Since the company’s inception, Arrow Energy has been a Phillips 66 marketer which Faiman says is critical to the Arrow Energy business and name.

“Phillips 66 is a premium, international brand which helps set us apart from other third-party fuel providers,” Faiman said. “Other refiners do not have the marketing that Phillips 66 does, so it was an easy decision when we started Arrow Energy nearly 35 years ago, and we haven’t looked back since.”

Faiman’s head of sales, Tom Buhr, is also part of Arrow Energy’s relationship with the fuel provider. He leads the strategy behind marketing Phillips 66 fuel to its 60 dealers from the Great Lakes region all the way down to Texas.

“We have the power of the Phillips 66 brand behind us while boasting the personal, individualized service and care we provide to our customers,” Buhr said. “Our FBOs get the best of both worlds at Arrow Energy.”

Buhr, who celebrated 30 years with Arrow Energy last September, originally planned to be a pilot, receiving his pilot’s license in 1986. His professional plans took a turn while working at Million Air in Cincinnati; he realized he enjoyed ground support more than flying and worked his way up to management. It was at Million Air he met Faiman and then left the FBO in 1992 to work at Arrow Energy.

“I manage Arrow’s relationship with Phillips 66, and over the years have assumed a more public role by representing Arrow at conferences and other events,” Buhr said. “Craig makes everything happen behind the scenes, and along with our entire team, we run a personable yet efficient business.”

Faiman’s son, Nathan, also works at Arrow Energy, serving as company VP. Originally a finance and accounting professional, Nathan switched his career path and entered the family business four years ago and today focuses on all business operations and managing the office of seven employees.

“We are a small team, but it works to our advantage as we offer a personalized approach,” Nathan said. “From ordering to invoicing, we adapt quickly to the industry market while able to have individualized conversations with our customers, all who know everyone in our office by name.”

Buhr emphasized Nathan’s sentiments that Arrow Energy doesn’t flaunt the phrase “good customer service,” but lives it every day through each interaction with their customers.

“The term ‘customer service’ can be thrown around easily, but at Arrow Energy, our staff is incredibly flexible and truly meets the needs of our customers,” Buhr said. “If you’re in need of an emergency delivery or borrowed fuel truck, we make it happen.”

As a Phillips 66 marketer, Arrow Energy also offers its FBOs several Phillips 66 programs and perks, from Contract Fuel and quality assurance to credit card rewards and processing.

“This is just another example of how Phillips 66 has helped power our brand, and vice versa,” Buhr said. “We have built and continue to build our business by working alongside a globally trusted brand while simultaneously being a small, family-owned company that offers a personal and friendly experience.”

The post Arrow Energy Boasts Powerful Dynamic as a <span class="nowrap">Phillips 66</span> Aviation Fuel Marketer appeared first on Phillips 66.

“People are our competitive advantage,” said Todd Denton, Senior Vice President of HSE & Field Operations. “We want to encourage them to think big, think boldly and bring their ideas to the table.”

The Reuters conference featured a 30-minute conversation between Denton and Brenda Brinson, General Manager of Culture & People Strategy and Chief Diversity Officer, in which the two discussed the evolution and importance of I&D across the workplace. At Phillips 66, I&D has been a major point of focus, resulting in a more diverse executive leadership team and Board, among other things.

While inclusion and diversity have different monikers at other companies such as DEI, the ordering at Phillips 66 is intentional. “Without inclusion, diversity can’t thrive,” Brinson said.

Brinson said belonging is the top engagement driver at Phillips 66, ensuring employees feel valued and connected. To help build that sense of value and connectivity, Phillips 66 has 10 employee resource groups with nearly 70 chapters across the globe, including the newest group, the Diverse Abilities Network, Denton said.

Denton said I&D is critical to operational excellence, citing an example of the company stopping operations at a Phillips 66 refinery because one worker alone identified a safety issue. “Inclusion is about feeling safe to speak our minds,” he said.

Listening to employees is important in the I&D effort, Brinson said. “Listening creates a foundation of trust and collaboration,” Brinson said. “It’s easier to get better business outcomes and ultimately a sense of belonging.”

