Is technology the answer to construction’s safety challenge?
New technologies have the potential to make construction safer but their success depends on leadership's commitment to a safety culture.
Keeping construction workers safe – the first 90 days
How to ensure your new employees understand your safety culture and stick to it!
DSME describes its safety culture journey
Daewoo Shipbuilding and Marine Engineering (DSME) demonstrates the positive impact the DS-CARE safety culture has had.
Safety leadership: How to achieve new levels of safety performance
"Safety leadership is a set of skills, awareness and capabilities that can, and need to be developed and applied (in tandem with safety management) to achieve new levels of safety performance."
Is safety over-managed and under-led?
"Correcting bad behavior – trying to fix people – will not lead to sustained safety performance improvement. We need to give the time, energy and thinking to safety leadership that we give to safety management."
Safety anchors Forgen’s company culture
Adopting Incident and Injury-Free™ safety principles helped support a committed, collaborative safety culture.
JMJ Joins the Purdue Process Safety and Assurance Center
JMJ adds its name to a prestigious list of sponsors.
Keeping workers safe – the first 90 days
Three top tips to ensure new employees understand your safety culture and stick to it!
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.
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.
JMJ sponsors Construction Safety Week 2022
Safety Week is an annual initiative to build a safer, stronger industry
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 client, LNGC, wins prestigious award
JMJ has been working with LNGC at multiple project locations for three years.
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.
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.
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.
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.
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.
Power and accountability: Policy lessons from catastrophic events, published in FIRE magazine
JMJ Master Consultant Gill Kernick writes about how the quality and impact of politicians’ responses to major incidents would improve by attending to the psychological contract with those impacted. The article was published by FIRE magazine, a UK Fire safety and prevention magazine. Gill lived on the 21st Floor of Grenfell Tower from 2011 to […]
Global manufacturing corporation reduces quality defects and improves bottom-line performance
Working with JMJ to make safety and quality core values delivered measurable results.
Keeping the water hot when the tap is on: How to be present in the here and now
JMJ practices what is known as a check-in at the start of a meeting. This is the act of inviting another to share and to clear what’s on their mind, so that they might be present for the discussion.
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.
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'.
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.
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.
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 SPD 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
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.
Manson Construction Co.
JMJ helped cause a shift in Manson’s thinking about safety and leadership’s relationships with its employees.