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Caltex firmly believes that sustainability means performance in terms of safety; the health of our employees; the strength of its relationships with customers; franchisees and other business partners; the environment; how good a corporate citizen Caltex is; and its relationship with investors; as well as financial performance.
Caltex has in place a policy infrastructure through which it seeks to implement its values and strategic intents, and achieve its vision (VVSI). (Click here for more information on VVSI)
Our key operating principles are to:
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Do it safely or not at all |
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There's always time to do it right |
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When in doubt, find out. |
Recent Achievements
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Roll-out of Process Safety Management (PSM) at the Kurnell and Lytton refineries to introduce standardised processes. |
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Loss Prevention System (LPS) - a program aimed at eliminating all safety, environmental, financial or operational incidents across the company. |
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Full integration of project and environmental management systems from ChevronTexaco. |
Performance measurement
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We review our performance against EHS targets each month. |
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All employees and contractors are accountable for their EHS responsibilities and meeting assigned targets. |
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EHS audits carried out on a number of business units found no major non-compliance issues but did identify areas where opportunity for improvement existed. |
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Service stations are audited against EHS management plans set in place each year. |
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The All Stars program measures compliance and conditions for service and merchandising levels, performance and operating standards. |
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Where we are not responsible for site operations, we promote the adoption of EHS, food safety and security best practice through mandatory requirements. |
Risk management practice
Since 2002 we have implemented a program to improve incident investigation, to provide more rigorous identification of root causes of incidents and to reduce operational risk. Plans continue to be reviewed for the management of risks such as:
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Large fires |
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Release of toxic substances |
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Road tanker accidents |
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Service stations are audited against EHS management plans set in place each year. |
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Service station robberies |
The effectiveness of the risk management system was assessed in 2003. We found that improvements can be made and a full review commenced in 2004.
Operations and management review
Increased product demand and the Caltex Woolworths venture are providing new opportunities to fully utilise our refineries. The Refinery Performance Improvement Program (RPIP) aims to:
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Improve throughput |
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Increase revenue |
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Reduce costs |
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Deliver at least $150 million of sustainable profit improvement over the next two to four years. |
Planning and scheduling systems for maintenance and reliability projects have been improved at both refineries.
Quality management systems
Operations at Kurnell and Lytton refineries and the aviation and lubricant oils business units have been certified to the ISO 9002 international quality standard.
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