies are bearing huge losses. The
parks operators are planning to firing their employees of cutting their salary
› Disney (a company which operates theme parks) stops paying over 100,000
employees to save up to $500M a month
Risks associated to Work
› Risk of workers being exposed to virus at work
› There are high chances of spread in the small parks, as it will be difficult to
follow social distancing rules in small parks
› Adapting to various work schedules
Risk of getting Stressed
› Take care of personal and family needs during working
› Managing different workload
› Your Text Here

19
This slide covers key points related to firing of non-essential employees by theme park operators during the coronavirus. Key reason behind the employee firing was cost saving and reduce the burden of
fixed expenses
Dismiss Non-essential Employees Amid COVID-19 Outbreak
› In a response to the outbreak, Walt Disney Co has decided to temporarily dismiss
some non-essential US employees across the Company, after the temporary
closure of Production and Theme Parks.
› The company stops paying over 100,000 Employees to save up to
$500M a month
› With labor accounting for approximately 45% of Operating Expenses
and 33% of Total Expenses, the company assume notable savings
› Despite the closure, the company had promised to pay Full Benefits for all
impacted Employees. All these workers will remain Disney employees through
the furlough period and will receive full healthcare benefits.
› The company will pay the cost of employee healthcare premiums
01
02
03

Lodging
& Travel
20
This slide covers the key impact of hiring on different sectors and sub-sectors due to coronavirus crisis.
Covid-19 Impact on Hiring in Different Sectors
Food
Services
Passenger
Transportation
Sales
Health
& Education
Office &
Clerical
-100 -80 -60 -40 -20 0 20 40
Laborers & Material Movers, Hand
Stock Clerks & order Fillers
Emergency Medical Technicians & Paramedics
Loan Interviewers & Clerks
Pharmacists
Customers Service Representatives
Bookkeeping, Accounting, & Audting Clerks
Billing & Posting Clerks
Secretaries & Administrative Assistants
Office Clerks, General
Receptionists & Information Clerks
Physical Therepist Assistants & Aides
Dentists & Dental Hygienists
Massage therepists
Teacher Assistants
Preschool & Kindergarten teachers
Retail Salespersons
Counter & Rental Clerks & Parts Salespersons
Models, Demonstrators, & Product Promoters
Bus Drivers
Taxi Drivers & Chauffeurs
Reservation & transportaion Ticket Agents & Travel Clerks
Parking Lot Attendants
Tour & Travel Guides
Lodging Managers
Travel Agents
Meeting, Convention, & Event Planners
Hotel, Motel, & Resort desk Clerks
Cooks
Dishwashers
Waiters & Waitresses
Bartenders
Growing
Occupation
There was a large drop in food
services, lodging and travel,
passenger transportation and sales
related occupations
Hotel, Motel, And Resort desk clerks
have experienced an 81% drop with
most of the population unable or
unwilling to travel due to COVID-19
Many people will probably continue to
avoid travelling and crowded spaces
such as theme parks, restaurants and
retail stores etc.

