Fund managers around the world have been focusing closely on the ability of the resource companies they invest in to deliver cost-effective projects on time. “Blow outs” have been impacting projects all over the world. Even though cost pressures at this writing (September 2009) have decreased since the Global Financial Crisis, there are still regions suffering from acute shortages of resources and consequent increases in wages, salaries, and materials.
Skanska USA (Skanska) was seeking to align on common goals and values around safety in the workplace. Operating as a collection of separate companies rather than one cohesive entity, Skanska faced a difficult endeavor. The challenge was to unify and align a group of disjointed companies on a shared purpose around workplace safety.
JMJ’s IIF program complemented GLD&D’s existing policies and procedures. As such, the integration of JMJ’s service with GLD&D’s processes was natural, resulting in a powerful set of tools for promoting safety and improving personal relationships.
JMJ has caused a complete paradigm shift in Manson’s thinking about safety and leadership’s relationships with its employees. This has been dramatic—we have had several safety programs over the years, but this has had the most significant impact.