Chevron presentation final
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Chevron is an integrated energy company that operates globally. It has recognized the importance of internal communications in supporting its business goals and culture, known as "The Chevron Way". The document outlines Chevron's internal communication strategies, which include a top-down approach, various communication channels, and an annual process of evaluating and updating strategies based on feedback. Current challenges include managing growth across locations and relying too heavily on email. Issues for the future include developing new measurement techniques and ensuring internal communication remains a priority.
Chevron presentation final
- 1. MCC6811 Strategic Communication Assignment 2: Presentation Chris Ann Fichardo and Frances Thornton
- 2. Culture and internal communications of a real organisation: Chevron Culture Internal communications strategies Theoretical concepts Current or potential communication issues of concern Issues for the future
- 3. Who is Chevron? One of the world’s leading integrated energy companies Conducts business worldwide – 29 countries Engages in exploration and production of natural gas Largest holder of natural gas recourses in Australia Also refines fuel, lubricants and additives, sells and transports fuel Global interest: chemicals, mining, power and technology
- 4. Chevron Australia Entered WA in 1952 North West Shelf Venture – with Woodside and Shell Currently developing two major LNG projects in WA – Gorgon and Wheatstone Proposing third project at Browse Focus on Australia’s North West – global importance
- 5. Company Culture “Our success is driven by our people.” The Chevron Way “Explains who we are, what we do, what we believe and what we plan to accomplish” A common understanding for all stakeholders Operational Excellence The systematic management of process safety, personal safety and health, environment, reliability and efficiency to achieve world-class performance “Do it safely or not at all” “There is always time to do it right” The Chevron way is pursued in order to achieve OE
- 6. Company Culture “Our success is driven by our people.” Video: http://www.chevron.com/about/operationalexcellence/ Theory: “Corporate Culture” “Views culture as something that can be influenced, managed and shaped to the liking of top management,” (Yeomans 2008)
- 7. Internal Communication: Organisation Vital part of business operation “An essential element in the business mix” (Windsor-Lewis cited by Smith 2008)
- 8. Internal Communication: Organisation Communications Human Resources Executive Team General Manager Communications Manager Senior Internal Communications Advisor Gorgon Advisor Wheatstone Advisor HES Advisor IS Advisor Future: Change Communication Advisor Policy, Government & Public Affairs
- 9. Internal Communication: Organisation IC from the top down “Management Communication” and “Corporate Information and Communication Systems” (Cornelissen 2011)
- 10. Internal Communication: Strategy Updated annually – based on feedback from audiences, stakeholders and team members 2012/13 - based on four key communication pillars: Less is more Supervisor communication Intranet One Team, One Voice These pillars influence everything and directly link to the overall business plan
- 11. Internal Communication: Strategy Four Key Pillars Less is more Reduce channels and increase effectiveness Supervisor communication Improve methods and training for supervisors Intranet Primary source of information One Team, One Voice Unified messages from each team
- 12. Internal Communication: Channels Hard copy: Quarterly glossy magazine Newsletters and posters - low satisfaction
- 13. Internal Communication: Channels Electronic: Intranet Emails; screensavers E-News; videos Q&A Board
- 14. Internal Communication: Channels Face to face: Town Halls Supervisor cascade Floor walk IQ series for business literacy Coffee Pots Lunch Time briefings Toolbox meetings onsite Chevron is moving away from traditional channels of communication and encourages two-way communication that encourages solutions and discussions. “Upward” and “Downward” Communication (Cornelissen 2008)
- 15. Internal Communication: Measurement Depends on the purpose of the communication Engagement: need two way feedback Has the message reached the audience? Pulse survey Behavioural change: in depth analysis and measurement program Aim to measure each ‘campaign’ with a series of measures eg hit rates on the intranet, anecdotal feedback and formal feedback Annual survey/audit on overall communication
- 16. Internal Communication: Challenges & Solutions C: Growing at an intense rate (at different locations) - biggest challenge is to ensure all messages and culture are filtered correctly through the workforce S: Two-Way Communication C: Reliance on email as preferred channel, this is not what the audience wants S: Using supervisors in internal communication, intranet, face to face C: Onsite supervisors - not necessarily good communicators S: Upskill them in internal communication
- 17. Issues for the future? Develop measurement techniques for new IC strategies Continually reevaluate Move from development to production Plan to add an Change Communications Advisor to the IC team Ensure internal communication stays on the executive’s radar Keep internal communication relevant to the organisation
- 18. Issues for the future? “Internal communication needs to constantly prove its worth” “Working for a company where internal communications is recognised at the highest level as being an essential way we do business is amazing” - Kristi Day, Senior Internal Communications Advisor, Chevron Australia
- 19. Summary Chevron has recognised the need for internal communications and its importance in achieving its business goals IC starts from the top of the organisation Blend of upward and downward communication Chevron has identified challenges and actively engages to solve them Ensures IC is relevant by updating IC strategy annually