Policy Management
Incident Management
21

22
This slide covers the key recession impact (key industries at high risk and major metropolitan areas at risk) on various industries due to coronavirus pandemic
Covid-19 Recession Impact on Various Sectors
Industry Jobs (Thousands) Share of all Jobs (2019)
Mining 686 0.5%
Transportation 3,381 2.3%
Employment Services 3,624 2.5%
Travel Arrangements 219 0.1%
Leisure & Hospitality 16,331 11.1%
Total 24,241 16.5%
Rank Industry Jobs 2019 Share of all Jobs (2019)
1 Midland, TX 46,618 42.5%
2 Kahului-Wailuku-Lahaina, HI 32,092 40.4%
3 Atlantic City-Hammonton, NJ 44,227 34.2%
4 Las Vegas-Henderson-Paradise, NV 342,050 33.8%
5 Odessa, TX 26,853 33.3%
6 Laredo, TX 30,500 29.7%
7 Ocean City, NJ 12,392 29.7%
8 Houma-Thibodaux, LA 24,560 29.3%
9
Myrtle Beach-Conway-North Myrtle Beach, SC-
NC
48,179 29.2%
10 Flagstaff, AZ 17,288 27.5%
11 Orlando-Kissimmee-Sanford, FL 342,495 27.3%
12 Brunswick, GA 11,146 26.0%
13 Savannah, GA 43,660 24.7%
14 East Stroudsburg, PA 14,026 24.6%
15 Gulfport-Biloxi-Pascagoula, Ms 36,613 24.0%
…
378 EI Centro, CA 6,360 10.1%
379 Jefferson City, MO 7,596 10.0%
380 Elkhart-Goshen, MO 13,091 9.6%
381 Yakima, WA 10,556 9.2%
382 Madera, CA 4,632 9.1%
Total 24,241,000 16.5%
Industry at highest risk from COVID-19 (2019) Top 15 & bottom 5 Metropolitan areas by share of jobs in industries at
high risk from COVID-19 (2019)
More than 24.2 Million Americans work in the five high-risk sectors
facing a sharp slowdown. This will likely prompt significant work
disruptions, furloughs, and other uncertainties in the coming months
The most exposed metro area nationwide is the oil-and-gas
town of Midland, Texas, with 42% of its workforce in high-risk
industries. Other major energy producers such as Odessa and
Laredo, Texas as well as Houma-Thibodaux, La. also land in
the top 10 most affected

23
This slide shows the graphs of financials impact (revenue, share price, number of audience) on theme park due to coronavirus crisis
Financial Impact on Theme Park Sector Amid COVID-19
Theme Park were Seeing a strong Start to the year until the pandemic Hit
Your Text Here
0
50
100
150
200
Mar 7-2020 Mar-15 Apr-01 Apr-15 Apr-30
7-Day Moving Average 2019 Comparison
250k
Total
Foot
Traffic
-80
-60
-40
-20
0
20
Jan Feb Mar Apr May
Six Flags Share Price Ceder Fair Share Price Seaworld Share price
Percentage
Change
Normalized as
of 12/31/2019
Source: Bloomberg
Theme Park Company Shares have sunk this year amid virus closures
Sliding Shares
0
3000
6000
Mar 7-2020 Apr-01 Apr-30
Cedar Fair
0
5000
10000
Mar 7-2020 Apr-01 Apr-30
SeaWorld
0
3000
6000
9000
Mar 7-2020 Apr-01 Apr-30
Six Flags
How foot traffic this year (Bottom Line) compares to 2019 (Top Line)
Top Theme Parks Struggle
Source: Bloomberg analysis of Safe Graph Location data
Note: Charts show 7-day moving average of daily foot traffic from observed Devices
normalized to adjust for daily fluctuations in number of detected devices, relative to
March 1, 2020. Available data covers all but one or two of the Companies’ Locations.
Bloomberg

Legoland New York Resort
Tornado
Springs at
Paultons
Park
Disney
Universal Studios
› Disney has halted $900 million in
theme park refurbishment and
construction projects as a result
of the COVID-19 pandemic
› Your text here
01
› The coronavirus
outbreak has forced
Universal to halt work
on its Epic Universe
theme park planned
for 2023
› Work continues more
than $300 million in
theme park
already underway.
02 › Delay in Opening of
“Legoland New York
Resort’ due to
outbreak of covid-19
› Your text here
› Your text here
03
› Tornado Springs at Paultons
Park is built at a cost of £12-
13 million (approx $15m).
› The launch of this attraction
has now been delayed until
Easter 2021, due to
coronavirus
› Your text here
04
This slide covers information about the key projects that are delayed, halted or closed by the various theme park operators (Disney, Universal Studios, Legoland New York Resort, Tornado Springs at
Paultons Park) due to coronavirus
COVID 19 Impact: Investment Pull Back in Various Theme Park Companies
The Financial impact of COVID-19 on Various Theme Parks
24

