WelcomeOn the cover: Sanchita Malakar received a solar panel to reduce energy costs with the help of a Chevron-sponsored livelihoodprogram, which is featured as a sidebar in the Bangladesh case study. Until recently, the Malakars were unable to affordmore than the bare minimum of kerosene for the household, so their children were unable to study after sunset. Now, thanksto the solar panel on the back of their home, the children are able to study after dark and are performing well in school.2A MessageFrom Our CEO4OperationalExcellence andRisk ManagementOur commitmentto operating safelyand reliablyExecutive Interview 67Process SafetyThe path to incident-free operationsCase Study:U.S. Gulf of Mexico 811Workforce SafetyCreating andmaintaininga safety cultureCase Study:Bangladesh 12
1Working Together for a Brighter FutureAt Chevron, our top priority is to deliver affordable energy safely andreliably to support economic development and human aspirationsfor a rising quality of life. As a partner with governments, suppliers andcommunities, we contribute to health care, education and economicdevelopment for mutual benefit and progress.15EnvironmentalStewardshipOur approach tominimizing environ-mental impactsCase Study:Kazakhstan 1619BiodiversityProtecting sensitivehabitats and ecosystemsCase Study:Angola 2023EconomicDevelopmentCreating jobs anddriving economicgrowthCase Study:Australia 2427Social InvestmentContributing tothe social well-beingof communitiesCase Study:Health in Africa 28Executive Interview 3132Additional InformationProgress UpdatePerformance DataGRI and API/IPIECA IndexAssurance StatementGlossaryAbout This ReportHow We Chose What to Include in Our ReportIn this report, we selected content that demonstrates our systematic approach to responsible energy development andto the challenges we face as a multinational company.We recognize that our ability to operate and to be selected as a partner of choice is dependent on our maintaining a trackrecord of responsible operations and meeting the expectations of our stakeholders. This report highlights how our businessengages and relies on our local workforce, community members, governments and nongovernmental organizations toseek solutions to existing and emerging challenges.The report covers topics that reflect the diversity and complexity of environments and places where we operate. We includedcase studies that highlight how we do business, with a focus on Operational Excellence, process safety, environmentalstewardship, health, workforce safety and community development. These topics were identified during engagements withvarious stakeholder groups. The content also illustrates how partnerships, operations and social investment are enduringand interconnected aspects of our business model.Thank you for your interest in Chevron. We welcome your comments on this report and additional content on our website atChevron.com/CR. Feedback can be sent to us at Chevron.com/Contact/EmailChevron.
2This report shares our progress toward world-class perform-ance in Operational Excellence, highlighting how we build aconsistent safety culture, manage deepwater risk, eliminateflares, protect biodiversity in our global operations andimprove the livelihoods of communities near our operations.These efforts are guided by our Operational ExcellenceManagement System, which aligns with international stand-ards for safety and environmental performance and drivesextensive use of tools — such as stop-work authority, by whichevery employee and contractor has the right and responsibilityto stop work when noticing an unsafe act or condition; ourEnvironmental, Social and Health Impact Assessment, which isused before we begin and throughout the life cycle of our majorcapital projects; and active engagement with our stakeholders.Managing risk and executing with excellence are criticalto our company’s success. Equally critical are the stability andvitality of the countries and communities where we operate.Chevron operates in some of the most challenging, complexand dynamic places in the world. In many locations, communi-ties must confront critical social and economic issues, includ-ing access to health care, education and the resources neededfor sustained prosperity.We partner with local governments, our business partners andour stakeholders to enhance communities by generatingjobs, supporting local supply chains and strengthening localeconomies. We also expand health and education capacity,For more than 135 years, Chevron has been focused onthe same goal—safely developing the affordable energy vitalto economic growth and development.Fulfilling our goal involves managing the risks inherent in ourindustry. We work tirelessly to mitigate those risks, even asthe scale and complexity of our projects continue to increase.Fulfilling our goal also involves a commitment to responsibleand ethical behavior, which is embedded in our system ofvalues. And Chevron’s 58,000 employees around the world arecommitted to those values, which we call The Chevron Way.The expectations of our stockholders, our partners andcommunities have never been higher. They expect that we willlive up to these values and that we will achieve our resultsthe right way. Every single employee, including me, has thesame expectations.Fundamental to everything we do is a constant focus on achiev-ing higher levels of operational, environmental and safetyperformance. We continue to be an industry leader in personalsafety, as measured by injuries requiring time away fromwork. And in 2012, we delivered our lowest spill volumes ever.We are proud of our progress, but we are not at zero. We under-stand that the stakes are high and the tolerance is low forevents that affect people and the environment. We are workingto eliminate incidents.“Managing risk and executing with excellence arecritical to our company’s success. Equally criticalare the stability and vitality of the countriesand communities where we operate.”A Message From Our CEO
