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Column: Disneyland has already turned my hometown into a giant tourist trap. What's next?

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Column: Disneyland has already turned my hometown into a giant tourist trap. What's next?

Somewhere in my personal papers is a folded up, tattered poster of Mickey Mouse commemorating his long reign as the world’s most famous rodent. It shows scenes from some of his iconic shorts — “Steamboat Willie,” “The Band Concert,” “Brave Little Tailor” — above the legend “Thanks Mickey for 60 Years!”

Signed, Disneyland.

My fourth-grade classmates and I received the posters in the fall of 1988 at Patrick Henry Elementary School in Anaheim, along with a T-shirt of a tuxedoed Mickey wearing sneakers and a free trip to the Happiest Place on Earth for his birthday bash. We cheered alongside kids from around the world and rode rides until the evening. I can still hum parts of the gratingly cheery song from the parade held in Mickey’s honor. (A quick YouTube search confirmed I have the melody right.)

The poster hung on my wall through junior high, even though I was more of a Donald Duck fan. It was a symbol for me that a company whose products and productions I loved cared about us Anaheim kids. How cool was it that one of the world’s most popular theme parks was in my hometown? And how cool was it that they let us kids hang out with Mickey on his birthday for free?

I hadn’t thought about my souvenir for decades until yesterday, when the Anaheim City Council passed yet another Disneyland-friendly ordinance. Zoning regulations will be relaxed so Disney can build new attractions and hotels on its 490-acre campus, and three public roads will be sold to Disney for $40 million.

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In return, Disney promises to undertake nearly $2 billion in construction over the next decade, donate $30 million to a yet-to-be-formed public housing trust run by Anaheim, give $8 million toward improving city parks and pay $45 million in “transportation improvements,” according to the website for DisneylandForward, the name Disney has bestowed on its plans.

A Disney-funded study by Cal State Fullerton’s Woods Center for Economic Analysis and Forecasting predicted that the company’s most ambitious proposals — a full build-out of Disneyland and Disney California Adventure, and a new hotel — will create tens of thousands of jobs and generate $244 million in annual tax revenue.

Who could possibly be against this windfall of cash and fun? Me, of course!

The Anaheim City Council unanimously approved the agreement despite the lack of concrete plans from Disney — all it’s revealing right now is “possibilities” inspired by attractions from its theme parks worldwide, according to the DisneylandForward website. There might be more specifics in the Woods Center forecast, but city officials and the public alike can see only a nine-page summary because Disney claims it contains proprietary information.

This cryptic Mouse long ago replaced the Mickey of my childhood memories. By the time I became a reporter, I knew that Disney has long treated Anaheim as a political chamois, looking to squeeze as much as possible out of Orange County’s largest city.

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Walt Disney Co. Chief Executive Bob Iger at “Mickey’s 90th Spectacular” at the Shrine Auditorium in 2018.

(Valerie Macon / AFP via Getty Images)

In 1996, the city paid for a $108.2-million parking structure — at the time, the largest in the world — that it leases to Disney for a buck a year, allowing the company to keep all the revenue and eventually assume ownership. A 2017 Times analysis found that Disney had “secured subsidies, incentives, rebates and protections from future taxes” worth more than $1 billion over the previous two decades. Disney has repaid that goodwill with millions of dollars in donations to political action committees that push pro-Mickey candidates.

Two years ago, FBI agents and city-funded independent investigators characterized a Disneyland Resort lobbyist as part of a “cabal” that has undue influence over city politics. Meanwhile, the cost of a one-day pass to the Mouse House has increased from $43 in 2000 to $194 as of last year. Nightly fireworks at the resort scare dogs, set off car alarms in working-class neighborhoods and make the 5 Freeway a smoky mess.

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Yet, to paraphrase the most famous quote in “The Usual Suspects,” the greatest trick Disney ever pulled was convincing Anaheimers that its bad side doesn’t exist. The few DisneylandForward skeptics have been easily drowned out by supporters.

Unions? Leaders showed up to support DisneylandForward when the Anaheim City Council first voted on it in April. The council? From Republican Stephen Faessel to progressive Carlos Leon to independent Jose Diaz, they hardly asked any hard-hitting questions. The millions of visitors to the Disneyland Resort, half of whom seem to be my cousins and friends? They’re celebrating like Ewoks at the end of “Return of the Jedi” at the thought of more rides to enjoy and swag to grab.

