4. ehavioral safety program desription and a …

Company ‒ Program

Reaccreditation.2018 Copyright © 2017 CCBS All Rights Reserved PAGE 1 | 20

4. BEHAVIORAL SAFETY PROGRAM DESCRIPTION and ACCREDITATION APPLICATION

Date: 10/08/18

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.

Program

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

1406 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.

NA

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.

Chad Tislow (Safety Director)

618-544-8504 (office)

618-421-2191(Cell)

[email protected]

1406 S. Eaton St.

Robinson, IL 62454

End of Section A

Morris Construction

http://www.behavior.org/index.php

http://www.behavior.org/interest.php?id=16

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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.

Morris Construction is a mechanical contractor specializing in the piping trades. The company has a wide range of strengths including Industrial Construction, Plant Maintenance, Oil Refinery Construction, Pipe Fabrication and Installation.

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

Morris Construction is a Union contract company with a fluctuating workforce depending on the amount of work available. We are currently at 70 employees with the majority of those being Pipefitters. Morris also employes an Union Laborer.

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

Lori Hetzler

President

Kiah Holt

Payroll

Tim Hetzler

General Manager

Todd Hanson

Laborer

Chad Tislow

Safety Manager

Scott Schroedter

Superintendent

Darrell Pickett

General Foreman

Foreman

& Craft

Jeff Montgomery

General Foreman

Foreman

& Craft

Brady Lockhart

General Foreman

Foreman

& Craft

Collin Thorlton

Planner

Russ Swan

QA/QC

Propane

Loaders

Ross Hetzler

VP Operations

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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 10 91%

Hourly-Part Time or Temporary 0 0

Salaried 0 0

Contract 0 0

Other: Click here to enter other. 1 9%

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.

With the amount of turnover in our workforce due to the fluctuation of work, keeping a consistent safety team was a major challenge. Upper management decided to mitigate this issue by having the safety team be comprised of the “core group” of Morris Construction employee’s who stay employed with the company at all times. By doing this the team has been the same for years now.

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 Occasionally

Safety professionals Regularly

Supervisors or middle managers Regularly

Senior managers or executives Regularly

Other: Marathon Coordinators Regularly

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.

Morris Construction Safety Director

None Select...

weekly Select...

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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?

BBS Short Shot Observation Training 3 As needed Optional Safety Director

BBS Awareness Training 1 yearly Required Safety DIrector

Safety Boot Camp 5 Minimum

yearly Required

Safety Director, Compnay Owners,

Outside Parties

LTC BBS Conference 10 Bi -yearly Required MPC, Contractors, BBS Professionals

BSN Conference 40 yearly Optional BBS Profesionals

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.

The Morris Construction Safety Director is in charge of the training material weather giving it himself or setting up outside parties or scheduling attendees for BBS conferences. The safety director has bachelors degree in safety management, 10+ years of work expierence, has attended multiple BSN safety conferences, and has been through the CCBS accreditation process 3 years ago.

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?

Morris Constructions safety director assess’s the knowledge of the BBS training and the effectiveness of it in the field by verbally and visually interacting with the team members. Q and A sessions take place after training to make sure that all employees understand the BBS process and expectations fof the company regarding BBS. Employees are shadowed in the field occasionly by the safety director when they do observations to make sure they are being done correctly. If the observer is not performing up to par, retraining is done and further field observation will take place.

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 NA

Department Managers NA

Safety professionals Spearhead the BBS process for Morris Construction

Supervisors or middle managers Actively participate and encourage those working for them to do so to

Senior managers or executives Actively participate and address importence of BBS to all Morris employees

Other: Click here to enter other. NA

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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?

Attendance in safety meetings and trainings is documented through sign in sheets. Morris Construction owners and managers attend the weekly meeting and training sessions. Morris Construction also participates with Marathon when they have lunch celebrations for all employees.

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?

Management and front line supervisors are encouraged to lead by example and participate in the BBS process by doing short shot observations. They are also to encourage their work groups to participate and always give the time to do a short shot.

