Turning a contractual safety requirement into a consistent project-wide safety performance
Aligning leadership and frontline execution across a complex, multicultural project
75
Safety Champions developed across the project
CHALLENGE
A major international engineering, procurement, and construction (EPC) project faced the challenge of delivering a consistent safety performance across a complex, multinational site..
The engagement originated from a contractual requirement set by the project owner. However, the real challenge extends far beyond compliance. The main contractor needed to demonstrate that safety expectations could be consistently understood and applied across a diverse workforce, including multiple subcontractors operating with different languages, cultural norms, and ways of working..
While the contractor had previously implemented Incident and Injury-Free™ (IIF™) principles in its home market, this was the first time the approach had been introduced on an international mega capital project. This created delivery risk. Inconsistency in communication, decision-making, and execution across teams meant that safety expectations could be interpreted differently on the ground. .
The project required more than training. It required establishing a shared, practical way of working that could be applied consistently in day-to day operations, across leadership, supervisors and frontline teams.
The challenge was amplified by the project’s multinational environment. The main contractor was a Korean construction company, while many subcontractors were non-Korean, bringing different languages, communication styles, working practices, and approaches to problem solving.
SOLUTION
JMJ partnered with the contractor to co-design a tailored approach for the project, adapting to their cultural, operational, and leadership realities of a complex international EPC environment.
Rather than focusing on standalone activities, the work centered on aligning leadership, strengthening supervisor capabilities, developing safety Champions, and practical coaching in the field.
Supervisor sessions were delivered to approximately 1,200 engineers, supervisors, foremen, subcontractors, and client representatives, focused on how safety is led and executed in real operational environments. .
The work was anchored, with 70 days of field coaching across day and night shifts. This included Champion coaching, supervisor coaching, Task Instruction coaching, Listening Tours, safety awareness stand-down meetings, and support for sustaining the culture.
To strengthen ownership within the project structure, Area Leadership Teams and a network of 75 Champions were established. This created a stronger structure for ownership within each operational area and helped extend the work beyond the main contractor into the subcontractor community.
A key differentiator was JMJ’s ability to operate within match the the project’s cultural context. The delivery team combined Korean organizational culture with regional EPC experience. This helped build trust, navigate communication barriers, and support effective engagement between the main contractor, subcontractors, and site teams.
From the outset, the work was designed to sustain. JMJ worked with the contractor to create a tailored vision and roadmap for continuing the approach internally, embedding capability within leadership, supervisors and champions.
CLIENT GOALS
The contractor wanted to establish a consistent, world-class approach to safety that could operate across the entire project environment.
- Creating stronger alignment around the project’s safety vision and core values
- Building visible, authentic safety leadership across all levels
- Strengthening frontline ownership, speaking up, and intervention in the field
- Extend the approach beyond the main contractor into the subcontractor community Establish a way of working that could be sustained beyond the life of the project
Key goals included:
JMJ support and coaching helped me personally develop my leadership skills and understand the philosophy of IIF from a different perspective.
The dedication and energy JMJ brought to every session inspired many of our managers and IIF Champions to think and act differently about safety.
RESULTS
The work established a consistent, project-wide way of working across a complex multinational EPC environment.
By aligning leadership, supervisors and frontline teams and reinforcing expectations directly in the field, the work embedded a shared understanding of how safety is led and carried out in live operations.
This alignment translated into greater consistency in day-to-day-execution across contractors and subcontractor teams, creating a predictable and reliable approach to project delivery.
At the same time, the work strengthened leadership ownership and frontline accountability, positioning safety not just as a requirement, but as a core driver of how the project operates and performs.
KEY TAKEAWAYS
Increased frontline ownership
Greater intervention speaking up and personal commitment to safety
Stronger execution consistency
Stronger connection between leadership, supervisors, and frontline execution
Embedded leadership capability
Internal Champions and a tailored roadmap helped sustain progress beyond external support
Greater delivery confidence
Stronger ability to demonstrate consistent and reliable safety performance across a complex EPC project