The Baker Panel Report - ABSA

Table 34“Refinery management puts a highpriority on process safetythrough actions and not justempty slogans.”“Operational pressures do not leadto cutting corners where processsafety is concerned.”“At this refinery, process safetyimprovement is a long-termcommitment that is notcompromised by short-termfinancial goals.”‡ Fewer than 25 respondents were in this group.Toledo GroupPercentages of Disagree/Tend toDisagree ResponsesOperators 54Maintenance/Craft Technicians ‡ 44Contractors 26Full-Time HSSE Employees ‡ 26Engineering Professionals 19Operations Management 12Operators 49Maintenance/Craft Technicians ‡ 44Contractors 36Engineering Professionals 27Full-Time HSSE Employees ‡ 16Operations Management 14Maintenance/Craft Technicians ‡ 56Operators 45Full-Time HSSE Employees ‡ 21Engineering Professionals 19Operations Management 19Contractors 13Finally, there were also mixed responses to items regarding worker professionalism and empowerment at the Toledo refinery. Responses frommaintenance/craft technicians, operators, and in some cases contractors were the most negative. Of particular note, 52 percent of operators,50 percent of maintenance/craft technicians, and 49 percent of contractors expressed a belief that they could not challenge process safetyrelateddecisions by refinery management without fear of negative consequences. As indicated in the table below, other groups’ responses tothat item were also quite negative, albeit to a lesser degree. There was not, however, a consistent trend in responses to the other two surveyitems. Some of the negative response rates were fairly high (e.g., 49 percent), and some were fairly low (e.g., seven percent).Corporate Safety Culture C 117