Valero Energy
Annual Report 2007

Plain-text annual report

TABLE OF CONTENTS 1 2 7 8 12 14 16 18 20 22 28 30 OUR FINANCIAL HIGHLIGHTS TO OUR STOCkHOLDERS INVESTING IN SHAREHOLDER VALUE INVESTING IN OUR ASSETS INVESTING IN SAFETY INVESTING IN OUR ENVIRONMENT INVESTING IN MARkETING INVESTING IN OUR EMPLOYEES INVESTING IN OUR COMMUNITIES CONDENSED FINANCIAL INFORMATION BOARD OF DIRECTORS STOCkHOLDER INFORMATION OUR commitment to excellence AS A LEADING REFINER AND MARKETER, wE ARE COMMITTED TO FOLLOwING THESE GUIDING PRINCIPLES IN PURSUING AND ACHIEVING EXCELLENCE IN OUR BUSINESS, INDUSTRY AND RELATIONSHIPS wITH OUR EMPLOYEES AND COMMUNITIES: SAFETY The safety of our employees, our operations, and our communities is our highest priority. STAKEHOLDERS We are committed to delivering long-term value to all stakeholders – our employees, communities, investors, and customers – by pursuing profitable, value-enhancing strategies with a focus on world-class operations. EMPLOYEES Our employees are our No. 1 asset. We are committed to providing a challenging, enjoyable and rewarding work environment, which fosters creative thinking, teamwork, open communication, respect, and opportunity for individual professional growth and development. 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. COMMUNITIES We are committed to taking a leadership role in the communities in which we live and work by providing company support and encouraging employee involvement. OUR FINANCIAL HIGHLIGHTS [MILLIONS OF DOLLARS, EXCEPT PER SHARE AMOUNTS] OPERATING REVENUES OPERATING INCOME INCOME FROM CONTINUING OPERATIONS NET INCOME EARNINGS PER COMMON SHARE FROM CONTINUING OPERATIONS – ASSUMING DILUTION TOTAL ASSETS STOCKHOLDERS’ EQUITY CAPITAL EXPENDITURES AND DEFERRED TURNAROUND AND CATALYST COSTS SUMMARY ANNUAL REPORT This summary annual report format provides condensed 2007* 2006* $ 95,327 $ 6,918 $ 4,565 $ 5,234 $ 7.72 $ 42,722 $ 18,507 $ 2,778 $ 87,640 $ 7,722 $ 5,287 $ 5,463 $ 8.36 $ 37,753 $ 18,605 $ 3,756 financial statement disclosure. The company’s full * Effective July 1, 2007, Valero Energy Corporation sold its Lima, Ohio refinery. financial statements are contained in its Annual Report on Form 10-K for the year ended December 31, 2007, Therefore, the assets and liabilities related to the sale are presented as “as- sets held for sale” and “liabilities related to assets held for sale,” respectively, in the consolidated balance sheet as of December 31, 2006. In addition, the which has been filed with the SEC and made available to results of operations of the Lima refinery are reported as discontinued opera- all stockholders. This information is also available at www.valero.com. tions for the years ended December 31, 2007 and 2006, and therefore are not included in any statement of income information presented in this table other than the net income amounts. VALERO 2007 ANNUAL REPORT > 1 PAGE LEFT BLANK INTENTIONALLY to our stockholders 2007 WAS A GREAT YEAR FOR VALERO. WE EARNED $7.72 PER SHARE FROM CONTINUING OPERATIONS, MAkING THIS ONE OF THE BEST YEARS IN OUR HISTORY. WE WERE VOTED FORTUNE MAGAzINE’S No. 1 BEST BIG COMPANY TO WORk FOR IN AMERICA. IT WAS ALSO A GREAT YEAR FOR OUR STOCkHOLDERS. VALERO CONTINUED TO GROW SHAREHOLDER VALUE WITH A TOTAL SHAREHOLDER RETURN OF MORE THAN 37 PERCENT – FAR BETTER THAN THE S&P 500’S 5.5 PERCENT RETURN. CASH RETURNED TO YOU, OUR STOCkHOLDERS, WAS AT AN ALL-TIME HIGH. WE RETURNED $6 BILLION IN CASH BY INCREASING OUR ANNUAL DIVIDEND 50 PERCENT TO $.48 PER SHARE, AND PURCHASING 14 PERCENT OF OUR SHARES OUTSTANDING. OVER THE LAST TWO YEARS, WE HAVE PURCHASED NEARLY 120 MILLION SHARES OR 19 PERCENT OF OUR OUTSTANDING SHARE COUNT. OUR EARNINGS POWER HAS NEVER BEEN STRONGER, AND OUR YEAR- END BALANCE SHEET WAS ONE OF THE STRONGEST WE’VE EVER HAD. OPERATIONAL EXCELLENCE IS wHAT wILL SET US APART FROM OUR COMPETITORS AND MAKE US STRONG IN ANY BUSINESS CYCLE. Our tremendous growth over the past decade also brought certain challenges, as many of the refineries we acquired had experienced years of OUR VISION IS TO BECOME A wORLD-CLASS COMPETITOR underinvestment and reliability issues. We have a tremendous IN THE GLOBAL ENERGY BUSINESS, GENERATING INDUSTRY- opportunity to improve our operating reliability as we address LEADING RETURNS ON OUR INVESTMENTS. As we strive to these issues for the long term. We are aggressively investing in achieve this vision, we are committed to pursuing excellence high-return capital projects at our most competitive refineries, in all aspects of our business and are making investments to restructuring business units to take advantage of efficiencies, achieve the best results for our stockholders. We remain and optimizing our asset base to capitalize on the strengths of employee-focused, socially conscious, community-minded, safe, our logistically advantaged and complex refineries. Through all reliable and environmentally responsible. of our initiatives, we remain focused on safety and reliability. 2 < VALERO 2007 ANNUAL REPORT OUR COMMITMENT TO EXCELLENCE AT VALERO ALwAYS CHIEF EXECUTIVE OFFICER’S COMMITTEE MEANS SAFETY FIRST, BOTH OCCUPATIONAL SAFETY AND LEFT TO RIGHT – BACK ROW PROCESS SAFETY. We are very supportive of OSHA and its Mike Crownover, Senior Vice President – Human Resources; Jay Browning, Senior Vice President – Corporate Law and Secretary; Voluntary Protection Program (VPP), and have made it our goal Clay Killinger, Senior Vice President and Controller; Gary Arthur Jr., Senior to have each of our refineries designated as a Star Site under Vice President – Retail Marketing; Hal Zesch, Senior Vice President and Chief Information Officer; Kim Bowers, Senior Vice President and this program. In total, the company has 11 VPP Star Sites, of only General Counsel; Rich Marcogliese, Executive Vice President and Chief 24 nationwide. Having VPP recognition means that these sites have achieved the highest recognition by OSHA for the personal safety of our employees. In 2007, three plants earned Star Site recertification under OSHA’s even more stringent National Emphasis Program standards. Because safety is a team Operating Officer; Mike Ciskowski, Executive Vice President and Chief Financial Officer. LEFT TO RIGHT – SEATED Donna Titzman, Vice President and Treasurer; Eric Fisher, Vice President – Investor and Corporate Communications; Joe Gorder, Executive Vice President – Marketing and Supply; Gene Edwards, Executive Vice President – Corporate Development and Strategic Planning; Bill Klesse, effort, several of our contractors have also been certified. We Chief Executive Officer, President and Chairman of the Board. thank them for their support and commitment to our success. VALERO 2007 ANNUAL REPORT > 3 However, VPP Star Site certification is not enough. We are also focused on process safety. Our Process Safety