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CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 1
CambridgeCenterforBehavioralStudies
AccreditationSiteVisitReportTo:ReginaldFoleyMESAFacilitatorMARATHONPETROLEUMCOMPANYTEXASREFININGDIVISION50210THSTREETSOUTHTEXASCITY,TX77590
December22,2017
CommissiononBehavioralSafetyAccreditationCambridgeCenterforBehavioralStudies(CCBS)P.O.Box7067CummingsCenterSuite340FBeverly,MA01915Reviewers: TimothyD.Ludwig,Ph.D.(ReviewChairperson)
DwightHarshbarger,Ph.D.(ManagingCommissioner)
CambridgeCenterforBehavioralStudies(CCBS)MissionToadvance the scientific studyof behaviorand itshumaneapplication to the solutionofpracticalproblems,includingthepreventionandreliefofhumansuffering.
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AccreditationDecisionTheCambridgeCenterforBehavioralStudies’CommissiononBehavioralSafetyAccreditationreviewedtheMarathonTexasRefiningDivision’sapplicationforRe-Accreditationandperformedasitevisit.BasedondatareflectingexemplarysafetyperformanceofTRD,andsupportedbyobservationsduringourvisittosampleprojects,Dr.LudwigandDr.HarshbargerfoundthattheMESA(BBS)programmetsthe3basiccriteriaoftheCommissiononBehavioralApplicationsforBehavioralSafetyAccreditation:1)itisabehavioralprocess,2)theprocesshashadavisiblepositiveimpactonsafetyperformance,and3)theprocesshasproducedsustainedpositiveperformanceover3ormoreyears.TheCommissionsitevisitorsrecommendedtotheCommissionthatthattheTexasRefiningDivisionMESABehavioralSafetyProgrambeRe-AccreditedattheGoldLevelforaperiodofthreeyears.ThismotionwasapprovedbytheCommissionunanimouslyonDecember21,2017.The Cambridge Center for Behavioral Studies Re-Accredits Marathon Petroleum CompanyTexasRefiningDivision(TRD)MESABehavioralSafetyprogramfortheperiodofthreeyears(December2017–January2021).RecommendationsforpossibleenhancementstotheprogramarecontainedinthesectiononStandards,whichstartsonpage6ofthisreport.
SamplingMethodologyOfMesa’sBehavioralSafetyProgramReviewThe Re-Accreditation review team worked with the MESA’s Behavioral Safety team to samplemultiple facets of its safety programs in order to evaluate the behavioral integrity and ongoingimpactof theBehavioralSafetyprogramonsafeperformanceandthereductionof injuries. Thiswas accomplished through: a) review of the written application for Re-Accreditation, b) safetyperformancedatareview,c)interviewswithaccountableparties,andd)witnessingBBSprocessesin action. The Application for Re-Accreditation was submitted to the CCBS in August 2017reviewingtheMESAprogramandenhancementsto itsbehavioralsafetyprogramsincethe initialAccreditation. This application also updated safety performance data and provided examples ofmore recent behavioral safety implementations. Revisions to the application continued throughNovember 2017. A site visit itinerary allowed the reviewers to interview stakeholders includingleaders,safetycoordinators,andemployees.
ReviewItineraryThursday,September21,20177:40a–IntroductiontoMESAwithMESAFacilitator9:00–GroupinterviewwithTRD/GBRLeadershipTeam10:30–MeetingwithMESABehavioralSafetyTeam1:00p-3:30–Focusgroupinterviewswithrandomsamplesofsupervisors,contractors,employees,andMESAteammembers.3:30–InterviewwithTRD/GBRSafetySupervisor4:00–DataandprocessreviewsessionwithMESAfacilitatorandmanagementsupport.Friday,September22,2017
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8:00a-ContinueddataandprocessreviewsessionwithMESAfacilitatorandmanagementsupport.9:30am–ReportDevelopmentTime10:00–ReportofPreliminaryFindingstoMESA&refineryleadership
BEHAVIORALSAFETYREVIEWANDRECOMMENDATIONS
SafetyPerformanceThevisitsupportsthedataandinformationintheTRDapplicationincludingbehavioraldata,leadingindicatorsandinjuryoutcomedata.TRDtrendsofinjuriescontinuebelowindustrystandardsat0.24OSHARecordingIncidentRate(ORIR)continuingadownwardtrendsincearisein2014.Additionally,TRDhasgonethreeyearswithoutaProcessSafetyIncidentcategory1and25%reductionsinotherProcessSafetyrecordablemetrics.ThegraphbelowshowtheOSHARecordableratesforTRDMarathonEmployees(inblue),forcontractors(ingreen),bothgroupscombined(inred),andcomparableindustry(yellow).Comparableindustryis"Petroleumandcoalproductsmanufacturing"(NAICScode324).