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)



Salaried 0 0

Contract 0 0


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)

Click here to enter text.

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Salaried 0 0

Contract 0 0


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?

Toolbox Talks and Safety Meetings: Every morning (except the morning of the all hands weekly safety meeting) the General Foreman, Foreman, or Safety gives a short toolbox talk at the jobsite. After the toolbox talk each crew goes over the Safety Task Analysis (STA) and signs in on the front of it. The foremen then brief the workers on the Joint Job Site Visit (JJSV) that was completed with Marathon Operations on the tasks they will be performing for the day. Each week, Morris Construction holds a safety meeting that all employees are required to attend. This meeting is where required training topics are covered, incidents/near misses that might have occurred are discussed, and any other safety issues are brought to the attention of everyone. At the end of the meeting the floor is open to all employees for questions or concerns that they would like to discuss. Example: With the glove requirements in the refinery it has been quite the task to find the "right" glove(s) that best fit each person and each different task. To help narrow the search for the perfect glove(s) we started a Glove Exchange Program. With this program we put out an assortment of glove samples out in the field for different tasks and let the guys that wear them give us feedback on them. We tracked not only how they felt but also how long they held together and when they did start falling apart where on the glove was the failure (palm, fingertips, stitching, etc). When each employee needed a new pair they turned their used pair in and gave feedback on the glove. This helped us settle on two new gloves along with the previous cut proof/impact glove we had been using to give employees three options for hand protection. This has proved to be greatly successful because zero hand injuries have occurred since this was implemented.

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.)?

Behavioral observations and assessment of safety risks within Morris Construction can be made in numerous ways. BBS short shots, incident invetigations, near misses, toolbox talks, safe work permit, JJSV’s, SLAM technique, and jobsite audits are all tools used in the assessment of 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.

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Morris Construction utilizes the MPC short shot books as their observation scorecard. See the attachment in section E for a recently completed scorecard. Everyone working for Morris is free to be observed and since all tasks have a potential for risk, all jobs are targeted for observations. However, during large turnarounds and/or projects, Morris has a full time BBS observer(s) to have another set of eyes identifying and correcting hazards and/or unsafe behaviors.

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.

Click here to enter text.

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.

Morris Construction employees are encouraged to actively participate in the observation process. Trained

observers have the ability to observe any craft and anyone on site, regardless of employer. Observers are

trained to receive permission from the subjects being observed before continuing with the observation.

Once the observation has started, the form can then be filled out. Morris Construction uses the same

observation form as our host site Marathon. The observations are called SHORT Shot observation

checklists. The first question on the observation sheet is if the unit is in Turnaround. The next line on the

observation sheet, the Observer or “SHORT Shooter” can choose to sign his or her name and the

company he/she works for but this is not a requirement. The primary benefit to signing the observation

sheet is if follow-up action is needed on a concern or an at-risk. Date and time of observation are

recorded and so is the type of observation. The two types are “self” or “peer to peer”. Workgroup

Observed and number of people observed are the next two questions on the SHORT Shot form. Next, the

form asks if a conversation occurred before the observation took place. The majority of the time this

should be marked yes since permission should be giving before an observation takes place. However

some companies have hard hat stickers that let observers know that they can observe them without

permission first. A short description of the task being observed is listed next. The last two questions on

the form are checked if the observation being done is a conditional issue instead of a behavioral. This

allows the observer to check the severity of the risk associated with the frequency. Also, it asks if the

foreman has been made aware of the conditional issue. Each of the sections on the checklist is to be

examined during the course of the observation. If an area is determined acceptable, then it is to be marked

“S” or safe. If any of the areas are deemed a concern that category will be marked in the “O” box for

Opportunity for Improvement. If the observer identifies a conditional hazard, that area is marked “C” for

condition. In the event an area is marked Opportunity for Improvement, this immediately triggers a

conversation with the individual working. On the back of the form is also the comments section. Anytime

an Opportunity for Improvement is identified a brief description of the identified opportunity along with

the conversation that occurred afterwards should be included in the comments section. In any event, if an

“opportunity for improvement” is identified or if the entire observation was deemed safe, feedback should

be given in a positive manner to the employees observed on the areas viewed as safe. The Observer

should then express concern about the “opportunity for improvement” section and encourage change.