Management (PSM) initiative is focused on identifying and implementing best-in- class processes in our facilities to not only keep our people safe, but keep our equipment performing properly and reliably. We are on track to make our PSM program rank among the best in our industry. Improved reliability is central to our success and the safety of our employees. VALERO’S CAPITAL PROJECTS ARE KEY TO IMPROVED AND MORE PROFITABLE OPERATIONS – AND wE ARE MAKING STRIDES. As part of a 2007 capital expenditure program totaling $2.8 billion, we successfully commissioned major upgrade projects at our St. Charles, Houston, Corpus Christi, Ardmore, Port Arthur and Benicia refineries. We also have announced plans to construct two state-of-the-art hydrocrackers, one at St. Charles and the other at Port Arthur, as well as a new coker at Port Arthur. These projects are the largest ever initiated by Valero and are expected to be a $3.8 billion investment. When completed over the next three years, these projects will position our St. Charles and Port Arthur refineries among the leaders in the U.S. refining industry. VALERO IS SEIZING THE OPPORTUNITY TO UPGRADE AND OPTIMIZE ITS PORTFOLIO OF ASSETS. For our stockholders, generating the highest returns possible is critical. As we exercise discipline in allocating capital across our portfolio of assets, we recognize that it does not make sense to invest strategically in every plant, particularly our smaller or less-complex facilities. Hard decisions must be made. Some of our plants may be more valuable to another owner with a different set of opportunities than Valero. As an example, the Lima, Ohio refinery, which we sold in 2007, was a good fit for the acquirer, Husky Energy. Lima refinery employees and the community now have better opportunities. Today, we are looking at strategic alternatives for four other refineries: Aruba, Memphis, Krotz Springs and Ardmore. At the end of this process, we believe that Valero will be a stronger, more competitive business for all of our stakeholders: our employees, our investors, our communities and our customers. wE ARE COMMITTED TO EVALUATING ALL ASPECTS OF OUR BUSINESS FOR MORE EFFICIENCIES. In 2007, we restructured our retail business to make it more competitive by reducing its administrative costs. This contributed to our retail division’s most profitable year ever. We also restructured our refinery accounting 4 < VALERO 2007 ANNUAL REPORT and procurement business units and are centralizing more of continues to demonstrate that with technology and ingenuity, our procurement activities to achieve better standardization and it is possible to produce clean-burning fuels and be a good cost savings. environmental steward. wE ARE COMMITTED TO INVESTING IN OUR ENVIRONMENT. OUR EMPLOYEES DRIVE ALL OF OUR INITIATIVES, THE We made significant investments in environmental initiatives, SUCCESS OF OUR COMPANY, AND IMPROVED SHAREHOLDER not only to comply with increasingly stringent local, state and RETURNS. Throughout this 2007 Annual Report, you will be federal environmental regulations, but also to participate reading about successes, milestones, accomplishments, in voluntary environmental programs. While our industry is projects and commitments. Behind every achievement in this constantly challenged by new environmental regulations, Valero report are hard-working, dedicated, smart people who drive our business and care for our communities. We are proud of our people and are committed to providing them with a challenging, enjoyable and rewarding work environment with opportunities for professional growth and development. Our goal is to continue to foster their growth so that, together, we can realize our vision and the earnings potential of our assets. VALERO IS POSITIONING ITSELF TO MEET THE CHALLENGES FACING OUR INDUSTRY. As we enter 2008, we have very high prices for crude oil, and gasoline margins have fallen from last year’s very high levels. In a political climate of mixed messages, Congress has enacted new CAFE targets, maintained limited VALERO 2007 ANNUAL REPORT > 5 For these reasons, 2008 could be a challenging year for Valero. However, there is no doubt in my mind that oil and natural gas will continue to be the low-cost and more efficient energy source for the world. As we invest in projects at our refineries that enhance our ability to turn low-cost feedstocks into high-quality refined products, we further position our company to continue to be an efficient producer of the fuels that keep America on the move. OUR PRODUCTS IMPROVE PEOPLE’S LIVES. Things have changed in our industry over the decades, but one thing remains constant: our products add value to people’s lives. Our products power the world economy, and our industry has remained extremely reliable at supplying the market. Gasoline, diesel, heating oil, jet fuel, lubricants, chemicals – all of these products greatly enhance quality of life. In everything from plastics to clothing to medical supplies to computers, what we do adds real value. If you think about how our industry does it – the complexity of our processes compared with the low prices at which we deliver these products to the market – it is amazing. Our industry is truly a model of efficiency, and I am very proud to be a part of it. access to the offshore Continental Shelf for exploration and production of oil, and is considering more intense greenhouse gas legislation that we believe will further increase the cost to consumers for refined products and weaken our global competitiveness. Valero continues to work to reduce emissions, but new product specifications continue to require refineries to install more heaters, furnaces and boilers, which increase greenhouse gas emissions. Ethanol can be a viable component of the fuel supply, but it also has greenhouse gas implications. We are concerned that the renewable fuels industry’s effect Thank you to all of our employees, customers, partners and of increasing grain prices may have a far worse impact on the stockholders. We appreciate your support. We are focused on world than climate change. We believe that a balanced, well- thought-out energy policy, based on good science, will yield our vision and committed to pursuing excellence. We look forward to making our operations better than ever and strengthening our sound economic decisions. position as a world-class competitor. Bill Klesse CEO, President & Chairman of the Board COMPARISON OF FIVE-YEAR CUMULATIVE TOTAL RETURN The peer group consists of: Chevron Corp., Conoco Phillips, Exxon Mobil Corp., Frontier Oil Corp., Hess Corp., Marathon Oil Corp., Murphy Oil Corp., Occidental Inc. and Tesoro Corp. Petroleum Corp., Sunoco, Calculation of cumulative total return based on $100 investment on December 31, 2002. 