The below article is from the November 15, 2001, edition of Spearhead, which is published for all CITGO employees and retirees by CITGO’s corporate communication department.

When we say that people are the energy of our company, we immediately think of the hard-working employees who keep the Company strong day-in and day-out right now. But there are quite a few folks who have retired and moved on to new lives – people whose tireless efforts during their careers laid the foundation for CITGO becoming one of the safest and most prominent refining, marketing and transportation companies in the industry. What are they up to now? Well, read on — the following is the first installment of a new Spearhead feature on CITGO retirees.

And who better to feature in our first installment than former CITGO President and CEO Ron Hall, whose ten-year career with CITGO from 1985 to 1995 saw the company grow from near obscurity into one of the best refining, marketing and transportation companies in the business.

Q: So how do you spend your time these days?

A: My wife and I have a 300-acre ranch in Texas that demands a good bit of my time. We raise polled Herefords and horses, and I also spend a lot of time out walking and working with my springer spaniels. In addition to running our ranch, I’m on the boards of several corporations, including Fuel Links, a start-up oil marketing technology company, and Bradley University in Peoria, Illinois, which is my undergraduate alma mater.

Q: What was your proudest accomplishment during your tenure with CITGO?

A: First off, I want to give credit where credit is due — the employees and our customers. I cannot, and will not, in good conscience claim credit for the work they did and are still doing. They made things happen and I still take pride in having worked with this fine bunch of people.

When we came in 1985, our task was to do an intensive business review, evaluate the whole business to find the strengths and the weaknesses. And if the weaknesses couldn’t be fixed, get rid of them. One of our most important recommendations was to secure a long-term, dependable crude supply, which, ultimately, led to CITGO’s relationship with PDVSA.

Another important recommendation was to build on CITGO’s established brand value. The company was languishing, to be sure, but we had a growing credit card deck, and we were strong in certain regions, particularly the Northeast. In addition, we had good relationships with independent marketers, and we saw the potential of developing that strength as well.

But coming up with the plan was only one part of the task. We also had to sell it, not just to CITGO’s Board, but also to the employees. It had to be their plan, and it had to be doable. And I think our team sold the plan and implemented it very effectively.

Q: What would you say was the biggest challenge you faced at CITGO?

A: I think our most important challenge during my tenure was safety. When I came on board our OSHA-recordable rate was dismal, and the accident at A-Cat [Lake Charles] really set us back. As a result, morale was really low. We had our work cut out for us, but the employees rose to the challenge. We made the determination that we would not tolerate accidents.

I take great pride in the fact that CITGO became one of the safest companies in the business, but again, I can’t take the credit for it.

Q: What are your impressions of the Company today?

A: I’m delighted at the leadership Oswaldo [Contreras] has shown. People really are important to him, and I think his actions have indicated that. Taking an interest in retirees, as demonstrated by this feature, and sending the Spearhead out to us, are good examples of the positive ‘people’ outlook at CITGO under Oswaldo’s leadership. You can’t command respect; you have to earn it, and he’s doing that.

Oswaldo and I share the same idea of what leadership is all about. A leader’s job isn’t to make, distribute and market gasoline and other energy products. Shoot, at CITGO, you’ve got 4,200 highly capable employees to do that. The leader’s job is to make sure nothing gets in their way and make sure that they’ve got the work environment to be creative, innovative and to take the initiative. It’s pretty obvious to me that Oswaldo’s bound and determined to do that. And he’s doing it the right way —emphasizing integrity, respect, fairness, trust — the things that set a world-class company apart from the rest. I am so happy to see that.

Q: What about CITGO’s direction?

A: Well, I’ll be honest with you — I’m more excited about where CITGO’s going than I have been in a long time. I’ve heard about your plans for growth and to an old retiree like me, that’s music to my ears.

I still keep my ear to the ground, and I know it’s a tough industry. But CITGO has a lot of advantages other companies don’t. A reputation for honesty and integrity, loyal customers, being part of the second largest oil company in the world with reliable access to the largest crude oil reserves outside the Middle East, and, most of all, the people.

There’s no doubt in my mind that CITGO’s on the right course, has excellent leadership, the customer focus and that same old CITGO spirit that money just can’t buy. Yeah, I’m excited.