Only a few of us cranks are pointing to the environmental impact report finding that the construction noise and permanent change in air quality as a result of the expansion would be “significant and unavoidable.” Or pulling out a calculator to crunch the numbers in the Woods Center report.

For instance, the study says that if Disneyland maximizes its acreage and builds a new hotel, that will create 28,352 jobs, translating into $1.8 billion in income for those employees.

Sounds nice and big. But it doesn’t say what kind of jobs and whether they’d be permanent or full time. The $63,487 average yearly salary from those jobs is considered low-income for a one-person household in Orange County, according to the California Department of Housing and Community Development. These are hardly the jobs Anaheimers need to be able to afford to live here, let alone live a good life.

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I still remember when Anaheim was a city of factories and blue-collar jobs that allowed my immigrant elders and my cousins to buy homes. Near the granny flat where I lived before transferring to Patrick Henry were a lumberyard, a Kwikset factory and a trucking depot where my dad would pick up cargo containers.

All those places vanished decades ago. Now, there are hipster hangouts, beer gardens and high-priced apartments, because Anaheim leaders took Disney’s lead and transformed my hometown into one giant tourist trap, with longtime residents little better than an afterthought.

Which brings me back to that Mickey Mouse 60th anniversary poster. I eventually took it down because the edges were fraying, and I thought it would be a collectors’ item one day. I thought Disneyland had bestowed on me yet another wonderful prize.

I looked up the poster on eBay recently. I can get one for $20. But, hey: At least I got something free from Disney back in the day.

In 2016, the company vowed to give all Anaheim sixth-graders free Disneyland tickets in honor of its 60th anniversary if they did community service projects.

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The promotion was supposed to continue for a decade but was discontinued in 2021, during the pandemic. It has yet to be reinstated, even though Disney just announced that its theme park division increased revenue in the second fiscal quarter to $8.39 billion.

Stay classy, Mouse House!

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MrBeast company sued over claims of sexual harassment, firing a new mom

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MrBeast company sued over claims of sexual harassment, firing a new mom

A former female staffer who worked for Beast Industries, the media venture behind the popular YouTube channel MrBeast, is suing the company, alleging she was sexually harassed and fired shortly after she returned from maternity leave.

The employee, Lorrayne Mavromatis, a Brazilian-born social media professional, alleges in a lawsuit she was subjected to sexual harassment by the company’s management and demoted after she complained about her treatment. She said she was urged to join a conference call while in labor and expected to work during her maternity leave in violation of the Family and Medical Leave Act, according to the federal complaint filed Wednesday in the U.S. District Court for the Eastern District of North Carolina.

“This clout-chasing complaint is built on deliberate misrepresentations and categorically false statements, and we have the receipts to prove it. There is extensive evidence — including Slack and WhatsApp messages, company documents, and witness testimony — that unequivocally refutes her claims. We will not submit to opportunistic lawyers looking to manufacture a payday from us,” Gaude Paez, a Beast Industries spokesperson, said in a statement.

Jimmy Donaldson, 27, began MrBeast as a teen gaming channel that soon exploded into a media company worth an estimated $5 billion, with 500 employees and 450 million subscribers who watch its games, stunts and giveaways.

Mavromatis, who was hired in 2022 as its head of Instagram, described a pervasive climate of discrimination and harassment, according to the lawsuit.

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In her complaint, she alleges the company’s former CEO James Warren made her meet him at his home for one-on-one meetings while he commented on her looks and dismissed her complaints about a male client’s unwanted advances, telling her “she should be honored that the client was hitting on her.”

When Mavromatis asked Warren why MrBeast, Donaldson, would not work with her, she was told that “she is a beautiful woman and her appearance had a certain sexual effect on Jimmy,” and, “Let’s just say that when you’re around and he goes to the restroom, he’s not actually using the restroom.”

Paez refuted the claim.

“That’s ridiculous. This is an allegation fabricated for the sole purpose of sparking headlines,” Paez said.

Mavromatis said she endured a slate of other indignities such as being told by Donaldson that she “would only participate in her video shoot if she brought him a beer.”

