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Decade-long partnership drives global safety culture transformation

An Incident and Injury-Free approach to elevating organizational safety culture at Burns & McDonnell

The impact of global collaboration and safety leadership in transforming Rio Tinto’s culture and project performance

The impact of collaboration and strong leadership in driving project execution

How a joint venture upstream project delivered on time and under budget to ensure a smooth transition to operations.

Anglo American partnered with JMJ to transform its safety culture and operations. By fostering leadership alignment and embedding a 'Zero Harm' commitment, the company significantly reduced mining fatalities and injuries, setting new safety benchmarks in the industry.

By partnering with JMJ and adopting their IIF safety program, Skanska Cementation Foundations reduced their injury rates by 75% and created an award-winning safety culture. The new safety program also resulted in Skanska wining two prestigious awards for its safety program and stellar safety performance.

A customized IIF program was designed to align with the EGTL site's environment characteristics, engaging leaders at all levels through commitment workshops. This cultural shift resulted in significant incident-free periods and 41.5M worker hours without absence.

The Donggi-Senoro LNG (DSLNG) project, located in Central Sulawesi’s Banggai Regency, was the largest LNG plant in the region. This $2.8 billion project aimed to meet growing energy demands and was Indonesia's first LNG project developed as a downstream business activity under Law No. 22/2001, separating upstream and downstream activities.  

JGC Corporation won the contract to provide engineering, procurement, construction and commissioning services for the project. 

The DSLNG project promised significant economic growth for Central Sulawesi through social, economic, and infrastructure development. However, it was the first of its kind in a region unfamiliar with such initiatives, leading to initial conflicts and demonstrations among local communities, who sought inclusion in the project. To address these tensions, construction began with a predominantly local workforce, comprising over 50% of the total workers. Many of these individuals were former fishermen and farmers, lacking construction skills and safety training. Additionally, minor interpersonal disputes on-site exacerbated existing inter-village tribal conflicts. 

The non-local workforce was also diverse, including Japanese, Indonesian, Singaporean, Filipino, Malaysian, American, and European workers, which created language and cultural barriers. As this was a new venture for PT Donggi-Senoro LNG, concerns arose regarding the project's stability. 

JMJ enhanced the shipyard's HSE systems, introduced advanced training programs, and implemented processes for capturing leading safety indicators to foster a proactive safety culture. Through leadership development and workforce involvement, the shipyard successfully integrated an Incident and Injury-Free safety culture into daily operations, prioritizing safety and production alignment.

A four-year journey put people at the heart of the organization and transformed this global manufacturing company's culture. Today, leaders at all levels work together within a culture of safety and quality, solving challenges with innovative solutions and delivering on the company's vision.

A customizable and scalable way to shift safety culture

External contractors and employees worked together to create a culture of care

The JGC Corporation based in Yokohama, Japan transformed the safety culture across its entire organization, positively impacting local and overseas projects.

The $14.2Bn LNG capital project was delivered on time and $98.8M under budget, a 7% saving. This was remarkable given the numerous challenges and constant adjustment of work programs and the fact that this was the first time the company had executed a project of this scale.

How an onshore oil and gas operation achieved a stable safety performance amid a surge in operational activities

A joint venture established to construct a liquefied natural gas (LNG) export terminal in North America. The goal of the consortium was to set a global standard for project safety through a one-team approach.
The project adopted JMJ’s Start Strong, Stay Strong, Finish Strong project approach, which was integrated into the existing Health, Safety, Security, and Environment (HSSE) management systems.
The program focused on embedding visible leadership, fostering positive safety mindsets, and streamlining processes throughout critical phases of the project, including engineering, design, construction, and commissioning. These efforts were geared towards reducing safety risks and ensuring a flawless start-up of the facility.
To achieve this, the project implemented JMJ’s Start Strong, Stay Strong, Finish Strong project approach and safety culture transformation strategy, integrating it into their existing Health, Safety, Security, and Environment (HSSE) management systems.

The approach focused on embedding visible leadership and fostering positive safety mindsets throughout the project. These efforts were aimed at anticipating safety challenges and proactively implementing measures to ensure a flawless start-up of the facility.

Toll's recordable incident rate of 2.75 was significantly higher than the project's target of 0.23. Performance assessments based on a contractor health, environment, and safety management (CHESM) rating system depicted an unfavorable trend, jeopardizing Toll's continued involvement in the project.

The client invested in JMJ's transformational approach to safety and quality. It began by launching the engagement in the division with the highest number of safety incidents.

Seaway’s goal was to enhance its organizational performance and safety culture and create an Incident and Injury-Free™ (IIF™) working environment.