1. Bill Gonser, Director of Safety & Health
THE DISNEYLAND RESORT
Kim Lopez, CEO
REMEDY INTERACTIVE
Best Practices for Building a
Scalable, Technology‐Enabled
Injury Prevention Program that
Reduces Risks and Controls Claims Costs

2. California Workers’ Comp Situation Then
• California Business Owners Fear Rising Workers' Compensation Insurance Rates…
“Employers already have seen rates for the system go up 77 percent in the last three
years… insurers have pulled out of the market, and eight have been declared insolvent
in the last two years.” The Sacramento Bee (April 8, 2002)
• “California's workers' compensation costs are more than twice the national average.
Overall, California businesses paid about $20 billion more in premiums last year (2003)
than in 2000.” The Press‐Enterprise, Riverside, California (February 18, 2004)
• WCIRB Survey Indicates “California Workers' Comp Reform is Working”; Insurance
Journal (October 17, 2005)
• “The Workers Compensation Insurance Rating Bureau estimated its (reform) savings at
$10 billion a year. But employers… are seeing a $14.5 billion annual drop in costs, the
bureau has now calculated.” The Sacramento Bee (October 11, 2007)

3. California Workers’ Comp Situation Now
Stakeholders in business are…
• Being asked to do more, more, more
• Having to demonstrate the business benefit of all activities
• Still relying heavily on post‐claim management
However, post‐claim management is no longer a low‐hanging fruit

4. Corporate Leadership
Where Are We Today?
Corporate Leaders…
question the business benefits of focusing on injury prevention to
reduce risks and minimize claims
Loss Control and Workers’ Compensation Leaders…
intuitively know that preventing injuries is the right thing to do

5. Barriers to Trying Prevention
What’s Broken Internally?
Employee
Work
Employee
• Limited awareness of
strengths and capabilities
• Limited awareness of their
role in workplace injury
prevention
Work
• Limited awareness of
requirements and risk
• Limited ability to be proactive
Connection
• Weak

6. Prevention: More Than the Right Thing To Do
It’s Possible to Align with Senior Management Priorities
Financial – Prevention can help
the CFO:
• Cost management/reduction
• No surprises
Operational – Prevention can help
the COO:
• Increase productivity
• Lean manufacturing
• High quality

7. What Should We Build?
A Smarter Approach
Employee
Work
Employee
• Personalized risk profile
• You + Technology
• Empowered to prevent
injuries and mitigate risk
Work
• Clear, understandable
requirements
• Complete, elemental risk
profile
Connection
• Safe location and equipment
• Comprehensive, impactful training and communication
• Accountable leadership
• Efficient use of resources
• Aligned incentives (+/‐)

8. The Building Blocks
The Right Ones to Enable Prevention
People
• Lead and inspire
• Build relationships
• Develop creative solutions
• Gather data on‐site
• Create accountability
• Implement change
Technology
• Enables scalability
• Enhances efficiencies
• Helps people use data to
prioritize and act
• Drives process consistency

9. What is Scalability?
Why It Matters
Definition: The potential for a business or an aspect of a business to
continue to function effectively as its size increasesAmount Achieved
Resources Applied
Scale
Less scale

10. What is Scalability?
(Second Definition)
Definition (2): Refers to anything whose size can be changed (while its
effectiveness is maintained or enhanced). For example, a font is said
to be scalable if it can be represented in different sizes.
Amount Achieved
Scalable
Not Scalable
Resources Applied

11. #1: Make Your Case
Using People and Scalable Technology to
Prevent Injuries
Consider This Combination Across All Processes and Steps
#2: Find the Risk and Focus
#3: Prioritize and Share
#4: Get Information to Workers
#5: Measure, Improve and Hold Accountable

12. Step #1: Make Your Case
Building Blocks Needed
Making your case
Technology enables
ongoing “case making”
after initial program
design
People‐Focused Technology‐Focused
• Understand the problem
you’re solving
• Assess current state and
desired state
• Identity the gap
• Determine resource
requirements and cost
• Quantify return
• Communicate to senior
management

13. Step #2: Find the Risk and Focus
Building Blocks Needed
Understand Your Risk Profile People‐Focused Technology‐Focused
• Identify risk using focus
groups
• Understand the
capabilities and
limitations of employees
(individual and group)
• Analyze risk information
across the organization
• Identify risk using job
assessments and surveys

14. Step #3: Prioritize Action and Share Information
Building Blocks Needed
Prioritize and Share People‐Focused Technology‐Focused
• Focus resources on
highest risk
• Find easy ways to share
knowledge
• Identify potential best
practices for risk
mitigation
• Determine the one best
way

15. Step #4: Get Information to Workers
Building Blocks Needed
Enable Risk Mitigation People‐Focused Technology‐Focused
• Create training and learning
tools to drive consistency
• Ensure stakeholders across
organization understand
priorities
• Assess knowledge and
performance related to
training elements
• Minimize barriers to change
• Train leaders and managers

16. Step #5: Measure, Improve, Hold Accountable
Building Blocks Needed
Assess Your Progress People‐Focused Technology‐Focused
• Record change
• Ensure prevention actions
are implemented
• Create performance
baseline and metrics
• Drive consistency and
standardization
• Implement incentives
• Measure impact: revisit
financial, operational goals

17. Best Practice: Identifying Risk & Automating
Prevention
Large U.S. Managed Health Care Company
• Only one EH&S manager in charge of health & safety for 9,000
employees
• Uses online injury prevention program to:
assess risk levels and identify highest risk employees
provide employees with information about personal risk
mitigation
scale EH&S program as company grows
• Identifies highest risk employees to treat them before claims are filed
• Result: Reduced incurred costs for WC claims from $4.2 million to $1.1
million and reduced the number of claims by 30%, in one year

18. Best Practice: Sharing Info Across an
Organization
The Disneyland Resort
• Best Practices Sharing Website – All safety and set‐up tips from Safety
in Motion™ (SIM) program are stored on a sharable, searchable
website
• How It’s Used – Multiple Disney businesses have stock rooms that
hold supplies or merchandise. After determining safety or
configuration changes for one room, Disney uploads that info on the
Best Practices Sharing Website to share with all stockroom managers
to enforce smarter safety applications across domestic properties

19. Conclusion
Prevention Is Good for Business
• There is a business benefit to engaging in prevention activities
• Prevention is beyond the “right thing” to do – it makes good business
sense
• The right approach involves a balance of people and technology
resources
• There are good examples of how other organizations have done this
successfully

20. Questions?
Bill Gonser: Bill.Gonser@disney.com; 714.781.4425
Kim Lopez: klopez@remedyinteractive.com; 415.331.4233