DCO Energy, LLC maintains the highest commitment to safety and health. Our policies and procedures are proven work practices that can reduce and keep at minimum lost time, pain, and suffering due to accidents and injuries.
Establishment and maintenance of a safe work environment is the shared responsibility of the employer and employees. We provide a safe and healthful work environment and strive to maintain compliance with Federal, State, and Local Safety and Health regulations.
2015: .442 | 2014: .502 | 2013: .425 | 2012: .525 | 2011: .514 | 2010: .482 | 2009: .511 | 2008: .487 | 2007: .472 | 2006: .499 | 2005: .540 | 2004: .579
In The Community
Outreach Program: The DCO Mission Statement for Local Employment
“The Outreach program was created and designed by DCO Energy, LLC as a way to develop, expand and monitor one of our company’s core beliefs. DCO is committed to enriching the economic stability of the communities where we perform. We believe this enrichment can be achieved through utilization of local residents, local subcontractors, and local businesses. We also make considerable efforts to include small, women or minority owned businesses in our projects. It is not only the intent of our company to say we seek out these entities; we commit ourselves to following through and seeing this vision to fruition.By including such companies in our projects, we provide an avenue for these companies to get involved in commercial building that may not be available elsewhere.”
Past Project Participation
DCO’s Project Team has experience with community outreach programs. As an example, the DCO Project Team is committed to aggressive MBE/WBE goals while performing consulting/commissioning services for LEED certification at the Central Energy Center for Project City Center, in Las Vegas, NV.Our construction Project Team has also performed large scale projects requiring MBE/WBE participation and has been successfully implementing our outreach program achieving 36-51% of MBE, WBE & SBE participation in terms of construction dollars.
Contractor / Supplier Recruitment
We at DCO utilize many different resources to obtain information about potential contractors/suppliers for our projects. The resources consist of state programs, local organizations, community gatherings, local unions, project owners, etc. Their help provides DCO with information about local, small, minority and women owned businesses and contractors. By gathering all these resources together, we can generate a large and diversified base of contractors/suppliers to provide the services required for our projects. We distribute information about local suppliers and small contractors to our subcontractors. We request that they obtain bids and products from these entities, as their services are required.
SBE / MBE / WBE Aid & Utilization
Many times local small, women or minority contractors do not have the capabilities to perform such a large quantity of work. This is often a stumbling block for their inclusion in commercial building and also their ability to grow. DCO has committed itself to breaking down larger sections of work into smaller component parts in order to give these subcontractors an opportunity to participate on these projects. This can sometimes create a greater burden on our company’s resources, but it is a burden we welcome. We also provide information to subcontractors about smaller contractors and encourage them to solicit their services as the opportunities present themselves. We help contractors build relationships with the local unions if they have not already done so; this helps them qualify to participate in our projects. Many times these small, women or minority owned contractors are not familiar with the nuances of commercial construction. DCO will assist contractors in the areas of estimating, scheduling, manpower utilization, paperwork processing and any other area necessary to promoting their success. The greater their success the more successful DCO will be.
Our subcontractors are required to utilize the available local workforce. We require they obtain workers that are not only local, but also who’s ethnic or racial origin reflects the nature of the community where the project is located. By using local workers, suppliers and subcontractors, the community’s economic stability is increased because the project dollars remain in the community. The participation and direct involvement of the local community promotes a greater overall acceptance of the project and greater cooperation from the local community. This increased cooperation and acceptance can ensure a greater success of the project.
We require that all subcontractors utilize the available local apprentices. Whenever possible, subcontractors are supplied with lists of available local apprentices. By using the local apprentices on our projects, we create an opportunity for members of the local community to gain working experience and the allocated dollars still remain in the community. The ratio of apprentices to journeyman varies from trade to trade and is largely controlled by the unions. These limits are established to maintain a safe and healthy working environment as well as a beneficial learning experience. We ask that our subcontractors maintain the highest level of inclusion within these standards.
The Outreach Program is monitored in many different ways. Information about the level of onsite participation is gathered from the jobsites. They report on the local workforce participation and the minority workforce participation per contractor per trade. Reports are also received on the number of apprentices participating in the project. This information is received in man‐days. The Outreach Program also requires a monthly reporting from the subcontractors. They are required to report the contract value for local subcontractors they are using as well as minority or women owned subcontractors. They are also required to report monthly on their project purchases that are through local, minority or women owned suppliers. The subcontractors also provide monthly reporting on how many workers, on the project, are local residents. By receiving this information on a monthly basis, we can monitor the success of the program and provide the appropriate consultation if the goals are not being met. In order to ensure the greatest level of participation, DCO maintains an open relationship with the local unions’ representatives. They are informed of our Outreach Program goals and are given information about the project name, location, initiation date, contractor’s name and expected completion date.
The outreach Program is run and maintained with the full knowledge and understanding of the commitment that is necessary to maintain its success. This commitment is required of the company in its entirety and is embraced company wide. In order for a program of this nature to be successful, the local communities, subcontractors, local unions, and the project owners must embrace it as well and truly commit to its ideas and purpose. DCO has achieved this through hard work, commitment and a defined outline for recruiting and including as many qualified local, women and minority individuals/businesses as possible. We feel that this vision and dedication will only increase the overall success of our projects.