3John S. WatsonChairman of the Board andChief Executive OfficerMay 2013support small businesses, train workers to industrystandards, and invest in the local workforce. For example, inAngola, Kazakhstan and Nigeria more than 85 percent ofour employees are nationals.In 2012, we purchased more than $60 billion in goods andservices around the globe, providing a meaningful stimulus forlocal economies. And in the past seven years, we’ve investednearly $1.2 billion in partnerships worldwide to build stronger,healthier communities. Our approach to partnership isshowcased in this year’s report—in how we are partneringwith local government and other stakeholders to help developthe economic future of the Onslow community in WesternAustralia, and how we partner with governments, communitiesand health organizations in the fight against HIV/AIDS insub-Saharan Africa.We’re proud of the work we do, and we’re always strivingto be better. By being vigilant in maintaining a strong, healthyworkforce; operating safely and responsibly; partnering tocreate value for our stakeholders; and providing energy theright way — The Chevron Way — we help meet the world’senergy needs and continue to foster economic developmentaround the world. We hope you find the case studies andoperational data in this report to be informative and useful.The Chevron WayThe Chevron Way deﬁnes who weare, what we do and what we believe.At the heart of The Chevron Way isour vision…to be the global energycompany most admired for its people,partnership and performance.We make this vision a reality byconsistently putting our values intopractice. The Chevron Way valuesdistinguish us and guide our actionsso that we get results the right way.Our values are integrity, trust,diversity, ingenuity, partnership,protecting people and the environ-ment, and high performance.To read more about The Chevron Way,please visit Chevron.com/ChevronWay.
4Our Chevron Way values place thehighest priority on protecting people andthe environment. Chevron has a rigorousmanagement system that translatesthis priority into world-class performance;we call this our Operational ExcellenceManagement System (OEMS).Chevron has built an Operational Excellence(OE) culture on the belief that incidentsare preventable. We have policies, processes,tools and behavioral expectations in placeto assist us in achieving this goal.OE is based on five objectives:• Achieve an incident- and injury-freeworkplace.• Promote a healthy workforceand mitigate significant workplacehealth risks.• Identify and mitigate environmentaland process safety risks.• Operate with industry-leading assetintegrity and reliability.• Efficiently use natural resourcesand assets.Our company has made significantprogress in implementing our OperationalExcellence Management System throughfocus, discipline and hard work. In 2012, wemade great strides in our personal safetyperformance, and we placed even greaterfocus on process safety. We continuedto reduce the number of personal injuries.From 2001 to 2012, our Total RecordableIncident Rate decreased by 71 percent.To accelerate progress on preventing processsafety incidents, we launched workshopsin managing process safety for executiveleaders, who then cascaded this training totheir organizations. Our Corporate OE Auditgroup assessed the adoption of processsafety standards throughout the enterprisefor asset integrity, operating procedures andtechnical codes. We also continued to buildour companywide Compliance Assurancesystem and deployed new auditor training toimprove the performance of the function.For more details, please visitChevron.com/OE.At Chevron, we’re focused on safely deliveringthe energy the world needs to power humanand economic progress. This requires constantattention to countless details and processes.As the Green Canyon 6A offshore platformends its producing life, Chevron safely removesthe structure. The lower 485 feet (148 m)of the platform’s support legs remain in placeunder water as an artificial reef, a habitatthat supports a rich diversity of marine life.Operational Excellence andRisk Management
5Protecting People and the EnvironmentRichmond, California, refinery crude unit—remind us that we must do better. Theseincidents do not reflect the expectations wehave of ourselves or the expectations thatthe community has of us.We investigated the incidents and engagedclosely with regulators, which facilitatedour implementation of improvements in proc-esses and operations. The actions we aretaking will strengthen management oversightand add layers of process safety protection.Chevron remains committed to zero inci-dents. We are confident that our continualimprovements in the areas of process safety,environmental stewardship and operationaldiscipline will significantly reduce the poten-tial for future incidents and will keep ourworkforce safe.We believe that every one of our employeesand contractors, whether in offices or in thefield, plays an important role in maintainingsafe and reliable operations. It’s not justgood for business; it’s the right thing to do.Incidents in 2012—the January fire aboardthe KS Endeavor drilling rig workingoffshore for Chevron Nigeria Ltd. and theAugust fire in the Chevron U.S.A. Inc.