DuringTRD’s7-yearTurnaround,inwhichtherefinerywasshutdownforextensiverenovationandrepair,anestimated3000additionalcontractorsworkedonsite.MESAengaged6full-timeobserversinadditiontotheirongoingprocess,conductingapproximately18,000observations24/7duringthe8weekoperation.Behavioraldatawasanalyzeddailyandresultingtrendsweremitigatedimmediatelythroughawarenesssessions/postings,gatePPEhandouts,managementmeetings,hazardmitigation,andsoforth.DailyDashboardsofsafetyperformanceshowedworkteams’behavioraltrendsandothernotes.Turnaroundshavebeenidentifiedasparticularlyhazardousandriskytimesforemployeesandcontractorsatarefineryoftentimesresultinginseveralinjuries.TRDdidnotexperienceasingleinjuryinthe2017Turnaround.
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TexasRefiningDivisionBackgroundThe Marathon Petroleum Company LP’s Texas Refining Division (TRD) is a fully integratedpetroleumrefinery.Asteadystreamofprocessingexistsfromthemomentrawmaterialsentertheplantuntilfinishedproductsleaveviatruck,railcar,orpipeline.Thisrequirescontinuous24hoursper day, seven days perweek, and 365 days per year operation. TRD currently processes about85,000barrelsperdayof low-sulfurcrudeoil that is refined intoavarietyofproducts including,butnot limited to, gasoline,LiquidPetroleumGas (LPG),distillates, fueloil, elemental sulfur,andaromatics.Themakeupofproductionwillvarydependingonthevarietyofcrudeoilusedaschargestockandmarketneeds.Operationsincludecrudedistillation,catalyticcracking,alkylation,reforming,aromaticsextraction,andsulfurrecovery.Thisisnotthetotallimitofoperations,butincludesthemajorityoftheworkperformed. These processes require tanks, vessels, pumps, compressors, control valves, blowers,fans,safetytripsystems,andcomputercontrols.TRD maintains the STAR status in the Texas Voluntary Protection Program (VPP) by theOccupationalSafetyandHealthAdministration.TheSTARdesignationisthehighestdesignationintheVPPprogram.In2016,TRDwasalsoawardedMarathonPetroleumCompany(MPC)President’sAwardforResponsibleCare,whichincludessafetyasakeymetric,andisMPC’smostdistinguishedaward.
MarathonEmployeeSafetyAwareness(MESA)ProcessTheTexasRefiningDivision(TRD)initiateditsbehavioralsafetyprogramin1997,andcalleditMarathonEmployeeSafetyAwareness(MESA).Theprocesswasrevampedin2004andin2008makingobservationsvoluntary.TheMESAprogramwasAccreditedin2014bytheCambridgeCenterforBehavioralStudies(GoldLevel)foritsbest-in-practicebehavioralsafetyprocessevidencedbysustainedreductioninincidentrates.TheMESAprocessismaintainedandoverseenbyaMESAcommitteeofover30employeesfromallcraftsandshifts.MESAischairedbyadedicatedfull-timecommitteechairpersonandhasbothmanagementandunionleadershiprepresentation.TheMESAteammanagesparticipationinobservations,reviewsandanalyzesbehavioralobservations,providefeedbacktoemployeesandreportstomanagement,andmanageandevaluateinterventionstoreduceat-riskbehaviors.MESAworkscloselywithmanagementandotherteamssuchasVPP(OSHA’sVoluntaryProtectionProgram)tomakesystemsandequipmentchangesbasedonbehavioraltrendsandanalyses.MESAteammembersattendconferencessuchasBehavioralSafetyNowandbringhometheirlessonslearnedtoteachtosharewithothers..