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“In this male-centric workplace, Plaintiff, one of the few women in a high-level role, was excluded from otherwise all-male meetings, demeaned in front of colleagues, harassed, and suffered from males be given preferential treatment in employment decisions,” states the complaint.

When Mavromatis raised a question during a staff meeting with her team, she said a male colleague told her to “shut up” or “stop talking.”

At MrBeast headquarters in Greenville, N.C., she said male executives mocked female contestants participating in BeastGames, “who complained they did not have access to feminine hygiene products and clean underwear while participating in the show.”

In November 2023, Mavromatis formally complained about “the sexually inappropriate encounters and harassment, and demeaning and hostile work environment she and other female employees had been living and experiencing working at MrBeast,” to the company’s then head of human resources, Sue Parisher, who is also Donaldson’s mother, according to the suit.

In her complaint, Mavromatis said Beast Industries did not have a method or process for employees to report such issues either anonymously or to a third party, rather employees were expected to follow the company’s handbook, “How to Succeed In MrBeast Production.”

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In it, employees were instructed that, “It’s okay for the boys to be childish,” “if talent wants to draw a dick on the white board in the video or do something stupid, let them” and “No does not mean no,” according to the complaint.

Mavromatis alleges that she was demoted and then fired.

Paez said that Mavromatis’s role was eliminated as part of a reorganization of an underperforming group within Beast Industries and that she was made aware of this.

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Heidi O’Neill, Formerly of Nike, Will Be New Lululemon’s New CEO

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Heidi O’Neill, Formerly of Nike, Will Be New Lululemon’s New CEO

Lululemon, the yoga pants and athletic clothing company, has hired a former executive from a rival, Nike, as its new chief executive.

Heidi O’Neill, who spent more than 25 years at Nike, will take the reins and join Lululemon’s board of directors on Sept. 8, the company announced on Wednesday.

The leadership change is happening during a tumultuous time for Lululemon, which had grown to $11 billion in revenue by persuading shoppers to ditch their jeans and slacks for stretchy leggings. But lately, sales have declined in North America amid intense competition and shifting fashion trends, with consumers favoring looser styles rather than the form-fitting silhouettes for which Lululemon is best known.

“As I step into the C.E.O. role in September, my job will be to build on that foundation — to accelerate product breakthroughs, deepen the brand’s cultural relevance, and unlock growth in markets around the world,” Ms. O’Neill, 61, said in a statement.

Lululemon, based in Vancouver, British Columbia, has also been entangled in a corporate power struggle over the company’s future. Its billionaire founder, Chip Wilson, has feuded with the board, nominated independent directors and criticized executives.

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Lululemon’s previous chief executive, Calvin McDonald, stepped down at the end of January as pressure mounted from Mr. Wilson and some investors. One activist investor, Elliott Investment Management, had pushed its own chief executive candidate, who was not selected.

The interim co-chiefs, Meghan Frank and André Maestrini, will lead the company until Ms. O’Neill’s arrival, when they are expected to return to other senior roles. The pair had outlined a plan to revive sales at Lululemon, promising to invest in stores, save more money and speed up product development.

“We start the year with a real plan, with real strategies,” Mr. Maestrini said in an interview this year. “We make sure decisions are made fast.”

Lululemon said last month that it would add Chip Bergh, the former chief executive of Levi Strauss, to its board to replace David Mussafer, the chairman of the private equity firm Advent International, whom Mr. Wilson had sought to remove.

Ms. O’Neill climbed the organizational chart at Nike for decades, working across divisions including consumer sports, product innovation and brand marketing, and was most recently its president of consumer, product and brand. She left Nike last year amid a shake-up of senior management that led to the elimination of her role.

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Analysts said Ms. O’Neill would be expected to find ways to energize Lululemon’s business and reset the company’s culture in order to improve performance.

“O’Neill is her own person who will come with an agenda of change,” said Neil Saunders, the managing director of GlobalData, a data analytics and consulting company. “The task ahead is a significant one, but it can be undertaken from a position of relative stability.”

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Angry Altadena residents ask officials to halt Edison’s undergrounding work

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Angry Altadena residents ask officials to halt Edison’s undergrounding work

Eaton wildfire survivors’ anger about Southern California Edison’s burying of electric wires in Altadena boiled over Tuesday with residents calling on government officials to temporarily halt the work.

