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Anglo American partnered with JMJ to transform its safety culture and operations. By fostering leadership alignment and embedding a 'Zero Harm' commitment, the company significantly reduced mining fatalities and injuries, setting new safety benchmarks in the industry.

By partnering with JMJ and adopting their IIF safety program, Skanska Cementation Foundations reduced their injury rates by 75% and created an award-winning safety culture. The new safety program also resulted in Skanska wining two prestigious awards for its safety program and stellar safety performance.

A customized IIF program was designed to align with the EGTL site's environment characteristics, engaging leaders at all levels through commitment workshops. This cultural shift resulted in significant incident-free periods and 41.5M worker hours without absence.

The Donggi-Senoro LNG (DSLNG) project, located in Central Sulawesi’s Banggai Regency, was the largest LNG plant in the region. This $2.8 billion project aimed to meet growing energy demands and was Indonesia's first LNG project developed as a downstream business activity under Law No. 22/2001, separating upstream and downstream activities.  

JGC Corporation won the contract to provide engineering, procurement, construction and commissioning services for the project. 

The DSLNG project promised significant economic growth for Central Sulawesi through social, economic, and infrastructure development. However, it was the first of its kind in a region unfamiliar with such initiatives, leading to initial conflicts and demonstrations among local communities, who sought inclusion in the project. To address these tensions, construction began with a predominantly local workforce, comprising over 50% of the total workers. Many of these individuals were former fishermen and farmers, lacking construction skills and safety training. Additionally, minor interpersonal disputes on-site exacerbated existing inter-village tribal conflicts. 

The non-local workforce was also diverse, including Japanese, Indonesian, Singaporean, Filipino, Malaysian, American, and European workers, which created language and cultural barriers. As this was a new venture for PT Donggi-Senoro LNG, concerns arose regarding the project's stability. 

JMJ enhanced the shipyard's HSE systems, introduced advanced training programs, and implemented processes for capturing leading safety indicators to foster a proactive safety culture. Through leadership development and workforce involvement, the shipyard successfully integrated an Incident and Injury-Free™ (IIF™) culture into daily operations, prioritizing safety and production alignment.

A four-year journey put people at the heart of the organization and transformed this global manufacturing company's culture. Today, leaders at all levels work together within a culture of safety and quality, solving challenges with innovative solutions and delivering on the company's vision.

A customizable and scalable way to shift safety culture

External contractors and employees worked together to create a culture of care

The JGC Corporation based in Yokohama, Japan transformed the safety culture across its entire organization, positively impacting local and overseas projects.

The $14.2Bn LNG capital project was delivered on time and $98.8M under budget, a 7% saving. This was remarkable given the numerous challenges and constant adjustment of work programs and the fact that this was the first time the company had executed a project of this scale.

How an onshore oil and gas operation achieved a stable safety performance amid a surge in operational activities

LNG Canada (LNGC) is a major capital project to construct a liquefied natural gas (LNG) export terminal in Kitimat, British Columbia. Led by Shell, the consortium includes PETRONAS, PetroChina, Mitsubishi, and KOGAS). They partnered with JFJV (a joint venture of JGC Constructors BC Ltd. and Fluor Canada Ltd) to deliver its bold commitment to be the “Safest Project on Earth” (SPoE).

To achieve this, the project implemented JMJ’s Incident and Injury-Free™ (IIF™) safety approach and safety culture transformation strategy, integrating it into their existing Health, Safety, Security, and Environment (HSSE) management systems.

The approach focused on embedding visible leadership and fostering positive safety mindsets throughout the project. These efforts were aimed at anticipating safety challenges and proactively implementing measures to ensure a flawless start-up of the facility.

In this video, produced by LNGC, leaders and frontline workers at the COOEC Fabrication plant in China, discuss the impact IIF has had on shaping a new standard of safety excellence across the project that is setting a global benchmark for giga projects.

In preparation for having so many contractors on site, the mill was increasing its focus on safety and, with JMJ’s support, had begun introducing an Incident and Injury-Free™ (IIF™) safety approach.

A culture with safety, care for life, and accountability at its core became the 'glue' for the largest infrastructure project in Skanska Walsh's history, creating a culture where safety practices were much more than a tick box item. The project redefined the industry safety performance standard for the city of New York.

Initially, there was resistance from INPEX to JMJ and IIF. They didn’t believe it could work within an Australian culture. The initial phase of IIF work in Darwin was strained, tense and tightly managed by the client.

To begin the safety journey, JMJ helped leadership look at their own capabilities as safety leaders and develop a deeper understanding of the current culture across their offices and project sites.

JMJ worked alongside project teams across multiple locations to impact measurable results with project schedule, budget and culture.

MJ facilitated IIF Orientations for all personnel and contractors, resulting in a change in behaviors around speaking up, reporting, and learning.

Leaders knew that successful culture transformation couldn’t be created from the top down, it would be achieved by making everyone take responsibility for their own safety, and that of their co-workers.

Together, JMJ and HW Martin (Traffic Management) Ltd designed a bespoke safety culture approach called ‘Safe by Choice’ (SBC) which embodies the company’s organizational and personal commitment to health, safety and wellbeing.

JMJ’s main objective was to engage employees and contractors at all levels to improve communication, teamwork and promote safety excellence.

The $200M turnaround included a temporary shutdown of the unit. With a history of low success in safety, quality, schedule, and cost in turnaround projects of this scale and complexity, the project team had identified a number of challenges to overcome.

In partnership with SPD, JMJ carried out an in-depth assessment of the operating structure and its unique business challenges through interviews across each business area.

JMJ’s global team worked in partnership with the communications infrastructure company to develop a committed ‘Journey to Zero’ safety culture across multiple geographic locations, cultures, and languages.

With JMJ’s support, the team redesigned their site orientation to become more experiential with a focus on dialogue rather than slides and procedures.

BHP engaged JMJ to help mobilize leadership at all organizational levels and transform the project’s safety culture.

JMJ was already working with the project partnership in two areas, High Performance Team Building and Incident and Injury Free™ (IIF™).

Clarke Energy was enthusiastic to reach that level and embraced JMJ’s Incident and Injury Free™ (IIF™) approach to elevate safety performance.

At the outset of the IIF engagement, it was clear that, to reach the goals, the entire project would need to embrace leadership’s commitment to safety and that this required a shift in cultural norms and thinking.

Toll's recordable incident rate of 2.75 was significantly higher than the project's target of 0.23. Performance assessments based on a contractor health, environment, and safety management (CHESM) rating system depicted an unfavorable trend, jeopardizing Toll's continued involvement in the project.

The client invested in JMJ's transformational approach to safety and quality. It began by launching the engagement in the division with the highest number of safety incidents.

Seaway’s goal was to enhance its organizational performance and safety culture and create an Incident and Injury-Free™ (IIF™) working environment.

The $14.2Bn LNG capital project was delivered on time and $98.8M under budget, a 7% saving. This was remarkable given the numerous challenges and constant adjustment of work programs and the fact that this was the first time the company had executed a project of this scale.