Dream Bigger, Disney: Exploring the Walt Disney Company's Future Role in Planetary Politics
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Sustinere, Volume 1 (2021), No. 1, pp. 113-130
Dream Bigger, Disney: Exploring the Walt
Disney Company’s Future Role in Planetary
Politics
MARYAM REHMAN
The Walt Disney Company is one of the most powerful, innovative and
influential companies in the whole world. A pioneer in many respects, the
Walt Disney Company has led the way in the entertainment industry for
decades. This paper begins by analyzing the origins of the Walt Disney
Company, with a particular focus in Walt Disney’s creative vision that led
to incredibly innovative developments in the entertainment industry. It
also explores the gradual decline of creative risks taken by the company
after Walt Disney’s death, which may have helped the company navigate
through tough financial times but also made it lose its revolutionary role
and influence as a creative pioneer. Leading into the present, the paper
explores CEO Bob Iger’s techniques and leadership trajectory including
international park expansion and numerous company acquisitions that
have helped Disney regain its financial, influential and dominant footing
in the entertainment space. Its primary hypothesis centres on the
crossroads that the Walt Disney Company has currently reached between
its present and future role. It also demonstrates another hypothesis that
the company now has the influence and financial capacity to revive its
role as a creative visionary in entertainment, and establish its role in
global governance by focusing its new position in corporate climate
action. The paper follows these goals and hypotheses and draws
conclusions that follow this trajectory from extensive research. What is
most interesting about this piece is that it explores the climate crisis and
the ramifications of planetary politics in global governance through the
lens of one company.Rehman 114
INTRODUCTION
The Walt Disney Company (WDC) is one of the most powerful, innovative and
influential companies in the world. A pioneer in many respects, the company has led
the entertainment industry for decades. This paper will explore why Disney can use
this leadership and impact in global climate governance. Many of the WDC’s
innovative strides can be attributed to the expansive vision and creative spirit of Walt
Disney himself. Unfortunately, the passing of the company’s founder in 1966 caused
the WDC to enter an era faced with financial challenges, mistakes, and a retreat from
the creative risks it once took.1 This led to a general reduction in the radical creative
pursuits that defined the WDC under Walt.2 Simultaneously, an emerging global
challenge threatening the existence of life on Earth and the magical world of Disney
itself caught the attention of scientists: climate change. Since 2005, under the new
leadership of CEO Bob Iger, the WDC saw a significant revival from financial losses
and has now entered into an era of prosperity and media dominance.3 The company
also began taking action to combat climate change through the Disney Conservation
Fund4 and the National Geographic Society.5 However, in order to fully reestablish its
innovative role, the company must take on an even stronger leadership position in
corporate climate action. While this may be difficult to achieve, I will offer four
solutions. Firstly, the WDC should reinstitute Walt’s version of EPCOT and develop a
model city for the future dedicated to incubating innovative technologies to combat
climate change. In addition, the company should radically expand its impact in
climate action and justice by investing more in existing avenues like The Disney
Conservation Fund and the National Geographic Society. Furthermore, the company
1The Imagineering Story, "What Would Walt Do," episode 2, Disney Plus, November 15, 2019,
created by Leslie Iwerks, narrated by Angela Bassett.
2 The Imagineering Story, "What Would Walt Do," episode 2.
3The Imagineering Story, "A Carousel of Progress," episode 5, Disney Plus, December 6, 2019,
created by Leslie Iwerks, narrated by Angela Bassett.
4“The Disney Conservation Fund - Fact Sheet," news release, accessed February 24, 2020, https://
wdwnews.com/fact-sheets/2018/04/20/the-disney-conservation-fund-fact-sheet/.
5National Geographic Society, "About Us," National Geographic, accessed March 7, 2020, https://
www.nationalgeographic.org/about-us/.Rehman 115
should incorporate environmental sustainability more visibly in its content to inspire
a cultural shift towards climate action among its audience. Lastly, the WDC should
establish itself as a non-state actor in hybrid global climate governance. The WDC has
the financial capability and the space for CEO, Bob Chapek, to establish the company
as a leader in corporate climate action, while reviving its role as a pioneering and
innovative company. Being a leader of the movement to save the planet from
environmental destruction is perhaps the most radical dream Disney can pursue, but
the company is currently in the perfect position to fulfill it.
