Chevron Corporate Responsibility Report 2009

Workforce
provide students with the skills needed for
careers in the energy industry.
Partnership schools in non-U.S. locations
are based on Chevron’s key areas of operation,
including Western Australia, Indonesia,
Kazakhstan, Scotland (North Sea) and
Thailand. Efforts are under way to explore
partnerships in additional countries, including
Angola, Brazil and Nigeria. A portion
of our international effort focuses on partnering
world-class institutions with less
developed programs in order to strengthen
the faculty and curriculum.
In the United States, we have sought out
alliances at major institutions, including
Stanford University, Texas A&M University,
Louisiana State University, University of
Texas, Colorado School of Mines, University
of California at Davis, and Massachusetts
Institute of Technology. We also are connected
to a network of more than 100
schools in the United States. These relationships
enable Chevron not only to help
foster talent in critical disciplines — such
as engineering, earth science, finance,
information technology and environmental
science — but also to help facilitate growth
of minority participation.
Diversity
Diversity is one of The Chevron Way values
and is a competitive advantage to the
company by promoting innovation through
different perspectives and experiences.
The percentage of women and non-
Caucasian men represented at the senior
executive level has grown 10 percent since
global diversity tracking began in 2002.
Employee networks support diversity and
innovation in the workforce. The number
of worldwide memberships in Chevron’s
11 employee networks, which can include
individuals who are members of multiple
networks, grew from approximately 18,000
in 2008 to approximately 21,000 in 2009.
Employee networks are groups of employees
focused on dimensions of diversity,
such as gender, race, sexual orientation,
age, disability and nationality. Networks
are initiated by employees, are formally
structured, and are aligned with Chevron’s
diversity values and strategies. The networks
are inclusive, and each is open to
any employee who wants to support the
network’s mission, vision and objectives.
Workforce Nationalization
Chevron has been operating in
Colombia for more than 80 years
and is the largest natural gas producer
in the country, supplying 65 percent
of the country’s natural gas needs.
For gas production operations, more
than 95 percent of the workforce is
Colombian and includes workers from
the Guajira region and nearby indigenous
Wayúu communities.
Stakeholder
Engagement
Engaging Employees
We engage with our employees through
employee networks, town hall meetings, intranet
communications, publications, an annual
corporatewide teleconference with the chairman
and periodic surveys. In 2009, several
topical surveys on business strategy, program
effectiveness, communications and other issues
provided management with employee opinions.
Employees started and manage Chevron’s
11 employee networks, which are open to
any employee. The networks foster career
development and often organize volunteer
activities. In 2009, the XYZ (which addresses
issues relevant to the X, Y and Z generations)
and Boomers (which addresses issues
relevant to the Baby Boom generation) networks
in Bakersfield, California, were asked to
hold an ingenuity brainstorming session with
business leaders. Topics were sustainability
and adding business value as the company
In 2009, Chevron Colombia succeeded
in having no motor vehicle crashes and
no spills, and it also received a Zero Is
Attainable award for its safety performance
that year. Between 2004 and
2009, Colombia had no Days Away From
Work incidents.
Above: Gustavo Plata is an offshore
operations engineer on the Chuchupa A
gas platform.
plans for compliance with California’s climate
change legislation.
The group leveraged their diverse backgrounds
and practical work experience to provide fresh
perspectives on reducing greenhouse gas
emissions in the area’s Upstream operations.
From the hundreds of ideas generated, some
key proposals were to consider a Lean Sigma
statistical analysis tool to improve energy
efficiency and steam management, alternative
energy technologies to increase steam
generation efficiency, and a regional mass
transit option for employee travel to multiple
field locations.
Chevron scientist Susann Nordrum said,
“What struck me most was that the perspectives
of geologists and reservoir engineers
were really different from the typical chemical
and mechanical engineering approach.”
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