6 < VALERO 2007 ANNUAL REPORT Investing IN shareholder value annual dividend by 50 percent to $0.48 per share and delivered $271 million in dividend payments to its stockholders in 2007. Today, its common stock dividend yield is competitive with its peers and the S&P 500 average. Valero remains committed to taking a balanced approach to allocating free cash flow. Delivering on that commitment through FOR OVER A DECADE, VALERO HAS a stock buyback program, Valero returned approximately FOCUSED ON THE FUTURE, AND IT HAS $5.8 billion to stockholders in 2007 by purchasing over 84 million PAID OFF. TODAY, WHILE THE COMPANY’S STRATEGY HAS SHIFTED FROM RAPID GROWTH THROUGH ACqUISITIONS TO shares of its common stock, or approximately 14 percent of its outstanding shares at the beginning of the year. Since the beginning of 2006, the company has purchased nearly 120 million shares of its stock, which represents 19 percent ACHIEVING HIGHER RETURNS FROM ITS of its outstanding shares at the end of 2005. ASSETS, VALERO REMAINS COMMITTED TO ENHANCING SHAREHOLDER VALUE IN ALL THAT IT DOES. After a decade of rapid growth through acquisitions, Valero is focused on achieving higher returns from its existing asset base. The company is strengthening itself through optimizing its assets and focusing on value-enhancing strategic projects. Major hydrocracker projects at its St. Charles and Port Arthur refineries Valero has grown from a regional energy company with a will position these refineries among the leaders in the U.S. refining single refinery to North America’s largest refiner and one of industry and make them even more competitive globally. These the nation’s largest retailers, with 17 refineries stretching from projects signal major investments in Valero’s internal growth California to Canada to the Caribbean. With this network of strategy, which, coupled with the stock buyback program, refineries, Valero has a combined throughput capacity of complement Valero’s continued effort to maximize shareholder 3.1 million barrels per day. value by taking a balanced approach to allocating cash flow. Valero is the 16th largest company on the Fortune 500, Through disciplined investments in projects at Valero’s logistically with more than $95 billion in annual revenues and nearly advantaged and more complex refineries, we believe we are 22,000 employees. building a better, stronger, more valuable Valero. Geographic diversity and operating flexibility are the cornerstones of Valero’s operations. With a presence in four different markets, Valero is able to capitalize on the differences in regional margins that often move independently. Its refineries’ operating flexibilities and high conversion capacities allow the company to process low-quality feedstocks into high-quality fuels and benefit from the use of feedstocks that price below light sweet crude oil. In the past five years, the company increased its number of branded wholesale locations by 114 percent, from 1,800 to 3,850, which moved 126,000 barrels per day of products from the spot market to the higher-margin branded wholesale channel. A newly structured retail organization is growing in-store sales of Valero’s products at a record pace. Valero’s financial performance in 2007 demonstrates a strong commitment to stockholders. The company increased its RETURNING MORE CASH THAN EVER TO STOCkHOLDERS Valero Earnings Payout Ratio: (Dividends + Buybacks)/Earnings VALERO 2007 ANNUAL REPORT > 7 investing in our assets IN 1997, A SPIN-OFF OF THE REFINERY BUSINESS LEFT VALERO WITH CASH AND ONE REFINERY IN CORPUS CHRISTI, TExAS. WITH REFINERIES FOR SALE AT CENTS ON THE REPLACEMENT DOLLAR, IT WAS A TREMENDOUS TIME TO ACqUIRE ASSETS AT LOW PRICES AND GROW THE BUSINESS. OVER THE NExT NINE YEARS, VALERO ACqUIRED REFINERIES AT VERY LOW PRICES RELATIVE TO REPLACEMENT COST, AND EVEN BOUGHT ONE OUT OF BANkRUPTCY. VALERO IS TRULY A PHENOMENAL GROWTH STORY – IN THE RIGHT PLACE AT THE RIGHT TIME. With Valero’s tremendous growth came challenges that it continues to face today. Many of the plants Valero acquired had suffered years of underinvestment under previous ownership. Because of this, Valero continues to have tremendous opportunity to improve operations and Valero’s earnings power. As part of the company’s strategic assessment of its refinery portfolio, the most valuable opportunities lay in its logistically advantaged and complex refineries, which can upgrade low-cost feedstocks into high-value, clean products. By investing in these assets, the company firmly believes that it can achieve operational excellence and even higher returns for Valero’s stockholders. Reflecting the significant projected growth in U.S. and global demand for diesel, as well as the move towards cleaner-burning fuels, Valero marked 2007 with the completion of major projects focused on increasing production of ultra-low-sulfur diesel (ULSD). Investing $1.2 billion, the company completed major installations of ULSD-producing units at its Houston, St. Charles, Benicia and Corpus Christi refineries. The investments were timely, as the 8 < VALERO 2007 ANNUAL REPORT VALERO 2007 ANNUAL REPORT > 9 company continues to capitalize on a great margin environment discounts to light sweet crude oil. The projects are expected to be for diesel, which it expects to continue. complete by 2011. In addition to these strategic projects, Valero invested more Valero’s 2007 projects, together with its planned future than $1 billion in 2007 for initiatives focused primarily on improving investments, are examples of the company’s strategy to convert the reliability, safety and operational integrity of its refineries. low-cost feedstocks into premium, cleaner-burning fuels, Valero will continue with these investments as our commitment to particularly ULSD. Sour crude and residual fuel oils, which cost reliability initiatives remains at the forefront in 2008. less than light sweet crude oil, make up more than 60 percent Focusing on the future, Valero recently announced the two of Valero’s raw materials input, which provides significant cost largest capital projects in the company’s history – a $1.4 billion advantages. With a focus on investments that enhance Valero’s gas oil hydrocracker at its St. Charles refinery and a $2.4 billion conversion capacity at its core refineries, and a goal of operational hydrocracker/coker at Port Arthur. These major investments excellence, the company believes that its vision to become a are expected to boost these refineries’ production of ULSD by world-class competitor, generating industry-leading returns on 49,000 barrels per day and 54,000 barrels per day, respectively. investments, is in clear sight. The completed projects will position these refineries among the leaders in the U.S. refining industry, adding more capacity to produce ULSD and process heavy, sour feedstocks that trade at FOCUS ON THE FUTURE ST. CHARLES • 50,000 bpd hydrocracker • Crude expansion from 190,000 to 235,000 bpd • Coker expansion from 70,000 to 80,000 bpd • Expected increase in ULSD production of 49,000 bpd • Expected increase in gasoline production of 11,000 bpd PORT ARTHUR • 50,000 bpd hydrocracker • 45,000 bpd coker • Expected increase in ULSD production of 54,000 bpd • Expected increase in gasoline production of 7,000 bpd RELIABILITY AND ENERGY INITIATIVES • Replace coke drums at Port Arthur and St. Charles with state-of-the-art technology • Major FCCU revamp at St. Charles • FCCU power recovery at St. Charles and Texas City • Enhanced power systems at Benicia 10 < VALERO 2007 ANNUAL REPORT In 2007 Valero completed a ULSD-producing unit at its Benicia refinery. ExPECTED INCREASE IN DIESEL % Y IELD Includes disposition of Lima refinery in 2007. Assumes exclusion of Aruba, Memphis, Krotz Springs and Ardmore refineries at end of 2008. 