SECTION 1: THE DECLINE OF CREATIVE PURSUITS AND THE
EMERGENCE OF THE CLIMATE CRISIS
A Brief History of the Walt Disney Company from 1923-2005
The WDC was founded on October 16, 1923 by Walt Disney and Roy Disney as
a studio for making cartoons like Alice’s Wonderland.6 Walt focused on the creative
vision for the company while his brother, Roy, oversaw the business aspects and
managed the finances.7 The WDC’s animation improved as they made technological
advancements, adding colour to their cartoons and creating the first cartoon with
synchronized sound called Steamboat Willie, which transformed the industry forever.8
The Disney brothers were always striving to improve their production standards and
lead the way in the emerging entertainment industry. Through a variety of financial
ups and downs, the company became successful under Walt’s optimism and drive.
From the creation of Snow White and the Seven Dwarves to the Disneyland theme park,
Walt removed any doubts and solidified the company’s position as a leader in the
entertainment industry.9
The death of Walt Disney in 1966 shook the company to its core, as he was
6 Giannalberto Bendazzi, Foundations - The Golden Age, vol. 1, Animation: A World History
(Burlington, MA: Focal Press, 2015), 51.
7 Alan Bryman, Disney and his Worlds (London, England: Routledge, 1995), 5.
8 Bendazzi, Foundations - The Golden Age, 96.
9 Bryman, Disney and his Worlds, 10.Rehman 116
both “a national institution and the fount of new ideas for the organization.”10 A
team filled Walt’s place, often referred to as the Disney troika, and included Roy
Disney, Donn B. Tatum and E. Cardon Walker who guided the overall direction of
the company.11 Under the Disney troika’s leadership from 1966-1971, the company
saw a considerable increase in profits with box office successes and the opening of
Walt Disney World Florida.12 This “period of stability” came to an end on December
20th, 1971 when Roy Disney passed away.13
Beginning its next phase, from 1972-1984, the WDC experienced financial
struggles and a decrease in creative pursuits like theme parks. Motion pictures, which
were of central importance to the company, were no longer as successful.14 Almost all
analyses of this phase of the company describe it as being caught “in the grips of a
paralysis in which a ‘what would Walt have done’ litmus test was constantly applied.”15
As songwriter and composer Richard Sherman explained, “we had a board of directors
that was not quite sure where they were going. It was kind of a frustrating time for the
creative people, because many times great projects and ideas were killed because they
weren’t quite sure which direction to go.”16 During this time, the WDC also tried to
keep up with a changing market of moviegoers who sought more action-packed and
thrilling films, while maintaining its traditional values and family brand. For instance,
the company created the Disney Channel, with hopes it would be the biggest profitable
platform and opportunity since the opening of Disneyland, but low subscriptions meant
the WDC lost a lot of money instead.17 The creation of Touchstone Pictures, a different
10 Bryman, Disney and his Worlds, 27.
11Chris Pallant, Demystifying Disney: A History of Disney Feature Animation (New York, NY:
Continuum, 2011), 71.
12 Bryman, Disney and his Worlds, 28.
13 Pallant, Demystifying Disney, 71.
14 Pallant, Demystifying Disney, 71.
15 Bryman, Disney and his Worlds, 30.
16 The Imagineering Story, "What Would Walt Do," episode 2.
17 Pallant, Demystifying Disney, 78.Rehman 117
label for the company to produce less family-oriented entertainment, was created, and
their first film Splash was a big hit.18 However, the WDC continued to struggle, and even
faced the threat of a takeover by corporate raider Saul Steinberg.19 The then-leaders of
the WDC, Watson and Miller, eventually used the green mail strategy which allowed
them to pay Steinberg to go away.20 Despite the prevention of the takeover, Watson and
Miller faced criticism for their decisions and new leadership was considered.
