partnering to deliver energy the U.K. needs
Chevron's presence in the U.K. North Sea spans more than 55 years.
Our business interests generate economic impacts at multiple levels across the U.K. economy and in many different ways, from capital investments, taxes, jobs, production and technology development, to supporting a world class supply chain and the global procurement of U.K. goods and services.
In January 2019, the company sold its 40 percent operated working interest in the Rosebank Field. In November 2019, the company divested its working interests in the Alba, Alder, Britannia (and satellites), Captain, Elgin/Franklin, Erskine, and Jade Fields. With these divestments, Chevron no longer has operated exploration and production activities in the U.K.
Through our subsidiary Chevron Britain Limited, we retain our 19.4 percent non-operated working interest in the Clair Field and associated assets, which is operated by BP Exploration Operating Company Limited.
The Clair field lies 47 miles (75 km) west of the Shetland Islands in the North Sea and extends over an area of 85 square miles (220 square km) in water depths of approximately 460 feet (140 m). Discovered in 1977, across Blocks 206/7a, 206/8, 206/9, 206/12 and 206/13a. Clair is one of the United Kingdom’s largest hydrocarbon resources. Oil and gas are exported via pipelines to the Sullom Voe Terminal on the Shetland Islands.
The Clair field is being developed using a phased approach. Clair Phase 1 was sanctioned in 2001 and was developed with a single fixed platform with production and processing facilities. First production was achieved in February 2005.
The second phase of development, the $10 billion Clair Ridge project, is designed to have a capacity of 120,000 barrels of crude oil and 100 million cubic feet of natural gas per day. The project was sanctioned in 2011 and in 2016 the construction and installation of two new bridge-linked platforms was completed. First oil was achieved in November 2018.
A six well appraisal and exploration drilling programme was conducted from 2013 into 2015 and following encouraging results, a third phase of development, Clair South, is currently under assessment.
Proved reserves have been recognised for the Clair Ridge project which is estimated to produce over 600 million barrels and has an estimated production life extending through to 2050. Net daily production in 2018 from the Clair Field averaged 5,248 barrels of liquids and 1.16 million cubic feet of natural gas.
at the centre of technology
Chevron has a history of investing in technology, innovation and research and development in the U.K. Our continued investment supports the economic health of the U.K. through job creation, tax revenues, investments in the U.K. supply chain, research and development and the purchase of local goods and services.
Technology plays a critical role in meeting the challenges we face in the energy business. It has enabled Chevron to maximise resource recovery, improve operational efficiency, maximise reliability and production and develop new oil and gas reserves in deeper water and more complex formations.
Success depends on sustained collaboration across business segments and time zones. We leverage the ingenuity of our employees, suppliers and research partners to test and develop innovative new technologies that will help us meet energy needs and support economic growth around the world.
Our U.K. Global Technology Centre (GTC) was established in 2007. The GTC is a strategic extension of Chevron’s Energy Technology Company and complements Chevron’s existing technology facilities in Houston and Richmond in the United States; and Perth, Australia. It provides a hub of technical excellence that supports Chevron’s global portfolio of projects The U.K. GTC enables innovation and new technology deployments for a diverse range of Chevron operations and development projects, including Gorgon and Wheatstone in Australia, Tengizchevroil in Kazakhstan, and the Permian Basin in the United States.
As the digital transformation gathers pace, Chevron is focused on applying data science, predictive technologies, workflow automation and robotics to improve the safety and reliability operations.
regional hub for global operations
Chevron has located the headquarters for three of its major regional organizations in the U.K. From our London offices we operate our exploration and production activities for Europe, Eurasia and the Middle East, European lubricants sales and marketing, and natural gas trading.
downstream and midstream
London is the regional headquarters for Chevron’s Finished Lubricants operations in Europe, the Middle East and Africa. It is also a regional hub for the Chevron Marine Lubricants business providing support to marine lubricant activities globally.
