The Tom Anstey Column
www.parkworld-online.com
Go back to September 29th and the news broke that the operator had permanently retired its X2 coaster at Magic Mountain after two women underwent emergency brain surgery after riding, suffering haemorrhages just six days apart in July. Additionally, more than 100 riders have alleged they suffered brain injuries as a result of riding the attraction. In announcing X2's retirement, Magic Mountain
president Brian Oerding said the coaster had consistently passed numerous safety tests, but that the park had decided to close it because it
our business, and when we see guest confidence For me, this is a failed statement. Leading with
a ride's safety record while so many people have which makes you sound more concerned with defending your business than acknowledging the experiences of those affected.
Six Flags is still an industry leader standards at Six Flags, which are among the elite industry benchmarks when it comes to safety. The operator carries out rigorous ride inspection, maintenance, and safety procedures that meet or surpass state regulations and voluntary industry guests to self-police and adhere to specific rules to ensure safety.
But sadly, when it comes to public relations, most press releases have landed in my inbox over the past decade that could have been copied and pasted from almost any other company in this industry?
the same corporate language has been deployed in the aftermath of a serious incident, without any meaningful acknowledgement of its human impact.
why on earth are you telling people how safe your park is in the immediate aftermath of an incident
where something has gone horribly wrong to the point that people coming for a fun day out have either been hospitalised or killed?
The correct approach Whenever I think about crisis management in this industry, I return to former Merlin Entertainments chief executive Nick Varney and the 2015 Smiler accident at Alton Towers. Two cars on the rollercoaster collided, leaving
16 people injured. Two young women suffered devastating leg injuries that ultimately resulted in amputations. What stood out to me was Varney's willingness
the response entirely to a written statement, he spoke directly to Sky News (and other news outlets), apologising and accepting the company's responsibility for what had happened. It was an uncomfortable interview, as these
situations inevitably are. But Varney did not simply retreat behind corporate language. He acknowledged the seriousness of the accident and the fact that the company had let people down.
after these tragedies, his public response was an exemplary case study in corporate crisis management.
An interview from hell While being grilled by the news anchor, Varney failed to see from so many operators during performative; it was an admission that things could and would be done better.
Merlin was fined £5m by the Health and Safety Executive for the incident. Varney said the ultimate punishment was knowing they had let people down Throughout the whole period, Varney showed
composure and, most importantly, remorse - that goes a long way with the public, who responded by praising his professionalism, especially in the face of an interview that was criticised by many viewers for its interrogative and aggressive nature, actually siding with Varney, who genuinely seemed
to want to do right by those injured. Alton Towers and Merlin as a whole would
naturally add new layers to their safety protocols, while the Smiler was also eventually able to reopen. This was a crisis that should never have exactly what should be expected.
The blueprint So how should an operator react in the hours after a serious incident? After taking care of the welfare of guests and
staff, which is always the priority, acknowledge what has happened and express appropriate concern. Next, confirm action taken and closures where
relevant and explain what is known and what is under investigation to avoid speculation. Provide a clear route for updates to the public and for media Then, resist the temptation to defend the
business before the facts are established. Do not speculate about the cause, make premature assurances or turn the first statement into a sales pitch for the park's safety record. If the facts are clear, take responsibility. Days, weeks or months down the line, once you
have worked out what went wrong, you then tell the public what happened and what corrective action has been taken and what has changed as a result. Above all, understand that empathy is not a
line to be inserted into a statement because the communications team says it should be there. It must be reflected in the operator's actions, decisions Transparency, honesty and empathy are not
optional extras in crisis management. They are responsibilities. The attractions industry cannot promise that
nothing will ever go wrong. But when it does, it can do far better than reaching for another generic statement and hoping the headlines will go away.
TOM ANSTEY
Tom is a world-travelled journalist with over a decade of experience covering the global attractions and leisure industries. The former Editor of two major industry publications, he is now a freelance writer who also lends his industry expertise to Amazon’s AI initiatives. Tom is dedicated to uncovering the stories and meeting the people behind the world’s most ambitious attractions. If you’re lucky, you might find him riding his favourite coaster - Mako at SeaWorld Orlando, or visiting his favourite park - Le Pal in France.
28 NOVEMBER/DECEMBER IAAPA EXPO EDITION 2026
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