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The major oil companies hold of the total petroleum products market in the Philippines
continued to decrease over the years as competition at the pump stations tightened as a result of
market deregulation.
Major players (Petron Corp., Chevron Phils. and Pilipinas Shell Petroleum Corp.) got
60.4 percent share of market in 2015 (from 68.9 percent in 2014), according to data from the
Department of Energys Oil Supply/Demand Report.


Petron Corporation is the largest oil refining and marketing company in the Philippines.
Supplying nearly 40% of the countrys oil requirements, their world-class products and quality
services fuel the lives of millions of Filipinos every day.
They operate an integrated crude oil refinery and petrochemicals complex with a rated
capacity of 180,000 barrels per day in Limay, Bataan. Their Integrated Management System
(IMS)-certified refinery processes crude oil into a full range of petroleum products including
gasoline, diesel, liquefied petroleum gas (LPG), jet fuel, kerosene, industrial fuel oil, and
petrochemical feedstock benzene, toluene, mixed xylene, and propylene.
From the refinery, they move their products via barges and marine vessels to 32
International Organization of Standardization (ISO)-certified depots and terminals situated all
over the country. Through this vast distribution network, they supply fuel oil, diesel, and LPG to
various industrial customers. Petron also supplies jet fuel at key airports for international and
domestic carriers.
They have the largest retail network. With nearly 1,900 service stations, they bring their
superior automotive fuels closer to motorists. They have the most extensive petroleum product
line in the Philippines. Always at the forefront of fuels technology, they continuously pioneer
ground-breaking products that tailor fit the lifestyles of their customers. Petron Blaze 100, for

instance, is one of the fewif not the onlycommercially available gasoline in the world with a
100 octane rating.
Their stations give a one-stop service experience to travelers, offering amenities
including convenience stores, restaurants, and specialty shops.
They operate repair and maintenance centers to cater to the specific requirements of
motorists. Besides selling their lubricants and specialty products here, these centers are outfitted
with modern equipment and manned by well-trained technicians.
Their LPG brands, Gasul and Fiesta, have been an intrinsic part of their customers
households for many decades. Through their nationwide dealership network, they offer and
deliver them at their doorsteps.
Their commitment to innovation has led us to introduce a variety of Petron Cards to the
market. Each of their cards has been engineered to encourage convenience and ensure customer
satisfaction in every swipe. An example is the Petron Fleet Cardthe first microchip-poured
fleet card in the Philippines.
They operate a polypropylene (PP) plant with a rated capacity of 160,000 metric tons of
PP resin annually. They run a lube oil blending plant, which manufactures their lubricants and
greases. They also run one of the most modern blending facilities in Asia, which enables us to
formulate the unique fuel additives they use to produce their premium fuels.
They export various petroleum and non-fuel products to Asia-Pacific countries such as
Japan, India, Malaysia, Singapore, South Korea, Thailand, Pakistan, and even to the United Arab
To further expand their international presence, they recently established Petron Oil and
Gas International to run three companies in Malaysia that comprise an integrated downstream
Beyond their business agenda, they take their corporate and social citizenship to heart.
They roll out and incorporate programs that address national concerns in education, environment,
and health and human services into their operations to ensure sustainability and contribute to
social development.
With nearly 80 years of experience in the oil industry, they continue to be dedicated and
passionate about their vision to be the leading provider of total customer solutions in the energy
sector and its derivative businesses.


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The quest for black gold Spurred by memories of the gold rush, hordes of prospectors
descended on California in the 1860s, seeking another kind of bounty black gold, or oil. Their
early efforts were fruitless.
Undeterred, petroleum pioneers Demetrius Scofield and Frederick Taylor of the
California Star Oil Works, a Chevron predecessor, took aim at Pico Canyon, a remote portion of
the rugged Santa Susana Mountains. In September 1876, driller Alex Mentry succeeded in
striking oil in Pico No. 4, despite rattlesnakes, wasps, mud and underbrush.
The first successful oil well in California, Pico No. 4 launched California as an
oilproducing state and demonstrated the spirit of innovation, ingenuity, optimism and risk-taking
that has marked the company ever since.
Lacking the capital it would need to seize marketing opportunities in this growing area,
California Star was acquired by the Pacific Coast Oil Co. on Sept. 10, 1879.
Colonel Charles Felton, Coast Oils president, had incorporated the company less than
seven months earlier, on Feb. 19, 1879. Within the next year, Coast Oil built Californias largest
and most modern refinery, with a capacity of 600 barrels a day, at Point Alameda on San
Francisco Bay; constructed a pipeline that linked Pico Canyon with the Southern Pacifics train
station at Elayon in southern California; and undertook an extensive, largely successful drilling
In 1895, the company initiated its enduring marine history when it launched Californias
first steel tanker, the George Loomis, which could ship 6,500 barrels of crude between Ventura
and San Francisco.
A New Force Enters the Region
In 1878, Standard Oil Co. opened a three-person, second-story office in San Francisco.
Despite its modest trappings, Standard possessed marketing acumen, outstanding products, an
aggressive advertising philosophy and financial backing from its New York parent.
By 1885, it consolidated its Western interests under its subsidiary, the Standard Oil Co.
(Iowa), which controlled distribution stations throughout the West Coast. Iowa Standard quickly
became the areas major seller of kerosene, and by 1900, the company controlled a staggering
96.5 percent of the Western market in light oils.
Lacking Iowa Standards marketing savvy and financial clout, Coast Oil had been
struggling, despite its successful record of exploration and production. As a result, in 1900, Coast
Oil agreed to be acquired by Iowa Standard, while retaining the name of Pacific Coast Oil Co.

