Transforming safety, sustainability and performance culture with the world’s leading energy companies

JMJ helped us to take safety more seriously as a leadership team, to walk the walk more than we had been doing. Yeah, sure we talk the talk, but do we walk the walk? JMJ challenged us to do that.

The scale and scope of our work on Shell Pearl GTL is unprecedented—integrating our whole team, including contractors and subcontractors, to accomplish world-class safety performance on a work site with the population of a small city.

The biggest benefit of JMJ’s safety approach, in addition to injury reduction, is that it builds relationships, making communications at the project level about all types of subjects more effective and easier to maintain. Our IIF journey has not only given us a significantly safer place to work, it has made us a better company overall.

We’ve almost gone a year without a recordable incident, and we only had three very minor first aid accidents during two shutdowns. That’s a great feeling for the team…I’ve seen increased communication from the guys in the field to their supervisors, to their managers. I don’t think we would have seen this in the past because people feel like it really is OK to speak up and to ask questions.

The impact JMJ helped create on a site with 5,000 project workers plus contractors is pretty remarkable. Working with JMJ has been one of the more powerful learnings in my 40-year career, especially seeing a transformation under such challenging circumstances.

I was so impressed with the results (from my first opportunity working with JMJ) that I have used JMJ on every project I have managed. Every time we have achieved extraordinary results.

There’s been a very high level of engagement and commitment to the Incident and Injury- Free™ (IIF™) approach at the site, much greater than any other business change program we’ve had. We’ve never seen people describe the results as a change in their behavior like this.

What most stands out is not simply the HSE statistics but rather a new, and now established, ‘culture of care’ not only for an individual (the personal safety) but also for business performance measures – the asset integrity / process safety and the bottom line.

Everyone should be a role model. A role model is a person who does the right thing even when they are not being watched.

The numbers were very important, but we cared for people going home safely. Going home safely was the real target.

Safety became a core value and was clearly visible in the leaderships’ commitment to address and solve safety critical issues in 24 hours. In contrast to previous turnaround projects the reduction in the number of incidents was outstanding.

JMJ helped change the mindset and perspective of workers on the project. There were very systematic programs. Not only did they hold workshops that helped change our mind-set, but they followed up on workshops with group coaching. Because it was a constant process and there were regular training and coaching, it helped people be reminded of the IIF [approach] constantly.

JMJ’s High-Performance Projects™ approach brought out a passionate commitment from leaders who successfully won over the skeptics. Their multifaceted model combined the excellence of the ‘hard’ aspects of project management with excellence in the ‘soft skills.’ JMJ is the expert in building high-performance cultures.”