Policy Management
Incident Management
25

26
This slide provides information regarding various risks associated to economic instability risk on theme park sector such as project delayed, revenue decline, fixed expenses burden, cash crunch etc.
Economic Instability Risk on Theme Park Sector
› Due to Coronavirus Outbreak, various theme parks projects are put on hold, which results in huge losses for the industry
› For E.g. Disney Halted $900 million in theme park refurbishment and construction projects
Project Delayed
› The coronavirus closures of theme parks around the world have had a Devastating Financial Impact on Various
Operators. Due to sudden decline in customers, the companies are experiencing negative financials impacts such as
decline in revenue, increase in expenses, cash crunch etc.
Revenue Decline
› Since the company needs to pay its Fixed Expenses such as Employees’ Salary, Maintenance Expenses
etc. It is creating extra burden on the company, as the company is not generating any revenue
Fixed Expenses Burden
› Slower stock liquidation with stretch on receivables and payables
• Slower inventory liquidation and increase cash pressure
• Additional stress on receivables and payables
Cash Crunch

This slide provides the information regarding the risk of civil unrest prevailing due to COVID 19 pandemic with increase in protests, panic buying, looting in various regions of the world
Risk of Civil Unrest Due to Covid-19
With more than 8.2 million cases of COVID – 19 and over 4.4 lac, various countries are following different degrees of Restrictions
and Lockdown Measures to combat virus
With more than 8.2 million cases of COVID – 19 and over 4.4 lac, various countries are following different degrees of
Restrictions and Lockdown Measures to combat virus
Lockdowns in South Asia have been enforced strictly by Security Forces. This is likely to trigger anti-
government sentiment and protests and riots across South Asia and in Indonesia and Papua New Guinea
Hundreds of people are Protesting Coronavirus Stay at Home Orders in various parts of
world as nearly 2 billion of people across the globe depend upon daily work for survival
There is a High Risk of Panic-buying Degenerating into Looting across Latin America. Small
outbreaks of violent confrontations between security forces and residents refusing to follow
government social distancing guidelines are likely in most countries
In Sub-Saharan Africa, Individuals & businesses linked to Asian or European descent and wealthier
nationals or diaspora returnees are at risk of harassment, theft, & looting
27

Policy Management
Incident Management
28

29
The retail firm can examine severity impact assessment by identifying various concerns & their impact on business functioning & how much these concerns have drastically impacted the company’s
performance.
Severity Assessment of COVID-19 Impact on Theme Park Sector
Loss of Customers ✔ Your Text Here
Cash Crunches ✔ Your Text Here
Decline in Revenue ✔ Your Text Here
COVID-19 Outbreak ✔ Your Text Here
Expenses Burden ✔ Your Text Here
Your Text Here ✔ Your Text Here
1 2 3 4 5 COMMENTS
Impact Severity
Impact Area
(Least) (Greatest)

30
The slides shows decision matrix that helps to identify the total risk of transmission and further spread of COVID-19 in theme parks. It also helps in providing an idea/recommendation on whether the
operators needs to reopen the park and if further mitigation measures are advised
COVID-19 Risk Assessment Matrix – Theme Park Sector
The decision matrix combines the risk score and the mitigation score to provide a colour determination, which identifies the total risk of transmission and further spread
of COVID-19 and provides a recommendation on whether an Theme park should be opened and if further mitigation measures are advised
Very Prepared to
Mitigate COVID-19
Impacts
(76-100)
Somewhat Prepared
to Mitigate COVID-
19 Impacts
(51-75)
Very Unprepared to
Mitigate COVID-19
Impacts
(0-25)
Somewhat
Unprepared to
Mitigate COVID-19
Impacts
(26-50)
Minimal Risk
Minimal Risk
Minor Risk
Moderate Risk
Significant/
Severe Risk
Minimal Risk
Minor Risk
Minor Risk
Moderate Risk
Significant/
Severe Risk
Moderate Risk
Moderate Risk
Significant/
Severe Risk
Significant/
Severe Risk
Significant/
Severe Risk
Minor Risk
Minor Risk
Moderate Risk
Significant/
Severe Risk
Significant/
Severe Risk
Total Risk Score
Minimal Risk
1
Minor Risk
2
Moderate Risk
3
Significant Risk
4
Severe Risk
5
Key
Overall risk of Transmission &
further Spread of COVID-19 is
considered Very Low
Overall risk is Low, however
recommend Checking if mitigation
measures can be strengthened
Overall risk is Moderate,
recommend Significant efforts to
improve mitigation measures or
reduce risk of transmission
Overall risk of transmission &
further Spread of COVID-19 is
Considered Very High