Our Downstream business in the United Kingdom is conducted through our subsidiary Chevron Products UK Limited. Finished lubricants are sold under the Texaco® and Caltex® master brands in Europe, the Middle East and Africa respectively, along with product brands Havoline® for engine oils and coolants for passenger cars and vans, Delo® heavy duty engine oils and coolants and Techron fuel system cleaners across the region.
Our products are sold directly to customers or via our network of distributors, a locator for which is available here.
supply and trading
Chevron’s London office is home to one of the company’s four global trading floors, along with Houston, Texas; San Ramon, California; and Singapore. The Supply and Trading organisation manages daily commodity transactions of 5 million barrels of liquids and 5 billion cubic feet of gas.
London is one of Shipping’s key regional offices. The London-based Shipping team provides chartering, project management and marine assurance service to support Chevron business units throughout Europe and Africa. Additionally, shipping employees in Farnborough support marine logistics for the Tengizchevroil Future Growth Project-Wellhead Pressure Management project in Kazakhstan. Shipping also operates a Marine Learning and Development Centre in Glasgow.
chevron shipping opens marine learning and development centre in Scotland
The Glasgow centre is a state-of-the-art facility supported by some of the industry’s leading instructors, offering 30 training courses that cover navigation (bridge watch keeping, basic ship handling, collision avoidance) to cargo handling (liquid and LNG) with technical areas including advanced hydraulics among others. The centre also offers an operational and management leadership programme, as well as various programmes to help assess deck and engineering officers for promotion.
safety and environment
Operational Excellence (OE) puts into action our Chevron Way value of protecting people and the environment and helps us achieve Chevron’s vision to be the global energy company most admired for its people, partnership and performance.
In 2004, we launched our Operational Excellence Management System (OEMS), a comprehensive system that helped build our Operational Excellence (OE) culture and improve our health, environment and safety performance. Our recently updated OEMS features more visible linkages between risk, assurance and safeguards and contains a streamlined approach to manage risk. These updates help increase our focus on preventing high-consequence incidents and impacts.
the way we work
work with us
Through its investments in U.K. suppliers and contractors, Chevron helps foster local economic development and builds local supplier capacity to meet our business needs around the world.
Chevron is committed to providing full, fair and reasonable opportunity for U.K. industry to supply goods and services and works hard to ensure that opportunities for local suppliers and contractors are realised. We provide a yearly list of potential future contracting and supply opportunities through the Pilot Forward Workplan.
what we look for in suppliers
When sourcing high-quality goods and services, we value companies with the following qualities:
- Excellent safety record
- Demonstrable capability and deliverability
- Necessary compliance
- Cost efficiency
- Financial viability
- Competitive pricing
- Customer focus
- Innovative business, digital and technology solutions
- working with our suppliers to promote safety
Excellent contractor safety is paramount to working with Chevron. To eliminate health, environment and safety incidents and injuries, we use a number of standardised work safety processes, including our Contractor Health Safety Management (CHESM) work process.
The CHESM work process helps to enhance the safety performance of third-party service suppliers and their subcontractors through conformance to Operational Excellence and ensures that Chevron works with the best contractors and service providers in the industry.
becoming a supplierIn support of the Oil & Gas UK Supply Chain Code of Practice, Chevron uses Achilles First Point Assessment (FPAL), the industry’s supply chain database. We encourage all current and prospective suppliers to ensure they are accurately and comprehensively registered on the FPAL database.
