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Joe Gorder
At Valero, improving lives is what drives all of us to succeed. It's why we strive to be excellent in all that we do.

Joe Gorder
Chairman, President and Chief Executive Officer
Commitment to Excellence is our governing principle. We set the highest standards in all aspects of our business to ensure our efforts will continue to provide quality products, as well as leadership in community service.
Our products improve people's lives. The fuels produced by Valero give consumers the freedom to drive to work or play. Our products help build the roads and highways that connect our cities and towns. We provide a domestic fuel supply for our military. Valero makes products used in the manufacture of cement for foundations, plywood for walls, shingles for roofs, power for light, and many other items indispensable to maintaining our way of life.
We improve lives in other ways, too. We work to be the best employer and neighbor that we can be. Community involvement is a centerpiece of our culture, and our employees make a true difference in each of their communities through their volunteerism and giving.
As we fulfill our vision to be a global leader in transportation fuels and petrochemical feedstocks manufacturing, we will do so in the safest way while continuing to nurture vibrant communities and demonstrating improved environmental performance. The vision and dedication shared by our employees reflect this commitment, which means providing industry leadership in all that we do.

Lane Riggs
Improving refining operations is at the forefront of Valero’s strategy to drive operational success in reliability, safety and environmental performance.

Lane Riggs
Executive Vice President-Refining Operations and Engineering
Our pursuit of excellence in operations is driving our goal to achieve “first-quartile,” or industry top-quarter, performance across key refining benchmarks.
Industry surveys reflect significant improvement across Valero’s refining system during the past six years, including its highest-ever mechanical availability – the percentage of time a plant’s equipment is available for operation. Other improvements have come in maintenance, energy efficiency and operating cost.
We expect further improvements as our reliability programs continue to mature. This pattern of continuing improvement in reliability reflects our employees’ commitment to making our reliability programs effective, and to improving our turnaround execution.
Importantly, a reliable operation drives improved safety and environmental performance.

We have reduced process safety incident rates by more than 60 percent since 2008. The performance reflects a sharp focus on materials and inspection, rotating equipment reliability, electrical reliability, and automation and controls effectiveness.
In 2013, our petroleum refining system recorded its lowest-ever combined employee and contractor total recordable incidence rate. We also have decreased our number of environmental “scorecard” events by more than 54 percent since 2008, referring to incidents such as unplanned releases and spills.
We will continue to drive operational success in all of our measures, pursuing excellence in all that we do.
Ellen Williams

Safety is more than a priority - it drives our decision-making.

Ellen Williams
Vice President-Process Safety

Process Safety
Valero has put a focus on process safety improvements through its Fundamentals of Safe Operation program. The program is designed to reinforce the core skills of safe operations through training programs that use lessons learned from past incidents within Valero and the industry.

The importance of process hazard recognition in the field and the assurance that protective barriers are in place are fundamental in achieving operational excellence.

Valero refineries are focused on continuous improvements to process safety, which is helping us achieve our overall goal of safe, stable and reliable operations. In 2008, we introduced our Commitment to Excellence Management System (CTEMS) as a standardized framework for operational excellence. It continues to this day. The programs developed as part of CTEMS provide a standardized and disciplined approach to achieving our safety objectives.

As a result of our efforts, Valero has dramatically reduced its rate of Tier 1 API process safety events per 200,000 work hours by 63 percent since 2008.

Kirk Saffell

We have initiated processes and improvements that demonstrate our commitment to a cleaner environment.


Kirk Saffell

Senior Vice President-Health, Safety & Environmental


The Environment

We are committed to producing environmentally clean products, while striving to improve and enhance the environmental quality of our operations within our local communities.


For example, we recover usable oil from waste materials and reprocess it through a method called coker injection, transforming it into high-value fuel. This avoids the transportation and disposal of hazardous wastes. In 2013, Valero recycled 5,332 dry tons of this material, a 44 percent increase since 2011.


Valero also is seeking opportunities to obtain treated domestic wastewater for refinery use, potentially saving billions of gallons of fresh water for other community and residential uses each year.


During the past seven years, we have spent more than $2.7 billion at our refineries in environmental upgrades that improve the environment, including new-generation flue-gas scrubbers and flare-gas recovery systems that dramatically reduce emissions.


Because of these and other efforts, Valero has reduced flaring events by 66 percent, and criteria emissions by 47 percent, since 2008.

