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Rahul Verma and Brian Betti explore how cleaner-burning gas is changing the energy landscape.

Is sustainability culture the key to beating the climate change clock?

How multinational organizations leverage technology to navigate risks and create alignment.

JMJ explores how organizations are innovating to actively cultivate safer, more supportive work environments.

Once considered as a 'nice-to-have', psychological safety is now gaining traction among leaders who recognize its impact in ensuring the safety, sustainability, and performance of an organization.

By accepting the inevitability of breakdown, leaders open the door to innovative problem solving and successful resolutions.

In their second blog focusing on fleet management safety challenges, Rick Cates, CDS, CDT, and Alex Galor consider some of the key technologies that are helping leaders and drivers navigate the intricate intersection of culture and safety within fleet operations.

Four senior safety managers answer the question, "What are the best leading indicators for safety?"

JMJ's Rick Cates, CDS CDT, and Alex Galor, explore the key steps organizations can take to create a strong IIF™ safety culture in fleet management.

Why investing in the well-being and satisfaction of employees should be a top priority for leaders.

How cultural analytics is changing our definition of culture.

Major capital projects around the world are bringing key companies and players together to Start Strong.

Two projects with a lot in common and some notable differences.

Why learning must go beyond the job in hand.

Eight key areas where exceptional safety organizations excel

Our experts share their thoughts on the most significant challenges and opportunities for the year ahead

Australian Institute of Health and Safety Webinar

Eight ways leaders can create a positive mental health culture.

New technologies have the potential to make construction safer but their success depends on leadership's commitment to a safety culture.

How to ensure your new employees understand your safety culture and stick to it!

"Safety leadership is a set of skills, awareness and capabilities that can, and need to be developed and applied (in tandem with safety management) to achieve new levels of safety performance."

"Correcting bad behavior – trying to fix people – will not lead to sustained safety performance improvement. We need to give the time, energy and thinking to safety leadership that we give to safety management."

Three top tips to ensure new employees understand your safety culture and stick to it!

Larry Pearlman, Managing Director - Americas Market Leader at JMJ, discusses renewable energy’s steep safety learning curve. What are the challenges the industry faces? What valuable lessons can it learn from other industries? What 10 steps can leaders take now to create the foundations for a safety culture?

Mark Britton, Chief Operating Officer - Global Consulting, at JMJ explores the steps leadership can take to ensure people speak up about their safety concerns.

The imperatives that are hardwired into human DNA can put us at odds with the requirements of an organizational safety culture.

A foundation of rules isn't the way to build a thoughtful, caring safety culture.

What works for one company will not necessarily work for another. Discovering what works for a particular company must a be a priority for leaders now and for the next years and decades.

Many organizations have spent considerable time and effort developing ‘golden safety rules’ for their workforce to follow. But what about managers? What ‘rules’ do they apply to their own behaviors? What can employees expect from them?

Study from JMJ and Bennett Institute for Public Policy, University of Cambridge looks at which corporate environments foster a commitment to sustainability.

Research by JMJ and Bennett Institute for Public Policy, University of Cambridge reveals common issues and concerns, as well as areas of difference, in how organizations view sustainability.

New research from JMJ and the Bennett Institute for Public Policy, University of Cambridge, explores corporate sustainability from a leadership and culture perspective.

Four golden opportunities provided by implementing Incident and Injury-Free safety into the Front-End Engineering Design phase of a major capital project.

Recommended steps to improve performance and meet success criteria on time and on budget.

This third blog on the topic of an inclusive safety culture looks at the guiding principles for becoming an inclusive leader in the virtual world.

Practical advice for leaders navigating the challenges of inclusion and diversity in the virtual working world.

JMJ interviewed David Wilson, a leader in the energy industry about the impact a safe and productive culture has on workers' health and well-being.

Being inclusive can be difficult under any circumstances, it’s even harder when people aren’t in the same room, can’t read each other’s body language, are stressed and may not be communicating and leading as well as usual.

The ever-increasing complexity of today’s major capital projects requires a new era of project leaders. The complex, long term mega-project, requires leaders to focus on the desired outcome holistically.

JMJ's golden rules to avoid the pitfalls and become a master of the art of online communication.

What one word costs nothing yet in its absence can cost us everything, and has the foundational power to transform the construction industry?

Michael Huvane, JMJ Master Consultant, and, Dana Davis, President of Teichert Materials, a US-based construction materials company explore the relationship between a strong culture of safety and operational effectiveness.

It's difficult to remain focused, positive and engaged when the rules are constantly changing but don't let disruption derail you.

JMJ practices what is known as a check-in at the start of a meeting. This is the act of inviting another to share and to clear what’s on their mind, so that they might be present for the discussion.

JMJ’s Master Consultant Gill Kernick asks Tamsin Lishman, Asset Director at Northumbrian Water Group (NWG) how they are adapting leadership practices to ensure the safety of their workers.

JMJ Managing Consultant Camille Ford shares how learning to overcome the many challenges of lockdown helped her become a better coach to her clients and a better mother/teacher to her kids.

Shifting to the intentional creates space for surprise and productivity.

Virtual working is the new normal and comes with a whole host of new challenges as we isolate and find ways to manage our lives.

These five principles provide a helpful game plan for you and your team to stay engaged and connected while working virtually.

As we become accustomed to new ways of operating in response to COVID-19, leaders must discover how to navigate this extended period of continuous disruption and rapid change.

Camille Ford, JMJ Managing Consultant, shares some of her personal and professional lessons learned during the COVID-19 pandemic.

How do we stay connected personally and professionally in a time of physical separation?

Sustained high performance is achieved by whole-hearted engagement, commitment to improvement, and demonstrated encouragement, reinforcement and empowerment of our people and teams.

If your company initiatives don’t work, or only partially succeed, your leadership approach may need to be overhauled to include the people most affected by organizational change.

Looking for help with your Turnaround? You’ll love this episode of JMJ’s Safety Talks. Frank Engli is a mechanical engineer by training with over 37 years of experience operating shutdowns, turnarounds, and outages. He is currently the Projects, Maintenance and Turnaround Manager at Shell Canada's Sarnia Manufacturing Center. In this engaging conversation with JMJ safety consultant Vikki Sanders, Frank discusses what he learned about safety leadership and the one piece of advice he would give someone who is managing a turnaround for the first time? Frank recalls successfully teaming up with JMJ to create a safety culture based on “crafting a caring and collaborative approach at the construction site.

Strong leadership and commitment enabled Daewoo Engineering and Construction (Daewoo E&C) to create a strong safety culture influencing project performance, quality and cost.