In 1984, Michael Eisner, a successful executive at Paramount, took over as CEO of
the WDC, and Frank Wells, a lawyer with strong credentials in the film industry,
became President and COO.21 Under their leadership, the WDC entered a new era of
profitability and prosperity. Eisner and Wells made an incredible team that revived Walt
Disney Imagineering, the group behind Disney’s theme parks and other cutting edge
creative pursuits that led to the company’s advances in animation technology, for
example.22 They focused on projects that made the WDC relevant for teenagers,
drawing the market to their television content and theme parks. Eisner and Wells
expanded the WDC’s hotels and resorts, revived the Disney Channel, and pursued the
creation of a European Disneyland, or Euro Disneyland, after the success of Disneyland
Tokyo in 1983. Euro Disneyland was at the helm of many successful projects pursued by
18 Bryman, Disney and his Worlds, 31.
19The Imagineering Story, "The Midas Touch," episode 3, Disney Plus, November 22, 2019, created
by Leslie Iwerks, narrated by Angela Bassett.
20 Pallant, Demystifying Disney, 80.
21 The Imagineering Story, "The Midas Touch," episode 3.
22 Pallant, Demystifying Disney, 81.Rehman 118
by the Imagineers23 during this time. However, Euro Disneyland went over-budget and
the park’s inability to resonate with the European market and culture led to financial
losses.24
After COO Frank Wells’ passing, the company would not enjoy the same
successes it had seen in the Eisner-Wells era. Eisner took a step back from the creative
stress of working with the Imagineers and hired more business-minded managers to
fill the gap.25 Consequently, the company took a turn from artistic pursuits to
commercial interests. Some projects were very
successful while others were cancelled or simply disappointing towards audiences.
In an effort to reduce costs and increase profitability in parks, the quality of the
WDC’s content decreased, which further disappointed guests.26 These blows to the
WDC’s reputation seemed irreversible.
Overall, the ambition and success of creative pursuits declined after Walt
Disney passed and the company transitioned between leadership. The pattern
emerged that when creativity was supported, the company flourished and when
not, the WDC suffered losses. The WDC has always been a visionary, a pioneer,
and a leader in the entertainment industry, known for its high standards of quality.
When this was not met and creative pursuits declined, the company’s reputation
and finances suffered. This pattern of instability and fluctuations of success has
been underscored the WDC’s journey into the present day.
23 Note: Walt worked with his team of experts, whom he dubbed “Imagineers”, to make seemingly
impossible ideas a reality. He created a separate company WED, to support his creative vision for
Disneyland and worked with Imagineers to push possibilities. Don Iwerks, a legendary Disney
animator and special effects expert, described the developmental nature of projects at WED, “what
we were doing…[had never] been done before or was within existence.” Walt’s final great vision
was the development of EPCOT (Experimental Prototype Community of Tomorrow), which he
envisioned would serve as a model city of the future. He never saw its completion, and passed
away before concrete progress could begin. Within a few years of Walt’s passing, the project’s
initial vision was abandoned and eventually completed differently and turned into the theme park
it is today. The park still honours innovation and forward-thinking through Future-World, and
focuses on celebrating cultural diversity today through its country pavilions.
