Creating an IIF™ safety culture in the Korean construction industry
GS Caltex caused a fundamental culture shift across the sector
90%
workforce mobilization
Challenge
GS Caltex is South Korea’s leading private oil company and a key player in the country’s refining industry, supplying over 30% of the domestic petroleum market. The company faced significant challenges during the execution of three major megaprojects aimed at constructing heavy oil upgrade (HOU) facilities. This was a billion-dollar project and the first in South Korea to adopt the Incident and Injury-Free™ (IIF™) approach. However, concerns were widespread among contractors and workers who feared that safety emphasis would hinder production and increase costs, doubting the IIF approach’s suitability in the schedule-driven Korean construction industry. Some viewed safety as an obligation rather than a genuine commitment.
Solution
The GS Caltex IIF journey unfolded across three phases. The first phase introduced the IIF approach to 178 managers and site leaders, establishing their commitment to a
safety-focused culture. This led to the formation of an IIF leadership team, training sessions, monthly meetings, and orientations for all personnel.
In the second phase, the focus shifted to middle management, with ongoing programs, supervisor training, and mentoring to strengthen their understanding of the IIF approach. JMJ consultants provided regular coaching and two-day workshops for site leadership, promoting the integration of IIF safety into the culture.
By the third megaproject, the IIF culture had rmly taken root, enabling GS Caltex and JMJ to further enhance the safety culture with ongoing workshops and training programs. This continuous process has had a lasting impact on changing worker mindsets and creating a positive culture of safety.
Client Goals
- Complete three megaprojects without incidents or injuries
- Shift the overall mindset around safety from obligation to ownership
- Have a safety record lower than industry average and within target numbers
- Fundamentally change the safety culture of the construction industry in South Korea
In the beginning, one of GS Caltex management’s goals was to fundamentally change the culture of the construction industry in Korea by embracing IIF. Now some dramatic changes have happened.
At the beginning of the IIF engagement many people thought they already knew what they were doing, that a focus on safety was not that important—and the schedule takes priority. After adopting the IIF approach and implementing the various trainings, people began to realize the importance of changing the safety mindset.
Results
GS Caltex saw dramatic results across the three mega-projects including substantial reductions in safety incident rates, high workforce mobilization, and outstanding safety records. These improvements were complemented by significant cost and time savings in project completion, and a culture where contractors felt empowered to voice concerns without worrying about their future work prospects.
Key takeaways
- By progressively integrating the Incident and Injury-Free (IIF) approach and prioritizing safety, organizations can achieve substantial reductions in incident rates and days away from work rates (DAFWR)
- It is possible for efficiency and safety to co-exist
- Creating a psychologically safe environment is essential. Open communication builds trust, which helps identify and address safety issues effectively
- Safety culture is not a one-time initiative but an ongoing process. Leaders should commit to sustained efforts to enhance safety, involving all levels of the organization
Decreased recordable injuries
From 0.36 on project 1 to 0.13 on project 2 and 0.04 on project 3 and
Reduced absenteeism
DAFWR dropped from 0.16 on project 1 to 0.07 on project 2 and 0.02 on project 3
Efficiency and cost savings
Projects completed well below industry averages