economic development and social investment
building local capacity
We boost local economies and incomes by creating jobs and building local workforce skills and capacity through our supply chain activities.
In the United States, we spent more than $1.8 billion on goods and services from small businesses in 2019, of which $650 million was with woman- and minority-owned businesses.
supporting global communities
In 2019, Cabinda Gulf Oil Company Ltd. will continue to support the elimination of mother-to-child transmission of HIV in the province of Cabinda by strengthening the institutional capacity of government institutions, the Maria Imaculada Counseling Center, the Provincial Program to Fight AIDS, and the Provincial Maternal and Child Health Program through the implementation of behavioral change communication, the Peer Educators approach, provision of infant formula milk for exposed children up to 2-years-old, and implementation of the District Health Information System to manage all the indicators related to pregnant women and exposed babies.
In Australia, from 2009 through 2016, we created almost 19,000 jobs, awarded nearly 1,000 contracts to Australian companies to develop the Gorgon and Wheatstone projects, and committed more than $50 billion to Australian goods and services.
mangrove ecosystem conservation
Since 2018, Chevron and a consortium of industry partners have supported the Mangrove Ecosystem Restoration Alliance (MERA) program at the Muara Angke Wildlife Reserve in Jakarta, Indonesia. The five-year program, sponsored by The Nature Conservancy and its local Indonesian affiliate, Yayasan Konservasi Alam Nusantara, is a collaboration with the Ministry of Environment and Forestry’s Jakarta Natural Resources Conservation Center. Now at its halfway mark, the MERA program is about to open Jakarta’s first-ever center for mangrove education to help build public awareness about mangrove ecosystem conservation.
local business development
In Indonesia, our local business development program, launched in 2001 in East Kalimantan and West Java, has resulted in more than 7,800 contracts with local Indonesian companies, created nearly 52,000 jobs, procured more than $120 million in content from our partners and trained more than 4,100 local business owners.
From 1993 through 2019, TCO made direct financial payments of over $146 billion to Kazakhstani entities, including Kazakhstani employees’ salaries, purchases of Kazakhstani goods and services, tariffs and fees paid to state-owned companies, profit distributions to Kazakhstani shareholder and taxes and royalties paid to the government.
In Kazakhstan, the Chevron-led Tengizchevroil (TCO) joint venture continues to increase spending on local content. In 2019, TCO spent more than $4.6 billion on goods and services from domestic producers, including more than $3.25 billion to support the next phase of expansion at the Tengiz Field – the exciting Future Growth Project–Wellhead Pressure Management Project (FGP-WPMP). Since its inception, TCO has invested more than $32.9 billion in Kazakhstani goods and services and continues to identify methods to increase spending on quality local goods that meet the challenging operating conditions in the field. TCO believes that the best way to achieve its local content commitment is to generate long-term opportunities for the in-country suppliers of goods and services. To do so, TCO continues to support the sustainable development of Kazakhstani suppliers by encouraging appropriate investments in infrastructure, the development of Kazakhstani capability and capacity, and the creation of employment opportunities. Kazakhstani citizens also hold 80 percent of positions in TCO’s Base Business and FGP-WPMP. Excluding the FGP-WPMP workforce, Kazakhstani citizens hold 89 percent of TCO positions compared to 50 percent in 1993.
In the past 10 years, Chevron Venezuela has supported approximately 14,000 people with its entrepreneurship programs. Emprered – aimed at providing structured training to owners of small and start-up businesses to enable them to transform a good idea into a successful business – is our flagship program in the region. Chevron complements the program’s economic development initiatives with support to indigenous women in the art of craft making and support to women who are victims of abuse.
U.S. chevron humankind
contributed to U.S. nonprofits through a combination of employee and retiree giving and company matching funds
volunteer hours were logged in the United States
charitable organizations in the United States benefited from volunteer time
our partnership initiatives
We are committed to having a workforce that reflects the communities where we operate. In 2018, more than 90 percent of our employees worked in their home countries. We train the local people we hire, developing their skills and capabilities, and we have many programs in place that build capacity within the broader local communities.
We use customized approaches to develop national and local goods and services, known as “content”, for our major capital projects and our ongoing operations. Our processes are grounded in lasting partnerships. We collaborate with national and local governments, national oil companies, nongovernmental organizations and development agencies to identify high-impact, sustainable supplier and workforce development opportunities. We do this within our own supply chain and within our contractors’ supply chains.