24 The Imagineering Story, "The Midas Touch," episode 3.
25 The Imagineering Story, "The Midas Touch," episode 3.
26 The Imagineering Story, "The Midas Touch," episode 3.Rehman 119
The Climate Crisis
Climate change is a global challenge involving political, economic and
scientific policies.27 The Earth is deteriorating due to the burning of fossil fuels, which
causes a build-up of carbon dioxide and other greenhouse gases in the atmosphere.28
Climate change is directly linked to modern, industrial human ways of life, including
the production of most objects we use in our daily lives to the vehicles that transport
us everywhere. Since the beginning of the industrial era, greenhouse gases have been
building up in the atmosphere, but it was not until 1958 in Mauna Loa, Hawaii, that
the amount of carbon dioxide in the atmosphere was directly measured.29 The
measurements showed that atmospheric carbon dioxide levels had been consistently
rising, the amount and rate of which being the most it had been in the past 800,000
years.30 Accompanied by a rise in global mean surface air temperature, an
overwhelming amount of observations and scientific evidence suggested that this
warming was a direct result of increased levels of atmospheric greenhouse gases
caused by the burning of fossil fuels.31 Among the consequences of these changes are
droughts and rising sea levels which directly impact the global agricultural economy
27 Note: Climate Change is an incredibly large, complex and multidimensional issue. An in-depth
analysis of these dimensions, as well as a sufficiently comprehensive overview of the climate crisis
is far beyond the scope of this paper. The purpose of this paper is to provide a potential solution for
the Walt Disney Company to help resolve the climate crisis, while re-establishing its own role as a
pioneering and innovative company. For this reason, a thorough analysis of the climate crisis has
not been included. For more in-depth information and to develop a comprehensive understanding
of this complicated issue, an extensive array of literature is available for your consideration. To
help point you in the right direction, here are a few books that can support your understanding
further: Climate Change: The Science Behind Global Warming and Our Energy Future by Edmond
Mathez and Jason Smerdon, Climate Capitalism: Global Warming and the Transformation of the
Global Economy by Peter Newell and Matthew Paterson, Power in a Warming World by David
Ciplet, J. Timmons Roberts, and Mizan R. Khan, and Post-Kyoto International Climate Policy by
Joseph E. Aldy and Robert N. Stavins. In addition, databases based in Environmental Studies can
also support your understanding, and these include GreenFILE and the PAIS Index.
Edmond Mathez and Jason Smerdon, "Prologue," in Climate Change: The Science of Global
28
Warming and Our Energy Future (Chichester, NY: Columbia University Press, 2018), 5.
29 Mathez and Smerdon, "Prologue," 5.
30 Mathez and Smerdon, "Prologue," 6.
31 Mathez and Smerdon, "Prologue," 6.Rehman 120
and coastal city centres.
These repercussions present colossal risks to global stability through
economic and political systems.32 Since becoming more widely acknowledged by the
end of the 20th century, solutions to climate change have been a topic of discussion
across disciplines and has impacted numerous global institutions. Scientific decision-
makers have been occupied by the intricacies of the origin and challenges of climate
change while economic gain and profit have motivated business and political leaders
to prevent the implementation of climate change mitigation policies.33 Despite
numerous discussions between states on climate change and solutions,34 the climate
crisis persists and not enough is being done to actually solve it.35 Currently, the
participation of numerous state and non-state actors in the Paris Agreement offers an
opportunity for this shift, because it models hybrid global climate governance.36
Corporations and their operations are often the biggest contributors to climate
change, and actors like Disney that possess such social and cultural impact, can use
their corporate power to mitigate climate change instead, which will lead us to see
the emergence of more innovative, adequate and effective solutions.
SECTION 2: THE RISE OF DISNEY TODAY AND ITS CURRENT ROLE IN
CORPORATE CLIMATE ACTION
Revival: Bob Iger’s Transformation of Disney
In 2005, Bob Iger was appointed CEO of the Walt Disney Company and
transformed it once again. While returning to the WDC’s core of prioritizing creative
quality above all else, Iger created a new, modernized formula for success by making
strategic investments in creative content, international expansion and new technology.37
32 Mathez and Smerdon, "Prologue," 7.
David Ciplet, J. Timmons Roberts, and Mizan R. Khan, Power in a Warming World, Earth System
33
Governance Series (Cambridge, Massachusetts: MIT Press, 2015), 135.
34 Ciplet, Roberts, and Khan, Power in a Warming World, 24.
35 Mathez and Smerdon, "Prologue," 8.
36 Ciplet, Roberts, and Khan, Power in a Warming World, 24.
37 The Imagineering Story, "A Carousel of Progress," episode 5.Rehman 121
He worked with Imagineers to substantially improve increase the WDC’s international
parks.38 By supporting not only the Imagineering department but an onslaught of
innovative projects and the implementation of new technology, Iger revived the WDC
theme parks while restoring those that were not as successful, including Euro
Disneyland (now Disneyland Paris) and Disney California Adventure Park.42 These
steps created incredible change for the company and helped revive its presence as an
industry leader. Additionally, Iger’s acquisitions of Pixar, Marvel, Star Wars, National
Geographic and 20th Century Fox further increased Disney’s reach and influence.39 In
2019, the WDC surpassed eleven billion dollars in box office earnings, making it their
most profitable year yet.40 Presently, with the recent creation of Disney Plus, the
company begins a new era of entertainment head-to-head with other television
streaming services.41 Despite the initially perceived risk of creating Disney Plus, the
platform now provides an outlet for animators and filmmakers to produce and share
content, and has successfully established the company in industry of streaming.42
Iger’s creative revival and additional commitment to taking calculated risks with
the company has led to the WDC’s comeback. His steps are reminiscent of Walt’s vision
and the company’s trajectory under his leadership. Moreover, Iger’s work has been
extremely effective in supporting the company financially, which lays the necessary
groundwork for the company’s future beyond Iger’s tenure.