Yes-Always Yes-Always

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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.

See the table below in Section E for the total number of observations done by Morris Construction employees in 2015, 2016, 2017 and 2018. Since the observation process is totally voluntary, Morris does not set a goal or quota on number of observations per year.

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.

During normal maintenance activites, data is presented on a monthly basis durning the monthly STEPS safety meeting in the all hands safety meeting. However, during Turnaorund when both number of employees and work load increases drastically, data is presented daily for both day and night shifts.

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.

Awareness training is conducted for all employees each year during one of the mandatory all hands

safety meeting. This awareness training mainly focuses on the SHORT Shot form and reminding all the

importance of having a conversation with the person you are observing. Every observation turned in is

reviewed by the Morris Construction BBS facilitator to look for “pencil whipped” observations and

observations that may not be filled out correctly. If either of these issues is identified, the facilitator will

address the concern with the employee doing the observation. Retraining might be necessary.

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.”)

Goals/Expectations for the field employees are verbally set before major projects and turnarounds. Morris Construction fed off of IRD’s slogan of Target Zero and made Zero Injuries a core company value. Even though it may not be achievable with the amount and type of work we do, it still needs to be the mindset of everyone that no one gets injured. We believe we have reached this mindset because all levels of the company (from field employees all the way up to the owners) have come together as a team and focused on the same vision of Zero Injuries. Morris Construction rolled out and hosted the first ever contractor Standard for Excellence initiative in partnership with IRD and Plumbers & Steamfitters Local 157. The initiative was presented in front of our entire workforce. Also in attendance were a representative of the United Association, several IRD team leaders, and leadership from Local 157. The goal of the initiative was to encourage our employees, Local 157 leaders, as well as IRD leaders to approach projects in a true Tripartite manner, to embrace communication, collaboration, and mutual respect for one another. Morris believes this partnership is one of the many keys to success at IRD. We encouraged all our workforce to individually sign an acknowledgment form that states their commitment to the highest standards of quality work using the best skills and work practices to maintain a safe jobsite, on time, on budget, and incident free. Morris

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Construction will continue to use the Standard for Excellence as a model for how we conduct business.

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.

Front line supervisors (General Foreman and Foreman) are the ones who spend the whole day in the field directly supervising the employees doing the work. The importance of getting this level of supervision in the mindset of Zero Injuries and Safety First is second to none. To get to where we wanted to be with our front line supervisors, Morris Construction holds an annual Safety Boot camp for supervision. Examples of the initiatives and expectations for front line supervisors include:

Expectations: o Notwithstanding anything else, target ZERO injuries for all work at all times. o Production + Safety = SAFE Production. If it comes down to one or the other, the safe path is the

only way to go. o Accountability for actions, decisions, and safety performance of their crews. o Safety Ownership – Take responsibility and don’t make excuses, cast blame, or point fingers at

others. Take responsibility for everything related to safety that is happening that affects you and your crew. Own it.

o Ensure each employee knows they have the right to STOP a job and ask questions if they feel unsafe.

o Conduct quality BBS Short Shots, JJSV’s and STA’s and communicate both to crews thoroughly. o Analyze each job throughout the day and use SLAM to identify hazards and mitigate those hazards

for your employees. o Stick up for your crew but don’t get defensive. o Promptly report any incidents or hazards produced by or encountered while crew is performing

their work. o Ensure proper safety equipment and PPE is provided, in good condition, and is used properly. o Communicate safety expectations to the crews. o Walk the Talk!

