Chevron Corporate Responsibility Report 2010

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Contra Costa Unified School District. “There’s a deep connection between Chevron and our students. Working together on science, math, engineering and other programs, we’re changing the student culture to raise expectations so that our students see college as the next step after high school.” Chevron Humankind Our employees are active in nonprofits that strengthen communities where we live and work. In Richmond, for example, we mentor high school students interested in science, engineering, math and other technical careers; serve meals at local homeless shelters; and participate in community improvement projects. We also increased transparency. We responded to the call for information by creating public communications platforms, and for the first time in 30 years, we held an open house and tour to allow the community to see our operations for themselves. The community had the opportunity to engage with us directly, and we could clarify misconceptions about our operations. Investing in Our Community In West Contra Costa County, unemployment is more than 18 percent. Twenty-two percent of families in Richmond have incomes below the U.S. federal poverty level, and 40 percent of adults did not graduate from high school. To help the community address these challenges, we granted $3.7 million Throughout our operations in the United States, employees participate in Chevron Humankind, the company’s U.S. employee and retiree giving and volunteer program. Contributions made to nonprofits through the program are generally matched dollar for dollar by the company. Since Chevron Humankind began in 2008, 19,000 participants plus company matches contributed more than $74 million to support more than 12,000 nonprofits. Above: Chevron employee Brent Tippen volunteers in a class to teach English as a second language in Richmond. 70% reduction in regulated air emissions has been achieved at the refinery in 2010 to nonprofits in Richmond and the county for education, youth leadership programs, economic development and job training. But our investment in the community goes beyond financial contributions. “Support from Chevron and its volunteers comes with accountability and an expectation of mutual benefit,” said Bruce Harter, superintendent of West Harter said program support instills a sense of optimism that can start with something as simple as new microscopes. Science teacher Catherine Vanier needed lab materials to teach cellular biology to her seventh grade students at Richmond’s Lovonya DeJean Middle School. With the help of Chevron’s Fuel Your School program and DonorsChoose.org, Vanier was able to buy the sorely needed supplies. In addition, the school received a $25,000 Chevron classroom grant. As a result, Chevron “has made a significant difference in the education of our students for years to come,” Vanier said. Our focus on supporting STEM (science, technology, engineering and math) education in California has resulted in more than 245,000 students and 3,900 teachers benefiting from our community programs in 2010. Another priority that residents voiced was economic opportunity. Chevron responded by supporting nonprofit organizations that increase local employment. For example, we awarded the nonprofit Stride Center a $211,000 grant in 2009 to create a job-training program. David Benjamin, once an unemployed high school dropout, now has a promising future in technology after receiving computer training from the center. “I wasn’t doing too much with my life and was in and out of trouble,” he explained. Now, he said, he’ll be qualified for jobs in computer technical support and software installation. 16
The Environment Above: The marshland at the refinery is a nourishing habitat for protected and endangered species. Great blue herons (left), egrets and mallards are some of the animals that make it their home. Improving Operations We continually strive to minimize air emissions and waste, use resources and energy efficiently, and minimize environmental impact. The Richmond Advanced Recycled Expansion (RARE) Water Project is one example of our collabo rative approach. In drought-prone California, fresh water has always been a valuable commodity. Population growth and stringent environmental regulations have increased its value. Water is also an essential component in oil refining, with each gallon of oil refined requiring one gallon of high-quality water. We are the San Francisco Bay Area’s largest refinery and thus the largest water customer for the East Bay Municipal Utility District (EBMUD), requiring about 11 million gallons a day. To reduce water use, the refinery and EBMUD completed a plant in 2010 to treat municipal wastewater for our steam-producing boilers. Each day, RARE sends 3.5 million gallons of treated wastewater to the refinery, in addition to the 4 million gallons of reclaimed water already used in the refining process. RARE saves enough drinking water to serve about a quarter of Richmond’s population and could reduce severe rationing in future droughts. “This cooperative effort,” said Lesa McIntosh, an elected board director of EBMUD, “will benefit water customers well into the future.” Refinery air emissions have been a source of concern for the community. By installing new technologies and running plants more efficiently, we have reduced regulated air emissions by 70 percent since the 1970s. A refinerywide flare-minimization program that began in 2007 has helped decrease flaring by more than 97 percent. As the region’s largest refinery, the Richmond Refinery represents approximately 38 percent of oil refining capacity in the Bay Area but less than 1 percent of the volume of vented gas flared in 2009. While we have made progress, there is still work to be done. “Reestablishing a strong relationship and trust won’t happen overnight, and we are deeply committed to fulfilling that goal,” Coyle said. “We’ve recently taken some significant steps, but this commitment is a marathon, not a sprint.” Our efforts to reduce flaring and increase water efficiency in Richmond illustrate our continued commitment to minimize pollution and waste, conserve natural resources, and reduce the environmental impact of our operations. Across the company, we developed a corporate environmental stewardship process that provides a consistent, systematic, risk-based approach to managing aspects of the environment, including air, water, biodiversity and waste. For example, in 2010, we developed an integrated, corporatewide freshwater management plan to enhance current activities on water stewardship. To learn more about our environmental stewardship, please visit Chevron.com/Environment. 17
Page 1 and 2: 2010 Corporate Responsibility Repor
Page 3 and 4: Partnering for Shared Progress We b
Page 5 and 6: A Message From Our CEO Shared Progr
Page 7 and 8: $56 billion (AU$65 billion) will be
Page 9 and 10: In 2009, Australia’s Ausco Modula
Page 11 and 12: Executive Interview What What is th
Page 13 and 14: Angola: Partnerships and Possibilit
Page 15 and 16: lood banks and the construction of
Page 17: The century-old relationship betwee
Page 21 and 22: 85% of Tengizchevroil’s workforce
Page 23 and 24: produces high-quality equipment to
Page 25 and 26: 2010 was another year with no recor
Page 27 and 28: lowout,” said Payne. He sees BOPs
Page 29 and 30: Executive Interview Gary Luquette P
Page 31 and 32: $5 million in scholarships was awar
Page 33 and 34: care and disease intervention to th
Page 35 and 36: In Indonesia, two simple words, got
Page 37 and 38: Left: Chevron-funded training and d
Page 39 and 40: 33% is the amount Chevron has impro
Page 41 and 42: GHG Emissions In 2010, our total em
Page 43 and 44: Notes to pages 38 and 39 1 In 2010,
Page 45 and 46: Assurance Statement Scope of the As
Page 47 and 48: We embrace shared progress across o

Chevron Corporate Responsibility Report 2010

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