Current Climate Action
38The Imagineering Story, "To Infinity and Beyond," episode 6, Disney Plus, December 13, 2019,
created by Leslie Iwerks, narrated by Angela Bassett.
39 The Imagineering, "A Carousel of Progress," episode 5.
40Rebecca Rubin, "Disney Crushes Own Global Box Office Record With Historic $10 Billion,"
Variety, December 8, 2019, n.p., accessed March 8, 2020, https://variety.com/2019/film/news/
disney-box-office-record-10-billion-frozen-2-lion-king-avengers-endgame-1203 428859/.
41“Disney+ Lifts Off, Ushering in a New Era of Entertainment from The Walt Disney Company,"
news release, November 12, 2019, accessed March 8, 2020, https://thewaltdisneycompany.com/
disney-lifts-off-ushering-in-a-new-era-of-entertainment-from-the-walt-disney-company/.
42 "Disney+ Lifts Off."Rehman 122
The Walt Disney Company has had a longstanding and meaningful commitment
to climate action throughout its history.43 In 1995, the Disney Conservation Fund was
created to inspire climate action among the WDC’s audiences and the company has
since given more than $86 million USD in grants to global programs that help improve
climate change-induced harm to wildlife.44 Inspired by Walt’s legacy of conservation,45
the fund works to protect wildlife in more than half of the countries in the world and
has projects in all six continents, which is becoming even more crucial as climate change
progresses more rapidly. Since its inception in 1995, the Disney Conservation Fund has
supported more than 2000 conservation projects46 and helped more than 600
community organizations while working with communities to protect their wildlife,
mitigating the impacts of climate change in their ecosystems.47
Significant action is also being taken through the National Geographic Society
(NGS) — a part of the WDC’s subsidiary National Geographic. The NGS achieves
climate action by strategically inspiring, exploring, educating, and scaling their
impact.48 Science and exploration form the heart of the NGS’s work and guide its
initiatives. The NGS also utilizes effective and meaningful storytelling to spread its
message of the “importance of nature and culture.”49 They work with other
organizations and students while also amplifying the work of National Geographic
Explorers, National Geographic Labs, and National Geographic Impact Initiatives to
"The Disney Conservation Fund - Fact Sheet," news release, accessed February 24, 2020, https://
43
wdwnews.com/fact-sheets/2018/04/20/the-disney-conservation-fund-fact-sheet/.
44"Disney Conservation Fund Awards $6 Million in Grants to Support Wildlife and the
Environment," news release, October 3, 2019, accessed March 8, 2020, https://
thewaltdisneycompany.com/disney-conservation-fund-awards-6-million-in-grants-to-support-
wildlife-and-the-environment/.
45"Disney's Zero Emissions Goal Results in Positive Impact for Forests," news release, accessed
March 3, 2020, https://www.conservationfund.org/our-work/business-partnerships/our-partners/
disney.
46 "Disney Conservation Fund."
47 "The Disney Conservation Fund - Fact Sheet."
48National Geographic Society, "About Us," National Geographic, accessed March 7, 2020,
https://www.nationalgeographic.org/about-us/.
