Diversity is one of the cornerstones of our values, which we call The Chevron Way. As a core value, diversity is critical to developing a talented, high-performing workforce needed for ongoing business success. The Chevron Way's focus on people has helped establish a culture that attracts, develops and retains more diverse talent. The Chevron Way states:
"We learn from and respect the cultures in which we work. We value and demonstrate respect for the uniqueness of individuals and the varied perspectives and talents they provide. We have an inclusive work environment and actively embrace a diversity of people, ideas, talents and experiences."
We Are All Accountable
Reinforcing the critical importance of diversity to business performance, The Chevron Way holds everyone accountable in advancing diversity at all levels of the company. Many of our more than 61,000 employees, from the CEO on down, have diversity action plans as part of their annual performance evaluation. These plans, which can be tied to compensation, are critical for us to achieve our diversity goals. Our CEO chairs the Human Resources Committee, which establishes the diversity vision, strategy and metrics and tracks progress on diversity in leadership. More than 20 diversity councils are focused on promoting diversity and inclusion at Chevron. Council members serve as resources for members in their respective organizations to help align diversity plans with business strategies.
We Support Career and Personal Development
We value the importance of managing work/life priorities by offering flexible work schedules, on-site child care at some facilities, adoption assistance, dual-career couple support, scholarships and tuition reimbursement. Our personnel development committees serve as a vital asset in advancing diversity in our workforce. They oversee talent development and address any barriers to progress for diverse groups and underrepresented populations.
Our employee networks bring essential value to the business. In 2014, an estimated 21,000 employees—about one-third of our regular workforce—participated in our 12 employee networks. They support our business by assisting our recruiting efforts, providing formal mentoring and coaching and actively participating in community outreach. Our employee networks groups include: Asian, Australian Indigenous (Boola Moort), Black, Boomers (baby boomer employees), ENABLED (employees with disabilities), Filipino, Native American, PRIDE (employees), Somos (Hispanic), Veterans, Women and XYZ (early- and mid-career employees).
We have an incredibly talented workforce willing to share their knowledge in our various mentorship programs. All employees have the option to find a mentor on their own or with the help of a supervisor, through programs specific to their business unit or through the formal Employee Network Mentoring Program. Our employee network also offers formal mentoring programs.
We Invest in the Future
As part of Chevron's University Partnership Program, we help bring together schools from around the globe to strengthen faculty, curriculum and student development and encourage diversity of thought. In the United States, the program includes support at select universities and historically black colleges and universities to encourage minority participation in science, technology, engineering and mathematics—disciplines vital to the goal of meeting the world's energy demands.
Chevron strives to communicate openly with our more than 61,000 employees. In addition to our annual Worldwide Employee Town Hall, business units around the globe conduct town-hall forums and meetings, addressing topics such as safety and business performance, as well as engaging employees on a wide variety of topics.
Every three years, we conduct a survey of our entire global employee population on their engagement, retention and wellness to sustain a high-performing workforce and achieve our joint objectives as a company. In 2013, we received responses from 77 percent of our survey population.
Workforce Training and Development
To strengthen organizational capability, we develop our employees' and contractors' skills and experience through our Invest in People strategy. As part of this strategy, discussions focused on continually improving individual performance are held between managers and employees. In 2014, our eligible employees completed these performance discussions and set annual developmental objectives.
Skill development occurs at each stage of our employees' careers. For example, every new employee is expected to participate in the onboarding learning journey—including the New to Chevron workshop—within their first six months on the job. In 2014, 93 percent of new hires met this goal.
Our Horizons program is an accelerated development program that builds the technical competency of employees who have fewer than six years of industry experience. Nearly 3,200 employees were active in Horizons in 2014.