2007 AND 2008 CAPITAL ExPENDITURES VALERO’S 2007 FEEDSTOCk SLATE $2,778 $750 $896 $518 $614 $1,590 $400 Light Sweet Crudes 36% Heavy Sour Crudes and Residual Feedstocks 35% Sour and Acidic Crudes 29% PRICE BELOW LIGHT SWEET CRUDE OIL Figures shown are in millions of dollars. Flexibility in Valero’s system enables the use of a wide variety of feedstocks. Almost 2/3 of Valero’s feedstocks price below light sweet crude oil. VALERO 2007 ANNUAL REPORT > 11 investing IN safety AT VALERO, THE SAFETY OF ITS EMPLOYEES, OPERATIONS AND COMMUNITIES IS ITS HIGHEST PRIORITY. SAFETY IS INTEGRATED INTO EVERY FACET OF THE COMPANY AND SERVES AS THE GUIDING PRINCIPLE FOR ITS OPERATIONS. SO, IT SHOULD BE NO SURPRISE THAT NEARLY HALF OF THE COMPANY ’S CAPITAL ExPENDITURES IS INVESTED IN MAINTENANCE AND PROCESS IMPROVEMENTS THAT ENHANCE THE COMPANY’S SAFETY AND RELIABILITY . Valero’s commitment to occupational safety is reflected in the organizations and from industry peers, including the NPRA. company’s recordable incident rate, which has consistently Valero’s investment in safety runs so deep that the company been among the best in the industry. In 2007, its refining system has committed all of its refineries to achieving certification achieved a total recordable incident rate (TRIR) that was 12 through OSHA’s Voluntary Protection Program (VPP). Earning percent better than the three-year industry average reported certification is a rigorous and complex process designed to by the National Petrochemical & Refiners Association (NPRA). ensure that only the best safety programs qualify – and Valero’s Valero’s lost time incident rate improved by 27 percent over safety program does, time and time again. the previous year. Valero also works closely with its contract Eleven of Valero’s refineries have achieved VPP Star Site workforce to ensure high safety standards and, as a result, certification, which is significant considering that only 24 out of the contractor TRIR for 2007 was 26 percent better than the 149 refineries in the U.S. have earned this prestigious designation. previous year. The company’s remaining refineries are on track to earn the Valero’s health and safety program is successful because it certification in the coming years. is developed, supported and carried out by all employees, from Occupational safety, however, is not enough. In 2007, Valero executive management to the newest hire. As a result, Valero has invested in the development of a strong Process Safety received consistent recognition and awards from national safety Management (PSM) initiative, focused on identifying and 12 < VALERO 2007 ANNUAL REPORT BETTER THAN THE INDUSTRY AVERAGE 1.1 .97 e t a R t n e d c n i I l e b a d r o c e R l a t o T implementing best-in-class processes at its facilities to keep people safe and equipment performing reliably. Most notably, three Valero refineries were VPP recertified in 2007 using OSHA’s more stringent National Emphasis Program (NEP) standards, which focus exclusively on process safety. Refineries in Ardmore, Paulsboro and Houston underwent rigorous reviews under the NEP standards and were recertified, with accolades, by OSHA. Valero is on track to be a pacesetter in PSM. Valero will continue to be on the forefront of safety initiatives to place the company in the best position for success. It remains committed to investing financial and human resources to ensure safe and reliable operations throughout its system. The quebec City, Three Rivers and St. Charles refineries’ superior performance earned the Chairman’s Awards for Reliability, Environmental Excellence and Safety. VALERO 2007 ANNUAL REPORT > 13 investing IN our environment VALERO IS COMMITTED TO INVESTING IN THE ENVIRONMENT. THROUGHOUT THE COMPANY, THE HIGHEST ENVIRONMENTAL STANDARDS ARE SET TO ENSURE THE COMPANY’S ACTIONS TODAY WILL NOT ONLY PROVIDE FUEL TO MEET GROWING GLOBAL DEMAND, BUT WILL ALSO SECURE A STABLE ENVIRONMENT FOR TOMORROW. Valero’s state-of-the-art scrubber units like this one at the Delaware City refinery reduce sulfur dioxide emissions by over 95 percent. Valero invests in equipment, people, policies and procedures to endeavors to apply the best available technology to reduce minimize the environmental impact of its operations and improve emissions and protect our world. surrounding communities. The company proactively seeks to Its ULSD program significantly reduces sulfur emissions from improve efficiency and reduce emissions at each of its facilities. on-road and off-road diesel vehicles. Similarly, the company’s With more than $600 million of environmental capital low-sulfur gasoline program works to reduce sulfur in gasoline spending in 2007 alone and a $1.9 billion projected investment and enable new automobile technologies to reduce emissions of over the next three years, Valero is committed to protecting nitrogen oxide – a major component of smog. the environment. From state-of-the-art scrubbers, to infrared In addition to following strict environmental regulations, Valero imaging technology, to flare-gas recovery systems, Valero proudly works with local communities to meet their specific 14 < VALERO 2007 ANNUAL REPORT environmental needs. In Port Arthur, Texas, for example, Valero’s CCA web site and a newsletter filled with tips on how to protect refinery team has volunteered to work with local environmental the nation’s coastline and coastal waterways. groups to restore and preserve a local wetland habitat. In other Acknowledging that Valero employees are stewards for its regions, Valero worked closely with environmental organizations environmental commitment, the company strives to ensure to support improvement projects, educate the community and that its employees – and business partners – are informed enhance the quality of life for its neighbors. A partnership with the of the company’s policies and aware of their environmental Coastal Conservation Association (CCA), started in September responsibility. In addition, Valero invests significant resources 2007, will mean more conservation education for children in the in environmental training for its employees in the areas of Gulf Coast region through teacher lesson plans, an expanded hazardous-waste minimization, spill prevention and response training, from the refineries to the retail level. VALERO 2007 ANNUAL REPORT > 15 investing in marketing grow. This growth was fueled by our commitment to providing branded wholesale customers with a dependable supply of high-quality products, an attractive image package, competitive pricing and unparalleled service. In 2007, Valero added 574 new branded wholesale sites to its network, representing an increase WITH ITS CONTINUED COMMITMENT of nearly 1 billion gallons in fuel sales per year. This continued TO MARkETING ExCELLENCE, VALERO’S growth brings Valero’s branded network to approximately RETAIL AND BRANDED WHOLESALE 3,850 sites. NETWORk HAS GROWN TO OVER 5,800 OUTLETS IN THE UNITED STATES, CANADA AND THE CARIBBEAN, MAINTAINING VALERO’S STRONG POSITION AS ONE OF THE NATION’S LARGEST MARkETERS. On the unbranded side of the business, 2007 saw the creation of an unbranded National Accounts department to provide an even higher level of sales and service to Valero’s largest customers. This line of business now represents 136,000 barrels per day of fuel sales. RETAIL . Valero’s Retail Division is in the business of delivering products that improve people’s lives by providing quality fuel and services that allow people to enjoy the fun and freedom of the open road – freedom to go where you want, when you want. The Retail Division takes this business very seriously. 2007 marked its most profitable year ever! It achieved its highest per-store earnings in history, growing per-store inside sales by 9.6 percent and gross profit by 10.2 percent. The U.S. Retail Division logged a 36 percent increase in operating income over 2006, contributing $154 million to the company’s operating income. In 2007, Valero strategically positioned the Retail Division by restructuring its workforce, continuing to divest its marginal sites and investing in top-performing stores. And Valero continues to OTHER PRODUCTS. In addition to gasoline and distillates, grow its Corner Store brand. In 2007, Valero remodeled 91 sites, Valero’s refineries safely produce other products to help rebranded five sites and built six new-to-industry stores. Valero’s retail team continues to expand its food offerings, improve consumers’ lives: asphalt to support the roofing and paving industries; lube base oils to support manufacturing; develop private label products and offer exciting in-store programs petroleum coke for power generation and cement – all with the goal of making the network more competitive. manufacturing; sulfur for the agricultural sector; and aromatic solvents and propylene to the chemical industry for processing wHOLESALE. With a new, upbeat “Life is a Highway” commercial into such products as paints, plastics, and adhesives. Valero – set to the hit song by Rascal Flatts – airing nationwide, Valero has the second-largest asphalt production capacity in the U.S., Wholesale hit a high note in 2007. The exciting national ad with six refineries producing the material, and markets in 20 campaign heightens brand awareness and reminds viewers of states. The company also produces packaged roofing products the freedom Valero’s fuels provide. at three manufacturing facilities and modified paving asphalts In 2007, Valero’s branded wholesale network continued to at nine polymer modifying plants. Valero’s asphalt division achieved record operating income of $34.2 million in 2007. 16 < VALERO 2007 ANNUAL REPORT map of operations VALERO IS A LEADER IN THE REFINING INDUSTRY AND ONE OF THE NATION’S LARGEST RETAIL OPERATORS. THE COMPANY’S LARGE, GEOGRAPHICALLY DIVERSE NETWORk OF COMPLEx REFINERIES STRETCHES FROM CANADA TO THE U.S. GULF AND WEST COASTS. RETAIL AND BRANDED WHOLESALE PRESENCE THIRD-PARTY OFFSHORE PLATFORMS WHOLESALE MARkETING PRESENCE VALERO HEADqUARTERS VALERO REFINERIES ULTRAMAR - CANADIAN OPERATIONS CAMERON HIGHWAY OIL PIPELINE PROjECT (jOINT VENTURE) CREDIT CARD CENTER qUEBEC CITY BENICIA WILMINGTON ARUBA PAULSBORO DELAWARE CITY MEMPHIS SAN ANTONIO MCkEE ARDMORE THREE RIVERS ST. CHARLES kROTz SPRINGS CORPUS CHRISTI (EAST & WEST) PORT ARTHUR HOUSTON TExAS CITY VALERO 2007 ANNUAL REPORT > 17 investing in our Employees FROM TOP MANAGEMENT TO PART- TIMERS, VALERO’S WORk FORCE IS THE HEART OF ITS SUCCESS. VALERO IS COMMITTED TO PROVIDING EMPLOYEES WITH A CHALLENGING, ENjOYABLE AND REWARDING WORk ENVIRONMENT. FOR ITS No. 1 ASSET, THE COMPANY STRIVES TO FOSTER CREATIVE THINkING, TEAMWORk, OPEN COMMUNICATION AND AN OPPORTUNITY FOR INDIVIDUAL PROFESSIONAL GROWTH AND DEVELOPMENT. Valero believes that an investment in its employees – from understanding, strategic flexibility and excellence in relationship competitive pay and benefits to a caring company culture – is an management” was cited. investment in the future of Valero. Resources that fuel growth and Additionally, Valero was honored to be named one of the 2007 job satisfaction are critical. Core competencies, communicated “10 Best Corporate Citizens” in the energy industry by Corporate through a systemwide learning and development program, help Responsibility Officer magazine, and it remains a top-ranked employees understand the expectations of the company and company on Forbes’ annual Global 2000 list. Valero also stands realize the breadth of opportunity that exists in their career track. out among top employers in Canada, and continues to earn Valero is thankful to have the support of nearly 22,000 employees, respect for its focus on diversity in the work force. who year after year earn the company special industry and At a time in history when job turnover is high nationwide and community recognition. In 2007, Valero was named one of job satisfaction is low, Valero is proud to employ hard-working Fortune magazine’s 100 Best Companies to Work For in America individuals with incredible dedication. Thank you to Valero’s – for the eighth straight year. The company also was named global family of employees, whose investments of time and talent Downstream Business of the Year at the 2007 Platts Global Energy in 2007 brought such positive returns for stockholders. Awards, where Valero’s “operational discipline, brilliant market 18 < VALERO 2007 ANNUAL REPORT VALERO 2007 ANNUAL REPORT > 19 investing in our communities IT BLOSSOMED LONG BEFORE THE REFINERIES CAME – AN IDEA TO BUILD THE COMPANY’S COMMUNITY SPIRIT BEFORE A SINGLE PLANT WAS PURCHASED. EMPLOYEES WOULD GIVE OF THEMSELVES IN ExCHANGE FOR NOTHING, ExCEPT PERHAPS THE PRIDE IN kNOWING SOMEONE’S LIFE HAD BEEN TOUCHED FOR THE BETTER BECAUSE OF A COMPANY’S