Cambridge Center for Behavioral Studies Accreditation Site ......Cambridge Center for Behavioral Studies Accreditation Site Visit Report To: Reginald Foley MESA Facilitator MARATHON

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.


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


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.


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..


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.


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.


• Leadershipallowsforfull-timeobserversduringTurnaround.• MESAmembersexpressedconcernthatthemergerwithGSRwilleffecttheresources

andvisibilityprovidedthesmallerMESAprogram.b. Keyleadersareheldaccountableforfeaturesoftheprogram

• LeadershipmakesMESAvisibleinitssequentialsafetymeetingsandotherongoingcommunications.

• Mid-levelmanagershaveanunevenperceptionoftherequirementtogenerateanaverageof4observationsamonthfromtheirshift.Sitereviewersexperiencedwidevarianceregardingthisperceptionandincluderumorsthatmanagerslosebonusincentivesiftheiraveragenumberofobservationsfallstoolow(throughmanagersfeelcompelledbytheMESAmealstoachievetheaveragewithnoperceptionofpressure).

• Werecommendfurtheranalysisandclarificationoftheaboveobservation.c. Keyleadersacrossthesitehaveacquirededucationinbehavioralsciences

• ThenewleadershipatTRD/GBRcomesfrombackgroundsatotherMPCRefinerieswithmaturebehavioralsafetyprograms.LeadershipsoughtoutatrainingsessiondescribingprocessesspecifictoMESAinthemonthsfollowingthemerger.


• 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.


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


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.


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.


Standard6Performance:ThereviewteamfindsMESAperformanceinthiscriteriontobeconsistentwiththestandardofPLATINUMLevel.Standard6Recommendations:ContinuationofperformanceatthePlatinumLevelcanbedemonstratedby:

• Thedocumentationof“SuccessStories”detailingtheidentificationofat-riskbehaviorsthroughtheobservationprocess,analysisandeventualevidence-basedmitigationthroughsystemicchanges.AgoodexampleofthiswouldbethestoryshowingriskmitigationincontractorswhowerefoundtobewearingrainjacketsovertheirH2Smonitors.

7 EvidenceofProgramEffectivenessa. Sustainedimpactonlaggingindicatorsofinjuriesandothermetricsisdemonstratedfor3ormoreyearsbelowindustrystandard

• TRDhasenjoyedsustainedinjuryreductionoveratenyearperiodprecedingtheirfirstAccreditationaward.ThismetricisconfirmedwithintheircontractorworkforceandinMPCmetricsaswellasinProcessSafetyandEnvironmentalmetrics.


• 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)


• 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

Documents

Cambridge Center for Behavioral Studies Accreditation Site ......Cambridge Center for Behavioral Studies Accreditation Site Visit Report To: Reginald Foley MESA Facilitator MARATHON