Maple Leaf Foods: Crisis and Containment Case Study

Abstract

Crises can impact an organisation's viability, credibility and reputation. Communication can preserve and protect the valuable reputation of an organisation, by demonstrating an acceptance of responsibility for the crisis and addressing victim concerns. The research illustrates that Maple Leaf Food's crisis communication strategy was effectual and in supported to its purported organisational values as an organisation focused on health and safety. This case highlights why it is crucial for organisations to develop and apply a cohesive crisis communication strategy.

Full text

Public Communication Review, Vol. 1, 2010. 47
Maple Leaf Foods: Crisis and containment case
study
GWYNETH V.J. HOWELL*
University of Western Sydney
ROHAN MILLER**
University of Sydney
Crises can impact an organisation’s viability, credibility and reputation. Communication can
preserve and protect the valuable reputation of an organisation, by demonstrating an acceptance
of responsibility for the crisis and addressing victim concerns. The research illustrates that Maple
Leaf Food’s crisis communication strategy was effectual and in supported to its purported
organisational values as an organisation focused on health and safety. This case highlights why it
is crucial for organisations to develop and apply a cohesive crisis communication strategy.
Introduction
A crisis is a fluid, unstable, dynamic situation, (Fink, 1986) that brings an organisation into
disrepute and threatens its future profitability, growth, and survival (Lerbinger, 1997). A
crisis can have many and varied impacts on an organisation, from a drastic fall in the
company’s share price to customers looking toward competitors for a better or safer product
(Millar & Heath, 2004). In a crisis situation the greatest danger is the erosion of a company’s
reputation (Lerbinger, 1997; Coombs, 2007). There are a range of consumable product crises
that have affected the reputation of the organisation. These include the1994 Schwan’s ice
cream salmonella outbreak and the 2005 Wendy’s “finger-in-the-chilli” incident in the
U.S.A., the 2005 Masterfood’s Mars and Snickers bars product recall in Australia, and the
2007 salmonella scare in the U.K. that forced Cadbury Schweppes to recall more than one
million of its chocolate bars at a cost of £20m and a loss 7 percent in market share.
Two major product recalls occurred in 2008. The first concerned the global recall of Chinese
milk products when it was found that 10 percent of the milk from the country’s two largest
dairy manufacturers (Mengniu Dairy Group and Yili Industrial Group) contained up to 8.4
milligrams of melamine per kilogram. The second involved one of Canada’s most respected
food processing companies, Maple Leaf Foods. The firm’s reputation rapidly dissipated when
it was announced that a bacteria had not been detected by its inspection process (Flynn,
2009). It was further confirmed “packaged meat from Maple Leaf’s Toronto plant was killing
people” (Pitts, 2008, p. 46). This event cost the company $30million during the recall with 21
deaths being attributed to L. monocytogenes, the deadly bacteria found in one of Maple
Leaf’s processing plants (Public Health Agency of Canada, 2008). Within the Maple Lead
Food range, 234 products were recalled, damaging the organisation’s reputation as well as
market share as other competing products quickly filled the void.

