4. behavioral safety program description and …

Company ‒ Program

SENCO BEHAVIORAL SAFETY PROGRAM DESCRIPTION ACCREDITATION APPLICATION FORM (1)[2] ORIGINAL DON SENT 3-8.docx Copyright © 2017 CCBS All Rights Reserved PAGE 1 | 27

4. BEHAVIORAL SAFETY PROGRAM DESCRIPTION

and ACCREDITATION APPLICATION

Date: 10/10/2018

SECTION A. Cover Page A1. Applying Organization Enter the name of the company or site under review. Enter the name of the behavioral safety program.

B.E.E.S.

Enter the address of the company or site under review. A program logo or slogan may be inserted.

SENCO Construction 1408 S. Eaton St. Robinson IL, 62454

A2. Parent Organization Enter the name and address of the parent company, if different from above. A company logo may be inserted. N/A

A3. Company Representative Enter the name and title or position of the individual who will be managing the application for certification or accreditation. This is usually the coordinator the behavioral safety program. Also enter the contact information for the company representative, including an address, phone number, fax number, and email address. Nick Martin Health and Safety Director [email protected] 618-554-5117

End of Section A

SENCO Construction, INC.

Company ‒ Program


Company ‒ Program


SECTION B. Organizational Information and Leadership

B1. The Company Provide a brief description of the company, its industry sector (or NAICS), and the products or services provided.

SENCO Construction offers a broad line of equipment rental and services for new construction and plant maintenance. Over 30 years of experience includes site work, concrete installation, structural steel, rigging rental, critical lift planning and crane services of all types. As a union contractor signatory with eight different crafts SENCO offers a wide variety of manpower options as well as a large inventory of heavy construction equipment. A maintenance shop is on-site with a full time staff of experienced mechanics for equipment service. NAICS Code: 237120

B2. The Workforce Describe the company’s workforce, including the number of employees (including temporary or contract workers) and types of occupations and trades.

SENCO Construction is signatory with 8 union crafts, those crafts include: Equipment Operators, Ironworkers, Carpenters, Laborers, Pipefitters, Cement Masons, Teamsters and Brick Layers. SENCO Constructions number of employees vary throughout the year, we could have as few as 50 employees, or could expand to 360 employees. SENCO has a 3 year average of 181 employees onsite, 30 of those employees are considered full time employees.

B3. Organizational Leadership Describe or provide a list, table, or chart of key organizational leaders at the site under review. At minimum, the director, manager, or chief executive, the senior or supervisory safety officer, and the director or coordinator of the behavioral safety program should be included. Other organizational leaders that play key supportive roles in the operation of the behavioral safety program should also be included in this section. An organizational chart showing reporting structures is recommended.

End of Section B

Company ‒ Program


SECTION C. Behavioral Safety Program Elements

C1. Safety Team This section should describe the safety team that manages the behavioral safety program. Do not identify individual workers by name.

C1.1 Make Up or Composition of Safety Team: Enter the current number and percentage of safety team members for each employment type in the table below.

Employment Number on Team Percentage on Team

(% of total for each type) Hourly-Full Time 3 43%

Hourly-Part Time or Temporary 4 57%

Salaried 0 0

Contract 0 0

Other: Click here to enter other. Click here to enter text. Click here to enter text. C1.2 Workforce Turnover: How many team members are replaced? How often?

C1.3 Recruitment of Safety Team: Describe how new team members are recruited, and list any qualifications that are required and/or preferred.

SENCO Construction recruits its Safety Team through newspaper advertisements and advertisments online. A candidates credentials of a Bachelor of Science in Safety Management is preferred. Candidates are selected based on their people skills, ability to form working relationships and their appreciation of behavioral science. Any applicant being considered for a job with the SENCO Construction Safety Team must be interviewed by both SENCO Construction Owners and the SENCO Construction Health and Safety Director. To date, this process has been extremely successful and we have seen great results from it.

C1.4 Safety Team Meetings: How often does the safety team meet? C1.5 Attendance: How often do the following people (other than safety team members) attend safety team meetings?

