Valero 2005 Annual Report Download - page 23

VA L E R O E N E R G Y C O R P O R AT I O N 21
Gaining an upper hand in business
often requires grace under pressure. And in
2005, the pressure was on as Valero rebound-
ed from two of the nation’s most powerful
storms. In every way imaginable, employees
handily passed the test!
On August 29, 2005, Hurricane Katrina
slammed ashore in Louisiana and passed just
to the east of Valero’s St. Charles refinery.
It caused minor damage at the refinery, but
wreaked havoc on the community.
Valero pledged to do whatever was necessary
to help its employees and the community
recover. It delivered truckloads of supplies;
sent cooks to prepare three meals a day, every
day; and established a town of 47 residential
trailers – dubbed “Valeroville” – to house
workers who returned to help restart the
plant.
Less than 24 hours after Katrina struck, crews
from Valero’s other refineries hit the road
to help restore power and function in St.
Charles.
Bolstered by the outpouring of support, the
St. Charles employees worked night and day
to restart their refinery in record time. While
other refiners were still making repairs, the
Valero St. Charles refinery was already pro-
ducing much-needed fuels. Mission accom-
plished, in just nine days.
Less than a month later, Hurricane Rita
churned over the city of Port Arthur, hob-
bling one of the company’s newest refineries.
Valero Port Arthur suffered flooding across
much of its 5,000 acres, a toppled flare stack
and wind-damaged cooling towers.
But as they had with Katrina, workers
responded immediately. Supplies, food, water
and 69 residential trailers made their way to
Port Arthur even before the rain stopped fall-
ing. Fuel and hot meals were offered to anyone
in need.
“Valero personnel worked around-the-clock
to get much-needed fuel to stranded motor-
ists, Houston hospitals and emergency
response crews. Valero’s efforts were truly
extraordinary during Texas’ time of need.”
-- Victoria Ford, Texas Gov. Rick Perry’s
Deputy Legislative Director,
March 2006
Valero’s newest employees got a crash course in
the company’s unique culture. As a result, they
worked around the clock to restore electricity
to the plant before many areas of the city even
had power. Then, they repaired and restarted
their plant safely and quickly in true Valero
fashion.
Months later, Valero was still providing relief.
Nearly $1.2 million in grants from its Support
Aid for Family Emergencies Fund, which does
not require repayment, was handed out to
employees who suffered damage.
Inspired by Valero’s $1 million donation to the
American Red Cross, employees donated nearly
$300,000 and 9,000 volunteer hours to hur-
ricane relief efforts. The unprecedented hur-
ricane response is the embodiment of Valero’s
caring and sharing culture.
It’s a culture that earned Valero the No. 3
spot – its best ranking yet – on FORTUNE’s
“100 Best Companies to Work For” list. And
one that brought two refineries back to life in
record time – during a time of record refin-
ing margins, which is another example of how
Valero shareholders benefit from the company’s
unique caring and sharing culture.
“When disaster strikes, this
team pulls together. After
hurricanes Katrina and Rita
hit, Valero dispatched semis
filled with supplies, set
up temporary housing for
employees, fed volunteers
-- and donated $1 million to
the Red Cross.”
-- FORTUNE, “100 Best
Companies to Work For”
list, February 27, 2006
[Above left to right] Mary
Rose Brown, Senior Vice
President – Corporate
Communications, helps
spread the Valero corporate
culture to its employees.
After the hurricanes, exec-
utives hosted barbecues at
the impacted refineries and
pledged to do whatever was
necessary to help.
Bill Greehey, Chairman of the
Board, visits with St. Charles
Security Lieutenant Melvin
Edgar about his harrowing
story of trying to ride out
Hurricane Katrina at home. “I
can guarantee Valero eased
the pain,” Edgar said.