Public Communication Review, Vol. 1, 2010. 48
Kumar and Budin (2006) suggest that the media has an increasing appetite for food safety
disasters. Doeg (2005) claims “in the case of a food scare or a crisis … the media are
frequently blamed for exaggerating the matter, taking it out of context, or even distorting the
facts” (p. 58). Therefore, it is imperative that an organisation develop sound relationships
with media, and that media is used as a positive communication tool to reduce consumer
anxiety and the organisation’s potential reputational damage from negative media scrutiny
during the crisis. Crisis communications practices have expanded to use both traditional and
new media outlets to communicate their key messages to key publics (Arpan & Pompper,
2003; Fearn-Banks, 2007). It is commonly suggested that new media have drastically altered
the way organisations communicate during a crisis (Kimmel, 2004; Jaques, 2008) and that the
digital revolution has caused crisis communication to evolve. Key publics now require
instantaneous, exhaustive, global information required about the crisis by key publics (Barr,
2000). How the organisation manages a contamination crisis determines how successful the
organisation is at regaining market share for the targeted product. Ensuring that the key
messages developed are successfully communicated to the key publics is therefore crucial to
ensure success.
Crisis communications is the dialogue between the organisation and its publics prior to,
during, and after the negative event (Fearn-Banks, 2007). It is emphasized that
“communicating does not simply mean being able to send messages, it also means being able
to receive them” (Lagadec, 1993 p. 14). It is important that crisis communications are quickly
actionable as typically “the public will quickly begin to look for a trusted and consistent
source of information” (Russell, cited in Galloway and Kwansah-Aidoo, 2005, p. 95). Best
practice crisis communications is designed to maintain public confidence and minimising
damage suffered (Levine, 2002). As organisations use mass media to communicate their key
messages to stakeholders during crises (Arpan and Pompper, 2003; Fearn-Banks, 2007), the
way mass media frame coverage and the manner in which those key messages are interpreted
by the key publics can adversely affect the organisation (Pan & Kosicki, 1993; Patterson,
2004). A recent study conducted by Oxford University identified more than 90 percent of
communication during a crisis was not controlled by the company in focus; it was the media
that set the agenda in terms of coverage (Kirk cited in Cincotta, 2005, para. 9). This illustrates
that media liaison is critical during times of crisis. As noted, the media’s influence over crises
has evolved and increased with the digital revolution (Barr, 2000; Kimmel, 2004; Michelson
& Mouly, 2002).
Method
This paper uses a case-based methodology to undertake a comprehensive and systematic
description of the organisation and the issues it faced, and critically examines the
communication strategies and tactics employed by Maple Leaf Foods during the 2008
contamination crisis. Publically available literature was reviewed, including documents
released by Maple Leaf Foods, information found on their corporate website and articles
written about the crisis from various news outlets. In examining Maple Leaf Foods’ response
to the L. monocytogenes outbreak, best practices in crisis communication management are
evident, illustrating that opportunities exist in a crisis that can help organisations become
stronger and more resilient – especially in today’s demanding and evolving environment
(Ulmer, Seeger & Sellnow, 2007). In the case examined, the company framing of a matter of
significant public interest (i.e., contaminated small goods) ultimately enhanced the
organisation’s reputation and also strengthened customer loyalty to the contaminated product.

Public Communication Review, Vol. 1, 2010. 49
Maple Leaf Foods
Maple Leaf Foods Inc. is a prominent food processing company headquartered in Toronto,
Canada. The company employs approximately 24,000 people across Canada, the U.S.A.,
Europe and Asia. In 2008 the Toronto-based firm recorded sales of $5.2 billion. Maple Leaf
Foods prides itself on its commitment to food safety, stating that its meat processing facilities
are federally inspected and meet the highest standard for food safety in Canada. Further, the
organisation publicly claims that it is compliant with a scientific preventative food safety
system, Hazard Analysis Critical Control Points (HACCP), which is recognized as the gold
standard worldwide (Maple Leaf Foods, 2009a).
During the Northern Hemisphere summer of 2008, the Canadian Food Inspection Agency and
Public Health Agency of Canada identified a strain of L. monocytogenes (listeria) in Maple
Leaf Foods products. This led to a recall of 243 types of ready-to-eat meat products. Despite
Maple Leaf Foods’ commitment to, its stringent food safety procedures failed to identify a
strain of L. monocytogenes bacteria that led to the death of 21 Canadians (Maple Leaf Foods,
2009b). Consumption of food contaminated with L. monocytogenes may cause Listeriosis, a
rare illness caused by eating food contaminated with bacteria called Listeria. Symptoms
include fever, muscle aches and sometimes gastrointestinal symptoms such as nausea and
diarrhoea. In the more severe form, symptoms also include collapse and shock. (New South
Wales Food Authority, 2006). Infection during pregnancy can lead to premature delivery
(abortion), infection of the newborn, and still birth (New South Wales Food Authority, 2006).
Bacteria were traced to the slicing equipment at Maple Leaf’s Bartor Road plant in Toronto.
Regular sanitisation had not cleaned the equipment properly allowing L. monocytogenes to
grow to high levels of concentration that cause illness. The bacteria ended up in deli meats,
which were largely distributed to nursing homes and hospitals.
Crisis communication strategy
Crises are events that often occur suddenly and without warning (e.g., Barton, 1993; Dawar,
1998; Fearn-Banks, 2007; Mitroff, 1994; Seymour & Moore, 2000; Coombs, 2007) and
disrupt the normal operations of an organisation. As such, it is important to identify best
practice in the management of these events. The media’s ability to communicate news as
soon as it happens has forced organisations to develop crisis strategies that can be
implemented expeditiously (Fink, 1986). It is vital for an organisation to communicate
throughout the crisis with its stakeholders using the most effective communication channels
available (Fearn-Banks, 2007; Coombs, 2007). Traditionally, the crisis communication
literature focused on practical recommendations for predicting and preparing for crises,
developing crisis management plans (e.g., Barton, 1993; Mitroff, 1994), and for effective
communication during a crisis. However, this approach is increasingly being challenged by
those arguing that a prescriptive approach in crisis communication must incorporate the need
to build and manage relationships with key stakeholders (Ledingham, 2006). Jaques (2008)
suggests that various crisis theories support the idea that organisations with crisis
communication programs are better prepared to manage crises, and therefore suffer less
damage from the experience. Fearn-Banks (2007) suggests that from the outset of the crisis,
organisations have the opportunity to influence events. Significantly, Maple Leaf Foods was
able to manage an agenda in terms of media content of the crisis. Further, in an analysis of
the media coverage and information released by Maple Leaf Foods the four key
communication themes emerged: product safety, Government investigation, corporate
reputation and product reputation.

