Exhibit 99.2

Third Quarter 2005 Earnings Release Supplemental Slide Information November 3, 2005

Capital Investment Strategies Operate our facilities in a safe, reliable, and environmentally responsible way Improve profitability by achieving greater operational and administrative efficiencies Expand and upgrade Anacortes Increase flexibility and add selective enhancements at Golden Eagle Tighter return hurdles for economic capital at other refineries All other expenditures support operational excellence 3 Year overall payback from first dollar spent on economic projects

$ in millions $ in millions Estimated 2005 Budget 2006 Plan Plan $ in millions $ in millions Estimated 2005 Budget 2006 2007 2008 Turnarounds & Catalyst Turnarounds & Catalyst $ 60 $ 104 $ 49 $ 59 Anacortes Coker Project Anacortes Coker Project 12 110 128 - Kenai DDU Kenai DDU 5 33 7 - Golden Eagle Coker Modification Golden Eagle Coker Modification 2 135 138 - EH&S & Sustaining EH&S & Sustaining 218 167 139(1) ) 113(1) Economic Economic 44 96 59(1) 71(1) Total Capital Expenditures, cash Total Capital Expenditures, cash $ 341 $ 645 $ 520 $ 243 Capitalized Interest & Labor Capitalized Interest & Labor 12 25 20 7 Total Capital Expenditures Total Capital Expenditures $ 353 $ 670 $ 540 $ 250 Incremental EBITDA, base(2) Incremental EBITDA, base(2) $ 160 $ 385 Incremental EBITDA, low(3) Incremental EBITDA, low(3) 113 205 2006-2008 CAPEX Plan Summary (1) Preliminary estimates - subject to change, still reviewing other projects. (2) Based on industry average crack spreads for the 24 months ended June 30, 2005 adjusted for Company estimates of the impact of the introduction of ultra-low sulfur fuels, the effective banning of MTBE in the United States in 2006, and potential turnaround delays. (3) Similar to (2) above, but adjusted for a 0.5% demand reduction in each of gasoline and diesel demand growth rates going forward. MAJOR PROJECTS OTHER