LOGIC terms and conditions
LOGIC terms and conditions For standard industry Purchase Order T&C’s
special conditions of contract
special conditions of contract Download our Special Conditions of Contract T&C’s
Chevron Energy Limited 2019 including Section 172 statement
Chevron Eurasia Pacific Exploration and Production Company Limited 2019 including Section 172 statement
Chevron International Tankship Limited 2019 including Section 172 statement
Chevron Products UK Limited 2019 including Section 172 statement
Chevron Tankers Limited 2019 including Section 172 statement
Heddington Insurance (UK) Limited 2019 including Section 172 statement
CAUTIONARY STATEMENTS RELEVANT TO FORWARD-LOOKING INFORMATION FOR THE PURPOSE OF “SAFE HARBOR” PROVISIONS OF THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995
This website contains forward-looking statements relating to Chevron’s operations that are based on management's current expectations, estimates and projections about the petroleum, chemicals and other energy-related industries. Words or phrases such as “anticipates,” “expects,” “intends,” “plans,” “targets,” “advances,” “commits,” “drives,” “aims,” “forecasts,” “projects,” “believes,” “approaches,” “seeks,” “schedules,” “estimates,” “positions,” “pursues,” “may,” “can,” “could,” “should,” “will,” “budgets,” “outlook,” “trends,” “guidance,” “focus,” “on track,” “goals,” “objectives,” “strategies,” “opportunities,” “poised,” “potential” and similar expressions are intended to identify such forward-looking statements. These statements are not guarantees of future performance and are subject to certain risks, uncertainties and other factors, many of which are beyond the company’s control and are difficult to predict. Therefore, actual outcomes and results may differ materially from what is expressed or forecasted in such forward-looking statements. The reader should not place undue reliance on these forward-looking statements, which speak only as of the date of this website. Unless legally required, Chevron undertakes no obligation to update publicly any forward-looking statements, whether as a result of new information, future events or otherwise.
Among the important factors that could cause actual results to differ materially from those in the forward-looking statements are: changing crude oil and natural gas prices and demand for our products, and production curtailments due to market conditions; crude oil production quotas or other actions that might be imposed by the Organization of Petroleum Exporting Countries and other producing countries; public health crises, such as pandemics (including coronavirus (COVID-19)) and epidemics, and any related government policies and actions; changing economic, regulatory and political environments in the various countries in which the company operates; general domestic and international economic and political conditions; changing refining, marketing and chemicals margins; the company’s ability to realize anticipated cost savings, expenditure reductions and efficiencies associated with enterprise transformation initiatives; actions of competitors or regulators; timing of exploration expenses; timing of crude oil liftings; the competitiveness of alternate-energy sources or product substitutes; technological developments; the results of operations and financial condition of the company’s suppliers, vendors, partners and equity affiliates, particularly during extended periods of low prices for crude oil and natural gas during the COVID-19 pandemic; the inability or failure of the company’s joint-venture partners to fund their share of operations and development activities; the potential failure to achieve expected net production from existing and future crude oil and natural gas development projects; potential delays in the development, construction or start-up of planned projects; the potential disruption or interruption of the company’s operations due to war, accidents, political events, civil unrest, severe weather, cyber threats, terrorist acts, or other natural or human causes beyond the company’s control; the potential liability for remedial actions or assessments under existing or future environmental regulations and litigation; significant operational, investment or product changes undertaken or required by existing or future environmental statutes and regulations, including international agreements and national or regional legislation and regulatory measures to limit or reduce greenhouse gas emissions; the potential liability resulting from pending or future litigation; the company's ability to achieve the anticipated benefits from the acquisition of Noble Energy, Inc.; the company’s future acquisitions or dispositions of assets or shares or the delay or failure of such transactions to close based on required closing conditions; the potential for gains and losses from asset dispositions or impairments; government mandated sales, divestitures, recapitalizations, taxes and tax audits, tariffs, sanctions, changes in fiscal terms or restrictions on scope of company operations; foreign currency movements compared with the U.S. dollar; material reductions in corporate liquidity and access to debt markets; the receipt of required Board authorizations to pay future dividends; the effects of changed accounting rules under generally accepted accounting principles promulgated by rule-setting bodies; the company’s ability to identify and mitigate the risks and hazards inherent in operating in the global energy industry; and the factors set forth under the heading “Risk Factors” on pages 18 through 23 of the company's 2020 Annual Report on Form 10-K and in other subsequent filings with the U.S. Securities and Exchange Commission. Other unpredictable or unknown factors not discussed in this website could also have material adverse effects on forward-looking statements.