In a letter to the Los Angeles County Board of Supervisors, more than 120 Altadena residents and the town’s council wrote that they had witnessed “manifest failures” by Edison in recent months as it has been tearing up streets and digging trenches to bury the wires.

The residents cited the unexpected financial cost of the work to homeowners and possible harm to the town’s remaining trees. They also pointed out how the work will leave telecommunication wires above ground on poles.

“The current lack of coordination is compounding the stress of a community still reeling from the Eaton Fire, and risks causing further irreparable harm,” the residents wrote.

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The council voted unanimously Tuesday night to send the letter.

Scott Johnson, an Edison spokesman, said Wednesday that the company has been working to address the concerns, including by looking for other sources of funds to help pay for the homeowners’ costs.

“We recognize this community has already faced a number of challenges,” he said.

Johnson said the company will allow homeowners to keep existing overhead lines connecting their homes to the grid if they are worried about the cost.

Edison’s crews, Johnson said, have also been trained to use equipment that avoids roots and preserves the health of trees.

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The utility has said that burying the wires as the town rebuilds thousands of homes destroyed in the fire will make the electrical grid safer and more reliable.

But anger has grown as work crews have shown up unexpectedly and residents learned they’re on the hook to pay tens of thousands of dollars to connect their homes to the buried lines.

Residents have also found the crews digging under the town’s oak and pine trees that survived last year’s fire. Arborists say the trenches could destroy the roots of some of the last remaining trees and kill them.

Amy Bodek, the county’s regional planning director, recently warned Edison that a government ordinance protects oak trees and that “utility trenching is not exempt from these requirements.”

Residents have also pointed out that in much of Altadena, the telecom companies, including Spectrum and AT&T, have not agreed to bury their wires in Edison’s trenches. That means the telecom wires will remain on poles above ground, which residents say is visually unappealing.

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“While our community supports the long-term benefits of moving utilities underground, the current execution by SCE is placing undue financial and planning burdens on homeowners, causing irreparable harm to our heritage tree canopy, and proceeding without adequate local oversight,” the residents wrote.

They want the project halted until the problems are addressed.

Edison announced last year that it would spend as much as $925 million to underground and rebuild its grid in Altadena and Malibu, where the Palisades fire caused devastation.

The work — which costs an estimated $4 million per mile — will earn the utility millions of dollars in profits as its electric customers pay for it over the next decades.

Pedro Pizarro, chief executive of Edison International, told Gov. Gavin Newsom last year that state utility rules would require Altadena and Malibu homeowners to pay to underground the electric wire from their property line to the panel on their house. Pizarro estimated it would cost $8,000 to $10,000 for each home.

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But some residents, who need to dig long trenches, say it will cost them much more.

“We are rebuilding and with the insurance shortfall, our finances are stretched already,” Marilyn Chong, an Altadena resident, wrote in a comment attached to the letter. “Incurring the additional burden of financing SCE’s infrastructure is not something we can or should have to do.”

Other fire survivors complained of Edison’s lack of planning and coordination with residents.

“I’ve started rebuilding, and apparently there won’t be underground power lines for me to connect with in time when my house will be done,” wrote Gail Murphy. “So apparently I’m supposed to be using a generator, and for how long!?”

Johnson said the company has set up a phone line for people with concerns or questions. That line — 1-800-250-7339 — is answered Monday through Saturday, he said.

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Residents can also go to Edison’s office in Altadena at 2680 Fair Oaks Avenue. The office is open Monday to Friday from 8 to 4:30.

It’s unclear if the Eaton fire would have been less disastrous if Altadena’s neighborhood power lines had been buried.

The blaze ignited under Edison’s towering transmission lines that run through Eaton Canyon. Those lines carry bulk power through the company’s territory. In Altadena, Edison is burying the smaller distribution lines, which carry power to homes.

The government investigation into the cause of the fire has not yet been released. Pizarro has said that a leading theory is that a century-old transmission line, which had not carried power for 50 years, somehow re-energized to spark the blaze.

The fire killed at least 19 people and destroyed more than 9,400 homes and other structures.

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