Renewable energy: Learning from the safety lessons of other industries
Larry Pearlman, Managing Director - Americas Market Leader at JMJ, discusses renewable energy’s steep safety learning curve. What are the challenges the industry faces? What valuable lessons can it learn from other industries? What 10 steps can leaders take now to create the foundations for a safety culture?
Ten ways safety leaders can create a more psychologically safe workplace
Mark Britton, Managing Director - International Market Leader, at JMJ explores the steps leadership can take to ensure people speak up about their safety concerns.
Why our evolutionary instincts sometimes run counter to safety best practices
The imperatives that are hardwired into human DNA can put us at odds with the requirements of an organizational safety culture.
JMJ speaking at Purdue University Process Safety and Assurance Center Spring Conference
Managing Director – Americas Market Leader, Larry Pearlman will speak about process safety implications for renewable energy.
Why ‘rules first’ won’t improve your plant or site safety performance
A foundation of rules isn't the way to build a thoughtful, caring safety culture.
Construction industry interview with the former CEO of Jacobs Engineering
In a conversation with JMJ Co-Founder, Jay Greenspan, Craig Martin, former CEO of Jacobs Engineering, discusses his long-held commitment to a 'Beyond Zero' safety culture
JMJ presenting at the annual Petroleum Safety Conference in Canada
Managing Director – Americas Market Leader, Larry Pearlman will present, ‘Keeping Workers Safe | The First 90 Days,' at the event organized by Energy Safety Canada
JMJ sponsors Construction Safety Week 2022
Safety Week is an annual initiative to build a safer, stronger industry
What are renewables executives and companies talking about in 2022?
Key takeaways from the 2022 American Clean Power Association event.
Ten cardinal rules for line managers
Many organizations have spent considerable time and effort developing ‘golden safety rules’ for their workforce to follow. But what about managers? What ‘rules’ do they apply to their own behaviors? What can employees expect from them?
JMJ attending The National Social Housing Safety and Compliance Week to present on psychological safety
JMJ’s International Market Leader, Mark Britton, is speaking during National Social Housing Safety and Compliance Week.
JMJ is speaking at a renewable energy conference on safety, culture and leadership
JMJ’s master consultant, Michael Huvane, is speaking at Americas Clean Power Association’s Operations and Maintenance and Safety Conference alongside Brian Martin, Senior VP, Health and Safety, Smart wires.
JMJ client, LNGC, wins prestigious award
JMJ has been working with LNGC at multiple project locations for three years.
JMJ continues its global expansion with the opening of a new business unit in China
JMJ has a presence in nine countries worldwide.
Construction Energy Infrastructure Manufacturing Technology High-Performance Projects™ Incident and Injury-Free™ (IIF™) Performance Performance Transformation Safety Safety Transformation Sustainability Sustainability Transformation
BAM Nuttall achieves a sustainable shift in organizational culture
A strengthened commitment to safety culture, and increased employee engagement created measurable results.
Pfizer, a pharmaceutical company makes a cultural shift resulting in measurable, sustained safety performance
A commitment to safety as a value helped Pfizer Grange Castle transform to a high-performance culture.
Implementing an Incident and Injury-Free™ (IIF™) safety culture on a major capital project
Four golden opportunities provided by implementing Incident and Injury-Free safety into the Front-End Engineering Design phase of a major capital project.
Five steps to achieving high performance on your major capital projects
Recommended steps to improve performance and meet success criteria on time and on budget.
JMJ recognized as one of the top 10 leadership development companies of 2021
The Manage HR Magazine list is comprised of the best leadership development companies based on a rigorous, multi-layered process.
Inclusion part 3: Challenges and opportunities of leading virtually
This third blog on the topic of an inclusive safety culture looks at the guiding principles for becoming an inclusive leader in the virtual world.
Inclusion part 2: Effective virtual communication in an inclusive culture
Practical advice for leaders navigating the challenges of inclusion and diversity in the virtual working world.
Developing a safety and leadership culture in major capital projects
JMJ interviewed David Wilson, a leader in the energy industry about the impact a safe and productive culture has on workers' health and well-being.
Inclusion part 1: Driving an inclusive culture in the virtual workplace
Being inclusive can be difficult under any circumstances, it’s even harder when people aren’t in the same room, can’t read each other’s body language, are stressed and may not be communicating and leading as well as usual.
Four key takeaways for construction leaders to help shape the future of the industry
JMJ was honored to participate in Jacobs Engineering’s first Safety Symposium. Over 150 construction leaders from across the region participated in the session. This brief summary of the event includes our four key takeaways for construction industry leaders.
