2024 ESG Report FINAL - Report - Page 23
Environment
Environmental Management
Systems (EMS)
Environmental Risk Management: We have employees
at each of our re昀椀neries, ethanol plants and renewable
diesel plants dedicated to environmental excellence
and risk mitigation. Formal risk assessments, including
hazard identi昀椀cation, risk evaluation, analysis and
mitigation are implemented at every site. In addition,
we provide training so employees are skilled and
competent to perform duties in an environmentally
responsible manner. Our compliance team monitors
and communicates changing regulations and
helps to verify our operations comply with legal
requirements. We have processes in place to assess
the implementation and effectiveness of operational
controls and for tracking and evaluating environmental
performance. Our programs are designed to ensure
documents are identi昀椀ed, managed and maintained,
as appropriate. Valero’s progress on environmental
management, including strategic planning, goals
and objectives, is internally reviewed at least annually.
We use both internal and third-party audits in our
approach to environmental management. These
audits and veri昀椀cations are conducted to identify the
adequacy and effectiveness of our environmental
controls, regulatory compliance and excellence vision.
Additionally, our Pembroke re昀椀nery is ISO 14001 certi昀椀ed.
Valero has well-developed management structures
central to decision-making and risk management,
including three robust programs that help us oversee
our environmental management.
1. Commitment to Excellence
Management System (CTEMS)
CTEMS is a proprietary systematic approach to
planning, executing, checking and acting to improve
everyday work activities at many of our re昀椀neries and
plants. Within each of the nine elements of CTEMS, we
have identi昀椀ed multiple expectations to achieve our
commitment to excellence, including:
• Leadership Accountability – Leaders at every level
demonstrate their commitment and personal
accountability for operational excellence as a core
value through their active and visible participation
in CTEMS. Leaders make employees aware of CTEMS
expectations, actively involve them in the processes
and share learning across the organization. They are
expected to review CTEMS performance results on an
annual basis.
• Protecting People & Environment – We have
a formal process to help identify and ensure
that our ongoing operations are compliant with
all relevant health, safety and environmental
laws and regulations. Identifying and assessing
risks and potential environmental impacts are
also components of this process. Additionally,
environmental performance indicators are
established, monitored and reported, and
programs and processes are in place to drive
improvement.
• People & Skills Development – Training processes
are in place to ensure that employees receive
appropriate training throughout their employment.
We expect our teams to effectively communicate
with and listen to each other, fostering an
environment of collaboration, creative thinking,
teamwork and open communications.
• Operations Reliability & Mechanical Integrity –
Quality assurance programs, inspections and
preventive maintenance standards are in place
to ensure reliability of equipment. Valero’s internal
risk matrix is used to evaluate hazards, incident
investigations, recommendations, process hazards
analysis results and high-risk activities.
• Technical Excellence & Knowledge Management –
The Project Development and Execution
Process (PDEP) is in place to incorporate health,
safety, environmental, reliability, operability,
maintainability and loss prevention standard
requirements into the selection, development and
execution of projects. An internal incident and
signi昀椀cant near-miss reporting and investigation
process is in place, and a company-wide tracking
system is used to ensure timely sharing of
information and closure of corrective actions.
• Change Management – A process is in place to
ensure permanent and temporary changes are
in accordance with the Valero Management of
Change standard.
• Business Competitiveness – Programs are in
place to improve energy and operating ef昀椀ciency.
Competitive benchmarks are used and evaluated,
and gap closure plans are implemented. A
procurement process supports safe and reliable
plant operations. Our annual strategic planning
drives business competitive improvement.
Environmental, Social and Governance Report •
23