How often? Other hourly workers Regularly

Contract workers Regularly

Safety professionals Regularly

Supervisors or middle managers Regularly

Senior managers or executives Regularly

Other: Click here to enter other. Select...

C1.6 Safety Team Training: Who is responsible for conducting the training of safety team members (e.g., BBS Coordinator, safety officer, supervisor, or manager)? Enter only positions or titles; do not enter individual names. If this varies or if it depends on the type of training, explain.

50% quarterly

5 monthly

Company ‒ Program


The SENCO Construction Health and Safety Director is responsible for conducting training for all SENCO employees.

C1.7 Training Courses: What training courses are offered to safety team members in behavioral safety processes and applied behavioral technology. For the trainer, enter only a position or title; do not enter individual names.

Course Title or Topic Total Hours Frequency Required? Who is the trainer?

Behavioral Based Safety Training 4 At request of project Required

MPC Trainer/Contract

Trainer

SENCO BBS Training 1 Annual Required SENCO Health and Safety Director

Focus/ Normalization of Deviance .5 Annual Required SENCO Health and Safety Directo

ABC Anlysis .5 Annual Required SENCO Health and Safety Director

How to complete an observation 1 Annual Required SENCO Health and Safety Director

Click here to enter text. Enter... Enter... Select... Enter... C1.8 Training Quality: How is quality assessed and evaluated? What office, department, or individual is responsible for assessing the quality of training? What are the trainer’s credentials (e.g., years of training experience, certifications, workshop or conference attendance)? Enter only a department name, position, or title; do not enter individual names.

Marathon Petroleum Company (MPC) hired a Behavioral Safety Consultant that spent a summer at the Illinois Refining Division and built the BBS training that is currently being utilized. The training is tailored to the craft worker. The MPC Safety Department is responsible for assessing the quality of training. The quality of the training is determined through quality observations.

C1.9 Evaluation of Training Knowledge and Effectiveness. Describe how the team’s working knowledge and effectiveness of behavioral safety principles and technology is assessed?

The teams working knowledge and effectiveness of Behavioral Safety Principles and technology is assessed through BBS Coaching Guides. The SENCO Construction B.E.E.S. (Behaviors Encouraging Employee Safety) Coaching Guide. The Coaching Guide is a tool used to show the effectiveness of an employees training after he/she completes the training. It also acts as a refresher training for an employee who may not be completing observations. Training is assessed yearly prior to each training being conducted. In an effort to improve the overall quality of observations this guide was developed to help the various to critique/train observers. See the coaching guide below:

Company ‒ Program


Company ‒ Program


C2. Management Support and Engagement

C2.1 Organizational Leadership Roles. For each type of organizational leader in your organization, describe their role, if any, in the behavioral safety program. Roles in the Behavioral Safety Program

Supervisors/Team Leaders Be visible in the field performing observations. Encourage work crews to perform observations.

Department Managers N/A

Safety professionals Train employees in Behavioral Based Safety. Share data with the work force monthly. Meet with the BEES Steering Committee Monthly.

Supervisors or middle managers Encourage workforce to participate in the BBS Process.

Senior managers or executives SENCO’s Management fully supports the BBS Process. Owners reinforce the process and encourage employees to perform observations. Management also backs this process financially.

Other: Click here to enter other. Click here to enter text.

C2.2 Documentation of Management Support. How are management support and engagement in the behavioral safety program (listed in Section C2.1) documented or recorded? Examples: Is attendance or participation in safety meetings recorded in the meeting’s minutes? Is there a record of organization-wide emails or other safety-related announcements from members of management on safety-related issues? Is there a record of celebrations or other types of recognitions from members of management?

Both SENCO Owners attend the Monday Morning company wide safety meeting. The SENCO owners also perform training at some of the SENCO Safety Meetings. All of these trainings are documented by a sign-in sheet. SENCO Construction recently discountinued a BBS Newletter which was put out monthly. Feedback was given from the workforce that these newsletter were not helpful, unitl then the information for the newsletter was emailed to one of the co-owners of SENCO who spent time each month putting the newsletter together. Communication is made through daily toolbox talks and weekly safety meetings. In 2017 SENCO Construction won the “Contractor Excellence Award”. Every contract company has a chance to fill out an application to be selected to the “Final 4” for the award. Once you are in the “Final 4” the companies get to present to the Managers at the Illinois Refining Division, during the presentation best practices are shared and community involvement is discussed. In 2018 SENCO was a finalist for the “Contractor Excellence Award.”

