Page 73 - FINAL Phillips 66 50 Year Book

That October, a new logo was unveiled to promote the refinery’s new
vision of being ‘the safest, cleanest and most profitable European
refinery’. The old vision was ‘to be a role model for the industry’.
Both visions had always been goals, but the change was part of the
continuous improvement philosophy.

That same month, refinery manager Terry Indreland’s wife, Jane, talked
about co-founding the Humberside International Women’s Club. The
Indrelands were from Montana, US, and she had at that point moved 11
times during their marriage: “Moving the family here was a momentous
thing to do but a very exciting experience also. Coming to a new country
can be very hard. When I first arrived I was aware that every time I
opened my mouth I was unusual. We see England so often in films and
on TV we think we know it. And we assume that because we speak the
same language and share some history that everything is the same. I
think it takes at least a year to settle into a new country and it is difficult
if you don’t have anyone to show you the ropes.”

Now there was not only people but a formal organisation to show
incomers the ropes; another example of how much value the company
places on investing in the community around it, as much as in business.

In early 1996, Humber Refinery became a disaster zone. People with
horrific injuries – including acid burns and amputated limbs – were
rushed into the medical centre. Fortunately it was all part of Operation
Coma, the biggest mock exercise so far carried out by Grimsby’s hospital
to test emergency procedures.

Left: Terry Indreland, Refinery Manager.