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.
BHP Billiton’s (BHP) leadership team’s challenge was two-fold: both the leadership team’s working relationship and the team individual’s leadership skills were not as effective and productive as BHP believed was possible.
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.