C2.3 Program “Ownership:” From the options below, check the one that best describes your behavioral safety program.

The behavioral safety program can be described best as: ☒ Employee-Owned and Employee-Operated ☐ Management-Owned and Employee-Operated ☐ Management-Owned and Management-Operated ☐ Jointly-Owned and Employee-Operated ☐ Jointly-Owned and Jointly-Operated ☐ Other

C2.5 Examples of Management Accountability: Describe, with examples, how safety professionals and members of management are held accountable for their roles in the successes (or failures) of the behavioral safety program?

Click here to enter text.

Company ‒ Program


Management encourages all Safety Personnel and Supervisors to participate in the BBS program. SENCO Construction is in the process of developing “Roles and Responsibilities” for all upper level supervisors. Once this document is approved it will be rolled out to our supervisors. Three out of six supervisors participate monthly in the BBS program.

C3. Worker Knowledge, Skills, and Involvement

C3.1 Worker Knowledge and Awareness: Provide actual data or estimates of the current number and percentage of workers (of each type) that knows about or is aware of the program.

Type of Employment Number Percentage

(% of total workforce) Hourly-Full Time 30 21%


Salaried 3 2%

Contract Click here to enter text. Click here to enter text.

Other: Click here to enter other. Click here to enter text. Click here to enter text.

Total should = 100%

C3.2 Worker Engagement: Provide actual data or estimates of the current number and percentage of workers (of each type) that has been or is eligible to be observed by and receive feedback from safety team members.

Type of Employment Number Percentage

(% of total workforce) Hourly-Full Time 30 21%


Salaried 3 2%

Contract Click here to enter text. Click here to enter text.

Other: Click here to enter other. Click here to enter text. Click here to enter text.

Total should = 100% C3.3 Worker Input and Suggestions: List some of the ways in which workers offer suggestions for program improvements (e.g., suggestion boxes, open safety-team meetings, etc.)? Give some examples of recent worker suggestions that have led to program changes. Are these suggestions and changes documented? How?

SENCO Construction developed a safety team called Craft Safety Improvements (CSI). The goal of this safety team was to give every employee a chance to sit down with upper management and talk simply about safety. In 2017 all SENCO craft workers had a chance to talk with the decision makers and discuss best practices that worked at other sites, PPE issues, tooling needs and specifically about what they are thinking about throughout the work day. In 2016 we held 16 meetings. In 2017 we held 25 meetings and in 2018 we held 20 meetings. Action items were tracked and employees were given feedback on each action item at the company wide safety meeting. Below is an example:

Company ‒ Program


Company ‒ Program


C4. Risk Analysis, Pinpointing, and Behavioral Observations

C4.1 Risk Analysis: Describe the steps taken to identify and assess safety risks. List the various sources of information and data used to help assess risks (e.g., injury rate, near misses, safety audits, interviews, surveys, etc.)?

Employees from SENCO Construction utilize the BBS program as a tool to help identify and assess safety risks. Every SENCO employee has the right and responsibility to stop and unsafe condition or work practice. All interviening in the BBS program is done with a positive approach in manner. Another tool that SENCO employees utilize on a daily basis is their Safe Work Permit. The Safe Work Permit is a communication tool used between MPC and Contractors to talk about the job scope and hazards of the job. The hazards could range from being process related to the potential for personal injury. After the Safe Work Permit Process is complete employees must fill out a SENCO Pre-Task Hazard Analysis (PTHA). The PTHA breaks down each job task, associated hazards with the job steps and mitigation procedures that have been put into place to prevent employee injury and property damage. SENCO also utilizes daily audits, weekly audits, monthly audits, near misses and injury rates to identify and assess safety risks.

C4.2 Pinpointing (Prioritizing Behavioral Targets): Describe how behavioral pinpoints (i.e., targets for observation or intervention) are identified and prioritized. Note whether priority targets are managed separately or differently from standard targets. List examples of pinpoints here and/or attach a copy of a recent observation scorecard in Section E: Attachments and Other Supporting Documents.