Initiatives: o More thorough and engaging toolbox talks every morning on the jobsite. We asked for foreman to

write down any remarks or safety suggestions that arise and to follow up on them and to share them in the weekly all hands safety meetings.

o We decided to have the foreman hold a second toolbox talk right after lunch to refresh and refocus on safety and the tasks at hand.

o Foremen were encouraged to recognize individual(s) at their toolbox talks or at the weekly safety meeting for safety behavior or hazard recognition/mitigation.

o Foreman along with the Morris Construction safety director held weekly jobsite audits on each foreman’s particular work that is going on. Any deficiencies that were recognized were corrected on the spot and findings were shared in toolbox talks and weekly all hands safety meetings.

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?

Morris Construction currently does not have a BBS incentive program. We have used them in the past though. However, Marathon will occasionaly have incentives during turnaorunds, major projects, and observation blitz’s that Morris does participate in.

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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.

There are various ways in which safety and health information and performance feedback is provided to the workforce. The weekly all hands safety meeting is probably the most common platform used to relay this information. Daily toolbox talks are a way of getting that information if important enough to the workforce immediately. Marathon puts out a STEPS powerpoint each month with safety and performance information that is presented to all Morris employees in the weekly all hands safety meeting.

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.

Once again, the weekly all hands safety meeting is the main platform used to communicate to the workforce. Concerns that have arose from observations, near miss reporting, an incident, or just verbally are addressed and corrected as soon as possible and then shared with the entire workforce either in a toolbox talk or during the all hands safety meeting.

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.

Both Morris Construction upper management and Marathon coordinators are in attendance at the weekly all hands safety meeting making sure those meetings meet the communication expectations. Morris Construction President and/or management representative participates in all company new hire orientations to solidify management’s desire for and willingness to work toward the absolute safety of all employees. They stress their commitment to safety will be demonstrated by never compromising it for the sake of productivity and offer up an “open door” policy whereby all employees know they may bring their safety concerns directly to management

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.

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This graph is intended to compare OSHA Recordable rates published by the BLS to Morris Constructions rates from 2012-2018. As you can see in the chart below, Morris Construction is below the industry average each year.

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 numbers don’t lie when looking at BBS participation versus incidents/injuries occurring. The amount of observations always increase when manpower is up during turnarounds and/or large projects and we actually see less injuries and incidents during this time. Morris Constructions OSHA recordables over the past few years have occurred during just regular routine maintenance activities when we see less observations being done. This proves that by doing an observation and having a conversation drives injuries down weather an opportunity for improvement is discovered or not.

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.

0

1

2

3

4

5

6

2012 2013 2014 2015 2016 2017 2018

R

a

t

e

Year

OSHA Recordable Rate

Industry Average

Morris

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2005 – Morris Construction established a Behavioral Based Safety Program and rolled it out to its employees. 2006 - Morris Construction became one of the original members of the Contractor Advisory Panel (CAP Group) at the Marathon Refinery. This group was established so that all nested contractors working at th refinery would get on board with the already established BBS process that Marathon was doing. Each company selected an individual to attend monthly CAP meetings and tp spearhead the companies BBS process as the BBS coordinator. 2008 – Morris Construction started training their own people on the BBS process after Marathon conducted all of the original training when the CAP group was established. Company BBS coordinator was sent thorugh a train the trainer course. 2010 – Current Morris Construction BBS coordinator took over. 2011 – MSAT project took place where 100% BBS trained was required. 2012 – All Morris Construction employee’s started receiving BBS awareness training during the hiring in process. 2014 – Morris Construction started having designated observers during turnarounds at Marathon. Depedning on the manpower number, Morris provided 1-2 observers per shift. 2015 – Morris was accredited by the CCBS 2015 – Morris started placing designated observers by their own choice on major capital projects to have another set of eyes on the jobsite and improve their safety record. 2016 – FUELS group was implemented at the refinery where the contractor and Marathon BBS safety teams combined into one team. 2017 – Morris supplied multiple people during BBS observation Blitz 2018 – Going through the reaccreditation process Looking forward – Discussion about making a company specific observation sheet and ways to improve participation.

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?

Morris is always open to improving their BBS process. In years past, Morris has had representation at many safety conferences including the BSN convention and local Marathon BBS safety fair at Lincoln Trail College.