Three essential elements to major capital project success
The ever-increasing complexity of today’s major capital projects requires a new era of project leaders. The complex, long term mega-project, requires leaders to focus on the desired outcome holistically.
Key takeaways from The Oil Gas Denmark Task Force Safety Conference
International business leaders from a range of industries shared their perspectives on the causes, consequences and safety learnings from tragic events.
JMJ continues global growth with opening of new business unit in India
JMJ is excited to announce the opening of a new business unit in Mumbai to support the organization's continued global expansion.
New paper from JMJ helps CEOs assess readiness for Serious Accidents Punishment Act
New white paper from JMJ urges Korean business leaders to establish an organizational safety mindset and 'one team' culture as an imperative.
JMJ helping create a safety culture at Daewoo Shipbuilding and Marine Engineering
JMJ has laid a solid foundation to build a people-centered safety culture and will work with the client's senior leadership to generate a sustainable impact across the organization.
Catastrophe and systematic change: Learning from the Grenfell Tower and other disasters
New book by JMJ Master Consultant, Gill Kernick, attempts to understand why, despite enormous efforts, we persistently fail to learn from catastrophic events
Safety Leadership Toolbox Talk: Muscle and Bone
JMJ's Toolbox Talks are designed to stimulate critical and transformational conversations around workplace safety and contribute to overall organizational efficiency, productivity and success.
Safety Leadership Toolbox Talk: When Push Comes to Shove
JMJ's Toolbox Talks are designed to stimulate conversations around workplace safety and contribute to overall organizational efficiency, productivity and success.
Safety Leadership Toolbox Talk: “It Won’t Happen to Me”
The Incident and Injury-Free™ (IIF™) Toolbox Talks created by JMJ highlight 52 thought-provoking topics in four major categories: personal, behavioral, cultural and systems.
Lessons from Grenfell: Why aren’t we learning?
In an interview for Safety and Health Practitioner, JMJ's Gill Kernick speaks about the lack of systematic change in the wake of the Grenfell Tower disaster.
What has the foundational power to change the construction industry?
What one word costs nothing yet in its absence can cost us everything, and has the foundational power to transform the construction industry?
The danger of the narratives we use to silence: Grenfell and the rebel residents
JMJ Master Consultant Gill Kernick, shares her insights about the narratives used to silence individuals meaning critical information is not used in making key decisions.
JMJ co-hosts ‘Policy Lessons from Catastrophic Events’ Workshop with Cambridge University’s Bennett Institute for Public Policy
A report from the Bennett Institute for Public Policy captured the output of a workshop held in February 2020 which focused on why we find it difficult to learn from catastrophic events.
A conversation with Dana Davis, President of Teichert Materials a construction company
Michael Huvane, JMJ Master Consultant, and, Dana Davis, President of Teichert Materials, a US-based construction materials company explore the relationship between a strong culture of safety and operational effectiveness.
DSME completes TCO FGP WPMP fabrication safely and ahead of schedule for the Tengizchevroil Expansion Project
Daewoo Shipbuilding and Marine Engineering's commitment to achieving extraordinary safety performance.
Managing worker fatigue in a VUCA world
Article featured in Florida Transport Builder addresses how organizations can create human performance solutions that will keep people safe.
Global manufacturing corporation reduces quality defects and improves bottom-line performance
Working with JMJ to make safety and quality core values delivered measurable results.
Life of a leader during COVID-19
JMJ’s Master Consultant Gill Kernick asks Tamsin Lishman, Asset Director at Northumbrian Water Group (NWG) how they are adapting leadership practices to ensure the safety of their workers.
Leading with attention
JMJ Managing Consultant Camille Ford shares how learning to overcome the many challenges of lockdown helped her become a better coach to her clients and a better mother/teacher to her kids.
The parable of the virtual worker, the back-to-back meetings, and the mountain of incompletions
Shifting to the intentional creates space for surprise and productivity.
Senior vice president of petrochemicals shares joint venture mega project success
Chevron Phillips teamed with JMJ to significantly change safety culture with incident and injury-free safety leadership.
Life of a leader during Covid-19
JMJ Master Consultant Gill Kernick as she interviews Tamsin Lishman, Asset Director, Northumbrian Water. Lishman about how the organization has adapted to the 'new normal'.
Covid-19: Five principles for managers leading remotely, and the first one is ‘there are no rules!’
These five principles provide a helpful game plan for you and your team to stay engaged and connected while working virtually.
From interruption to disruption
As we become accustomed to new ways of operating in response to COVID-19, leaders must discover how to navigate this extended period of continuous disruption and rapid change.