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MarathonemployeesandcontractorsaretrainedtoconductobservationsusingobservationcardsdesignedbyMESA.ObservationsarevoluntarybutMESAhassetagoalforeachemployeetoaverage4observationsamonth.ShiftteamsachievingthisaverageparticipateinaMESAmealtobuildteamworkanddiscussbehavioralsafetyinitiativesattheplant.Employees(Marathonorcontractor)whoworkonthesiteareaskedpermissiontobeobservedandcaneitheragreeordeclinewithnorepercussions.PersonswhoareobservedarenotnamedinanyMESAdocumentationincludingonobservationcardsinthespiritof“no-name/no-blame”.MESAhasgeneratedapproximately20,000observationsayearfromTRDemployeesforthepasttwoyears.Theprocessinvolvesobservingpeeremployeesastheydotheirjobtasks.Observerscompletepocket-sizedbehavioralchecklists,thensubsequentlydeliververbalfeedbackbasedonobservations,identifyingsafeandat-riskbehaviorsinapositiveandnon-confrontationalmanner.Observersareencouragedtowritecommentsonthecardforfurtherexplanationaswellasidentifyiftheat-riskbehavioridentifiedwas“incontrol”(i.e.,achoicebytheemployee)or“outofcontrol”(i.e.,promotedbyasystemorphysicalbarrier).ObserversmayalsouseaScantronformforobservationswhichcanthenbeautomaticallyscannedintotheMESAdatabase.Otherwise,observersentertheirobservationsintoaweb-basedform,TIPPS,aftertheobservation.ThegraphbelowdepictsthenumberofactiveMESAobserversandtotalnumberofMESAobservationsbyyearfrom2010to2016.Dataprovidedshowincreasingtrendsinbehavioralobservationsandobservers(notincludingdatafromthe2016Turnaround).
TheMESAprocessissupportedandcelebratedrefinery-orunit-widewithregulareventslikeMESAMeals,MESAQualityAwardsforbestobservations,andMESAweek,whichisanentireweekdevotedtobehavioralsafety,orthe2016MESASafetyAwarenessSummit.MESAalsoworkscloselywithotherTRD/MPCsafetyinitiativeslikeSafety1Training,RiskyJobsTeam,H2STaskForce,ALIRTSSafetySuggestionProgram,SLAM,Person-in-the-Mirror,ResponsibleCare,andProcessSafetyLeadership.
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In2013,MPCboughttheGalvestonBayRefinery(GBR)fromBPandhasbegunoperatingitasaseparaterefineryfromTRD.InthemonthsleadinguptothisreviewtheGBRandTRDhavemergedmanagementteamsandothercriticaloperationsintoonerefineryorganization.GBRisbeginningtoimplementitsownBehavioralSafetyProcessbyfirstidentifyingthesite’sBBSchairpersonandteam.TherespectiveMESAandtheGBRBBSprogramswilloperateseparatelyforthetimebeingduetothewishesofthesharedunion.MESAistakingactivestepstosupportGBR’sBBSstartupthroughtrainingandthesharingofexpertiseandprocesses.
AccreditationStandardsReviewTheCCBSCommissiononBehavioralSafetyhasadoptedtenstandardsascriteriaforAccreditationdecisions.Thereviewteamassessesandreportsevidenceofprogresswithineachofthesestandards.Inthefollowingmaterial,weassessTRD’sMESA(BBSsafetyprogram)throughapplicationofthetenstandards.1 SafetyTeam
a. Learningopportunitiesinbehavioralsciences• TheMESATeamdemonstratedcompetencyinrelevantareasofbehavioralscience.
Manymembersoftheteamattendconferencesspecifictobehavioralsafety.Upontheirreturntheycomplete“learningjournals”toshareknowledgewiththerestoftheteam.
• TheMESAteamwasabletoconductanon-the-spotABC(contingency)analysisonanareaofat-riskbehavior.Theywerealsoabletoaccuratelydescribetheirprocessofdetecting,analyzingandmitigatingriskusingbehavioralprinciples.Inaddition,evidencewasprovidedshowingartifactsanddataresuccessfulpinpointing,trending,analyzing,andinterveningonriskareaswithamplebehavioralevaluationofsuccess.
