1. Crisis Management Plan “America’s Most Beloved Ballpark”

2. Introduction to Fenway Park  A crisis management plan is necessary at Fenway Park to better protect the organization and individual’s associated with the organization when a crisis occurs. In order to protect fans, players and employers at Fenway Park a crisis management plan is critical. This plan will be read and signed by every employee associated with Fenway Park. By signing the acknowledgement form, you agree to follow the guidelines of the crisis management plan correctly in order to protect the organization. This plan will also be rehearsed on the given rehearsal dates listed within the plan.  This crisis management plan is in order of importance. The plan can only become active by following the Crisis Management Team Contact Sheet and Secondary Contact Sheet. The list of contacts must be contacted in order when a crisis occurs. Some crises may not be as crucial as others, so knowing who to contact for each form of crisis is important to know with no exceptions. No one person within the organization will be exempt from knowing this crisis management plan. This plan will help the organization respond to crises in quick, appropriate manner.

3. Acknowledgement Form  By signing this page, you are verifying that you have read, agree and understand the information within Fenway Park’s Crisis Management Plan. Please sign and date for verification below. After signing, please turn this sheet into the Human Relations department.

4. Rehearsal Date Page  Fenway Park’s Crisis Management Plan will be rehearsed on the given dates below. No exceptions.  December 3, 2014  December 3, 2015  December 3, 2016  After the last rehearsal a new crisis management plan will be created and/or this one will be approved for rehearsal once again.

5. First Action Date  The crisis management plan can only be activated by contacting the individuals on the crisis management team contact sheet (see next page for reference). The plan can not be activated if all of the contacts have not been contacted. This plan should be considered active when all members of the contact sheet have been contacted. There will be no reasoning for not contacting the appropriate members.

6. Crisis Management Team Contact Sheet Larry Lucchino: President/Chief Executive Officer Jon Lister: Director of Facilities Management Zineb Curran: Director of Corporate Communications Pam Kenn: Senior Director of Public Affairs Deval Patrick: Governor of Massachusetts Thomas Menino: Mayor of Boston Boston Police Department Headquarters Boston Fire Department Headquarters Red Cross Salvation Army Boston Medical Center MA Emergency Management Agency (MEMA)

7. Crisis Risk Assessment Section  1.Natural Disasters: Climate change is causing natural disaster to happen at Fenway Park. Fenway Park is known for flooding so that is why it is the top crisis. It is also known as a ‘diamond in the marsh’ and took its name from the saltwater marshland around the Muddy River, The Fens, on which it was built.  2.Terrorism: Terrorism is one of the most urgent causes of crisis. At Fenway Park a potential terrorist attack is able to happen and it could intentionally cause harm to stakeholders, fans, players, coaches, staff, etc. Fenway Park is known for car bomb threats so that is why it is in the top of crises.  3.Poor Risk Management: the outcomes can be disastrous for the organization involving staff, stakeholders, fans, coaches, etc. This is one of the highest possibilities because a lot of things can happen when there is poor risk management. The example given in the book is about not maintaining a sewer system and there was a time when that happened at Fenway Park. It was not the organization’s fault but the organization suffered from it.  4.Disease Outbreaks: Since Fenway Park has restaurants and concession stands, it must be aware of food-borne illnesses. A disease outbreak is likely to happen and could cause serious illness to fans that visit the stadium for games.  5.Unethical Leadership: this can include criminal acts by top management. This is not as likely to happen as some of the top crises but it is definitely not something to forget about with a top MLB franchise.  6.Downturns in the Economy: This could potentially mean less ticket sales, less season ticket holders, etc. If this were to happen it could cause the organization to be in a financial bind because they would have less money coming in.

8. Incident Report Sheet  After a crisis, report everything that happened on this sheet. It is extremely important to be as thorough as possible.  Three Sections:  Please describe when the crisis first became apparent.  Please write which people and organizations were contacted at the time of the crisis.  Please describe what actions were taken by whom and what the result was.

9. Proprietary Information Section  As a member of Fenway Park, no matter what your occupation or title may be, please remember that it is vital to keep all information within the organization private. As a crises team member, you must know that certain information is confidential and cannot be released without approval from senior executives or legal counsel. The information provided to you is vital to keeping people safe within the organization, people visiting Fenway Park, and outside stakeholders.  Any information shared from this handbook or any other private information will cause the person sharing information severe consequences with Fenway Park and federal consequences. If for some reason you believe something has been shared with outside sources, it is vital in your role as a crisis team member to report it in order to maintain the safety of the organization.

10. Crisis Management Team Communication Strategy Worksheet  Please record the type of communication carried out during the crisis in the sections provided. It is extremely important to be as thorough as possible.  Three Sections  Which stakeholder(s) was contacted?  What was the purpose of the communication?  Instructions that the copy of the actual message sent should be attached.

11. Secondary Contact Sheet Boston Water & Sewer Commission Boston City Hall Emergency Shelter Commission First Baptist Church of Boston: Rev. Dr. Stephen Butler Murray, Senior Pastor Concord Baptist Church of Boston (African American): Dr. Conley Hughes, Jr., Senior Pastor Boston Chinese Evangelical Church: Rev. Steven Chin, Senior Pastor St. Stephen’s Catholic Church Chairmen Staff Coaches and players Sponsors Media Surrounding Boston Businesses Fans

12. Crisis Control Center Description  When a crisis occurs at Fenway Park, the crisis management team will meet in the safe room, which is located in the lower level corridor. The safe room is a secure room but if for some reason there is no way to meet in the stadium, the team will assemble at the Boston Emergency Management Agency at 1 City Hall Square, Room 204.  The team will assemble as quickly as possible in order to activate the crisis management plan by contacting the appropriate members on the contact sheet. It is very important that the team is under control and able to work in a timely manner, with accurate information. At each control center the team already has what is needed in order to activate everything according to plan.