Through the acquisition, Iowa Standard gained a presence in the production, transportation and
refining businesses.
Richmonds Colossal Refinery
After buying 500 acres of rolling lands on the northeast shore of San Francisco Bay in
1901, Standard completed the Richmond Refinery a year later. To feed this new colossus of West
Coast refineries, Standard laid a pipeline from Richmond to the prolific new oil fields at Kern
River and Coalinga.
Since Richmonds location also made it ideal for a marine terminal in San Francisco Bay,
Standard expanded its fleet by acquiring several vessels including the Asuncion, a 2,196-ton
collier that was converted into a 21,000-barrel tank ship; the 12,000-barrel tanker, Maverick; the
38,000-barrel tanker Colonel E.L. Drake; and the 23,000-barrel Barge 9.
A New Entity is Born
As the company grew, it changed structurally. In 1906, a consolidation between Pacific
Coast Oil and Iowa Standard created a new entity, Standard Oil Co. (California), finalizing an
integration that had existed for six years.
The new company stepped up its marketing efforts, particularly in gasoline sales,
which nearly doubled between 1906 and 1910, and lubricants, which were marketed under the
Calumet, Diamond, Petrolite, Ruddy Harvester, Zerolene and Zone labels.
To meet the growing market for motor fuels, the company came up with a revolutionary
new sales mechanism the worlds first service station, started in Seattle by sales manager
John McLean.
The First Gusher
Until now, Standard had left the hunt for oil to others. In 1909, the company decided to
gamble on its ability to find its own oil. After several initial failures, the drilling team had its first
success on Jan. 22, 1910, when a gusher flowed in at 1,500 barrels a day at the Midway-Sunset
Field in Kern County, California.
Going it Alone
The companys expertise in searching for oil became increasingly important as a May
1911 Supreme Court decision separated Standard Oil Co. (California) from its parent, a giant
New York-based corporation. The decision concluded the governments 4 1/2-year suit under the
Sherman Antitrust Act against the Standard Oil Co. (New Jersey), its subsidiaries and affiliates.
Before the end of 1911, Standard Oil Co. (California) added to its refining capacity with
the completion of the El Segundo plant in Southern California, formed the California Natural
Gas Co. to expand its search for natural gas in the San Joaquin Valley and beyond, and
constructed a second pipeline linking Richmond and the Kern River Field.

In addition to demonstrating its overall growth, the company reaffirmed its pioneering
spirit by naming Demetrius Scofield, who tapped the companys first well, to be president of the
Standard Oil Co. (California).
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They supply energy which helps to support economic development, and work with
communities where they operate to address concerns and share the benefits of their operations.
Their Neighbors
They aim to be good neighbors in the communities where they operate. This means more
than running their operations cleanly and safely: it also means working with people close to their
operations to address their concerns and help them benefit from their activities.
This includes buying and hiring locally, and supporting their local social investment
Social Investment
They support community development projects directly, as well as indirectly through the
independent Shell Foundation. Their aim is to work with communities to understand local needs
and address social or economic issues relevant to their business, such as access to energy,
enterprise development and road safety. Many of the programmers they support aim to be selfsustaining, for example, by helping young people to set up businesses or providing job training.
Their staff contributes by volunteering on social and environmental projects around the world.
To help improve access to modern energy among low-income households, they helped
found the Global Alliance for Clean Cook stoves, a public-private partnership that aims to help
100 million homes worldwide adopt clean cooking solutions by 2020.
How They Do Business
The Shell General Business Principles include their support for fundamental human
rights in line with the legitimate role of business. They aim to work with integrity, even as the

search for oil and gas takes us into challenging locations and politically sensitive countries. They
pay taxes and royalties to the governments of countries where they operate, and these are often
their main source of revenue.
Human Rights
Their Business Principles include their aim to respect the human rights of their
employees and support fundamental human rights in line with the legitimate role of business.
They also work with others to support international efforts to improve understanding of the
relationship between business and human rights.
Their company-wide HIV/AIDS programmer states they do not discriminate against
anyone affected by HIV/AIDS. They also help to provide treatment for employees affected by
HIV/AIDS. In partnership with other companies and organizations they work to raise awareness
and support efforts to slow the spread of HIV/AIDS in the communities where they operate.


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