• TheMESAteamholdsarefinery-basedconferenceonbehavioralsafety,theSafetyAwarenessSummit,tosharefindings,practices,andideaswiththeworkforce.
b. Sharedleadershipfunctionstransferabletootherteammembers• InadditiontothededicatedfulltimeMESAfacilitator,MESAhasidentifiedadeputy
facilitatorresponsibleforvariousactivitiesoftheteam.DataanalysishasbeensharedwithmanagementandMESAteammembers.Further,membersofMESAhavetakenonrolesspecifictotheircraft/shift,unionmembership,professionalexpertise(e.g.,training,engineering)andmembershiponotherteams(e.g.,sharingfindingswithVPPteam).
Standard1Performance:ThereviewteamfindsMESAperformanceonthiscriteriontobeconsistentwiththestandardofGOLDLevel.Standard1Recommendations:ProgresstoPlatinumLevelcanbedemonstratedby:
• Evidenceofspeakingrolesatconferences(NotethatMESAhasparticipatedintheCCBSPre-conferenceworkshopatBehavioralSafetyNow)sharingbestpractices.
• InvitingareabusinessestotheirSafetySummittodisseminatebest-practicesinbehavioralsafety.
• ProvidingmentoringandtrainingtoGBR’snewbehavioralsafetyteam.
2 ManagementSupportandEngagementa. Documentedmanagementsupportandengagement
• TRD/GBRLeadershipprovidesampleresourcesforconferences,timeformeetings(includingovertime),full-timefacilitatorbillet,employeetraining,prizes,meals,andmaterials.
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• Leadershipallowsforfull-timeobserversduringTurnaround.• MESAmembersexpressedconcernthatthemergerwithGSRwilleffecttheresources
andvisibilityprovidedthesmallerMESAprogram.b. Keyleadersareheldaccountableforfeaturesoftheprogram
• LeadershipmakesMESAvisibleinitssequentialsafetymeetingsandotherongoingcommunications.
• Mid-levelmanagershaveanunevenperceptionoftherequirementtogenerateanaverageof4observationsamonthfromtheirshift.Sitereviewersexperiencedwidevarianceregardingthisperceptionandincluderumorsthatmanagerslosebonusincentivesiftheiraveragenumberofobservationsfallstoolow(throughmanagersfeelcompelledbytheMESAmealstoachievetheaveragewithnoperceptionofpressure).
• Werecommendfurtheranalysisandclarificationoftheaboveobservation.c. Keyleadersacrossthesitehaveacquirededucationinbehavioralsciences
• ThenewleadershipatTRD/GBRcomesfrombackgroundsatotherMPCRefinerieswithmaturebehavioralsafetyprograms.LeadershipsoughtoutatrainingsessiondescribingprocessesspecifictoMESAinthemonthsfollowingthemerger.
Standard2Performance:ThereviewteamfindsMESAperformanceonthiscriteriontobeconsistentwiththestandardofGOLDLevel.Standard2Recommendations:ProgresstoPlatinumLevelcanbedemonstratedby:
• Achieving1)asharedunderstandingof,and2)carryingouttheobservationrequirementsofMESA.
• EvidencethattheMESAprogramcansucceedacrossthechangeinleadershipcurrentlyexperiencedandwiththemergerwithGBR.
• LeadershipatTRD/GBRseekingfurtherknowledgeandtraininginbehavioralsciencebeyondthebasicsofbehavioralsafety.
3 WorkerKnowledge,Skills,andInvolvementa. Widespreaddemonstrationofworkingknowledgeofthebehavioralsafetyprogram
• MPCassociatesandcontractorpersonnelassociatedwiththelegacyTRDfacilitywhowereinterviewedhadfullknowledgeoftheMESAprocessesandsuccesses.
• Someworkers,especiallycontractorsmaynotunderstandsomepartsoftheobservationprocesssuchasthe“incontrol”itemsandtheproductionofqualitycomments.
b. EmployeesareengagedandwillingtoparticipateinMESA• Employeesareengagedandwillingtoparticipateasevidencedbyhighobservation
rates,nearmissreporting,andsuggestions.• MembersofMESAcontinuouslyseekoutsuggestionsfromtheworkforcefor
improvementstoMESAprocessesandoutcomes.MESAteammembersholdmeetingswiththeircraft/shift,focusgroups,andwithothersafetyteams(e.g.,VPPS)toshareinformationandgatherfeedbackfortheMESAprocess.