COMMITMENT TO kINDNESS. More than 25 years (and 17 refineries) later, Valero is still anchored by a giving spirit. At refineries, terminals and retail outlets across the U.S., Canada and the Caribbean, employees donated a staggering 190,000 volunteer hours in 2007 toward improving lives in their communities. Battered women’s shelters received makeovers. Homebound senior citizens were befriended and fed a warm meal. Children – particularly through the Valero Texas Open Benefit for Children Golf Classic – received funds to continue benefiting from after-school programs, group homes, shelters and special-needs agencies. The company also served as a mentor in 2007, offering guidance in volunteerism to cities and local groups interested in growing their own commitments to the community. The effort sparked new corporate partnerships and is expected to produce even bigger results in 2008. As part of its commitment to excellence, Valero continues to foster the company’s community spirit. From taking leadership roles in the community, to financial support, to employee involvement at all levels, Valero employees are contributing to the betterment of our world. From building homes to building relationships, in 2007 Valero Volunteers gave 190,000 service hours to improve communities where Valero operates. 20 < VALERO 2007 ANNUAL REPORT In 2007, Valero employees: • Donated 190,000 volunteer hours for hundreds of community projects, including mentorships, feeding the hungry, organizing fundraisers, clean-up events, youth center assistance and more. • Pledged $12.5 million to the United Way. • Helped raise a record-breaking $8 million for charities nationwide, through the PGA TOUR - Through the leadership and participation of Valero employees at all levels, the Valero MS 150 Bike to the Beach charity ride has become a major fundraising resource to fight multiple sclerosis. sponsored Valero Texas Open and Benefit for Children Golf Classic. The contribution stands as the largest charity gift of any tournament in PGA TOUR history. • Raised more than $1.3 million for the Muscular Dystrophy Association. • Raised $1.1 million for 30 Children’s Miracle Network hospitals located in communities where Valero has operations. • Helped raise nearly $2 million for the National Multiple Sclerosis Society through Velo Valero, the company’s official cycling team. Velo Valero has been one of the largest fundraising teams for the MS 150 for two years. The 2007 Valero Texas Open crowned justin Leonard as champion, but the true winners were hundreds of charities nationwide that shared in a record $8 million fundraising effort. VALERO ENERGY FOUNDATION — EXCELLENCE IN PHILANTHROPY. Through the Valero Energy Foundation — the nonprofit, philanthropic arm of Valero Energy Corporation — additional lives were touched through major financial contributions totaling $11.2 million. Among them: A $5 million gift to The University of Texas Health Science Center at San Antonio for its transplant research and education program. The contribution stands as one of the largest private gifts in the medical center’s history. The donation was granted on behalf of all Valero employees and the stockholders they support. The Foundation also proudly began a multi-year financial commitment to the Coastal Conservation Association to improve its educational tools for children, including an interactive web page and lesson plans for teachers that promote protection of the nation’s coastline and coastal waterways. VALERO 2007 ANNUAL REPORT > 21 CONDENSED FINANCIAL INFORMATION THE FINANCIAL INFORMATION PRESENTED ON PAGES 23-27 OF THIS SUMMARY ANNUAL REPORT SHOULD BE READ IN CONjUNCTION WITH VALERO ENERGY CORPORATION’S COMPLETE CONSOLIDATED FINANCIAL STATEMENTS (INCLUDING THE NOTES) AND MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS. THIS AND OTHER INFORMATION ABOUT THE COMPANY IS CONTAINED IN VALERO’S FORM 10-k FOR THE YEAR ENDED DECEMBER 31, 2007 AND VALERO’S PROxY STATEMENT FOR THE 2008 ANNUAL MEETING OF STOCkHOLDERS. THESE DOCUMENTS WERE MADE AVAILABLE TO ALL STOCkHOLDERS OF RECORD AS OF MARCH 3, 2008. IN ADDITION, YOU MAY REqUEST, WITHOUT CHARGE, A FORM 10-k BY WRITING OR CALLING VALERO’S INVESTOR RELATIONS DEPARTMENT. ADDRESS AND CONTACT INFORMATION CAN BE FOUND ON PAGE 30 OF THIS REPORT. VALERO’S 2007 ANNUAL REPORT ON FORM 10-k AND THE PROxY STATEMENT ALSO MAY BE ACCESSED VIA THE COMPANY’S WEB SITE AT: www.VALERO.COM. Report of Independent Registered Public Accounting Firm To the Board of Directors and Stockholders of Valero Energy Corporation and Subsidiaries We have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United Our report on the consolidated financial statements refers to changes in the method of accounting for purchases and sales of inventory with the same counterparty and stock compensation in 2006. States), the consolidated balance sheets of Valero In our opinion, the information set forth in the Energy Corporation and subsidiaries (the Company) as of accompanying condensed consolidated balance sheets December 31, 2007 and 2006, and the related consolidated as of December 31, 2007 and 2006, and the related statements of income, stockholders’ equity, cash flows condensed consolidated statements of income and cash and comprehensive income for each of the years in the flows for each of the years in the three-year period ended three-year period ended December 31, 2007 appearing December 31, 2007, is fairly stated, in all material respects, in the Company’s 2007 Annual Report on Form 10-k (not in relation to the consolidated financial statements from presented herein). In our report dated February 27, 2008, which it has been derived. also appearing in that Annual Report, we expressed an unqualified opinion on those consolidated financial statements. kPMG LLP San Antonio, Texas February 27, 2008 CONDENSED CONSOLIDATED BALANCE SHEETS [MILLIONS OF DOLLARS] DECEMBER 31, ASSETS Current Assets Property, Plant and Equipment, Net Goodwill Intangible Assets, Deferred Charges and Other Assets, Net TOTAL ASSETS LIABILITIES AND STOCKHOLDERS’ EQUITY Current Liabilities Long-Term Debt and Capital Lease Obligations, Less Current Portion Deferred Income Taxes Other Long-Term Liabilities Stockholders’ Equity TOTAL LIABILITIES AND STOCKHOLDERS’ EQUITY 2007 2006 $ 14,792 21,709 4,061 2,160 $ 42,722 $ 1 1,914 6,470 4,021 1,810 18,507 $ 42,722 $ 1 1 ,831 20,180 4,103 1,639 $ 37,753 $ 8,860 4,6 1 9 4,047 1,622 18,605 $ 37,753 VALERO 2007 ANNUAL REPORT > 23 CONDENSED CONSOLIDATED STATEMENTS OF INCOME [MILLIONS OF DOLLARS, EXCEPT PER SHARE AMOUNTS] YEAR ENDED DECEMBER 31, 2007 2006 2005 $ 95,327 $ 87,640 $ 80,6 1 6 OPERATING REVENUES COSTS AND ExPENSES: Cost of Sales Refining Operating Expenses Retail Selling Expenses General and Administrative Expenses Depreciation and Amortization Expense TOTAL COSTS AND ExPENSES OPERATING INCOME 81,645 4,016 750 638 1,360 88,409 6,918 EqUITY IN EARNINGS OF NUSTAR ENERGY L.P. — OTHER INCOME, NET INTEREST AND DEBT ExPENSE, NET MINORITY INTEREST IN NET INCOME OF NUSTAR GP HOLDINGS, LLC INCOME FROM CONTINUING OPERATIONS BEFORE INCOME TAx ExPENSE INCOME TAx ExPENSE INCOME FROM CONTINUING OPERATIONS INCOME FROM DISCONTINUED OPERATIONS, NET OF INCOME TAx ExPENSE NET INCOME PREFERRED STOCk DIVIDENDS 167 ( 359 ) — 6,726 2,1 6 1 4,565 669 5,234 — 73,863 3,622 719 598 1,1 16 79,918 7,722 45 350 ( 212 ) ( 7 ) 7,898 2,6 1 1 5,287 176 5,463 2 NET INCOME APPLICABLE TO COMMON STOCk $ 5,234 $ 5,461 70,438 2,816 700 558 836 75,348 5,268 4 1 53 ( 268 ) — 5,094 1,62 1 3,473 1 1 7 3,590 13 $ 3,577 $ 6.30 0.2 1 $ 6.5 1 $ 8.08 1.19 $ 9.27 $ 8.65 0.29 $ 8.94 565 6 1 1 549 $ 7.72 1.16 $ 8.88 579 $ 0.48 $ 8.36 0.28 $ 8.64 632 $ 0.30 $ 5.90 0.20 $ 6. 