Site Administration Manager Shares his Journey with the Incident and Injury-Free™ (IIF™) Safety Approach During the Execution Phase of the Taganito HPAL Plant Project

About

The Taganito Project involved JGC constructing an HPAL smelting plant for processing low-grade nickel ore into nickel metal. The plant is located in the Taganito region on the island of Mindanao in the Philippines. This plant includes two massive 1000-ton autoclaves (reactors) for leaching the low-grade nickel ore.

How has the culture in your organization changed since you worked with JMJ?

Significant changes were noticed when the Incident and Injury-Free™ (IIF™) safety approach was introduced during the execution phase of the Taganito HPAL Plant Project which is a joint venture consisting of JGC corporation and Chiyoda Corporations (TJCP). Communication among members, particularly between workers and supervisors improved tremendously. Workers were more open in expressing opinions, comments and suggestions during Tool-Box Meetings (TBMs) which were not found during the initial stages of the project. Greetings were more open and became natural. Concerns on safety are now easily being raised without fear of being ignored or, worse, being ridiculed.

What are some examples of cultural changes and measurable results you have seen?

Workers are now eager to participate in discussions especially during TBMs. Unlike before wherein only supervisors were talking, two-way communication is now experienced daily. Awareness on basic safety rules, from wearing PPE to respecting safety signage is commonly displayed. Cultural and communications barriers are reduced resulting in better communication among all levels. Workers are raising concerns not only on work related activities but also on personal safety (e.g., traffic safety) are common occurrences.

How did the work you did with JMJ fit in with existing systems and programs?

With a thorough study/evaluation of ‘What’s So’ currently and what we wanted to accomplish, JMJ with full partnership from TJCP and its sub-contractors had determined a approach which complements with our existing ones. By identifying areas that needed improvements based on observations and interviews, the TJCP IIF Leadership team was able to implement the IIF approach without deviating from existing policies and procedures of TJCP.

How was the work you did with JMJ different from other similar programs you have experienced?

Based on feedback and our own experiences, the IIF safety approach was implemented with a definite path and had maintained its drive. It has also maintained the interest and support of all members throughout the project, unlike other programs wherein focus and zest were only felt during the approach’s initial implementation. Our IIF Journey successfully gained its momentum throughout the duration of the project with new activities being timely implemented to encourage members’ interest and cooperation. Our “Finish Strong” campaign was welcomed by everyone and was a resounding success. All members, upon their mobilization, had felt and acknowledged that our vision of “Work Safely and Go Home Happily Back to Our Family” had been accomplished.

How has JMJ’s work impacted your life and the lives of the people around you?

“A new outlook on safety” was the common comment made especially by workers. Apart from being more aware of their personal safety but through the IIF safety approach, a responsibility for others’ safety was also emphasized and acted upon. It changed the way we think, the way we respond and the way we perform when given a particular task. Instances of awkwardness when talking to workers are reduced. Greetings are more common. Smiles are more frequent and we can sense a more natural and open discussion with workers not only during working hours but also during breaks and non-working days. An impact was also felt on the conditions of living quarters of workers. With discussions and dialogues, various improvements were made from workers’ sleeping quarters, food, water supply, recreations and transportation.

“I believe I am a better man today than I was a few years ago. My leadership is more solid for my family, my well-being and the welfare of my teams and their families. All of this has occurred without sacrificing the goals that we have set for ourselves as a business. I've learned to harmonize my work life with my family life and my personal challenges. I've been able to pass this learning on to my people, regardless of what other people or other areas of the organization think.”

Andy C. Forlales, Site Administration Manager, TJCP (JGC-Chiyoda Joint Venture)