Building a safer tomorrow with a leading UK-based infrastructure provider
How our client created a culture that normalizes safety conversations
2600
individuals completed safety orientation
Challenge
This UK-based provider of last-mile utility networks has been a major force for change and innovation for 30 years. The company is charting a visionary course that extends beyond immediate success to establish a lasting culture of health and safety. Seeking a preferred partner for a three-year program aimed at transformative change, they approached JMJ.
There was a growing awareness of the impact of human factors in events such as high-risk incidents in electrical distribution and a surge in slips, trips, and falls. With 400-500 individuals regularly exposed to construction hazards, and operational road risks on the rise, senior management recognized the critical importance of safety, health, well-being, psychological safety, and overall welfare. Despite efforts to create a safety-first culture, this mindset had yet to fully penetrate to the level of site and office workers where a customer service-first ethos still dominated.
This case study explores the collaboration between JMJ and our client as we navigate the challenges and strive to integrate a safety and well-being culture into the organizational fabric.
Solution
The first phase of our work together consisted of a launch session with key stakeholders and cross-sectional interviews to create an understanding of the current reality and support the design of customized workshops. This was followed by a Senior Leadership Commitment Workshop which explored the components of creating an Incident and Injury-Free™ (IIF™) approach to safety.
A newly formed leadership team oversaw ‘Train the Trainer’ sessions where our client’s people were equipped to deliver four-hour orientations. In addition, the leadership team was responsible for developing an implementation roadmap for the next phases where the program was rolled out across the company’s various business units. JMJ supported local teams within these businesses in creating their own leadership teams and provided coaching along with regular measurement of progress.
I appreciate the partnership from JMJ for the past three years to get us to a very strong place which helps me as a new CEO lead a culture of care in the organization. Without you, we wouldn't have got here.
Results
The organization’s safety culture has undergone a significant shift through improving both the quality and volume of safety conversations.
Moving beyond a site-centric approach, the initiative has successfully engaged the entire workforce. This inclusive strategy resulted in the participation of a large majority of site and offic -based personnel in the program, illustrating a widespread dedication to safety and care.
The program has proven effective in instilling safety principles and bringing together diverse teams from different business units. Co-designing the program became a collaborative effort that emphasized shared responsibility and progress. A common language has been established, providing a unified framework for safety practices across the infrastructure provider’s organization. They have cultivated an exciting and forward-looking culture, emphasizing their commitment to safety.
Key takeaways
- Customized workshops and leadership commitment are critical to embedding a safety-first culture
- Investing in safety leadership development drives sustainable culture change
- Developing a common safety language unites diverse teams under a shared responsibility framework
- An inclusive, collaborative approach to safety leads to a shared commitment and alignment
- Continuous measurement and coaching are critical to the ongoing success of a safety strategy
Stakeholder engagement
2,600 people completed safety orientation
Organizational commitment
500 individuals participated in safety workshops
Empowered safety leaders
58 workers completed the Train the Trainer program