Editor’s note: This op-ed for Bus & Motorcoach News is written by Brian Dickson, Owner & Principal Consultant of Bus Business Consultants.
One of the accomplishments I am most proud of during my time with Disney Parking & Transportation is leading a team initiative focused on reducing employee injuries, particularly those that resulted in lost time. While vehicle accidents and their related injuries rightfully receive significant attention from the Safety Department, workplace injuries also substantially impact operations. These incidents cause pain and suffering for employees, decrease productivity, increase medical costs, and create financial hardship through lost wages. Additionally, workplace injuries can negatively affect employee morale, operational efficiency, and the company’s bottom line. Therefore, minimizing these injuries became a critical priority, highlighting the impressive work done by our team at Disney.
Between 2019 and 2023, the team reduced employee injuries by over 50%, and lost-time injuries decreased by 90% during the same period. From 2021 to 2023, we achieved a consistent year-over-year injury decline, with the division recording its two safest consecutive years. Furthermore, in 2023, two locations within the division reported zero lost-time injuries—an achievement that would have seemed unattainable just a few years prior.
Building a safer workplace didn’t happen by accident. It resulted from a deliberate, step-by-step strategy to create lasting cultural change. We started by strengthening leadership engagement, reinforcing safety awareness in daily operations, empowering employees to take ownership, and building proactive systems to spot and fix risks early. Each piece of the process supported the next, and together, they helped us achieve truly remarkable results.
How did we achieve these significant reductions?
1. Refocused Leadership on the Importance of Safety
Accurate Reporting, and Thorough Investigations
We began by re-educating all leadership and supervisory personnel on prioritizing employee safety across the organization. This training included instruction on accurately completing accident reports and conducting thorough investigations of employee injuries. Leaders were also required to engage with the Safety Manager immediately after an injury occurred. The Safety Manager reviewed the incident with the investigating leader to ensure the report’s accuracy and confirm that a comprehensive investigation had taken place.
2. Incorporated a Safety Message into Every Meeting
To further promote safety awareness, we incorporated a safety-related message into every regularly scheduled meeting, from pre-shift briefings to weekly leadership staff meetings. These messages served as regular reminders of the safety-sensitive nature of our operations. Guidelines for these messages included:
- They should be relevant to the work environment but not necessarily based on current events.
- They did not have to focus on catastrophic incidents.
- They could highlight a simple near miss, a best practice, or a success story.
Each safety message was expected to draw out organizational lessons, including:
- Was the hazard location-specific or applicable across the organization?
- Was the danger addressed in our standard operating procedures (SOPs)?
- Did the incident reveal any deficiencies in current practices, and could improvements be made?
Messages could also recognize exemplary preventive actions, such as:
- An employee is taking action to prevent an injury.
- An employee reports a near miss or hazard and takes corrective steps.
- An employee constructively challenges existing business practices.
- Contributions from safety committees.
- Discussing OSHA and non-OSHA recordable injuries to drive continuous improvement.
3. Implemented Effective Safety Committees and Meetings
Another key initiative was the formation of monthly safety committee meetings at each location, with members representing various operational areas. These committees became advocates for safety, tasked with actively identifying and addressing safety concerns and suggesting improvements.
Each meeting followed a structured agenda, which included:
- A review of company-wide safety messages.
- A review of incidents and near misses across all locations to promote broader awareness.
- A “new business” segment where team members could raise concerns and propose solutions.
Because we operated across multiple locations, each safety meeting was overseen by an operations leader and the organization’s Safety Manager, with the Safety Manager ideally attending each meeting. Meeting notes were taken and distributed throughout the division to ensure consistency and communication across locations.
4. Conducted Quarterly Facility Safety Walks
We also implemented quarterly facility safety walks at each location. Participants included safety committee members, the Safety Manager, operational leaders, and other interested employees. These walks provided opportunities to observe best practices, identify potential hazards, and proactively address risks before incidents occurred.
5. Tracked and Investigated Near Misses
Recognizing the importance of proactive safety management, we formalized the tracking and investigation of near misses—unplanned events that could have resulted in injury but did not. Reviewing these incidents allowed us to identify patterns and take corrective actions before injuries occurred.
6. Conducted After-Incident Reviews
Following any employee injury, a comprehensive review was conducted to uncover root causes and contributing factors. These after-incident reviews included participation from the injured employee, the General Manager, the Safety Manager, and other relevant leaders. Each review involved analyzing the initial accident report, considering the investigation leader’s feedback, and examining injury specifics. We also reviewed past incidents involving the employee or similar work environments to identify potential trends or systemic issues.
Sustaining a safer workplace isn’t about quick fixes or one-time campaigns. It requires consistent leadership, a shared commitment to learning, and a willingness to adapt when challenges arise. Our results at Disney Parking & Transportation proved that real change follows when safety becomes part of the organization’s daily rhythm through conversations, actions, and accountability. I’m even more proud of what we accomplished: building a culture where every team member had a role in protecting themselves and each other. Safety isn’t a goal you ever “finish”—it’s a value you live, every day.
I would also like to thank Karen Reid, Safety Professional at Disney, whose incredible partnership, expertise, and guidance were instrumental in helping us achieve these results. Her support made a lasting difference in our success.
Consider using Bus Business Consultants’ services for detailed guidance and assistance in assessing and improving your organization’s safety culture. For more information, visit busbusinessconsultants.com.
Brian Dickson is the owner and principal consultant of Bus Business Consultants. Read more of his columns at Ground Transportation Insights | Brian Dickson | Substack