Guy Young
Valero refineries have made significant progress in key reliability measures, which not only makes them more competitive in the industry but helps them achieve our goal of safe, stable and reliable operations.

Guy Young
Vice President-Process Safety, Reliability & Industrial Gases

Valero ranks in the first quartile, or top 25 percent, of U.S. refineries in reliability performance as measured by mechanical availability outside of turnarounds, the highest-level indicator of refinery reliability that refers to the percentage of time units are available for scheduled operation.

Reliability improvement is driven by intense reliability assessments to identify areas and issues that could keep a unit, process or plant out of service. Valero’s goal is to continuously reduce incidents by focusing first on the main causes of unplanned shutdowns that also can lead to injury: piping and equipment leaks, and rotating equipment and electrical failures.
Our Materials and Inspection Network (MAIN) team addresses common corrosion, metallurgy and inspection issues with refinery pressure equipment. For example, a comprehensive program of "Retro PMI," or retrospective positive material identification, tests piping and other fixed equipment to identify their metal composition to ensure it is the correct material and to guard against corrosion.
Under Valero's Rotating Equipment Reliability Network at refineries, stepped-up inspections and other measures have significantly expanded the time between needed repairs. There has also been steady improvement in electrical reliability at Valero refineries, under Valero's stringent Electrical Safety and Reliability Network (ESARN) standards, ramping up preventive maintenance of electrical equipment.
All programs are intended to move Valero’s refinery operations to more predictable and continually improving performance to ensure the highest level of reliability and safety.
Martin Parrish

Valero understands the importance of pursuing alternative-energy opportunities to protect the environment, enhance our energy security and create domestic jobs.


Martin Parrish

Vice President-Alternative Fuels 



Alternative Energy

Valero's efforts in alternative energy range from production of corn ethanol to wind energy to "green" diesel.


Valero entered the renewable fuels business and became the first traditional refiner to invest in large-scale ethanol production with the acquisition of seven state-of-the-art ethanol plants in the Midwest in spring 2009 – under subsidiary Valero Renewable Fuels LLC, or Valero Renewables for short. We acquired three additional plants in early 2010, and one in 2014, and now are one of America's largest ethanol producers at 11 plants and 1.3 billion gallons capacity per year.


Ethanol is a clean-burning, high-octane renewable fuel produced by fermenting converted corn starch with yeast. Valero blends ethanol with its gasoline, resulting in a cleaner-burning product. In addition, the product left after the ethanol is removed from the fermented corn mash is sold as a valuable livestock feed called distillers grains.


Under Sunray Wind, Valero also operates 33 wind turbines in the Texas Panhandle capable of producing 50 megawatts of electricity, enough to run our McKee refinery next door under peak wind conditions. And our Diamond Alternative Energy LLC subsidiary is a joint-venture partner with Darling International Inc. in Diamond Green Diesel, a 10,000-barrel-per-day renewable diesel refinery, marking our first advanced biofuels production. The plant processes recycled animal fat and used cooking oil into renewable, or green, diesel.
Laura Vaccaro
Valero knows that being a good operator also means being a good neighbor.
Laura Vaccaro
Vice President-Events and Community Relations
We are committed to taking a leadership role in the communities where we live and work by providing company support and encouraging employee involvement.
We demonstrate our commitment to all of our communities through a variety of philanthropic efforts, volunteer activities and educational support programs.
For example, Valero and its employees pledged $10.6 million to the United Way for 2014. We helped raise $9 million for children's charities nationwide through the 2014 Valero Texas Open and Benefit for Children, in connection with the PGA TOUR. The contribution always is among the largest charity gifts of any tournament on the TOUR, and brings our total to $90.5 million since becoming title sponsor in 2002. All told, Valero and its philanthropic arm – the Valero Energy Foundation – annually generate more than $35 million through direct donations or fundraising, to improve the lives of those in communities where Valero has major operations.
In addition to financial support, Valero employees logged more than 125,000 volunteer hours in 2013 for hundreds of community projects, including building homes for Habitat for Humanity, coordinating food drives for local food banks, mentoring at-risk youth, supporting wounded soldiers and children's shelters, and providing meals to needy children and senior citizens. More than 200 nonprofit boards nationwide include a Valero employee.
Our company believes in exemplary social responsibility, and we are proud of the impact our caring employees have on communities where they live and work.