10 588 $ 0. 19 EARNINGS PER COMMON SHARE: C ontinuing Operations Discontinued Operations T otal Weighted-Average Common Shares Outstanding (in millions) EARNINGS PER COMMON SHARE — ASSUMING DILUTION: C ontinuing Operations Discontinued Operations T otal Weighted-Average Common Shares Outstanding—Assuming Dilution (in millions) DIVIDENDS PER COMMON SHARE 24 < VALERO 2007 ANNUAL REPORT CONDENSED CONSOLIDATED STATEMENTS OF CASH FLO wS [MILLIONS OF DOLLARS] YEAR ENDED DECEMBER 31, 2007 2006 2005 CASH FLOWS FROM OPERATING ACTIVITIES: Net Income $ 5,234 $ 5,463 $ 3,590 Adjustments to Reconcile Net Income to Net Cash Provided by Operating Activities: Depreciation and Amortization Expense Gain on Sale of Lima Refinery Deferred Income Tax Expense (Benefit) Changes in Current Assets, Current Liabilities and Other, Net Net Cash Provided by Operating Activities CASH FLOWS FROM INVESTING ACTIVITIES: Capital Expenditures and Deferred Turnaround and Catalyst Costs Proceeds from Sale of Lima Refinery Proceeds from Sale of NuStar GP Holdings, LLC Proceeds from Minor Dispositions of Assets Acquisition of Premcor Inc. Contingent Payments in Connection with Acquisitions Other, Net Net Cash Used in Investing Activities CASH FLOWS FROM FINANCING ACTIVITIES: Debt Borrowings (Repayments), Net Termination of Interest Rate Swaps Benefit from Tax Deduction in Excess of Recognized Stock-based Compensation Cost Common and Preferred Stock Dividends Issuance (Repurchase) of Common Stock, Net Other Net Cash Used in Financing Activities EFFECT OF FOREIGN ExCHANGE RATE CHANGES ON CASH NET INCREASE (DECREASE) IN CASH AND TEMPORARY CASH INVESTMENTS CASH AND TEMPORARY CASH INVESTMENTS AT BEGINNING OF YEAR CASH AND TEMPORARY CASH INVESTMENTS AT END OF YEAR 1,376 ( 827 ) ( 131 ) ( 394 ) 5,258 ( 2,778 ) 2,428 — 63 — ( 75 ) ( 220 ) ( 582 ) 1,782 — 31 1 ( 271 ) ( 5,629 ) ( 24 ) ( 3,831 ) 29 874 1,590 1,155 — 290 ( 596 ) 6,312 840 — 255 1, 165 5,850 ( 3,756 ) ( 2,574 ) — 880 64 — ( 1 0 1 ) ( 58 ) ( 2,97 1 ) ( 249 ) ( 54 ) 206 ( 184 ) ( 1,898 ) ( 9 ) ( 2,188 ) 1 1,154 436 — — 153 ( 2,343 ) ( 85 ) ( 51 ) ( 4,900 ) ( 874 ) — — ( 106 ) ( 389 ) ( 13 ) ( 1,382 ) 4 ( 428 ) 864 $ 2,464 $ 1,590 $ 436 VALERO 2007 ANNUAL REPORT > 25 CONDENSED CONSOLIDATED 5-YR FINANCIAL AND STATISTICAL REVIEw [MILLIONS OF DOLLARS, EXCEPT PER SHARE AND PER BARREL AMOUNTS] 2007 (A) 2007 (a) 2006 (a) 2005 (a) (b) 2004 (c) 2003 (d) OPERATING RESULTS FOR YEAR ENDED DECEMBER 31: Operating Revenues Operating Income $ 95,327 $ 87,640 $ 80,61 6 $ 54,589 $ 6,918 $ 7,722 $ 5,268 $ 2,979 Income from Continuing Operations $ 4,565 $ 5,287 $ 3,473 $ 1,804 $ 37,951 $ $ 1,222 622 Earnings per Common Share from Continuing Operations—Assuming Dilution FINANCIAL POSITION AS OF DECEMBER 31: $ 7.72 $ 8.36 $ 5.90 $ 3.27 $ 1.27 Current Assets $ 14,792 $ 1 1,831 $ 8,919 $ 5,264 $ 3,817 Property, Plant and Equipment, Net Goodwill Intangible Assets, Deferred Charges and Other Assets, Net Total Assets Current Liabilities Long-Term Debt and Capital Lease Obligations, Less Current Portion Deferred Income Taxes Other Long-Term Liabilities Stockholders’ Equity 21,709 4,061 20,180 4,103 17,378 4,837 10,3 17 2,401 2,160 1,639 1,664 1,410 $ 42,722 $ 37,753 $ 32,798 $ 19,392 $ 1 1,914 $ 8,860 $ 7,375 $ 4,534 6,470 4,021 1,810 18,507 4,619 4,047 1,622 5,156 3,615 1,602 3,901 2 ,0 1 1 1,148 18,605 15,050 7,798 5,735 8,195 2,402 1,250 $ 15,664 $ 3,064 4,245 1,605 1,015 Total Liabilities and Stockholders’ Equity $ 42,722 $ 37,753 $ 32,798 $ 19,392 $ 15,664 26 < VALERO 2007 ANNUAL REPORT YEAR ENDED DECEMBER 31, 2007 (a) 2006 (a) 2005 (a) (b) 2004 (c) 2003 (d) COMMON STOCk DATA: Dividends per Common Share $ 0.48 $ 0.30 $ 0.19 $ 0.145 $ 0.105 Number of Shares Outstanding, End of Year (in millions) Number of Registered Stockholders, End of Year Market Price: High Low OTHER DATA: 537 604 617 5 1 1 4 81 7,051 8,507 7,233 6,554 6,564 $ 78.68 $ 47.66 $ 70.75 $ 46.84 $ 58.63 $ 21.01 $ 23.9 1 1 1.43 $ $ 1 1 .77 $ 8.05 Capital Expenditures and Deferred Turnaround and Catalyst Costs $ 2,778 $ 3,756 $ 2,574 $ 1,596 Number of Employees, End of Year 21,798 21,855 21,923 19,879 OPERATING STATISTICS: Throughput Volumes (mbbls per day) 2,798 2,8 1 1 2,435 2,162 Throughput Margin per Barrel $ 12.33 $ 12.47 $ 1 1.10 $ 7.44 Operating Costs per Barrel: Refining Operating Expenses Depreciation and Amortization Total Operating Costs per Barrel $ 3.93 1.20 $ 5. 1 3 $ 3.53 0.96 $ 4.49 $ 3.1 7 0. 8 1 $ 3.98 $ 2.65 0.66 $ 3.31 $ 1 , 1 1 2 19,74 1 1,835 $ 5.13 $ 2.43 0.62 $ 3.05 (a) Effective July 1, 2007, Valero sold its Lima Refinery. Therefore, the assets and liabilities related to the sale are presented as “assets held for sale” and “liabilities related to assets held for sale,” respectively, in the consolidated balance sheets as of December 31, 2006 and 2005. In addition, the results of operations of the Lima Refinery are reported as discontinued operations for the years ended December 31, 2007, 2006, and 2005, and therefore are not included in the statement of income and operating statistic information presented in this table. (b) Includes the operations related to the Premcor Acquisition beginning September 1, 2005. (c) Includes the operations related to the Aruba Acquisition beginning March 5, 2004. (d) Includes the operations of the St. Charles Refinery beginning July 1, 2003. VALERO 2007 ANNUAL REPORT > 27 board of directors BILL KLESSE is Chairman of the Board, Chief Executive Officer and President of Valero Energy Corporation. He was elected Chairman of the Board in january 2007, and was named Chief Executive Officer and Vice Chairman of the Board at the end of 2005. Previously, Mr. klesse served as Valero’s Executive Vice President and Chief Operating Officer, and held other leadership positions with Valero and Ultramar Diamond Shamrock Corporation. BOB MARBUT is Chairman and Co- CEO of Argyle Security, Inc., a provider of physical electronic security solutions, a company he co-founded in 2005 as Argyle Security Acquisition