performance summary

(a) Upstream and Downstream Combined Employee and Contractor Total Recordable Incident Rate, excluding SSA (Retail)
(b) Total Recordable Incident Rate
(c) African-American, Hispanic, Asian Pacific Islander or American Indian/Alaskan Native

Health, Environment, Safety and Security Management Systems
Marathon employs a “plan-do-check-review” management system framework to drive continual health, environment, safety (HES) and security improvement throughout all of its business operations.
    Upstream uses the tailored, integrated Global Performance System. Downstream, as a member of the American Chemistry Council (ACC), utilizes the Responsible Care Management System® (RCMS®). Both management systems meet recognized international standards, provide similar frameworks, formalize a best practices approach and facilitate continual improvement. Risk assessment and risk management are fundamental to these systems and are integrated into business and operating planning cycles and decision-making processes.
    Objectives of the management systems are to:
    • Establish clear and consistent HES, security and social expectations across the organizations;
    • Incorporate risk management into routine planning cycles to proactively identify and address potential impacts to people, the environment and Company assets;
    • Provide the framework for managing these broad risks; and
    • Support continual improvement in HES, social, security and overall business performance.

    In 2006, Upstream expanded the Global Performance System to Law, Finance, Human Resources, Information Technology (IT) and other non-operating organizations that affect Company performance. In addition, a Web-based risk assessment tool was developed, allowing formalization of the risk assessment process and expanding it to incorporate social issues. In 2007, Upstream will develop additional guidance materials and tools for Global Performance System implementation.
    Downstream units are required by Responsible Care® to obtain independent certification of their management systems by year-end 2010. Marathon’s Detroit, Michigan, refinery was first certified in 2004 and will be audited for recertification in 2007. Refineries in Robinson, Illinois, and Garyville, Louisiana, and the Terminal, Transport & Marine (TT&M) organization are scheduled to be certified in 2007. Downstream expects its other refineries, Marathon Pipe Line LLC (MPL) and the Findlay, Ohio, office complex organizations to achieve certification and comply with Responsible Care® by year-end 2009. Downstream selected Det Norske Veritas as its management system registrar.

(a) Does not reflect the two-for-one common stock split to be effected June 18, 2007, in the form of a stock dividend distributed to stockholders of record at the close of business on May 23, 2007
(b) As of December 31
(c) Excludes acquisitions
(d) Excludes discontinued operations
(e) Includes 100 percent of Marathon Petroleum Company LLC, formerly known as Marathon Ashland Petroleum LLC

Stakeholder Engagement
Marathon develops relationships with internal and external stakeholders to foster cooperation and alignment among interested parties. The Company integrates knowledge gained from stakeholders, as appropriate, into its business processes and strategies.
    The Company has a long history of stakeholder engagement and is developing a more structured process to promote open dialogue, effective communication mechanisms, sharing of information, and addressing inquiries and concerns. To improve knowledge-gathering and decision-making capabilities, Marathon is developing stakeholder engagement guidelines and an accompanying data analysis tool. Stakeholder engagement workshops will be held throughout the Company in 2007.
    Marathon uses a variety of processes for external stakeholder engagement. For example, over the past three years, representatives from Marathon have met with civil society/human rights groups and non-governmental organizations to discuss the Company’s activities in Africa and other geographic areas where human rights have been a focal issue. These forums have promoted positive dialogue in an open context and have offered Marathon and its stakeholders the opportunity to discuss critical issues and share information in a spirit of openness.
    Each of Downstream’s seven refineries has a Community Advisory Panel (CAP) that provides a forum for community members and refinery personnel to meet and discuss issues pertaining to the facility and the community. CAPs are designed to foster communication, collaboration and trust.
    MPL uses a well-planned process to engage external and internal stakeholders, including property owners along its pipeline rights of way, property owner groups, emergency responders, regulatory agencies and local government officials. This enables ongoing discussion on key issues such as safety, construction activities, operations and maintenance. Building strong relationships and maintaining open communications with stakeholders is built into MPL’s strategic planning process. As part of its external stakeholder engagement, in 2006 MPL hosted the leader of a public pipeline safety organization at its annual Operations Conference. In addition, engagement with the U.S. Coast Guard regarding a project in 2006 led MPL and TT&M to conduct a joint review to ensure their responsibilities are aligned to manage the Company’s assets effectively.