Behavioral pinpoints are targeted through the MPC observation data base. SENCO is given access to our data generated in the BBS Process. We are able to run multiple reports to determine/identify at risk behaviors, or specific barriers in the workplace. These reports are typically ran through work area in the plant to look at specific job. Pinpoints were developed by the BBS Steering Committee and have not been changed since we developed our own form.

C4.3 Behavioral Observations

C4.3.1 Consent and Anonymity: Are observations voluntary and conducted with the full consent of the workers being observed? Is the information collected from observations kept anonymous (i.e., “no name, no blame”)? Voluntary? Anonymous? If ‘Yes-Always’ was not selected in either question above, then provide a brief explanation.

Yes-Always Yes-Always

Company ‒ Program


C4.3.2 Observation Procedures: Describe how behavioral observations are conducted, and how the information is collected (i.e., checklists or scorecards). Insert sample checklists or scorecards below or attach them in Section E: Attachments and Other Supporting Documents.

C4.3.3 Observation Number, Frequency, or Rate: How many and often are observations conducted (e.g., how many weekly, monthly, or yearly)? Describe any goal or quota established for the number of observations, and indicate whether the goal or quota is mandatory. Include metrics that indicate which workers are observed within a given period of time (e.g., contact rate, percentage of workers observed, probability of being observed, etc.).

Note: A table or graph showing the number, frequency, or rate of observations across time is required—insert these below or attach them to Section E: Attachments and Other Supporting Documents.

Below is a graph with total obersvations and total employees observed from 2016-2018:

SENCO Construction does not have a goal or quota established within its process, it is completely voluntary for employees to participate within the BBS process. We have noticed that observations have steadily dropped off since we have gotten rid of our rewards program for completing observations.

C4.3.4 Analysis of Observational Data: How frequently does the safety team analyze, summarize, and generate reports of the data obtained from the observations? Describe and provide examples of any summary sheets, dashboards, flyers, posters, reports, etc. used to share the results of the observations.

2016 2017 2018# of Employees Observed 7945 2702 1296# of Observations 3014 920 586

0

2000

4000

6000

8000

10000

12000

Empl

oyee

s Obs

erve

d/O

bser

vatio

ns P

erfo

rmed

2016-2018 Observation Number

Company ‒ Program


The SENCO Construction Safety Team analyzes, summarizes and generates reports from data obtained through the BBS process on a monthly bases. Below is an example of a summary sheet:

Senco Top 3 Opportunity 2015-2018

2015 %

Safe 1. Face Shield/welding shield 97% 2. Fall Prottection 97% 3. Barrier tape/Barricades 97%

2016 %

Safe 1. Bench/Sloped 97% 2. Ladder Safety 98% 3. Line of fire 99%

2017 %

Safe 1. Barrier Tape/Barricades 83% 2. Tripping Hazards 94% 3. Hot Work 95%

2018 % Safe

1. Using spotter while backing up 87% 2. Hot Work 91% 3. Hearing protection 99%

Company ‒ Program


C4.3.5 Observation Quality and Accuracy: How is the quality and accuracy of observations is assessed? Do observers receive regular or periodic training or coaching? If so, describe the training or coaching process.

The SENCO Construction BBS training covers how to complete a quality observation. A portion of the course gives examples of what a quality observation looks like. Once employees complete the course they go with the instructor to the field where they practice what they were taught in the class room. SENCO also untilizes its coaching guide as mentioned above in C1.9. SENCO Construction trains on these key points to assure quality observations:

Company ‒ Program


C5. Goal Setting and Incentives

C5.1 Performance or Safety Goals: Are safety-related performance or safety goals set? If goals are set, provide some examples and explain how those goals were determined. How frequently are they reassessed? What happens when goals are achieved (and not achieved)? (An example of a safety performance goal might be “100% of workers observed correctly used a ladder when working at heights.”)

