Waste Management CEO Emphasizes Field Engagement for Operational and Safety Improvements
CEO Engagement and Safety Focus
Waste Management CEO Jim Fish regularly attended 1 a.m. safety briefings, a practice initiated based on advice from his late father-in-law, a union pipefitter, who suggested it would facilitate learning and rapport with line workers. Fish reported that this engagement provided insights into the business and its personnel, extending beyond financial metrics.
Waste Management has designated safety as a core operational principle. The company aims to reduce its total recordable injury rate (TRIR) by 3% annually, targeting a TRIR of 2.0 by 2030. This target signifies a reduction to two recordable injuries per 100 employees per year or per 200,000 hours worked. According to its sustainability report, the company reduced overall injuries by 5.8% and lost-time injuries by 2.4% last year. Fish indicated that investments in safety may not immediately appear on the bottom line but contribute to long-term financial outcomes by fostering a safe organization.
Company Profile and Leadership
Waste Management, headquartered in Houston, Texas, operates as the largest provider of trash and recycling transfer and disposal services in the U.S. and Canada. The company reported $22 billion in revenue in 2024, has a market capitalization of approximately $90 billion, and employs over 60,000 individuals. Jim Fish, 63, has held the position of president and CEO since November 2016, following two decades with the company. His previous roles included chief financial officer, senior vice president of the eastern group, and area vice president for Pennsylvania and West Virginia.
Field Observation Practices
During his tenure as CFO, Fish participated in trash hauling with crews approximately every four to six weeks, often coinciding with early morning safety meetings. The company board later advised against him physically handling trash, but approved his continued practice of riding along with workers in trucks. Currently, Fish visits 20 to 30 sites annually and conducts 5 to 10 ride-along trips with drivers. He encourages open communication on various topics, including operational concerns, sports, and politics. Fish observed that initial nervousness among drivers dissipates within approximately ten minutes, leading to candid discussions.
Operational Insights from Field Experience
Fish attributed significant operational understanding to these early morning engagements, extending beyond standard safety metrics. He gained insight into the decline in productivity in Boston during winter months. Direct experience with below-zero temperatures, icy routes, and snow-covered collection points clarified how environmental factors impact operations, a perspective not fully discernible from corporate data alone. He noted that conditions such as ice and snow on roads or frozen-in bins significantly affect collection efficiency.
Further insights were obtained regarding workforce diversity and communication effectiveness. During a visit to a Rhode Island district, Fish attended a 1 a.m. briefing for the residential business line, where approximately 95% of drivers were of Puerto Rican or Dominican origin. Safety results in this specific line were observed to be suboptimal. Fish identified that while many workers spoke English, their primary language was Spanish. The manager, who did not speak Spanish, relied on a driver for translation during safety presentations.
Impact of Bilingual Management
To address this, Fish initiated the promotion of a bilingual driver from the district to a management position. Following this promotion, safety results in that district improved. Fish noted that a communication gap had existed due to translation issues. This initiative also addressed a perception among native Spanish-speaking employees that upward mobility within the company might be limited. Subsequently, the company also employed a Spanish instructor at the site to enhance language proficiency among other workers. These actions coincided with improved safety performance, attributed to clearer communication and enhanced understanding between management and drivers.
The bilingual manager promoted at the Rhode Island site progressed through the company from driver to route manager, district manager, and then senior district manager. This individual was recognized among the top 200 employees, receiving a company-sponsored trip. The manager passed away due to a heart attack.
Leadership Philosophy
Fish maintains that the operational core and competitive differentiation of Waste Management reside at the field level, rather than exclusively within executive leadership. He stated that a comprehensive understanding of the workforce and potential for productivity and efficiency improvements is derived from direct engagement at the operational level. Fish also articulated that while his title signifies a specific role, it does not imply greater importance than other employees within the organization.