Driving a virtually inclusive culture
Listen to JMJ's Transformation Talks Podcast on the evolving role of leadership in a virtual work environment.
What Helmuth von Moltke the Elder taught me about being a parent and a leader during the Coronavirus pandemic
Camille Ford, JMJ Managing Consultant, shares some of her personal and professional lessons learned during the COVID-19 pandemic.
Rather than social distancing, let’s call it physical distancing
How do we stay connected personally and professionally in a time of physical separation?
Major capital projects: Quality and high-performance cultures
This JMJ Transformation Talks podcast offers expert insights on creating a high-performance culture.
Scaffold or gallows?
Sustained high performance is achieved by whole-hearted engagement, commitment to improvement, and demonstrated encouragement, reinforcement and empowerment of our people and teams.
We’ll cascade it down to the front line …
If your company initiatives don’t work, or only partially succeed, your leadership approach may need to be overhauled to include the people most affected by organizational change.
Craig L Martin former President and CEO of Jacobs Engineering Group honored for leadership and construction safety record at ENR
or nearly a half century, Craig L. Martin, former president and CEO of Dallas-based Jacobs Engineering Group, specialized in major infrastructure projects worldwide, including energy, transportation, environmental, water and wastewater, power, utilities and telecommunications.
DSHI fabrication yards in Korea builds strong safety culture on major capital project
JMJ leads customized safety success story for Tengiz Chevron Oil Future Growth Project, a major capital wellhead pressure management project.
A tale of two projects
Two major capital projects with a lot in common and some very big differences.
Japanese engineering and construction corporation achieves breakthrough improvement in safety performance
The JGC Corporation built a new safety culture across its entire organization, positively impacting local and overseas projects.
Russian petroleum operations company achieves shift in health and safety culture in nine months
A tailor-made approach from JMJ helped SDP achieve measurable safety results
Achieving high-performance project execution on a joint venture project, delivering on cost, schedule and goals, resulting in a smooth transition to operations
This Australian energy company had never executed a project of this scale before. The challenges faced were significant and the project scope ambitious.
Energy major capital project completes on schedule with quality marks met
$2.8B major capital project completed safely, on schedule and on budget.
Construction company Monadelphous achieves triple figures for days without injury
Engineering group Monadelphous adopted the Incident and Injury-Free™ (IIF™) safety approach while responsible for all critical utilities on a project in excess of 5,500 in a remote location.
Energy company Shell Scotford achieved extraordinary turnaround success with the creation of a safety culture in the planned 60 days
A commitment to a safety culture delivered breakthrough results.
IGD Habshan 5 Process Plant Project achieved extraordinary project success
The project's sfinished on schedule, resulting in significant revenue savings for the client and all stakeholders in comparison to a number of similar-sized projects that suffered delays.
Energy company Maersk Oil Qatar describes strong operations management safety culture
How Maersk engaged its workforce in a positive safety culture.
Over the course of three capital projects, GS Caltex celebrates dramatic results
The IIF journey was implemented in three phases to create a thriving safety culture.
Construction of the Shell Pearl Gas-to-Liquids (GTL) plant set a world record in Qatar and Shell’s 100-year project history
A strong commitment from leadership and contractors was instrumental to delivering world-class safety performance.
Multinational onshore gas operation combines Incident and Injury-Free™(IIF™) approach with coaching
The company turned to JMJ to help meet its goal of reducing incidents and injuries by 50%
Cal Dive builds corporate culture with JMJ’s Incident and Injury-Free™ (IIF™) safety approach
Creating a strong safety culture and Incident and Injury-Free workplace delivered measurable improvements.
British Airport Authority engages JMJ to create safety culture at Heathrow’s Terminal Five
JMJ was engaged to support the T5 Project Management Team (PMT) in implementing a full IIF safety program across the entire project, including all contractors
Mining multinational works with JMJ to achieve successful project turnaround
JMJ's High-Performance Projects™ approach, in partnership with the client, created excellent results.
Skanska Cementation Foundations partners with JMJ, reducing injury rates by 75% in four years
The IIF engagement has created an award-winning safety culture within the organization.
Skanska USA aligns on common goals and values
JMJ helped the individual companies that form Skanska align on shared and meaningful safety goals and values.
BHP Billiton improves leadership team relationships and leadership skills
JMJ's integral approach helped improve the organization's leadership skills.
Great Lakes Dredge & Dock Company
JMJ's Incident and Injury-Free approach complimented existing policies and procedures to create a culture that embraces safety practices.
Manson Construction Co.
JMJ helped cause a shift in Manson’s thinking about safety and leadership’s relationships with its employees.