SENCO Construction strives each year for “Target Zero”. In 2017 every SENCO employee went home from work the exact same way that they came into work. The goal should and will always be to have zero injuries. If we as a company can reduce human suffering in the workplace then we are doing our part. If/when this goal is not achieved we have to get better. Management brainstorms with the SENCO Safety Department in improvement areas. One of the areas that need improvement currently is our BBS process, particularly in employee participation. When we took the incentives away, we lost a lot of participation in the process but in return gained quality observations.

C5.2 Integration of goals with other Organizational Priorities: Are performance or safety goals for behavioral pinpoints integrated with other organization-wide safety initiatives or organizational processes (e.g., discussion of safety priorities in management meetings, training, and other strategy meetings)? Are performance or safety goals set for personnel at other levels of the organization such as supervisors and managers? Provide examples.

SENCO Construction watches all safety metrics extremly close (EMR, OSHA Recordable Rate, BBS “At-Risk” % and First Aids). If management notices a leading indicator then we begin tailoring our safety meetings to the leading indicator to help reduce human suffering. SENCO’s goal is Target Zero. We strive for Zero injuries, it is irresponsible to accept any other goal. For example, if hand protection is identified by out employees as the #1 at risk behavaior. A training will be developed to raise awareness, specifically to hand safety.

C5.3 Incentives: Are incentives (e.g., rewards, prizes, or awards) used? If so, describe these incentives and their intended purpose? Describe how the effectiveness of incentives is evaluated, and how are misuses or abuses are prevented?

Incentives are not used. We have used them in the past, but have not utilized an incentive program since May of 2016.

C6. Effective Performance Feedback and Communication

C6.1 Describe all the ways safety and health information and performance feedback are provided to workers (e.g., safety briefings, meetings, poster, flyers, one-on-one interactions, etc.). Note whether performance feedback is positive and/or negative, and whether it is provided immediately or in a timely fashion. Provide examples.

Safety and Health performance feedback is provided to workers in a multitude of different outlets. SENCO holds an all hands company safety meeting every Monday morning to ensure our workforce hears one consistant safety message. The topics of this meeting vary from regulatory compliance topics to BBS trainings. Recently we have began a Jeopardy training PPT to get employees more involved during the safety meetings as opposed to being “preached” at. Another method that SENCO Construction uses is a Pre-Task Hazard Analysis (PTHA). PTHA’s are completed in the field by the crew of employees performing work that day. Each employee has input on job steps, potential hazards and mitigation steps to eliminate and/or reduce the hazard. SENCO Construction holds an all hands toolbox meeting every workday. The SENCO Construction Health and Safety Director has a 3-5 minute toolbox talk to get employees minds thinking about safety to start their work day. Then all employees stretch in the break trailer before going to the jobsite. Marathon communicates to the contract companies on a monthly basis through a sequential meeting that is

Company ‒ Program


required to be covered by all contract companies with their respective work groups. Communications through this meeting are safety procedure updates, OSHA Recordable Rates, Environmental Releases, Process Hazard Advisories and a current topic. All of the SENCO Construction feedback driven through the Safety Department is delivered in a positive manner.

C6.2 How are safety concerns (identified either by workers or by the safety team) communicated to workers? How are concerns followed up? How are corrective actions shared with the workers? Provide recent examples.

Safety concerns can first be identified by our employees through the PTHA process, BBS or Near Miss reporting. Employees can also take safety concerns to their project Superintendents, Safety Department and Management for prompt action in mitigating a workplace hazard. Please see C3.3 for safety concerns that have been brought up to the Safety Department and Management.

C6.3 Is the quality of safety and health communication and performance feedback evaluated? If so, how, how often, and by whom? Do not enter individual names. Note that “quality” here means the amount of useful information, level details, and the manner or style (positive versus negative) in which the feedback is presented by the safety team member.

Safety and Health communication and performance is evaluated two different ways. At every SENCO Weekly Safety Meeting both SENCO Management and MPC Cooridinators are there and receive the same message. Feedback is given each week on the training topic from SENCO Management. Since 2017 SENCO Management has challenged the SENCO Safety Department with making Safety Meetings more interactive with the workforce. SENCO purchased Turning Technologies which is an audience polling program that you can incorporate into Powerpoint trainings. SENCO purchased this program to give employees an alternative route to participate, some employees are not inclined to speak up in front of a crowd. MPC Coordinators will email SENCO Management with suggestions of what they would like included in safety meetings to assist with upcoming work scopes or what is not “value added” during the Safety Meetings.

