The Baker Panel Report - ABSA

Table 7Percentages of Disagree/Tend to Disagree Responses to Survey Item:“When a process safety issue is involved, I can challenge decisionsmade by [my supervisor] without fear of negative consequence.”Category Carson Cherry Point Texas City Toledo WhitingOperators 12 9 28 25 17Maintenance/Craft Technicians 16 12 30 25 ‡ 23Full-Time HSSE Employees 0 4 17 16 ‡ 10Engineering Professionals 8 4 10 19 5Operations Management 2 7 9 9 5Maintenance Management 0 ‡ 6 ‡ 16 * 3Contractors 7 8 14 3 11* Survey data are not available because of the small number (fewer than 15) of potential respondents.‡ Fewer than 25 respondents were in this group.Table 8Percentages of Disagree/Tend to Disagree Responses to Survey Item:“When a process safety issue is involved, I can challenge decisionsmade by [refinery management] without fear of negative consequence.”Category Carson Cherry Point Texas City Toledo WhitingOperators 21 14 43 52 16Maintenance/Craft Technicians 45 33 41 50 ‡ 32Full-Time HSSE Employees 5 0 24 28 ‡ 15Engineering Professionals 15 11 24 30 6Operations Management 8 10 22 24 5Maintenance Management 46 ‡ 13 ‡ 20 * 6Contractors 35 45 32 49 46* Survey data are not available because of the small number (fewer than 15) of potential respondents.‡ Fewer than 25 respondents were in this group.> Information systems and communicationIn an effective safety culture, information systems should promote the free flow of information in at least three ways: (1) from the workforce upto management, including reporting of incidents, near misses, and safety concerns; (2) from management down to the workforce, includingreporting the results of investigations; and (3) horizontally across units and refineries, including sharing concerns, lessons learned, and bestpractices. BP’s information systems do not appear to be wholly effective in promoting these types of communications.Corporate Safety Culture C 78