Said Denton, “If we can get everyone with their unique perspectives and backgrounds having those conversations, then that’s going to take us as a company to the next level in terms of building a sustainable energy future.”

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Brenda Brinson, General Manager of Culture & People Strategy and Chief Diversity Officer at Phillips 66, asked that question to Mark Lashier and Bruce Chinn, the respective leaders of Phillips 66 and Chevron Phillips Chemical Company, in a moderated discussion at Phillips 66 headquarters Tuesday. CPChem is jointly owned by Phillips 66 and Chevron.

Here are five takeaways:

Find ways to add value. Neither Lashier nor Chinn actively set out to be a chief executive. Rather, they looked for ways they could contribute in various roles, including helping others in their careers as mentors. “I never really aspired to be CEO, “said Phillips 66 President and CEO Lashier. “I aspired to create value for the company, to do things they wanted me to do, to help people make great careers for themselves.”

Be a good listener. Listening skills helped both CEOs become better versions of themselves and ultimately climb the corporate ladder. “Feedback is a gift,” said CPChem President and CEO Chinn, for whom a mentor stressed listening. “But you have to be willing to listen.” Said Lashier, “Listening made me a better CEO. It made me a better husband. It made me a better father.”

Build relationships. Leadership and mentorship hinge on relationships. For Chinn, relationships allowed him to overcome workplace bias. “That’s why I believe in it,” said Chinn. “Not only with your immediate boss, but also your peers, your subordinates and folks in other functions. That’s how people see the real you.” Lashier recalled a manager in Sweeny, Texas, who as a mentor helped him win credibility with plant workers.

Don’t force it. Mentorship, like leadership, cannot be willed. “There’s some sort of organic chemistry that takes place,” said Lashier. But that doesn’t mean you should just wait for it to happen, said Chinn. “I would tell folks, especially young folks, to never be afraid of engaging,” he said. “You never know where your mentor might be.”

Look for lessons. Lashier said a mentor once helped him better understand how organizational decisions are made. “Sometimes decision makers have access to information or experiences you don’t have,” he said. Lashier also learned to see decisions as an opportunity to gain insight on the decision-making process. “It’s an opportunity to understand the why,” he said.

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This is the second year for Red Line’s Women of Motorsports/Women of Powersports social media campaign on Instagram, Facebook and LinkedIn. This year, Red Line features more than 20 women. What are the opportunities for women in the sport of racing?

The opportunities for women in motorsports and powersports are unlimited. In every form of racing, the sanctioning bodies offer classes for people at every level, from beginners to experts.

Don’t get me wrong, a person is not going to just jump right into an Indy car or ride a motorcycle during a Supercross event. But there are feeder opportunities into every type of racing. All you need is the desire and the commitment to make it happen.

How important is it for Red Line to shine a light on underrepresented populations in a sport like racing?

Red Line is a smaller voice in the racing and performance oil category. So that is one of the driving forces behind everything we do as far as marketing. We don’t have the funds to buy our way into shops, trailers and title rights of races.

We focus on our customers and the people who support Red Line. They are #teamredlineoil. Word-of-mouth advertising and recommendations from friends or competitors are the best endorsement any brand could ask for. So we always try to focus on customers and racers. We let them tell our story. Women are a major part of the story in the sports we love.

How did Red Line select the women you featured?

Each year, we look back at what our customers have done or are doing. We look at new customers and new teams that have joined us. We ask the teams if there are women they would like us to recognize. This year, the response doubled, and our hope is for it to keep growing.

How have people reacted to the campaign?

The reaction has been amazing. Teams share our posts on their channels, racers and their friends and families share our posts, and they are all thankful — thankful that we are giving them a platform and honoring them the best way we can. Most are amazed that a brand would do this for its customers. And that’s what sets us apart.

Any plans for other campaigns we should be on the lookout for?

This year, we’ll follow up the #WomenOfMotorSports campaign with our #WhenYouKnowYouKnow campaign, where we showcase builders and shops that stock and sell Red Line. Once again, we put the focus on them. It’s a winning combination for all.