C7. Evidence of Program Effectiveness

C7.1 Impact on Lagging Indicators: What is the impact of the behavioral safety program on lagging safety and health measures, such as injury rate, time off work, etc.? What are the contributing or influencing factors, program or organization changes, or leadership changes that correspond to significant treads? If possible, describe the impact of behavioral safety program on other business-related metrics such as productivity, quality, profits/losses, workers compensation costs, etc. Graphs supporting this description should be inserted in C7.2. Also provide graphs showing lagging safety and health-related measures mentioned in Section C7.1. At minimum, provide a graph of data on OSHA recordable injuries for your company and the industry average across a minimum of 3 years. It is helpful and more informative to show these data across more than 3 years from original inception of the behavioral safety program and through any and all later changes to the program or company. The impact on other measures such as time off work, productivity, workers compensation claims/premiums, etc., should be presented in similar graphs. Properly title, number, and label each graph and either paste them below or attach them to Section E: Attachments and Other Supporting Documents.

Company ‒ Program


The Behavioral Based Safety Program has propelled SENCO’s Safety Program to new heights. In 2017 SENCO experienced zero OSHA Recordable injuries and has seen their EMR trend downward the past two years. Below is a chart that compares SENCO’s safety performance to the industry:

C7.2 What is the impact of the behavioral safety program on leading safety and health measures, such as at-risk behaviors, pinpoints, unsafe conditions, and near misses? What are the major contributing or influencing factors, program or organization changes, or leadership changes that may have contributed to significant trends or change points? Also provide graphs showing leading safety processes measures. Properly title, number, and label each graph and either paste them into the text box below or attach them to Section E: Attachments and Other Supporting Documents.

The impact of a Behavioral Based Safety Program is told by the numbers. In the graph in section E, labeled E1 a story is told that when observation numbers are low, incidents will rise. When observations increase, incidents will decrease. Whether “at-risk” behaviors are identified or not during the observationvation process the positive reinforcement of safe work practices and the communication about safety on the jobsite will increase hazard recognition and awareness.

C8. Continuous Improvement and Succession Plans

C8.1 Program Improvements: Describe the origins of the program and a timeline of major changes to the program over the years. What recent steps have been taken to improve the behavioral safety program? Describe any changes or improvements currently being considered or planned.

1

1.1

0

0.87

2.8

2.8

2.6

2.5

0.78 0.

85

0.82

0.74

1 1 1 1

2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8

SENCO LAGGING INDICATORS VS. INDUSTRYRecordable Rate SENCO Recordable Rate Industry SENCO EMR

Industry EMR Linear (Recordable Rate SENCO)

Company ‒ Program


2004- SENCO Construction established a BBS program and rolled it out to its employees. 2006- SENCO Construction became one of the original members of the Contractor Advisory Panel (CAP) at the Marathon refinery. 2007- SENCO Construction began training all hourly employees to perform observations in the Behavioral Based Safety Process. 2010- SENCO’s workforce was 100% trained in the BBS process in a joint effort with Marathon for the MSAT 2 project. 2011- SENCO added Behavioral Based Safety as an annual training refresher topic. 2014- SENCO began supplying dedicated observers for the turnarounds at the MPC facility. 2015- SENCO was accredited by the CCBS. 2015- SENCO developed a craft specific observation form. 2016- The MPC FUELS group was implemented at the refinery where the contractor and Marathon BBS steerin committee combined into one team. 2016- SENCO removed rewards for performing observations. 2018- Going through the accredidation process. Moving forward- SENCO’s Steering Committee is in the process of simplifying its BBS form, focusing more on employees behaviors and situational awarenees as opposed to a checklist form.

C8.2 Continuous Improvement Plan: Has a continuous improvement plan for the behavioral safety program been formally proposed or implemented? If so, describe this plan and provide examples of program improvements or corrective actions that have been implemented based on the continuous improvement plan. How have these improvements or corrective actions been documented?