49 National Geographic Society, "About Us," National Geographic.Rehman 123
inspire their global audiences. Their education programs currently operate in Canada
and the United States, with a particular focus on middle school students.50 Lastly, the
NGS invests in the “world’s best minds” through grant-making, funds, and global
challenges directed at finding solutions for the world's most challenging problems like
Climate Change.51
The WDC also highly values its environmental sustainability policy, which is
one of the main components of its corporate social responsibility strategy. The
company focuses on its commitment to environmental stewardship in many ways,
namely by installing more renewable electricity sources in their theme parks,
conserving fuel on their resorts, parks, film and television sets, and using sustainable
design for buildings. They have also worked to eliminate single-use plastic straws in
theme parks and to reduce plastics in the rooms of WDC hotels and cruise ships by
80%.52 Furthermore, the company is committed to using water responsibly, making
film production cleaner, investing in climate solutions that are nature-based, and
providing sustainable commute options for employees.53 They also use specific
targets and goals to help guide and measure progress of this commitment including
reducing net emissions by 50% by 2020 (successfully, the company reduced net
emissions by 47% in 2019 compared to 2012 levels).54 Despite their significant efforts
toward climate action, more can, and therefore must, be done. The most efficient way
to do so may be by once again redefining the company’s role as a leader in corporate
climate action under Bob Chapek’s leadership. The WDC has tremendous global
impact, and if they demonstrated optimal leadership in the climate movement, many
other corporations would likely follow suit. This can have massive positive
implications for the effort to overcome the climate crisis, and the ideal way to
achieve this is through policy change.
50 National Geographic Society, "About Us," National Geographic.
51 National Geographic Society, "About Us," National Geographic.
52"Environmental Sustainability," The Walt Disney Company, accessed March 7, 2020, https://
thewaltdisneycompany.com/environmental-sustainability/.
53 "Environmental Sustainability," The Walt Disney Company.
54 "Environmental Sustainability," The Walt Disney Company.Rehman 124
SECTION 3: POLICY PRESCRIPTIONS ON THE WDC’S FUTURE ROLE
IN CORPORATE CLIMATE ACTION
Drawing inspiration from Walt Disney’s fire for avant-garde innovation and
commitment to making the impossible a reality, the WDC should take on climate
change and contribute more significantly in the fight to save the planet from
environmental destruction — perhaps the most radical ambition the dream-factory can
pursue. The CEO of the Walt Disney Company, Bob Chapek, and the company itself,
have the financial capacity and potential to define the company’s future as a leader in
corporate climate action. This should be done by pursuing climate action ideas that are
ambitious like Walt’s were. Using their international standing, this will lead the way
for non-state and state actors. As literature on corporations and their role in climate
governance demonstrates, companies operating with the scale and impact that Disney
has can match, and at times even exceed states because of their transnational reach.55
In order to help the WDC accomplish this mission, I recommend four specific
recommendations. Firstly, the company should return to Walt’s original vision for
EPCOT, and develop a true “Experimental Prototype Community of Tomorrow.” This
project would align with Bob Iger’s commitment to strategically investing in
international expansion, new technologies and creative projects.56 The WDC has an
incredible team of experts across many fields and they, joined by the Imagineers, have
the capabilities to make the EPCOT project a reality. This team should direct
innovation specifically at climate-friendly solutions to lead by example for the world’s
biggest industries. Ranging from building design and transportation to food and
production, EPCOT can work with key stakeholders including companies,
governments, researchers and NGOs to drive this progress, and be at the forefront of
innovating climate solutions.
The second recommendation is a strategic shift in the WDC’s content to inspire
climate consciousness and action among their audience. As one of the most influential
55 Ciplet, Roberts, and Khan, Power in a Warming World, 24.
56 The Imagineering Story, "A Carousel of Progress," episode 5.Rehman 125
media companies in the world,57 the WDC can strategically change its products’
narratives to promote the need for climate action and inform its diverse audiences.
Characters like Mickey Mouse, Donald Duck, Elsa and Anna can spread messages
about environmental conservation to children and can help effectively educate current
and future generations about protecting the planet. To deliver these messages to
viewers of all ages, the WDC can distribute content across its subsidiaries such as 20th
Century Fox, Marvel or Lucas Film. From productions on Disney Plus to an expansion
of its conservation programs and teaching at its parks and resorts, the WDC can
inform and inspire a cultural shift towards climate action.
Furthermore, the WDC should improve its existing environmental efforts by
expanding the Disney Conservation Fund and the National Geographic Society.
