workplace culture is the secret to success

For Chevron employees such as Zackory Akin, methane reduction isn’t just a professional goal: It’s a core value.

His perspective reflects how Chevron’s belief in a lower carbon future is permeating our workplace culture. It influences our actions as we continue our industry leadership in methane emission reductions.

At Chevron, we empower teams at the field level to prioritize reducing methane intensity.

Environmental targets and strategies are critical and designed to inspire real-life actions.

Chevron set a 2028 methane target of 2 kilograms CO₂-equivalent per barrel, which is a 50% reduction from our 2016 baseline. We believe our strong culture will get us there.

Our success in producing affordable, reliable and ever-cleaner energy would not be possible without the professional environment we cultivate.

“If a company doesn’t have a strong culture—if its employees don’t believe in its vision and genuinely want to do the work—then it’s not going to be a success,” said Akin, a standard facilities team lead. "Culture is not something that’s made overnight. It is developed by people who have a long-term vision and understand that we have an important service providing energy to people. You need people who have that mindset.”

Our culture is what unites our ambitions, targets, strategies, actions, and leads to results. It is the thing that defines us as a company, and something we share, from the chairman to the field teams.

“Culture is the most important factor,” said Ryder Booth, vice president of our Mid-Continent Business Unit, when speaking to The Economist about our methane strategy.

Methane management is critical to a lower carbon future, and at Chevron we are focused on detecting and reducing emissions:

• We’re designing new facilities to prevent methane leaks.
• We’ve adopted a methane leak elimination mindset and aim to deploy best practices.
• We are deploying improved sensor technology to confirm the absence of methane emissions.