Yes, SENCO Construction identified that we were not receiving the “at-risk” data that we knew was in the field, in 2016 we removed the rewards program and are receiving less data, but are getting the leading indicators in which we desired. Moving forward, the Steering Committee is going to simplify the BBS form and focus on situational awareness as it pertains to behaviors. Most of the injuries that we have identified within the refinery don’t happen on the jobs that are well planned, but rather on the “job between the job”. B.E.E.S., stands for Behaviors Encouraging Employee Safety.

C8.3 Succession Planning: Has a succession plan for members of the safety team been proposed or implemented? If so, describe this plan. Does the succession plan address potential changes in other company leaders or members of management? Note especially any leadership changes that have occurred recently, and how those changes impacted the operation and effectiveness of the behavioral safety program.

Currently the SENCO B.E.E.S. Steering Committee is comprised of volunteer craft employees. When a member is laid off because of lack of work the Steering Committee will discuss candidates that are potential replacements. Ulimatley it is the Health and Safety Director and Management who decides who sits on the Steering Committee. The Health and Safety Director is the Chair of the Committee, in the event he is no longer with the company his replacement would assume that responsiblility.

C9. Extended Applications of Behavioral Technologies

Company ‒ Program


C9.1 Other Applications of Behavioral Technologies: Has the use of behavioral technologies (e.g., goal setting, conducting observations, providing feedback) been explored or implemented with other operations or priorities (e.g., productivity, quality) within the company? If so, describe these applications.

Yes, in 2016 SENCO identified that employees were struggling to find tooling/equipment that they needed to perform their job funcitions in a timely manner, which in turn had morale low. SENCO Management identified this and hired a full time tool coordinator who maintains and delivers/picks up small tools from the SENCO jobistes. We noticed an increase in production and morale. Our goal is to have the safest quality production around and I think it speaks to the reason why SENCO was awarded the 2017 Contractor Excellence Award in the refinery (only one winner).

C10. Corporate Responsibility and Outreach

C10.1 Transparency of Safety Processes: Are safety processes and related initiatives transparent and reported to the workforce? ...to the public? Provide examples of safety-related information that is described or disclosed through internal and external (public) communications.

SENCO Construction is extremely transparent with the expectations of its employees and the expectation that they follow all Safety Procedures, no short cuts. A transparent message is given every Monday morning to all SENCO employees where any employee who receives a pay check from SENCO must attend. Below is an example of those meetings:

Company ‒ Program


C10.2 Transparency of Safety Outcomes: Are successes and failures of the safety processes shared with the workforce? Are these successes and failures also shared with company partners, contractors, and temporary workers? Are successes and failures shared company-wide and industry-wide? Provide examples of successes and/or failures that have been shared.

Company ‒ Program


Yes, all First Aids, shared learnings, recordable incidents, near miss incidents and BBS data is shared with all employees. If there are employees that experience an inury their names are left out of the shared learning, but it is important to get the information out to the other employees so the same injury will not happen again, corrective actions are also discussed at this time. Below is an example of shared learning:

Company ‒ Program


C10.3 Promotion of Behavioral Safety: How are company partners, contractors, and temporary workers encouraged to adopt behavioral safety technologies and other safety-related best practices? Provide examples.

Company partners currently all have their own BBS programs. All of SENCO’s craft employees are considered temporary workers, however many of them have worked for the company for more than 6 years. We see a lot of re-hires that are already trained in the BBS process because SENCO has trained them. If an employee is identified as not being trained, he/she will receive the training on an annual basis. Employees are encougared to adopt behavior technologies through the host site if they do not already participate.

C10.4 Industry Outreach: Has the company promoted the use of behavioral safety industry-wide? If so, describe and provide examples.

Yes, SENCO Construction has been working with Victor Dana and Hanning Construction to help promote safety and BBS within the industry. SENCO has received multiple phone calls from Victor Dana about the best way to implement a BBS program and a safety program to its workforce. We have opened our doors to them and invited them to attend our safety meetings and discuss BBS in more detail. We have performed and mentored Hanning Construction in the new Silica Standard that was rolled out this year. SENCO has performed atmospheric monitoring for Hanning free of charge so they can better protect there employees.