• TheunionsacrossTRDandGBRareworkingtobuildmorecooperativerelationshipsafterrecentdisruptionsduetothehurricaneandTRD/GBRmanagementconsolidation.ThesedisruptionsposepotentialbarrierstothesuccessofMESAandGBR’sbehavioralsafetyprocessandeventualmerger.Recenteventsandmeetingsbetweenunionleadershipinthetwooperations(GBRandTRD)hasresultedinpositiveagreementsandcommitmentstostarttheGBRBBSprocesswithTRD’ssupportandhelp.
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Standard3Performance:ThereviewteamfindsMESAperformanceonthiscriteriontobeconsistentwiththestandardofGOLDLevel.Standard3Recommendations:AchievingperformanceatthePlatinumLevelcanbedemonstratedby:
• HelpingGBR’sbehavioralsafetyteamsuccessfullytrain,developandgainparticipationfromtheGBRworkforceastherefineriescontinuetomergeoperations.
• ContinuedcooperativerelationshipsbetweentheunionsatTRDandGBRtoassessandremovebarrierstoeachprogram’ssuccessandtheeventualmergeroftheprograms.
4 RiskAnalysis,Pinpointing,andBehavioralObservationsa. Observationtargetsarere-assessedandprioritized
• TheMESAbehavioralobservationcardisupdatedonceperyear.However,thebasicbehavioralpinpointshavebeenaroundforsomanyyearsthatmanyofthemhavebeenmemorized.TRDpersonnelinterviewedreportedenteringdataintotheonlinesystemwithoutusingacard.
b. Dataarecheckedforaccuracyandquality• Highpercentageofsafeaggregationsacrossallbehaviorspinpointedraisesconcernsof
pencilwhipping,memorization,andaleniencybias.TherewassomeevidencethatMESAteammembersandparticipantobservershavetheperceptionthat“allsafe”cardsareagoaloftheprogram.Thisperceptionmayleadtoaproliferationof“100%safe”cards.While100%safecardssuggestsubsequentreinforcingfeedbackfrompeersforsafebehaviors,thesepracticescallintoquestionthevalidityofthedata(i.e.,notreflectingthetypesandquantityofat-riskbehavioroccurringinthefield).
• ManyobserversontheMESAteamattempttoscreenforpencilwhipping.However,theprocessthatwasdescribedinthisscreeningfocusedmoreontryingtofindanat-risktrendsignalwithinthe“noise”orabundanceofcardsmarked100%safe.MESAtypicallydoesitsanalysisandriskmitigationonpinpointedbehaviorsthatareashighas95%safe.Commentsareusedforriskidentificationintheabsenceofdata-basedat-risktrends.
c. Datacompiledandanalyzedmonthly• Dataanalysisisfrequentandidentifiesat-riskbehaviorstobefolloweduponeach
monthduringMESAteammeetings.MESAteammembersattempttoverifytheat-risktrendsindependentlyintheircraft/shiftinteractions.ABCanalysesareconductedeffectivelytotargetbehavioralcauses.MESAteammembersformsub-teamsandinteractwithmanagementstafftohelpfindrootcausesandsolutions.
d. Interventionsarederivedfrombehavioralanalyses• AmpleevidencewasprovideddemonstratingtheuseoftheABCanalysisanddata
trackingbasedonbehavioranalysistoderiveandevaluateinterventions.e. Task-specificbehavioralobservationsaredeveloped,conducted,andusedtodevelopinterventionimprovements
• Inthepast,MESAhadthepracticeofdevelopingmonthlytask-specificcards.Buttheprogramhadceasedtodothis.Thecurrentpracticeofcreatingsub-teamsandworkingwithothercommittees(e.g.,VPP)replacesthetaskspecificcardsusingtheexpertiseofthosedoingthetaskdaytoday.
• However,interviewsrevealedexamplesoftaskspecificbehaviorsthatcouldcreatesubstantialrisktotheworkerandenvironment.
• Thereviewteamencouragesthepracticeoftaskspecificcardsonatemporarybasistotargethigh-risk,highvariancetasks,especiallythosetasksthatarenotengagedona
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frequentbasis.Employeeteamscanhelpcreatethecards,whichcanbeuseduntilworkersdemonstratefluencyonthetask.Alternatively,thebehavioraltaskspecificcardscanbeusedaschecklistsforhigh-riskjobtasksthatarenotdoneonafrequentbasis.Notethatthebehavioralcard,ifdonecorrectlywithenoughdetail,cansupplementjobsafetyanalysesandoperatingprocedures.
