Transforming the safety culture of a major capital project in the nuclear industry
Adopting Incident and Injury-Free™ (IIF™) resulted in an accelerated shift in safety culture
Zero reported injuries
from the introduction of IIF
Challenge
A uranium enrichment company with operations across multiple global sites was seeking to shift its safety culture and project delivery processes while coping with the complexities of the nuclear industry. The company was under pressure to upgrade aging facilities and ensure a secure uranium supply in a complex global landscape. At the same time, it faced the challenges of an industry that is heavily reliant on regulation and process for safety and lacks individual autonomy in safety-related decisions.
Solution
Based on their positive experience with JMJ’s Incident and Injury-Free safety approach at a previous organization, a senior leader of the uranium enrichment company approached us for support in achieving their safety goals. We were engaged to introduce IIF at a highly confidential construction project where there was a strong emphasis on high quality and on-time delivery. The IIF approach was initiated during the project’s design phase when only limited on-site work had taken place.
Key solutions included:
- A safety commitment workshop which aligned client teams and their supply chain with common safety goals. This encouraged open communication, understanding of each other’s perspectives and the rebuilding of relationships.
- In person four-hour orientation sessions helped integrate employees and subcontractors into the safety culture and provide an effective structure for onboarding new team members. These sessions also established a shared language for safety, enabling better collaboration.
- An IIF leadership team was formed, comprising representatives from the client and its subcontractors. This team took responsibility for driving the safety culture, identifying and delivering quick wins, building confidence in the approach.
- JMJ facilitated individual performance coaching sessions for the project team, focusing on personal development and driving positive changes in behavior which contributed to a shift in safety culture.
Client Goals
Leadership was committed to enhancing the company’s capital projects for capacity expansion while making safety a top priority and had set three primary goals:
- Create a shared understanding of the project’s current safety culture and performance
- Develop, and align on, a common approach to achieving the project’s safety vision
- Facilitate training and skills development at all levels, including contractors, in support of the safety vision
A change in 'mindset' is evident in that we now celebrate our successes in project meetings, which we didn't before. We notice the morale in the workplace now being something special to protect
You can feel energy levels rising and people are now comfortable and open to challenging each other. You hear people being upbeat and being genuinely interested in each other.
Results
In less than a year, the outcomes were remarkable. Not only was there a significant reduction in incidents and injuries, but we saw a shift in interpersonal dynamics and the generation of goodwill. These changes, once considered unattainable, played a pivotal role in the project’s success.
This rapid transformation stems from a culture shift led by pragmatic and optimistic project leaders whose close connection to the site, enabled them to identify and overcome obstacles effectively. These leaders embraced coaching and guidance from JMJ, setting clear expectations, and taking pride in delivering results.
The IIF culture reminded people of fundamental principles such as effective communication and acknowledging the value of every individual’s perspective. This led to a significant improvement in teamwork and collaboration between
different stakeholders.
These valuable lessons will guide the client in future major capital projects, ensuring the continuation of this positive trajectory.
Key takeaways
- Open communication and rebuilding relationships among teams and the supply chain creates a shared safety vision and improves safety culture and performance
- Empowering leaders through initiatives like forming an IIF leadership team enables individuals to drive positive changes in behavior and mindset throughout the organization
- Commitment to continuous improvement and applying lessons learned to future projects ensures the sustainability of positive safety outcomes and organizational growth
Zero incidents and injuries
From the inception of IIF
Shift in contractor culture
Embraced collaborative compliance