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.

Morris Constructions succession plan states that if a member of the safety team, which is comprised of the core group of Morris employee, would leave the company whoever filled that position would also fill the vacant slot of the safety team.

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C9. Extended Applications of Behavioral Technologies

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.

Safety, production, and quality all go hand in hand to make Morris Construction successful year in and year out. All three interact with each other and equal focus are put on them. Our goal is to have the safest quality production possible and the BBS process plays a part in that. The idea of observing and having conversations and correcting behaviors spills over to the production and quality aspect.

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.

Morris Construction is very transparent to its own workforce, to other contractors working in the refinery, and with Marathon. Information is openly shared at Marathon among everyone from incidents, injuries, safety procedure changes, near misses, safety bulletins, PPE recalls, etc. These are communicated through safety meetings, toolbox talks, training sessions, bulletins, STEPS packet, etc.

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.

Morris Construction is very transparent to its own workforce, to other contractors working in the refinery, and with Marathon. Each year we apply for the Excaeptional Contractor Award here at the Marathon Refinery. Included in the application are company goals, inititaves, expectations, successes, good practices, etc. These are shared not only with Marathon but also with other contractors at Marathon during the quarterly contractor safety meeting. Injuries and incidents that Morris employees are involved in are also shared with Marathon and other contractors working at the refinery in meetings, safety bulletins, monthly STEPS packet, etc.

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.

Most of Morris Construction subcontractors are companies working at the Marathon facility and already have their own BBS process. If a company does not have their own BBS process they are encouraged to participate in our process while working for us or until they have their own process. All employees that hire in for Morris Construction are put through BBS awareness training their first day on the jobsite in the company new hire orientation.

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

Morris Construction was accredited by the Cambridge Center for Behavioral Studies in 2015. Anyone can get on the CCBS website and see our accreditation application and on site visit notes. Morris has shared their BBS process and best practices with other companies multiple times.

Company ‒ Program


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.

Morris Construction promotes and shares BBS safety with other contractors and with Marathon. We are a member of the FUELS BBS team which consists of other contractor and Marathon representitives. This group meets on a monthly basis to discuss ways to continually imporove the BBS process at IRD. Starting in 2013, Morris along with Marathon and other contractors have planned and carried out a BBS conference that takes place locally for not only those working for/with Marathon directly but also sister refineries, pipeline, and business’s across the Wabash Valley. World renowned BBS professionals have spoke at the yearly conference about everything from BBS basics to advanced practices. Morris Construction is also a regular attendee of the Behavioral Safety Now (BSN) Conference which is the premiere conference on behavioral safety. Year in and year out the best in the industry share their success’s, failures, best practices, and any cutting edge technology that will improve the BBS process.

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

Non BBS Related safety initives and accomplishments: 2016: LCup Turnaround – Ran from January 2016 through April 2016. Morris had an average of 182 employees that worked 35,192 hours on the project and no OSHA recordable iknjuries occurred. Exceptinal Contractor Award Finalist – Morris was one of three finalist for the inaugural Marathon Exceptional Contractor Award. Morris Construction Boot Camp – Morris started a yearly safety boot camp for management and front line supervisors.

2017: Tier 3/DHT Project – Occurred from the end of December 2016 thorugh March 2017. Morris worked 3,145 hours with anaverage of 36 employees without having an OSHA recordable.

Alky/GDU Turnaround – Ran from September 2017 through December 2017. Morris averaged 110 employees and worked 19,085 man hours without an OSHA recordable injury.

Exceptional Contractor Award SemiFinalist – Morris was a semifinalist in 2017. Morris Construction Safety Director voted onto the Contractor Leadership Team at Marathon 2018: Sulfur Unit Turnaound – A short turnaround that lasted one month where Morris averaged 146 employees and worked 25,168 manhours without an OSHA recordable injury.

Plant 2/3 Turnaround –

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.

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Morris Construction Observations

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Observations Done on Morris Construction

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Company ‒ Program


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Company ‒ Program


Company ‒ Program


End of Section E

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