31
The slide covers the risk assessment (high risk, medium risk and lower risk) at various areas in theme parks (ticket counter, entry gate, public restrooms, children parks etc.). Risk are assessed on the
bases of contact with others, physical proximity, and exposure to disease
COVID-19 Risk Assessment at Various Areas in a Theme Park
High Risk Areas
Contact with Others
Physical Proximity
Exposure to Disease
› Ticket Counter
› Entry Gate
› Roller Coaster Rides
› Water Park
Medium Risk Areas
Contact with Others
Physical Proximity
Exposure to Disease
› Public restrooms
› Entertainment outlets
› Shops
› Your text here
Low Risk Areas
Contact with Others
Physical Proximity
Exposure to Disease
› Open Space Areas
› Children Parks
› Your Text Here
› Your Text Here

Policy Management
Incident Management
32

33
This slide provides risk mitigation checklist for the staff and employees of theme parks. It shows the major points that staff members needs to follow to avoid coronavirus outbreak
COVID-19 Risk Mitigation Checklist for Staff in Theme Parks
33
Remind staff, patrons, and swimmers to Wash their Hands often with soap and water for at least 20 seconds or use hand sanitizer with at
least 60% alcohol
Encourage Wearing Cloth Face Coverings for staff and patrons 2 years and over who are not swimming
Make Sure there are Enough Supplies, such as soap, hand sanitizer, paper towels, tissues, and no-touch trash cans
Clean & Disinfect frequently touched surfaces, such as tables, lounge chairs, pool noodles, door handles, restrooms, & other equipment
Increase Ventilation in any indoor areas by opening windows and doors
Encourage Staff, Patrons, & Swimmers to stay home if they do not feel well, tested positive for COVID-19, or were exposed to someone
with COVID-19 in the last 14 days
Post Signs to Promote Healthy Behaviors that prevent COVID-19, make announcements on PA systems, and include messages in e-
mails, on websites, and social media
Modify Layouts & Arrangements of chairs, tables, and entry/exit areas to keep people who do not live together 6 feet apart

34
This slide provides information regarding the enterprise readiness assessment checklist for risk mitigation in theme park sector
Checklist for Covid-19 Risk Mitigation in Theme Park Sector
Response
Is the operator prepared for the possibility of coronavirus outbreak at Park
Yes
No
Is operator able to continue the operations if many staff members are sick or unable to work
Yes
No
Does the company have right resources in place to execute critical business and operational processes
Yes
No
Does the company has developed critical planning and communications protocols
Yes
No
Is company has planned to mitigate risks associated to coronavirus outbreak
Yes
No
Is the operator capable enough in resuming its normal operations after major disruption to the park
Yes
No

35
The slide shows the five steps (stay home, distancing rule, face cover, hand wash, and cover mouth while coughing or Sneezing) that the parks needs to follow to avoid coronavirus impacts
Evaluating Safety Steps to Avoid Covid-19 Impact on Theme Park Sector
2 4
3
1 5
Stay Home if you Don’t Feel Well
or if you tested positive for COVID-19
or were exposed to someone with
COVID-19 in the last 14 days
Wear a Cloth Face Covering
when not in the water
Stay 6 Feet away from People
who don’t live with you, both in
and out of the water and avoid
sharing items with other people
Cover your Coughs and Sneezes
with a tissue or your elbow, throw the
tissue in the trash, and wash your hands
Wash your Hands often
with soap and water for at least
20 seconds or use hand sanitizer
with at least 60% alcohol
Safety Steps
`