Standard4Performance:ThereviewteamfindsMESAperformanceinthiscriteriontobeconsistentwiththestandardofGOLDLevel.Standard4Recommendations:ProgresstoPlatinumLevelcanbedemonstratedby:
• AdaptingtheMESAprocesstobeidentifyat-riskbehaviorsbeyondthecurrent97%+percentsafeaverages.Periodicat-riskpercentagesshoulddropbelow90%withincrafts/shiftstofindmeaningfulissuestomitigate(muchlikeMESAdidduringitsturnaround).Considerdevelopinga“LearningObservation”metricwhereobservationcardsarescoredfortheat-riskbehaviorsthatareidentifiedandassociatedwithspecificcomments.
• Evaluatingindividualobserversandcraft/shiftteamsontheirperformanceindeliveringqualitylearningobservations.Thosewhoneedhelpshouldbecoachedinfindingrisk(whilestilldeliveringreinforcingfeedbackforsafebehaviors.)Forexample,theMESAteamcouldconsiderdesignatinganumberofMESAobservationfieldcoaches.ThecoacheswouldthenescortregularMESAobserversontheirobservations,conductobservationsindependently,andthencomparetheoutcomesofthetwoobservations.Ifdiscrepanciesarefound,remedialactionsuchasre-trainingorfeedbackfromcoachescouldbeusedtoimproveaccuracy.Asystematicongoingplanforroutineassessmentsofobservationaccuracyisstronglyrecommended.ThiscoachingmaybeneededwithintheMESAteamfirstinordertocreatesufficientmodelsofeffectiveat-riskidentification.
• Taskspecificbehavioralcardsandobservationsshouldbeconductedonprioritytargets,targetsofconcern,becauseoftheirhigh-riskcircumstances,infrequency,orprocesssafetypotentials.
• Inordertopredictfutureincidents,theMESAcommitteeshouldexploremethodstosimultaneouslytrendmultipleindicatorsofinjuries.OneaccreditedMarathonRefineryhasfounditusefultosimultaneouslyexaminetrenddatafrombehavioralsafetyobservations,nearmisses,teamsafetyinspections,weeklyhazardassessments,SMEaudits,managers'audits,fieldverificationaudits,lifecriticalevents,andinjuries.Inthismanner,therefineryisabletousemultipleindicatorstopredictingthetypeornatureofthenextincident(e.g.,housekeeping,confinedspace,etc.).
5 GoalSettingandIncentives
a. Goalsaresetforsafetyprocessbehaviorsonly.• WhileMESAandTRD/GBRareproudoftheirOSHA/MPCinjuryreportingratesand
processsafetymetrics,theselaggingindicatorsarenotusedtodrivegoalsettinganddecision-making.Leadingindicatorssuchasobservations,closecallandfirstaidreporting,participationinsafetycommunications&events,andsafetysuggestionsaretrackedandcelebrated.
b. Goalsaresetforqualityobservationsyieldingat-riskbehaviorandcomments• Asnotedpreviously,theproliferationof100%safecardsand97%+safepinpoints
suggestsnogoalsaresetfor“quality”observationssuchasthe“learningobservations”suggestedabove.
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c. Anyincentivesareevaluatedandrefined• TheMESAmealsandsmallrewardsseemtobeeffectiveinmaintaininghighlevelsof
observations.Whilevoluntary,theserewardsmaypromotesomeamountofpencilwhippingandlowertheachievementofqualitylearningobservationsasparticipantstrytogettheir4observationsineachmonth.Regardless,iftheseobservationsdoindeedresultin4safetyconversationsamonththenthesesmallincentivesmaybeawin.However,datasuggeststhatpencilwhippedandhurriedobservationsrarelyresultinfeedbackconversations.Givingattentiontoobservers’planningandpersonallyschedulingtheirobservations,ratherthanpostponingthem,couldbehelpfulinproducingdistributedandqualityobservations.
• Marathon’scorporatepolicymaintainstheuseofOSHAinjuryratesintheformulaformanagementbonuses.Wefoundnoevidenceofasystematicevaluationoftheeffectsofcorporatebonusespotentiallyleadingtounderreportingofincidents.