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The achievement marks the first time an organization has won in the large-operator category for three consecutive years. The wholly owned midstream subsidiary of Phillips 66 received the award for its safety performance in 2022, which included a record-low three-year total recordable incident rate of 0.08, two consecutive years without a lost workday case injury, and its second-best TRIR.

“It’s no coincidence that Midstream continues to outperform in this space,” said Tim Roberts, Executive Vice President of Midstream and Chemicals. “It’s because of the Midstream employees who take safety seriously and have made it part of their core values and culture. This is their award.”

In 2022, Midstream built on its culture of operating excellence by strengthening employee and contractor safety performance, including increasing hazard awareness, adding employee safety improvement teams and enhancing the contractor safety program.

“It takes a village,” said Operations Center of Excellence Manager Stephanie Wilson, who accepted the award on the company’s behalf at API’s annual conference in Nashville. “At Phillips 66, some of our most transformative safety accomplishments have been, in part, the result of companies and individuals across the industry coming together to address industry challenges.”

API President and CEO Mike Sommers said API’s Pipeline Environmental Health and Safety Group uses the award to honor energy leaders developing new technologies and improvements to strengthen the industry’s license to operate. “Day in and day out, Phillips 66 Pipeline sets a higher standard for our industry with your team’s commitment to safety and development,” said Sommers.

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The newest member of the Phillips 66 executive leadership team knows how to get things done.

Tandra Perkins, who took on the role of Senior Vice President and Chief Digital and Administrative Officer last October, tells her team to focus, keep things simple and execute.

“It’s our responsibility to develop solutions and new ideas, but to take them through the last mile so that they stick and they’re sustainable,” she says.

As a leader, Perkins values authenticity and integrity, and says her approach to leadership and encouraging others comes from looking at how to use opportunities to do good.

“I have come to learn in life that the things you go through, the things you do and the opportunities you’re afforded are actually not about you,” says Perkins. “They’re about the people you can impact around you.”

In a video series featuring Phillips 66 leaders, Perkins talks about her leadership style and how she sees Phillips 66 leading the way in digital technologies.

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The Sweeny Refinery on the Texas Gulf Coast captured AFPM’s Distinguished Safety Award – the industry’s top safety honor – for a second consecutive year. Bayway Refinery in New Jersey, Borger Refinery in West Texas and the San Francisco Refinery’s Santa Maria Plant notched Elite Gold awards, and Ponca City Refinery in Oklahoma took home Elite Silver honors.

“Safety is at the core of everything we do at Phillips 66,” said Todd Denton, Phillips 66 Senior Vice President of Health, Safety and Environment and Field Operations Support. “Congratulations to our five safety award winners and their employees and contractors. The recognition by AFPM is a testament to their and the company’s steadfast commitment to the safety of our people and safe operation of our assets in our communities each and every day.”

Sweeny, which is located approximately 65 miles southwest of Houston, also garnered AFPM’s Innovation Award for the refinery’s Maintenance Area Safety Team’s work with The Hand Safety Tool Company, LLC^TM to test a new tool to increase safety.

The Distinguished Safety Award is presented to eligible U.S.-based sites that demonstrate exemplary, long-term safety performance, program innovation and leadership. The Elite Gold Award is AFPM’s second-highest safety honor, and it recognizes facilities with safety performance in the top 5 percentile. The Elite Silver Award recognizes facilities with safety performance in the top 10 percentile.

Sweeny was one of only three sites to earn a Distinguished Safety Award for 2022. Nearly 250 AFPM-member refining and petrochemical facilities were eligible to apply for the safety awards.

Chevron Phillips Chemical, the joint venture between Phillips 66 and Chevron, picked up Elite Gold awards for its Borger and Orange, Texas, sites, as well as Elite Silver honors for its Port Arthur, Texas, and Sweeny operations.

AFPM is a leading trade association for U.S. refiners and chemical manufacturers. The awards are part of a program developed by the AFPM Safety and Health Committee to promote safe operations in the refining and petrochemical industries. 

Sweeny’s award marks the seventh year in a row that a Phillips 66 refinery has captured the industry’s top honor.

