weather, fires or other operational events.

     Other factors affecting profitability for downstream operations include the reliability and efficiency of the company’s refining, marketing and petrochemical assets, the effectiveness of its crude oil and product supply functions, and the volatility of tanker-charter rates for the company’s shipping operations, which are driven by the industry’s demand for crude oil and product tankers. Other factors beyond the company’s control include the general level of inflation and energy costs to operate the company’s refining, marketing and petrochemical assets.

     The company’s most significant marketing areas are the West Coast of North America, the U.S. Gulf Coast, Asia, and southern Africa. Chevron operates or has significant ownership interests in refineries in each of these areas. In 2011, the company’s margins improved over 2010, supported by higher global product demand and tighter global refined product supplies. The company made further progress during 2011 implementing the previously-announced restructuring of its downstream businesses, including the employee-reduction programs for the United States and international operations. Approximately 2,300 employees in the downstream operations are currently expected to be released under these programs. About 2,100 employees have been released through December 31, 2011, with the programs being substantially completed. Substantially all of the remaining employees designated for release under the programs are expected to leave in 2012. About 900 of the affected employees were located in the United States. Refer to Note 23 of the Consolidated Financial Statements, on pages FS-55 through FS-56, for further discussion.

     The company progressed its ongoing effort to concentrate downstream resources and capital on strategic assets. On August 1, 2011, the company completed the sale of its 220,000-barrel-per-day Pembroke Refinery and its fuels marketing and aviation assets in the United Kingdom and Ireland. Through year-end 2011, the company had also completed the sale of 13 U.S. terminals, certain marketing businesses in Africa, LPG storage and distribution operations in China, and its fuels marketing and aviation businesses in 16 countries in the Caribbean and Latin America regions. In 2012, the company also expects to complete the sale of its fuels, finished lubricants and aviation businesses in Spain and certain fuels marketing and aviation businesses in the central Caribbean, pending customary regulatory approvals.

     Also in 2011, Caltex Australia Ltd. (CAL), the company’s 50 percent-owned affiliate, initiated a review of its refining operations in Australia, which is ongoing. Upon completion, should the review result in a decision to significantly alter the operational role of CAL’s refineries, Chevron may recognize a loss that could be significant to net income in any one period.

     Refer to the “Results of Operations” section on pages FS-7 through FS-8 for additional discussion of the company’s downstream operations.

     All Other consists of mining operations, power generation businesses, worldwide cash management and debt financing