Standard5Performance:ThereviewteamfindsMESAperformanceinthiscriteriontobeconsistentwiththestandardofGOLDLevel.Standard5Recommendations:ProgresstoPlatinumLevelcanbedemonstratedby:
• The“4observationsamonth”goalshouldberefinedtoincludealearningobservationmetric.Forexample,eachcraft/shiftandcontractorgroupshouldsetgoalstodiscoveracertainnumberofat-riskbehaviors(withcomments)permonth.Further,eachgroupshouldadoptgoalstosolveoneat-riskbehaviorproblemamonthorquarter.
• Observersshouldplanthedaysandtimesoftheirfourmonthlyobservations.• MESAmealsandsmallrewardsshouldberefinedtorewardindividualandgroupgoals
aroundat-riskidentification(withcomments)andproblemsolving.
6 EffectiveCommunicationandPerformanceFeedbacka. Performanceresultsarecommunicatedwithemployees
• Workersgetfeedbackontheirobservationandat-riskmitigationsuccessesthroughmonthlymeetings,posting,MPCTV,andothermeans.
b. Follow-uponsafetyconcernsarecommunicatedanddocumented• FollowuponSafetyConcernsaredonethroughsuggestionssoftwareprocessesthat
escalateissuesuntiltheyareresolved.• Thereissomeconcernthatmanagerswill“resolve”anissueonlinewiththe“promise”
offixingtheissuelaterwhenresources/timeareavailable.c. Consequence-basedandsystem-change(equipment,facilities,process)safetysolutionsarecommon
• MESAcoordinatestheireffortswithotherrefinerycommitteesfocusingonhazardmitigationandsystemicchanges(e.g.,VPP,ProcessSafetyteam,etc.).Thisrepresentsabestpracticeofteamworktodeliverlastingchangesinat-riskbehaviorsbyreducingtheneedfortheworkertotakeariskinthefirstplace.
• ThereisvariationaroundtheenforcementofCardinalRulesinthecontextof“noname/blame”MESAObservations.
d. Antecedent-onlysafetysolutions(awarenesssessions,training)arerare• MESAemployeesshareantecedent-basedsolutionsthroughthesafetycommunication
systemsoftherefinery(meetings,TV,safetysummit,etc).Toolboxtalksandgateawarenessralliesarealsousedtosomelevelofeffectiveness.However,asnotedabove,MESAalsousessub-teamsandcoordinationwithotherteamstoalsodeliverconsequenceandsystems-basedinterventions.
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Standard6Performance:ThereviewteamfindsMESAperformanceinthiscriteriontobeconsistentwiththestandardofPLATINUMLevel.Standard6Recommendations:ContinuationofperformanceatthePlatinumLevelcanbedemonstratedby:
• Thedocumentationof“SuccessStories”detailingtheidentificationofat-riskbehaviorsthroughtheobservationprocess,analysisandeventualevidence-basedmitigationthroughsystemicchanges.AgoodexampleofthiswouldbethestoryshowingriskmitigationincontractorswhowerefoundtobewearingrainjacketsovertheirH2Smonitors.
7 EvidenceofProgramEffectivenessa. Sustainedimpactonlaggingindicatorsofinjuriesandothermetricsisdemonstratedfor3ormoreyearsbelowindustrystandard
• TRDhasenjoyedsustainedinjuryreductionoveratenyearperiodprecedingtheirfirstAccreditationaward.ThismetricisconfirmedwithintheircontractorworkforceandinMPCmetricsaswellasinProcessSafetyandEnvironmentalmetrics.
Standard7Performance:ThereviewteamfindsMESAperformanceonthiscriteriontobeconsistentwiththestandardofGOLDLevel.Standard7Recommendations:ProgresstoPlatinumLevelcanbedemonstratedby:
• AsTRDmergeswithGBR,continuedreductionininjuryratesthatarebelowindustrystandard.
• Providingadashboardofotherlaggingandleadingindicators(e.g.,workerscompensationpremiums)includingbusinessmetricsimpactedbysafetyexcellence.
8 ContinuousImprovement(CI)andSuccessionPlans
a. CIplanisoperational,examplesofcorrectiveactionsarewelldocumented,includessuccessionplanningforkeyprogramleadersandchampions.