“Earning the AFPM DSA is an outstanding feat for any facility; doing it for two years in a row is beyond remarkable,” Sweeny Refinery HSE Manager Ben Way said. “Our people should be enormously proud of this accomplishment and our commitment to safety. It’s a conscious decision our employees make every moment they spend time within our gates.”

Past Distinguished Safety Award winners from Phillips 66 also include Bayway (2019, 2017), Billings (2008), Borger (2019), Ferndale (2019), Lake Charles Manufacturing Complex (2020, 2019, 2016), Ponca City (2020, 2018) and Santa Maria (2020, 2019, 2011).

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“Our mission is to provide energy and improve lives, whatever form that energy takes,” he said in the interview, published April 3 as a cover story in the newspaper’s business magazine. Whatever the world needs — be it cars or kayaks — Phillips 66 will be looking at ways to deliver that energy, he added. 

Lashier covered a number of topics in the interview, including new technologies and innovative projects related to the energy transition. Among them: the company’s conversion of the San Francisco Refinery in Rodeo, California, into one of the world’s largest facilities for renewable fuels. 

He also discussed the company’s efforts to market hydrogen as a transportation fuel, develop sustainable aviation fuel and produce a specialty carbon material that goes into lithium-ion batteries. 

Lashier said Phillips 66 is lowering the carbon footprint of the fuels it produces, in part by reducing the amount of energy consumed at its facilities, as well as looking at carbon-capture technologies.  

Meanwhile, all the company’s moves into emerging energy are underpinned by a commitment to Phillips 66 shareholders.  “The intent is to ensure that we’re providing returns to our investors,” Lashier told reporter Amanda Drane (pictured).

Lashier said U.S. gasoline demand may have peaked with more stringent fuel economy standards and electric vehicles coming into the marketplace, but the company’s core businesses will stay relevant with global demand for liquid fuels continuing to rise.   

In particular, demand for diesel and jet fuel will see strong growth, he said.  “We may have to figure out how to make more diesel and jet fuel and less gasoline, but the assets are going to be there, and the jobs will continue to be there,” said Lashier.   

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Among the latest to enjoy this crowning achievement are engineers Mandy Johnston and Barbara Todd and scientist Lisa Myers. Now, as members of the Fellows team in Bartlesville, Oklahoma, they are charged with innovative oversight for Phillips 66. 

In honor of Women’s History Month, these three trailblazers offer their advice for the next generation of women scientists and engineers.

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“This is an opportunity for us to build a full value chain to compete from wellhead to market,” Roberts said. “Now we can pick up a barrel from a producer and take it to Asia, Europe or Baytown, Texas.”

Roberts spoke on a keynote panel that headlined a feedstocks and refining integration track. The integration of DCP Midstream, a major processor of natural gas and one of the largest U.S. producers and marketers of NGLs, bolsters Phillips 66’s already strong position in the latter. NGLs, which include ethane, propane, butane and pentanes, are in-demand hydrocarbons for petrochemical production, home heating and cooking and fuel-blending. On the chemicals side, Chevron Phillips Chemical, Phillips 66’s joint venture with Chevron, is pursuing world-class projects in the Gulf Coast region and Qatar.

On the topic of lower-carbon opportunities, Roberts said Phillips 66 continues to study how to best leverage its core assets and expertise to potentially capture and sequester carbon dioxide, as well as produce hydrogen.

“We’re in the molecule management business,” he said. “We’re the logical entity to handle and produce them. We see the refining structure and the midstream space supporting those efforts.”

Roberts noted that pipelines are the safest form of transportation for hydrogen and CO₂, so there will be opportunities to convert underutilized infrastructure.

He is optimistic about NGL growth in the Permian Basin, where producers continue to optimize their acreage and where DCP Midstream has a strong presence.

While demand for liquid hydrocarbons will exist for a long time, companies such as Phillips 66 want to be part of a lower-carbon energy future.

“We’re looking for solutions,” said Roberts, who advocated for working constructively with government administrations and regulators on the path forward. “We believe we’re the right company and the right industry to bring those solutions.”

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