Public Communication Review, Vol. 1, 2010. 50
Diligence is an essential aspect of effective crisis communication. Communications strategies
will only be successful if all avenues are explored and public relations practitioners are
prepared for the unexpected (Fearn-Banks, 2007). Effective crisis communication
management is based on how rapidly an organisation can respond to a crisis. This then
requires an organisation to act in a proactive manner to best manage potentially dangerous
situations and issues (Cincotta, 2005; Hendrix, 2001; Stacks, 2005). The proactive response
to the recall by Maple Leaf Foods enforced the precedence that the company placed public
interest and safety above the financial costs of the crisis (Ewing, 2009). Johnson and Zawawi
(2002) suggest that a lack of anticipation and preparation can increase the difficulty for public
relations practitioners to negate negative perceptions. Further, Coombs (1999) asserts that
“not all crises can be prevented, so organizational members must prepare” (p. 219). While
academics and practitioners suggest that best practice for crisis management is proactive
rather the reactive, the nature of this crisis limited the level proactive management an
organisation could undertake. Matera and Artigue (2000) recommend “if management
regards public relations functions as important, then the chances are good that a corporation
can successfully emerge from disaster” (p. 216).
To explore the communication tactics employed during the crisis, Seymour and Moore’s
(2000) 5Cs of communication framework has been employed. Seymour and Moore’s (2000)
model suggests that internal and external communication in a crisis should meet five key
criteria, these being:
Care: communication should indicate that the company cares about the problem and
empathizes with those affected. Commitment: the company must declare and act to
demonstrate their will to solve the problem, find the cause, and prevent it from
happening again. Consistency and Coherence: all communication and all spokespeople
should say the same thing. Clarity: crisis problems should be clearly explained and
should clarify the company’s position and actions (Seymour & Moore, 2000, p. 99).
The analysis demonstrates that the company’s crisis communication strategy was largely
effectual in dealing national product recall.
Care
From August 2008 to March 2009, there were 21 confirmed deaths resulting from the Listeria
outbreak (Maple Leaf Food, 2009b). President and Chief Executive Officer of Maple Leaf
Foods, Michael McCain, stated that “this was by far the most awful event in the one hundred
year history of our company” (Maple Leaf Foods, 2009b, para. 6). During the peak of the
crisis, “Maple Leaf’s brand sales had dropped more than 30 per cent” (Lam, 2009, para. 9).
According to Fearn-Banks’ (2007) crisis life cycle model, this represents the “Acute Stage,”
of the crisis – when it is at the most intense stage. However, despite the loss Maple Leaf
experienced at this point, the company survived, and in January 2009, 70 to 75 per cent of
those sales were recovered (Harris, 2009, para. 17). Maple Leaf Foods managed the
uncertainty of the recall and demonstrated care by making the company’s senior management
visible and available to the media and the public for the full duration of the crisis.
Maple Leaf Foods employed a range of communication tactics. At the initial media
conference, Michael McCain announced that the company would begin its recall of a range of
Maple Leaf Foods products. The contrite video set the tone for the crisis communication
response. Matheson (2008) suggests “what is rare, and decidedly refreshing, is the
unconditional apology and unequivocal responsibility Maple Leaf Foods has offered and
assumed through company president Michael McCain” (Matheson, 2008, p. C8). This

