Strategy: Invest in people to strengthen organizational capability and develop a talented global workforce that gets results the right way.
We have a highly talented workforce that we draw upon to deliver outstanding performance. We invest in people to strengthen competencies and to build organizational capability, ensuring that we have the talent, critical knowledge and systems in the right place at the right time to deliver our strategies the right way.
Recruiting
Our workforce is global and represents the many diverse countries in which we operate. By hiring locally, we help ensure that we have the necessary talent for expanding our presence in a country and capturing new opportunities as they arise. To recruit the best and brightest worldwide, we have established the University Partnership Program. At the end of 2011, we had forged relationships with 85 leading universities around the globe, including schools in Angola, Australia, Brazil, Canada, Indonesia, Kazakhstan, Scotland, Thailand and the United States.
Development
We must attract and retain a diverse global talent pool to meet our business needs. We accomplish this on a variety of fronts. We acknowledge and reward strong performance. We encourage employee development through experiential learning, mentoring and training. And we accelerate global talent development through international assignments that balance business and individual needs.
In 2011, we offered almost two times more technical training classes than in the previous year and expanded the number of training opportunities outside the United States. In 2012, we plan to increase enrollment by approximately 15 percent and offer 1,700 technical training classes.
Our Mentoring Excellence in Technology program gives our technical experts a strong business orientation so that they develop and deploy technology in ways that help us meet our strategies. Since 2000, our Chevron Fellows have mentored 456 technical employees. The Chevron Fellows are recognized worldwide as experts in their respective fields and are distinguished as innovative developers and deployers of technical solutions.
Organizational Capability
A good example of building organizational capability can be found in the efforts of our Australasia business unit. It is quickly developing the talent needed to advance the giant Gorgon and Wheatstone liquefied natural gas projects offshore Western Australia. Overall, the business unit is attracting, onboarding and developing approximately 100 new employees each month to work on the projects. Additionally, it is working with a large number of contractors, familiarizing them with Chevron's procedures and processes. At peak construction, it is estimated that Gorgon and Wheatstone will generate approximately 10,000 and 6,500 direct and indirect jobs, respectively.
Posted: April 2012