Policy Management
Incident Management
36

37
The slides shows major issue (Handling Issue of Ticket Booking and Payments) that theme park operators faced, along with the risk mitigation strategies for the challenge
Handling Issue of Ticket Booking and Payments
Due to coronavirus pandemic, there is change in predetermined ways of ticket booking and payments.
Since, everyone is avoiding any kind of contact with other person, most of the park operators are
focusing on online booking and digital payments to minimize the impact of coronavirus
Challenge
Managing the customers (telling them about their entry time,
exit time, rides included in the package) and avoiding delays or
failure in online payments
Mitigation
› Make changes in the website and arrange a person to the specific
clients, who will guide the client (over the call) about their entry time, exit
time, rides included in the package
› Install a safe and secure platform for digital payments
› Provide training to the staff about the functioning of payment platform
› Add text here

38
The slides shows the guidelines (Dos and Don’ts) to get the protection from coronavirus impact while visiting parks or recreational facilities
Key Guidelines to Protect from COVID 19 - Parks and Recreational Facilities
DO’S DON’T
Check with the park or recreation area in advance to prepare safely and to
find out if the bathroom facilities are open and what services are available
Visit parks that are close to your home
Stay at least 6 feet away from others you don’t live with (“social
distancing”) and take other steps to prevent COVID-19
Carefully consider use of playgrounds, and help children follow guidelines
Play it safe around and in swimming pools, hot tubs, and water playgrounds
by keeping space between yourself and others
Visit parks if you are sick with, tested positive for COVID-19, or
know you were recently exposed to COVID-19.
Visit crowded parks
Add Text Here
Add Text Here
Add Text Here

39
The slide shows the new operational procedures that theme parks companies needs to follow to mitigate the risk of coronavirus outbreak
Theme Parks - New Safety Information To Mitigate COVID-19 Risk
New operational procedures that should be in place in the Theme Parks to Mitigate the risk of coronavirus outbreak
Wearing Face Masks is Must for all the
guests and team members
It is mandatory for guests and team members to undergo
temperature checks. Anyone with a temperature of 100.4
degrees or greater will not be able to enter the theme parks
Staggered parking within the parking garage to help create
distance between travel groups
Limiting and reducing daily park attendance and
attraction ridership
Increasing cleaning & disinfection of
food locations, ride vehicles & other
frequent touch points’
Social distancing at all locations
through the parks, within attractions
and queues and at restaurants
Having Virtual Line
experiences available for
select attractions
Offering contactless
payments and ‘no touch’
policies where possible

40
The slide shows the key guidelines consideration (for public pools, hot tubs, and water playgrounds) to mitigate the risk of coronavirus
Considerations for Public Pools, Hot Tubs, & Water Playgrounds During COVID-19
Promoting Behaviours to Prevent COVID-19 Spread
Encouraging all staff, patrons, and swimmers to wash their
hands often and cover their coughs and sneezes.
Encouraging the use of cloth face coverings as feasible
Advise those wearing face coverings to not wear them in the
water. Cloth face coverings can be difficult to breathe through
when they’re wet.
Educating staff, patrons, and swimmers about when to
stay home
Ensuring adequate supplies to support healthy hygiene.
(Supplies include soap, hand sanitizer with at least 60
percent alcohol)
Maintaining Healthy Environments
Cleaning and disinfecting of frequently touched surfaces
(such as Handrails, slides, Lounge chairs, tabletops, Door
handles and surfaces of restrooms etc.) is must
Ensuring that ventilation systems of indoor spaces
operate properly
Ensure that all water systems (for example, drinking
fountains, decorative fountains, hot tubs) are safe to use
after a prolonged facility shutdown
Providing physical cues or guides and visual cues and signs
to ensure that staff, patrons, and swimmers stay at least 6
feet apart from
Add Text Here