Through the Disney Conservation Fund, the WDC has already provided nearly $86
million in grants,58 but that makes up a mere 0.0000072% of its box office earnings of
$11.9 billion last year, excluding the earnings Disney made through other enterprises
like hotels, resorts, theme parks, television, and more.59 This provides perspective on
the enormity of potential expansion of these programs. As a specific target, the WDC
should raise its contributions towards climate action initiatives under the Walt Disney
Conservation Fund, the National Geographic Society and its Environmental
Sustainability Policy to 5% of its earnings by 2030. By continuing its commitment to
work with local communities, creating sustainable changes to existing WDC
enterprises and supporting efforts to fight climate change, the WDC is heading in the
right direction for climate action and must continue further.
The final recommendation for WDC to become a world leader and inspiration
in environmental action, is that the company should increase its participation in
global climate governance. This can be achieved by fulfilling multifaceted roles as a
non-state actor within the United Nations Framework Convention on Climate
Change, and within the scope of planetary politics — essentially, political decision-
57 The Imagineering Story, "The Happiest Place on Earth," episode 1.
58 “Disney Conservation Fund.”
59 Rubin, "Disney Crushes Own Global Box Office Record," n.p.Rehman 126 making pertaining to climate action. The Paris Agreement on Climate Change, an international treaty focused on climate action, requires countries to progressively increase their individual and collective efforts to mitigate climate change over time by reporting their targets.60 While this is for state actors, the cultural influence of non- state actors allows them to affect the “legitimacy, justice, and effectiveness of the Paris Agreement.”61 Due to The Walt Disney Company’s massive international presence, it is able to make contributions to the Paris Agreement regarding international climate justice. Through their network of hundreds of organizations and communities that can work with governments and take climate action globally, the WDC can help resolve disparities between global climate targets and realities on the ground.62 Based on their experience in climate action, the company can help ensure that climate solutions work in alignment with other efforts to fight inequalities by, for example, employing underprivileged or developing communities facing the consequences of climate change, in order to include and incorporate their valuable perspectives and knowledge into the movement.63 Who has the power to act upon justice and injustice is determined by who makes decisions and on whose behalf. Including traditionally unheard voices, for example, the expertise of Indigenous people, is important because effective progress in resolving the climate crisis requires all perspectives.64 The Walt Disney Company can help achieve this as their ability for great impact has been proven by, for instance, the National Geographic Society’s more than 130 years of experience working to support storytelling and celebrating human cultures.65 Furthermore, with advanced technologies which will emerge from the redevelopment 60 Jonathan W. Kuyper, Björn-Ola Linnér, and Heike Schroeder, "Non-state actors in hybrid global climate governance: justice, legitimacy, and effectiveness in a post-Paris era," WIREs Climate Change 9, no. 1 (January/February 2018): 5, accessed March 8, 2020, https://doi- org.myaccess.library.utoronto.ca/10.1002/wcc.497. 61 Kuyper, Linnér, and Schroeder, "Non-state actors," 1. 62 Kuyper, Linnér, and Schroeder, "Non-state actors," 8. 63 "The Disney Conservation Fund - Fact Sheet." 64 Kuyper, Linnér, and Schroeder, "Non-state actors," 8. 65 National Geographic Society, "About Us," National Geographic.
Rehman 127
of EPCOT, the Walt Disney Company can help countries meet their Paris Agreement
goals by sharing their technological abilities and adapt them to contribute to the
environmental movement directly. In doing so, the WDC will firmly establish their
influence as a non-state actor in hybrid global climate governance.
CONCLUSION
The Walt Disney Company is in the ideal position to be a leader in corporate
climate action. After losing its original bold creative vision from Walt Disney
himself, the WDC has undergone many ups and downs. However, it now has an
opportunity to bring the company to great heights by being the corporate leader in
the fight to tackle climate change. The WDC should do so by implementing four
recommendations. First, the company should return to Walt’s original vision for
EPCOT and evolve the vision to include a model city of a sustainable future
involving innovative, widely applicable technological solutions. Further, the WDC
should increase investments in climate action through its environmental
sustainability commitment, the Disney Conservation Fund, and the National
Geographic society to 5% by 2030. Additionally, the WDC should incorporate
environmental sustainability more visibly in its content to inspire a cultural shift
among its viewers of sustainability and climate action. Finally, the company should
use its international platform and presence to establish itself as a non-state actor in
hybrid global climate governance in order to push the climate action agenda
amongst state actors. The WDC can and must inspire the world once again to
dream the greatest and most important dream yet; solving climate change.Rehman 128
Bibliography
Bendazzi, Giannalberto. Foundations - The Golden Age. Vol. 1 of Animation: A World
History.
