|
Background: Hiring and Training Local Employees
Approach: Developing a Representative Work Force
Performance: Demonstrating Success Worldwide
Background: Hiring and Training Local Employees
In recent years, as part of our effort to develop a global work force, we have sought to fill an increasing number of positions with employees who are citizens of countries where we operate, rather than with expatriate employees. These efforts stem from recognition of the business value of having a work force that reflects the markets we serve and the communities where we operate. Hiring and training local employees are also important ways that ChevronTexaco contributes to the long-term social and economic development of the communities where we operate. Additionally, some governments where we operate have specific requirements regarding work-force composition.
Approach: Developing a Representative Work Force
We seek to hire and train employees from the countries where we operate. In particular, we are working to continually increase the number of local employees in management and technical positions. Many of our business units have formal programs to recruit and train local employees, in some cases partnering with universities or other institutions in the community to provide training programs. Many also have mentoring or coaching programs to help support and develop employees.
 |
 |
 |
|
| A computer class at Mina Saud, where Saudi Arabian Texaco operates a storage and marine export facility. |
|
|
ChevronTexaco also seeks to provide employees with international work experience to help them develop the skills and knowledge necessary for the company to compete globally. For example, through our corporate International Development Program, we provide high-potential employees with opportunities to obtain undergraduate and advanced degrees and work experience outside their home countries. The program manages approximately 300 employee development assignments each year. There are a variety of other such programs at the business-unit level.
Performance: Demonstrating Success Worldwide
ChevronTexaco does not collect corporatewide data on employees' country of origin, although many of our business units have set, and measure performance against, specific work-force composition objectives. For example:
- Angola: ChevronTexaco's Angolan subsidiary, Cabinda Gulf Oil Co. Ltd. (CABGOC), launched an effort to increase the percentage of Angolan nationals within the company's work force, particularly at the management level. New processes being employed include annually identifying the development needs for employees, creating mentoring and training programs to support and develop Angolan employees, and offering targeted development assignments to high-potential nationals. The effort already has brought results. In 2002, 85 percent of CABGOC's total work force was Angolan. At the professional and supervisor level, 64 percent of the positions were held by Angolans, up from 53 percent in 2001. By the end of 2006, CABGOC's goal is to nationalize 80 percent of its professional and supervisory staff.
- Latin America: ChevronTexaco's Latin America Business Unit (LABU) also has developed a program to increase the number of nationals within its work force. In 2002, almost 90 percent of the work force was made up of nationals, up from 85 percent in 2001. While the LABU has made progress nationalizing its overall work force, it plans to focus specific attention on nationalization at senior levels. By the end of 2004, its goal is to increase the number of nationals in management positions by 10 percent. The LABU also has a goal to increase the number of nationals on assignments outside their home countries by 10 percent.
- Kazakhstan: Tengizchevroil (TCO), ChevronTexaco's joint venture in Kazakhstan, employs about 3,500 people. In 1993, about 55 percent of the jobs were held by Kazakh citizens. Since that time, TCO has engaged in a variety of efforts to increase the number of nationals in its work force. For example, TCO developed partnerships with local universities to set up technical training programs to help build the skills of the local work force. As a result, by 2002 the percentage of jobs held by Kazakh citizens had increased to more than 77 percent.
- Saudi Arabia: More than 90 percent of Saudi Arabian Texaco's (SAT) nearly 700 employees are Saudi nationals. SAT has implemented a variety of strategies aimed at increasing the number of jobs held by Saudi nationals, including providing resources, education, training and development opportunities to national employees at all levels. SAT's employee development programs focus on job performance competencies and leadership skills. In recognition of these nationalization programs, in 2003 SAT received the First Class Award of the Prince Nayef National Awards.
|
|
|