41
The slide shows the key guidelines consideration (for theme parks) to mitigate the risk of coronavirus outbreak
Considerations for Theme Parks During COVID-19
› Protections for Vulnerable Staff
• Offering options such as telework or modified job responsibilities that reduce their risk of getting infected
• Limiting aquatic venue use to only staff, patrons, and swimmers who live in the local area, if feasible
Maintaining Healthy Operations
› Being aware of local or state regulatory agency policies on gathering requirements or recommendations to determine if Parks can open
› Designating a staff member to be responsible for responding to COVID-19 concerns. All staff should know who this person is and how to contact him or her
› Avoiding group events, gatherings, or meetings both in and out of the water if social distancing of at least 6 feet between people who don’t live together cannot be maintained
Preparing for When Someone Gets Sick
Immediately notifying local
health officials, staff,
patrons, and swimmers of
any case of COVID-19 while
maintaining confidentiality
Closing off areas used by a
sick person and not using the
areas until after cleaning and
disinfecting them.
Waiting more than 24 hours before
cleaning and disinfecting these
areas. Ensuring safe and correct
use and storage of EPA-approved
List N disinfectants, including
storing products securely away
from children.
Isolating and transporting those
who are sick to their home or a
healthcare provider

42
The slide explains the key points covered (Assess –leadership; Simulate – finance insights; Rise – leadership, finance, marketing, insights etc.; Respond - board, management, IT, HR; Manage –
leadership, marketing, insights visitor experience )
COVID-19 Crisis Management in Attraction Industry
› The process must always be carefully managed . It is important to monitor actions across various functions as the situation develops
› Effective attractions crisis management during this situation will require a leadership response team, an effective governance schedule and priority metrics & reporting
Leadership
Calmly assess government advice &
news updates. Bring leadership team
together, pull continuing plans,
determine a response action & begin
intense communications.
Assess
Finance, Insights
Analyze impacts to date & begin
simulation of various future scenarios.
Implement Monitoring to carefully track
performance against scenario, with
actions at hand.
Simulate
Board, Management, IT, HR, legal,
Operations, Visitor services
Enact continuity plants, including
closures & limitations, Travel restrictions
& work from home. Consider impacts &
communicate accordingly to staff &
public alike.
Respond
Leadership, Marketing, Insights,
Visitor Experience
Govern ongoing actions across various
functions as the situation develops,
monitoring closely. Turn to alternative
mechanisms for visitor experience
where possible.
Manage
Leadership, Finance, Marketing, Insights, HR
Once the situations eases, begin scaling carefully,
monitoring to determine how markets react. Growth may
be slower & more volatile than prior to the situation, with
new trends & patterns emerging & old business
assumptions may not be true. Carefully monitor the
performance of strategies & tactics.
Rise
Make sure you have sufficient runway following the
conclusion of the crisis to invest heavily in growth
generation strategies during a volatile environment

Policy Management
Incident Management
43

44
The slide shows the three major questions (time for theme parks to reopen its operations; time for theme parks attendance to rebound, changes in consumer’s behavior) for theme parks in post-
coronavirus era
Key Issues/Questions for Theme Parks in Post-coronavirus era
03
Biggest challenge for the theme parks will
be getting visitors to feel comfortable
again after the COVID-19 pandemic
The companies needs to take various
steps such online ticket booking (to avoid
crowd at ticket counter), digital payments
(to avoid unnecessary touch)
Add Text Here
01
How long will it take theme parks to
recover from the COVID-19 pandemic?
It will be a long time before theme parks fully
recover from the COVID-19 pandemic, as the
Impacts are very intense
› Disney’s US theme parks face a potential $3.4 billion revenue loss
› Coronavirus closure of all Cedar Fair amusement parks could cost
more than $100 million in lost revenue as number of visitors are
declined by over 2 million
› SeaWorld Parks & Entertainment could see $233 million in lost
revenue in 2020 as its attendance takes a 3 million visitor hit
02
How long will it take theme park
attendance to rebound?
It might take the complete 2020 and first half
of 2021 for theme parks to fully recover
Historically, theme parks have used lower ticket prices and
hotel room rates as an enticement for visitors following a
recession. They will do in the same in Post-coronavirus era
How will consumer behavior change at theme parks?