Burlington, MA: Focal Press, 2015.
Bryman, Alan. Disney and his Worlds. London, England: Routledge, 1995.
Ciplet, David, J. Timmons Roberts, and Mizan R. Khan. Power in a Warming
World. Earth System Governance Series. Cambridge, MA: MIT Press,
2015.
"Disney Conservation Fund Awards $6 Million in Grants to Support
Wildlife and the Environment." News release. October 3, 2019.
Accessed March 8, 2020. https://thewaltdisneycompany.com/
disney-conservation-fund-awards-6-million-in-grants- to-support-
wildlife-and-the-environment/.
"The Disney Conservation Fund - Fact Sheet." News release. Accessed February 24,
2020. https://wdwnews.com/fact-sheets/2018/04/20/the-disney-
conservation-fund-fact-sheet/.
"Disney+ Lifts Off, Ushering in a New Era of Entertainment from The Walt Disney
Company." News release. November 12, 2019. Accessed March 8, 2020.
https://thewaltdisneycompany.com/disney-lifts-off-ushering-in-a-new-era-
of-entertainme nt-from-the-walt-disney-company/.
"Disney's Zero Emissions Goal Results in Positive Impact for Forests." News release.
Accessed March 3, 2020.
https://www.conservationfund.org/our-work/business-partnerships/our-
partners/disney.
"Environmental Sustainability." The Walt Disney Company. Accessed March
7, 2020. https://thewaltdisneycompany.com/environmental-
sustainability/.Rehman 129
The Imagineering Story. "A Carousel of Progress." Episode 5. Disney Plus.
December 6, 2019. Created by Leslie Iwerks. Narrated by Angela
Bassett.
The Imagineering Story. "The Happiest Place on Earth." Episode 1. Disney Plus.
November 12, 2019. Created by Leslie Iwerks. Narrated by Angela Bassett.
The Imagineering Story. "Hit or Miss." Episode 4. Disney Plus. November 29, 2019.
Created by Leslie Iwerks. Narrated by Angela Bassett.
The Imagineering Story. "The Midas Touch." Episode 3. Disney Plus. November 22, 2019.
Created by Leslie Iwerks. Narrated by Angela Bassett.
The Imagineering Story. "To Infinity and Beyond." Episode 6. Disney Plus. December 13,
2019. Created by Leslie Iwerks. Narrated by Angela Bassett.
The Imagineering Story. "What Would Walt Do." Episode 2. Disney Plus. November 15,
2019.
Created by Leslie Iwerks. Narrated by Angela Bassett.
Kuyper, Jonathan W., Björn-Ola Linnér, and Heike Schroeder. "Non-state actors in
-
hybrid global climate governance: justice, legitimacy, and effectiveness in a
post Paris era." WIREs Climate Change 9, no. 1 (January/February 2018): 1-18.
Accessed March 8, 2020. https://doi-org.myaccess.library.utoronto.ca/
10.1002/wcc.497.
Mathez, Edmond, and Jason Smerdon. "Prologue." In Climate Change: The Science of
Global Warming and Our Energy Future, 1-10. Chichester, NY: Columbia
University Press, 2018.
National Geographic Society. "About Us." National Geographic. Accessed
March 7, 2020. https://www.nationalgeographic.org/about-us/.
Pallant, Chris. Demystifying Disney : A History of Disney Feature Animation. New
York, NY: Continuum, 2011.
Rubin, Rebecca. "Disney Crushes Own Global Box Office Record With Historic $10Rehman 130 Billion." Variety, December 8, 2019, n.p. Accessed March 8, 2020. https://variety.com/ 2019/film/news/disney-box-office-record-10-billion-frozen-2-lion-king- avengers-endgame-1203428859/.
You can also read