Forkeypositions,the“back-up”peoplehavebeendesignatedwhoaretrainedandcanstepintopositionvacanciesduetoretirements,newassignments,etc..Butthisismostlikelywhenavacancyorchangeisknowntobeapproachingratherthanacontinuingprocess.Thetrainingofback-uppeopleforkeypositionsismoreinformalthanformal.
Standard8Performance:ThereviewteamfindsperformanceonthiscriterionisunevenbutattainsthestandardofGOLDlevel.
Standard8Recommendations:ProgresstotheGOLDorPLATINUMlevelcanbedemonstratedby:• Amoreexplicitdesignationofthepeoplewhoarepartofasuccessionplan,including
thespecificationofjobexperiences,training,andthetimerequiredtoequipthemtobereadytostepintonewresponsibilities.Thencontinuousactiontoimplementthoseplans
• MaintenanceandupdatingoftheMESAleadershiptrainingandsuccessionplanaspartoftherecordsofMESA.
9 ExtendedApplicationsofBehavioralTechnologiesa. Evidenceofbehaviortechnologiesappliedtootherorganizationalprocesses(e.g.,processsafety,quality,production,leadership)
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• TRD/GBRarebeginningtodemonstratetheroleofbehavioralscienceintheirprocesssafetymanagementasMESAprovidesrisk-identificationandproblemsolvingcompetenciesonteamsthataretargetingprocesssafety.
• Therewasnodirectevidenceofferedshowingtheuseofbehavioraltechnologiesinotheroperationalprocesses(productquality,planning,production,leadership).
Standard9Performance:ThereviewteamfindsMESAperformanceonthiscriteriatobeconsistentwiththestandardofGOLDLevel.Standard9Recommendations:ProgresstoPlatinumLevelcanbedemonstratedby:
• ExplicitlyuseofportionsoftheobservationcardandMESATrainingtoencouragesystematic“look-arounds”forprocesssafetyissuesatthepointofobservation.Andtherecordingandsharingofthoseobservations.
• Developmentofleadershiptraininginbehavioralscienceappliedtootherareasoforganizationalperformance.
10 CorporateResponsibilityandOutreacha. Lessonslearnedandbehavioraleducationissharedwithcompanypartnersandcontractors
• MESAconductsanannualSafetyAwarenessSummit.• MPChasarichprocessandhistoryofsharinglessonslearned,incidents,andbehavioral
knowledgeamongteamswithinitsrefiningdivision.However,otherdivisionswithinMPC(retail,transportation,pipeline)donotseemtobeinvolvedinsharingbehavioralpractices.
b. Promotionandsupportforcompanypartnersandcontractors’adoptionofbehavioraltechnology
• TRD’scontractorsarefullyrepresentedontheMESAteamandareinvolvedinobservations.
c. Programsupportsorcollaborateswithsafetyresearcherstohelpadvancethescience.• MESAhostedaninternfromabehavioranalysisprogramatFloridaInstituteof
Technology.d. SPECIALNOTE
• ThisisstrongevidenceofMPC,TRD,MESAandindividualemployeesupportofthecommunityinwakeofthehurricane.TRDandMarathonasacorporationprovidedfinancial,housing,andotherformsofsupporttoaffectedemployees.Disruptedliveswerere-stabilized.Employeesandtheirfamilieswereabletocontinuetheirnormallivesofwork,school,andcommunitycontributionsand,duringatimeofcrisis,maintainingfamily’semotionalandfinancialstability.TheseeffortswerealsoextendedbeyondTRDtothepeopleandorganizationsofthelargersurroundingcommunities.TRDandMarathonshowedexemplarycommunitycaringandoutstandingcitizenship.
Standard10Performance:ThereviewteamfindsMESAperformanceonthiscriteriontobeconsistentwiththestandardofGOLDLevel,withPLATINUMlevelrecognitionforTRD’seffortsmentionedintheSPECIALNOTE,above.Standard10Recommendations:ProgresstoPlatinumLevelcanbedemonstratedby:
• OurstrongrecommendationforachievementofPlatinumlevelAccreditationisforTRDtodemonstrateMESA’scontributionstoandinfluenceoverthesuccessofmanagementgrowthandprogramintegrationofBBSatGBRandTRD.
• TRDMESAshouldconsiderstrengtheningtheeffectivenessofBBSinotherways(e.g.,contractorprogramsoutsideofTRD,otherindustrypartnersintheHoustonarea