45
The slide shows the key promotion activities (discount and partnership, focus o key areas, other strategies) that the theme park company follows to attract more visitors
Post-COVID-19 Promotional Activities - Theme Park Sector
Discount & Partnership
Large Players
Additional Discounts on Family
Packages and lower ticket prices and
hotel room rates
Establish partnerships with local hotels and other
tourist attractions to craft similar promotions, such
as free friend passes and meal vouchers
Small Players
The Industry’s initial focus was on local and regional promotions, since travel
is likely to remain slow as stay-at-home orders are lifted
Key Focus Areas
› Parks may consider slashing annual pass prices to keep
their regulars returning frequently
› Theme parks will also highlight the extra precautions they
are taking to keep family members safe and healthy
› Add Text Here
Another strategy theme parks will consider will
be hosting special days and events at the park
centered on increasing the safety of seniors
and their families, and guests with additional
health concerns
› Add Text Here
› Add Text Here
› Add Text Here
Other Strategy

46
The slide shows the new guidelines and major changes in the theme parks after coronavirus situation, This covers both operational and financial changes
New Normal for Theme Parks Post-coronavirus
Companies will begin to adopt Safety Measures such as
› 6-foot social distancing
› Use of face masks
› Checking people’s temperatures before allowing them to enter theme parks
› Cleaning surfaces more often
Technology will become a greater part of the park experience as locations
shift to digitizing reservations, ticket sales and retail purchases
Occupancy caps at parks will be dependent on government guidelines in
each country or state. For example, a Florida task force has suggested that
theme parks reopen in the state with a 50% cap to start
Guests who are permitted inside will have to purchase their tickets in
advance, as parks are going to want to carefully control crowds
Queues for attractions, restaurants and restrooms will have posted social
distancing markers to keep parkgoers separated while they wait in line

47
Policy Management
Incident Management

48
This slide provides information regarding the risk mitigation policies that are implemented by theme park operators (for Workers and Volunteers) to avoid the coronavirus outbreak at the venue or workplace
Risk Mitigation Policies for Staff and Visitors to Avoid COVID-19 Outbreak
› Advice workers to stay
home if they are sick
› Employers are required to
measure their temperature
before coming to work
› Avoid touching common
surface such as such as
Handrails, slides, Lounge
chairs, Door handles etc.
› Usage of single use gloves
› Avoid touching eyes,
nose and mouth with
unwashed hands
› Wash hands at least for
20 seconds
Clean &
Disinfect
› Employees training on disinfecting &
cleaning procedures, protective measures
› Usage of cleaning products & supplies
› Follow protective measures
› Disinfect high touch surfaces
› Usage of EPA registered sanitizers
› Add Text Here
› Use sanitizers according to
label instruction
› Provide sanitizer and wipes to
customers to sanitize grocery
cart or basket handles
› Add Text Here
Be Healthy , Be Clean

49
This slide provides information regarding the risk mitigation policies that are implemented by theme park operators to ensure smooth operations during coronavirus crisis
Risk Mitigation Policies for Smooth Operations in Theme Parks
Social Distancing
Staff and visitors need to follow the
minimum physical distance of 6 feet
(about 2 meters) from each other
Contactless Payment &Online Booking
To avoid crowd and unnecessary touch,
guest needs to book their tickets in
advance and make the payments
through digital channels
Avoid Traveling
Staff/guest are advised to avoid
traveling, if they are feeling sick. If any
one feel sick during the event, he/she
should vacant the park immediately
Food & Beverages
Menus can be posted electronically or printed
on single-use paper to avoid transmitting
germs on reusable plastic menus
Bar Hygiene
Bartenders should model safe behavior
by wearing a face covering and gloves
when they are behind the bar.
Equipment Deliveries
Delivery truck drivers should not leave
their cab during offloading unless they
receive the screening and follow health
procedures as other workers do

