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In preparation for having so many contractors on site, the mill was increasing its focus on safety and, with JMJ’s support, had begun introducing an Incident and Injury-Free™ (IIF™) safety approach.

A culture with safety, care for life, and accountability at its core became the 'glue' for the largest infrastructure project in Skanska Walsh's history, creating a culture where safety practices were much more than a tick box item. The project redefined the industry safety performance standard for the city of New York.

One of the world's leading technology firms overcame time and budget challenges to create a high-performance project environment across multiple European data center construction projects.

Initially, there was resistance from INPEX to JMJ and IIF. They didn’t believe it could work within an Australian culture. The initial phase of IIF work in Darwin was strained, tense and tightly managed by the client.

To begin the safety journey, JMJ helped leadership look at their own capabilities as safety leaders and develop a deeper understanding of the current culture across their offices and project sites.

JMJ worked alongside project teams across multiple locations to impact measurable results with project schedule, budget and culture.

MJ facilitated IIF Orientations for all personnel and contractors, resulting in a change in behaviors around speaking up, reporting, and learning.

Leaders knew that successful culture transformation couldn’t be created from the top down, it would be achieved by making everyone take responsibility for their own safety, and that of their co-workers.

Together, JMJ and HW Martin (Traffic Management) Ltd designed a bespoke safety culture approach called ‘Safe by Choice’ (SBC) which embodies the company’s organizational and personal commitment to health, safety and wellbeing.

JMJ’s main objective was to engage employees and contractors at all levels to improve communication, teamwork and promote safety excellence.

The $200M turnaround included a temporary shutdown of the unit. With a history of low success in safety, quality, schedule, and cost in turnaround projects of this scale and complexity, the project team had identified a number of challenges to overcome.

In partnership with SPD, JMJ carried out an in-depth assessment of the operating structure and its unique business challenges through interviews across each business area.

Pfizer Grange Castle partnered with JMJ to transform their safety culture from a rules and compliance-based approach to one where safety is a shared value. From the laboratories to the offices, commitments to safety became personal, empowering employees to take ownership of safety and performance, and creating a thriving high-performance culture.  

JMJ’s global team worked in partnership with the communications infrastructure company to develop a committed ‘Journey to Zero’ safety culture across multiple geographic locations, cultures, and languages.

With JMJ’s support, the team redesigned their site orientation to become more experiential with a focus on dialogue rather than slides and procedures.

JMJ’s High-Performance Project™ approach began with a set of interviews to gain a clear understanding of the issues facing the project.

BHP engaged JMJ to help mobilize leadership at all organizational levels and transform the project’s safety culture.

JMJ was already working with the project partnership in two areas, High Performance Team Building and Incident and Injury Free™ (IIF™).

Clarke Energy was enthusiastic to reach that level and embraced JMJ’s Incident and Injury Free™ (IIF™) approach to elevate safety performance.

At the outset of the IIF engagement, it was clear that, to reach the goals, the entire project would need to embrace leadership’s commitment to safety and that this required a shift in cultural norms and thinking.

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.

19 construction industry CEOs from leading US firms come together to share best practices, learnings, and challenges in creating a safety culture and transforming the industry.

Daewoo Engineering and Construction transformed a civil project, creating a safe and engaged culture.

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.

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