C10.5 Research: How has the company supported or collaborated with safety researchers or safety professionals to help advance safety science and best practices? Provide examples of research projects or other kinds of support.

Company ‒ Program


SENCO promotes and supports the BBS process with Marathon and the other contractors in the facility. The FUELS Committee meets on monthly and discusses “at risk” trends and ways to increase employee involvement. Starting in 2013 SENCO has been on a committee that helps MPC plan and invite others in the surrounding area to a BBS conference put on by the Robinson refinery. The conference is free of charge to attend.

End of Section C

Company ‒ Program


SECTION D. Other Safety Initiatives and Accomplishments Use this section to list and describe any significant event(s) related to the establishment, maintenance, or change to your behavioral safety program over the years (not covered in previous sections) that may illustrate specific challenges that were faced and how these challenges were met. Also, include any safety initiatives and accomplishments not directly related to the behavioral safety program. Examples can include other site-specific or company-wide safety campaigns, industry awards, ISO or ANSI certifications, OSHA VVP certification, etc. Use as much space as is necessary.

End of Section D

SENCO Safety Program Achievements

OSHA VPP STAR - August 2006 First Contractor in the State to Reach STAR Status Successfully Recertified as OSHA VPP STAR in May 2010 Marathon Contractor Safety Excellence Award – SENCO has received the Marathon Contractor Safety Excellence Award 5 times since the program started in 2005 Marathon Living Our Values Global Award – SENCO was awarded the Marathon Living Our Values Award on April 3 2007 Illinois Refining Division VPP Outreach Award – SENCO was appreciated for the work in the VPP Outreach Program and received the VPP Outreach Award for the year 2009 Robinson Chamber of Commerce Outstanding Business of the Year Award - SENCO was recognized as the “Business of the Year” by the City of Robinson Chamber of Commerce in March 2009 Marathon Contractor Behavior Based Safety Program – SENCO entered into an agreement with Marathon to participate in the Contractor Behavior Based Safety Program July 2006 OSHA VPPAC Member – SENCO became a member of the Voluntary Protection Program Association for Contractors in 2008 OSHA VPP SGE Program – SENCO supports the OSHA VPP Program by supplying a SGE (Special Government Employee) to assist OSHA Compliance Officers on site assessments for new and recertifying companies for the OSHA VPP STAR program NCCCO Certified Contractor- 2013 VPP Re-Accredited- 2017- Zero 90 day findings 2017 Contractor Excellence Award Winner at the IRD

Company ‒ Program


SECTION E. Attachments and Other Supporting Documents Insert or attach all supporting documents and information here. Use as much space as is necessary. Include documents such as your observation checklist or score card, data graphs, training materials, or any document requested in the previous sections. Label each attachment with E1, E2, E3, a title, and a brief description.

SENCO Obervation Card: This is an example of SENCO’s BBS card that was developed by our steering committee. On the back of the card is a place for employees to write quality comments.

Company ‒ Program


E1: Is a graph that SENCO put together to show employees the importance of the Behavioral Process.

Company ‒ Program


End of Section E

A message from Management in a BBS Newsletter.

Company ‒ Program


SECTION F. Signature Page Note: Submission of the Program Description and Accreditation Application will be considered complete only with the following signatures. The undersigned, as designated and authorized representatives of the applicant organization, Company ‒ Program, hereby, affirm or agree to the following:

1. The information provided in the Program Description and Accreditation Application form is accurate to the best of your knowledge;

2. The Cambridge Center for Behavioral Studies (CCBS) and its Commissioners will be indemnified and held harmless from and against any liability that may follow from the certification or accreditation process, including the grant or denial of certification or accreditation;

3. The terms of certification or accreditation, if granted, shall be for the period for which the program was reviewed, subject to ongoing review and compliance with any rules of CCBS for continuing certification or accreditation;

4. CCBS, in its sole discretion, may or may not publish or post on its website information regarding your program, including information submitted in this Program Description and Accreditation Application form.

F1. Behavioral Safety Coordinator or Director:

Click here to enter name and title.

Signature and Date F2. Safety Professional, Officer, or Director:


Signature and Date F3. Site Manager or Executive


Signature and Date

End of Section F