Policy Management
Incident Management
50

51
This slide provides the incident report of major issues related to health and safety hazards in theme parks. It covers the headings such as major issues, potential hazard, assessed risk, current control
measures, contact person etc.
Incident Reports Related to Health and Safety Hazards in Theme Parks
Issue Potential Hazard Assessed Risk Current Control Measures Contact Person
Travelling to Theme Parks Motor vehicle incident Minor to serious
Ensure visitors are seated
and/or seat belted.
Person in Charge
Pandemic Outbreak Coronavirus Positive Case Serious
Ensure to quarantine all the
close contacts with infected
person
Manager - Operations
Pandemic Outbreak Coronavirus Threat Serious
Ensure to track all the close
contacts with infected person
Manager - Operations
Activity in Water Drowning in pools/water areas High
Highly trained Lifeguards and
video surveillance supervise all
water areas.
Park Security
Add text here Add text here Add text here Add text here Add text here

52
This slide provides the incident status reports which covers details such as event, total participants, incidents date, number of people infected, final status of infected persons etc.
Covid19 Incident Status Report in Different Parks
Total
Visitors
Incident
Date
Number of People
Infected
Moved to Nearer Health
Facility (Yes/No)
Final
Status
220
May 20, 2020 5 Yes All Recovered
May 25, 2020 15 Yes
10 Recovered, 1 Died, 4
Active
Jun 03, 2020 35 No 34 Active, 1 Died
300
Apr 21, 2020 10 Yes 8 Recovered, 2 Died
May 06, 2020 12 Yes
10 Recovered, 1 Died, 1
Active
250
Mar 19, 2020 20 Yes 18 Recovered, 2 Died
Mar 27, 2021 18 Yes 16 Recovered, 2 Died
Event
Park 1
(USA)
Park 2
(UK)
Park 3
(The Netherlands)

53
Policy Management
Incident Management

54
This slide covers the risk management maturity model table that covers major risks, description, and rating in various assessment levels (very basic, basic, emerging, mature, advance)
Covid19 Risk Management Maturity Model Table
Major Risk Description
Very Basic
(1-20)
Basic
(21-40)
Emerging
(41-60)
Mature
(61-80)
Advanced
(61-100)
Operational Add text here
✓
Financials Add text here
✓
Supply Chain Add text here
✓
Structural Add text here
✓
Technological Add text here
✓
Overall Assessment Levels / Rating

Role Operational Risk Management Process Steps Result
Process Owners & their Teams Discover unidentified risks & opportunities
Process Owners & their Teams
Benchmark Risk & performance for core process
areas
Process Owners & Risk Committee
Approve allocation of resources for mitigation
planning
Process Owners & Business Analysts
Approve allocation of funds to the highest
risk/performance areas
Process Owners & Project Team Regular reporting to track results & status
55
The slide provides the roles and process of risk management ,maturity model. Key steps in the process include Identify, Assess, Evaluate, Mitigate, and Monitor
Risk Management Maturity Model - Role and Process
Identify
Assess
Evaluate
Mitigate
Monitor
01
02
03
04
05

56
The slide provides scoring chart of risk management maturity model. Score is given (out of 10) based on effectiveness, proactivity and coverage of risk management
Risk Management Maturity Model Scoring
Risk
Management
Effectiveness Proactivity Coverage Average
Operational Risk 7 6 8 7
Financial Risk 7 9 8 8
Reputation Risk 6 4 8 6
Add Risk here 10 9 8 9
Add Risk here 4 6 5 5
Effectiveness
› Frequency and effectiveness of key risk management activities
› Are assessments ad-hoc or completed annually
› Are high risks reviewed at least quarterly
Proactivity
› Nature of risk management, whether it is proactive or reactive
› Does the organization wait until an adverse event occurs to mitigate
risk or are future scenarios planned for
Coverage
› Measures the breadth and depth of risk management within
the organization
› Does responsibility span across all departments & all vertical
levels of the organization
10 for High Risk 1 for Low Risk

Icons Slide for Coronavirus Impact Assessment and Mitigation Strategies on
Theme Park industry
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Clustered Bar Chart
59
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2019
2020
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In
Years
Product
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01
Product
02
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