Public Communication Review, Vol. 1, 2010. 51
response is now being touted as best practice for the organisation’s transparency and focus on
consumers’ health over that of the bottom line (Harris, 2009).
Over the course of the crisis, McCain undertook a series of press conferences and became the
public face of Maple Leaf Foods. The organisation’s apology was publicly available from its
website as well as footage of each media conference. Maple Leaf Foods released
backgrounders, fact sheets and FAQ documents to further inform the public demonstrating
care for its key stakeholders. Experts praised Maple Leaf Foods for using McCain to
communicate with the public. “I think for the chief executive to be on camera about it is the
most effective way, and probably the only thing that should be done in a situation like this”
(Watt cited in CBC News, 2008). This response in demonstrating care is also a lesson to other
organisations. “I think time will show that they have significantly redefined the way
corporate entities will respond in crisis situations in the future,” explained Bob Reid, chief
media strategist at Toronto-based Veritas Communications. “It was an honest, compassionate
response that defied the usual tap dance that naturally comes into play any time there is
potentially legal liability” (Harris, 2009, para. 7).
Commitment
Maple Leaf Foods successfully presented itself to its publics as a company that was willing to
do what was right – regardless of the cost. As a result, it regained its status as a market leader
in the production and sale of small goods within twelve months (Harris, 2009). The company
advertised detailed lists of recalled products and endeavoured to communicate information
about the bacteria, post-contact information both online and through traditional media
sources, and encouraged consumers, shareholders and stakeholders to visit their website
frequently for more information (Abbymartin, 2008). By shutting down its Bartor Road plant
Toronto, initiating a nationwide recall, and taking all precautionary measures necessary to
minimize risks, Maple Leaf Foods regained consumer confidence by late 2008.
Maple Leaf Foods assembled a consortium of industry leading food safety experts, including
officials from the Canadian Food Inspection Agency and the Public Health Agency of
Canada (PHAC) to advise the company on the various physical and operational
enhancements they were looking to implement (Smith, 2008). Following the consortium’s
recommendations, Maple Leaf Foods undertook a number of plant-wide measures to ensure
the public would have complete confidence in their products. Among a range of provisions,
the affected plant underwent six intensive sanitisations (a figure that was well in excess
normal cleaning procedures), under the supervision of microbiologists and sanitation experts
(Smith, 2008). All slicing equipment was subjected to a daily disassembly, deep cleaning and
multiple testing to verify the elimination of potential harborage points (Smith, 2008). Finally,
a comprehensive pre-operation inspection conducted by the Canadian Food Inspection
Agency was completed before any new products were distributed from the plant (Smith,
2008). Furthermore, upon the successful reopening McCain took groups of reporters on
organised tours of the rejuvenated facility and the detailed the company’s improved safety
protocols (Godbout, 2008). While unique, such gestures epitomise Maple Leaf Foods’
attempt to undertake an ‘above and beyond’ strategy to recover from the crisis and regain
market confidence and market share.
Consistency and coherence
Maple Leaf Foods’ response to the crisis was immediate and its key messages were always
consistent. McCain took responsibility for the crisis, apologising repeatedly and expressing
sympathy for those affected. The company demonstrated that it cared about the issue and
empathised with the public. They expressed commitment by acting immediately and working
diligently to identify the cause of the crisis, and eventual solution. All of Maple Leaf’s

Public Communication Review, Vol. 1, 2010. 52
messages were consistent, with a primary focus on assuring food safety and the well-being of
its consumers. McCain proved an ideal spokesperson who clearly explained the company’s
position as well as the actions Maple Leaf was enacting to remedy the situation (Adams,
2008; Daniels, 2008).
Employing social media tactics, Maple Leaf Foods launched an external company blog to,
“maintain a direct and candid conversation with interested Canadians” (Maple Leaf Foods,
2009b). In his first blog, McCain explained why the company was using new media:
We believe it is our responsibility to maintain honest and open communications on a
subject that is of high interest and importance to everyone. This blog will engage
leaders from Maple Leaf Foods including myself and Chief Food Safety Officer, Dr.
Randall Huffman in a dialogue with citizens, consumers and others as we continue on
our journey to food safety leadership (McCain, 2009, para. 8).
The blog also provided updates on the company’s progress towards food safety leadership,
addressed topics and questions related to listeria management and responded to new events
and issues as they occurred (Maple Leaf Foods, 2009b).
Clarity
Maple Leaf Foods compensated victims and reached a settlement agreement with the
principal counsel groups that launched a class action following the Listeriosis outbreak
(Owram, 2009). This compensation effort sought to move beyond crisis and assist in renewal
of the organisation’s reputation. When Maple Leaf Foods announced, with support from
appropriate authorities, that its products would be returning to retail outlets and were safe and
ready for purchase, a media campaign was also developed to enhance the organisation’s
reputation. The rollout of the “Passionate people, passionate about food” campaign showed
microbiologists working at the Toronto plant and then serving food to children in their homes
(Harris, 2009). Maple Leaf Foods also launched www.mapleleafaction.com, a website
dedicated to informing the public about steps being taken to improve food safety. This media
and advertising campaign supported the public relations efforts Maple Leaf Foods had
undertaken to restore its reputation by developing a trust-building campaign. This included a
general media television campaign released in January 2009 with the tagline “Passionate
people, passionate about food.”
Maple Leaf Foods positioned themselves as the experts on Listeria. The company recently
launched a national Listeria education and outreach program exploring the issues related to
this illness. It has been suggested that this tactic has enhanced the organisation’s reputation as
an industry expert regarding this issue. McCain also promised to continue being honest and
transparent in all communications and invited feedback from the public. A blog was launched
on 25 March 2009 to enhance dialogue with the community. The blog featured commentary
about the company’s progress, addressed Listeria related issues, posted videos and podcasts
and allowed leaders from Maple Leaf Foods to engage in dialogue with individuals interested
in food safety (Maple Leaf Foods, 2009c).
Discussion
Academics and practitioners suggest that best practice for crisis management is proactive
rather than reactive communication (Jaques, 2007, Pearson, Misra, Clair, & Mitroff, 1997;
Penrose, 2000). The nature of a contamination crisis limits the extent of proactive
management an organisation can undertake. As illustrated in this case, the care and safety of
the organisation’s customers must be the most important consideration when facing a

