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Safety

We believe safety is a key indicator of overall business excellence. To be a high-performing company, our goal is to achieve and maintain top quartile personal and process safety performance within the industry. We drive continuous improvement through our HES&S management system.

Our challenges include the availability of qualified, trained workers, especially in smaller communities and developing countries; management of a contractor base that accounts for approximately 65 percent of total work hours annually; and rising expectations for industry safety performance.

Tools and Resources for Improving Safety

To manage risks associated with our facilities and the materials we produce, reduce occupational injury and illness rates and improve process safety, Marathon provides a wide variety of training, awareness, emergency preparedness activities, tools and resources.

Management at all levels communicates our commitment to an accident- and injury-free workplace. To help our employee and contractor workforce meet our high expectations, we have provided Safety Leadership Training to more than 3,000 individuals. Workers receive coaching to continuously improve safety awareness and are recognized for demonstrating safety leadership.

Promoting Safety and Health Through OSHA VPP

To further promote worksite-based safety and health, all Marathon refineries are working toward OSHA Voluntary Protection Program (VPP) certification by 2012. At year-end 2009, four refineries and the Findlay, Ohio, office complex were certified as federal or state OSHA VPP sites. The remaining three refineries plan to apply for VPP in 2010.

We also encourage core contractors to become VPP certified. At year-end 2009, seven fix-based contractors at our Robinson refinery were VPP certified. The Robinson refinery received OSHA's National VPP Outreach Award for assisting these contractors in becoming certified.

Tracking Safety Performance

We track leading and lagging performance indicators to improve personal safety performance. We will expand our use of leading indicators and best practices, including tiered auditing, hazard recognition training and contractor qualification, selection and auditing.

Many Upstream locations and the Catlettsburg refinery apply a leading indicator methodology to measure the long-term effectiveness of corrective actions taken in response to incidents and near misses. In 2010, we will expand this methodology to Norway, Marathon Pipe Line (MPL), Terminal, Transport & Marine (TT&M) and the Robinson refinery.

Primary lagging indicators are OSHA's Total Recordable Incident Rate (TRIR) and Days Away Rate (DAR). From 2006-2009, the Company-wide (excluding SSA) TRIR for employees and contractors combined declined every year. SSA's recordable rate declined for the third consecutive year in 2009, while its DAR increased compared to 2008.

Each of Marathon's business groups, and many individual operating components, achieved their best-ever total workforce TRIR performance in 2009.