Corporation. Also, since 2004, he has served as Execu- tive Chairman of Electronics Line 3000, Ltd, a provider of wireless security with remote management solutions. He is also IRL ENGELHARDT is Chairman of the Board of Directors and Executive Advisor of Patriot Coal Corporation. Mr. Engelhardt served as Chairman and Chief Executive Officer of Peabody Energy Corporation from 1990 to December 2005, and as RUBEN ESCOBEDO, a Certified Public Accountant, owned and operated Chairman of the Board of Directors from his own certified public accounting firm, a director of Tupperware Brands Corpora- 2006 to October 2007. Mr. Engelhardt Ruben Escobedo & Company, CPAs, tion and Hearst-Argyle Television, Inc. Mr. is also a director of The Williams in San Antonio since its formation in Marbut was previously founder and Chief Companies, Inc., Chairman of The Federal 1977 until his retirement in 2007. He also Executive Officer of SecTecGLOBAL, Inc. Reserve Bank of St. Louis and General serves as a director of Cullen/Frost (now a subsidiary of Electronics Line 3000, Manager of White Walnut Farms LLC. Bankers, Inc. Ltd) from 2002 through 2006. 28 < VALERO 2007 ANNUAL REPORT BILL BRADFORD is the retired Chairman of the Board of Halliburton DR. RON CALGAARD serves as Chairman of the Ray Ellison JERRY CHOATE is retired from Allstate Corporation, where he served Company. Prior to the Halliburton- Grandchildren Trust, and as director as Chairman of the Board and Chief Dresser merger, he was Chairman of of The Trust Company, N.A. Previously, Executive Officer from 1995 through the the Board and Chief Executive Officer he served as Chairman and Chief end of 1998. Currently, Mr. Choate serves of Dresser Industries, Inc., and he held Executive Officer of Austin, Calvert & as a director of Amgen, Inc. and Van various positions in production and Flavin, Inc. in San Antonio. Prior to that, kampen Mutual Funds. management during his tenure there. he was President of Trinity University in San Antonio from 1979 until his retirement in 1999, at which time he was appointed President Emeritus of the University. SENATOR DON NICKLES retired in 2005 as U.S. Senator from Oklahoma after 24 years in office. As a U.S. Senator, he served as Assistant Republican Leader, Chairman of the Republican Senatorial Committee, Chairman of the Republican Policy Committee and Chairman of the Budget Committee. He also served on the Finance and Energy and Natural Resources committees. Upon his retirement, he formed and became Chairman and Chief Executive Officer of The Nickles Group. Senator Nickles also is a director of Chesapeake Energy Corporation, Fortress International and Washington Mutual Investors Fund. DR. SUSAN KAUFMAN PURCELL is the Director of the Center for Hemispheric Policy at the University of Miami. The Center examines political, economic, financial, trade and security issues in Latin America, as well as U.S. -Latin America relations. Dr. Purcell previously served as Vice President of BOB PROFUSEK is a partner in the jones Day law firm and heads its Mergers and Acquisitions department. the Council of the Americas, a non-profit Mr. Profusek also serves as a director of business organization of Fortune 500 CTS Corporation. Previously, he served companies with investments in Latin as Executive Vice President of Omnicom America, and of the Americas Society, a Group Inc. and as a director of the managing partner of Valero L.P. non-profit educational institution, both in New York City. VALERO 2007 ANNUAL REPORT > 29 STOCKHOLDER information ANNUAL MEETING Valero’s annual meeting of stockholders is scheduled to be held at 10 a.m., Thursday, May 1, 2008, at Valero’s corporate headquarters located at One Valero Way (near the southwest corner of the intersection of I.H. 10 and Loop 1604 West) in San Antonio, Texas. VALERO ENERGY CORPORATION COMMON STOCK Valero’s common stock trades on the New York Stock Exchange under the ticker symbol “VLO.” FORwARD-LOOKING STATEMENTS Much of the information provided in this report includes or is based upon estimates, predictions, projections and other “forward- looking statements” (as defined in Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934) that involve various risks and uncertainties. While these forward-looking statements, and any assumptions upon which they are based, are made in good faith and reflect Valero’s current judgment regarding the direction of its business, actual results will almost always vary, sometimes materially, from any estimates, predictions, projections, assumptions, or other future performance suggested herein. Certain risks and uncertainties that may affect Valero are detailed from time to time in its SEC reports, including Valero’s most recent Annual Report on Form 10-K. The financial and other information provided in this summary annual report should be read in conjunction with Valero Energy Corporation’s complete Consolidated Financial Statements (including the notes) TRANSFER AGENT AND REGISTRAR and Management’s Discussion and Analysis of Financial Condition Computershare Investor Services has been appointed transfer and Results of Operations. This and other information about Valero agent, registrar and dividend disbursing agent for Valero’s is contained in Valero’s Annual Report on Form 10-K for the year common stock. Inquiries with respect to stock accounts and ended December 31, 2007 and Valero’s Notice of the 2008 Annual dividends and all requests to transfer certificates should be Meeting of Stockholders and Proxy Statement. addressed to: Computershare Investor Services 250 Royall Street Canton, MA 02021 (888) 470-2938 (312) 360-5261 www.computershare.com/contactus DIVIDEND wITHHOLDING Under federal income tax law, you are subject to certain penalties, as well as withholding with respect to your dividend payments, if you have not provided Valero with your correct social security number or other taxpayer identification number. For this reason, any security holder who has not provided a taxpayer identification number should obtain a Form W-9 (Payer’s Request for Taxpayer Identification Number). To request a Form W-9, please contact Valero’s transfer agent and registrar at the address shown above. VALERO CORPORATE HEADQUARTERS One Valero Way San Antonio, Tx 78249-1616 (210) 345-2000 wEB SITE www.valero.com INVESTOR INQUIRIES For investor inquiries, please contact: Investor Relations Department P.O. Box 696000 San Antonio, Tx 78269-6000 (800) 531-7911 or (210) 345-2198 (210) 345-2103 (fax) investorrelations@valero.com MEDIA INQUIRIES For media inquiries, please contact: Media Relations Department P.O. Box 696000 San Antonio, Tx 78269-6000 (800) 531-7911 or (210) 345-2928 (210) 345-2327 (fax) corporatecommunications@valero.com 30 < VALERO 2007 ANNUAL REPORT PRINTED IN THE U.S.A. 

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