Public Communication Review, Vol. 1, 2010. 53
contamination recall. How this is communicated to key publics is no less vital. Matera and
Artigue (2000) suggest that “if management regards public relations functions as important,
then the chances are good that a corporation can successfully emerge from disaster” (p. 216).
While Maple Leaf Foods was not completely prepared for the event, its corporate culture
assisted in the successful management of the crisis. The crisis cannot be considered a
complete surprise (due to the history of recalls and knowledge of the issues faced by the
manufactured food industry). However, the response to the 2008 crisis by McCain and his
team of “very capable, committed, passionate people” was effective because of the ethos of
the organisation and team’s accountability for their individual and group actions in light of
adversity (McCain cited in Ewing, 2009, para. 11). Revealingly, McCain has refused to claim
the management of the crisis a success or failure:
We would be thankful if we can fully recover our business and we’re optimistic we can
earn that trust back from consumers, but these types of things rarely should be
described in terms of success or similar adjectives, because this is just an outright
tragedy (McCain cited in Ewing, 2009, para. 13).
Communication effectiveness is judged on its ability to satisfy the needs of the public (Heath,
2001). Although Maple Leaf Foods stakeholders are wide ranging, the crisis communication
strategy ensured that all stakeholders were provided with extensive information, and
cognition of the information provided was high. Averting a crisis is the greatest success for
any public relations professional (Howell & Miller, 2006). The management of the Listeria
crisis by Maple Leaf Foods is now being described as “the gold standard” in effective crisis
management (Tattrie, 2009, para. 10). It has been suggested that Maple Leaf’s response to the
listeriosis outbreak “a case study in how to effectively handle a crisis” (Todd, 2008, para. 1).
However, the ongoing customer loyalty to the products cannot yet be determined with the
information publicly available. While various national and international commentators have
recognised Maple Leaf Food’s communication success, customer loyalty and sales for 2009
will ultimately determine whether the ongoing viability of the brand has been strengthened.
Campbell (1999) views the crisis process as one of continual improvement. This also true for
public relations research and practice. Averting a crisis is the greatest success for any public
relations professional (Howell & Miller, 2006). Maple Leaf Foods’ crisis communication
strategy ensured that all stakeholders were provided with extensive information, and
cognition of the information provided was high. McCain’s leadership and his open and honest
approach and focus on public safety were the key to Maple Leaf Foods’ success in managing
the crisis. The response to the Listeria outbreak illustrates good practice in crisis
communication management and is an interesting example of what organisations need to do
survive when faced with a product recall crisis in the 21st century.
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The authors would like to thank Matt Chandler and Genevive Savundranayagam for their
initial research on this paper.
* Dr Gwyneth Howell is senior lecturer in public relations at the University of Western Sydney, a
position she has held for the past six years. She also has 18 years consulting experience in
corporate and marketing communications and public relations. Her main research focus is
strategic public relations, crisis and issues management, and social media marketing.
** Dr Rohan Miller is based in the Marketing Discipline in the Faculty of Economics and Business at
the University of Sydney. His research focuses on marketing communications and public
relations, consumer behaviour, negative consumption effects, and public policy. Dr Rohan also
has extensive consulting experience in relation to government, gambling, banking and finance, and
hospitality.