6What is Chevron doingto improve safety inoperations?Operational discipline—completingevery task the right way, everytime—is critical to the success ofour business.In 2012, we initiated WELLSAFE,a certification program rooted inoperational discipline that providesthe maximum reasonable assurancethat well control will be maintainedat all times and further reducesthe potential for an oil spill duringdrilling operations.We also intensified our focus on opera-tional discipline through the deploy-ment of coaches who verify workforcecompetency on safe-work practices,appropriate safeguards and controlsfor high-consequence activities.We know that achieving zero incidentsis possible, having realized this goalin several areas of our company andwith many contractors. In 2012, 50-plusgroups achieved more than 1 millionhours without a Days Away From Workincident. We also had our lowest-evernumber and volume of spills.What is the role ofleaders in reinforcingsafety?Our mandate is to make sure thatevery member of our workforce goeshome safe after his or her workshift. Leaders demonstrate their com-mitment to safety through personalengagement with the workforce.Leaders at all levels make site visitsto identify potential hazards in ouroperations, check the existence andeffectiveness of key safeguards,and reinforce the culture of personaland process safety in the daily workactivities of employees and contractors.Leaders reinforce the workforce’sknowledge and application of goodstewardship practices through training,certifications, onsite coaching, mentor-ing and safe-work activity verification.It takes all of us being vigilantabout maintaining our safeguardsand equipment to systematicallyeliminate incidents.What are the greatestchallenges to operatingsafely and responsibly?There are a number of factors thatcould increase our exposure toincidents if we don’t work consistentlyto manage risks properly.Chevron has a growing globalworkforce, with close to 260,000employees and contractors through-out the world.Our portfolio is increasing in sizeand technical complexity. For example,today we use new technologies andequipment to find and produce naturalresources in water depths that wereunheard of 10 years ago.At the same time, some of our existinginfrastructure is aging. Maintainingthe integrity of these assets continuesto be a focus area for us as we seekto improve resource recovery.We can manage these factors by beingrelentless in our efforts to reduceoperational risks and to protect peopleand the environment.Warner WilliamsVice PresidentGulf of Mexico Business UnitExecutive InterviewOn Operational Excellence
7OverviewProcess SafetyChevron strives to operate incident-free.To achieve this goal, we must complete everytask the right way, every time.Process safety is a blend of engineering and management skills and practices focusedon preventing incidents, particularly explosions, fires and releases. Our OperationalExcellence Management System requires that safeguards are in place and maintained toprevent process incidents. Safeguards include several types of protection, such as alarms,automatic shutdowns and equipment integrity procedures. Having multiple layers ofprotection helps to prevent a small mistake or failure from becoming a bigger incident.We are providing process safety training and making safeguards more visible to the entireworkforce. In 2012, our senior leaders across the enterprise attended process safetyworkshops, and they continue the dialogue by incorporating a higher focus on processsafety into routine business meetings. Process safety was a topic of focus at our annualcompanywide employee meeting and at our Operational Excellence Forum.Our operating companies also continue to improve their ability to prevent processsafety incidents. In addition to implementing corporate process safety standards, eachbusiness segment is working to strengthen the layers of protection that prevent inci-dents. For example, through an improved process for alerts and bulletins, our Upstreamoperating companies have increased their ability to learn from incidents. Our Drillinggroup began a new program for drill-site managers, and Global Manufacturing expandedits Operational Excellence and Reliability Intelligence system to include additionalleading indicators of process safety performance.To learn more, please visit Chevron.com/OE.Workers are transferred by personnel basket from a supply vessel and onto the Discoverer ClearLeader drillship in the U.S. Gulf of Mexico.
8U.S. Gulf of MexicoExecuting With ExcellenceChevron is one of the largest producers of crude oil and natural gas in the U.S. Gulf ofMexico. A continuing commitment to safety, leading Operational Excellence (OE)programs and new technology allow us to tap into needed energy supplies. At thesame time, our work in the Gulf creates jobs and grows businesses.Chevron’s Billy Varnado knows thatthe time for easily finding oil isgone. Twelve years ago, he workedon our first discovery in the deepwaterregion of the Gulf of Mexico, theGenesis Field, located approximately150 miles (241 km) south of NewOrleans, Louisiana, where we tappedresources 12,000 feet (3,658 m) belowsea level. Today, his work takes himanother 130 miles (209 km) south ofGenesis to the Chevron-operateddiscoveries Jack and St. Malo, wherewe will seek energy at depths of27,000 feet (8,230 m) below thewater’s surface.“Jack and St. Malo are being devel-oped at extreme depths and amidAbove: Bob Miller is a ﬁeld Health, Environmentand Safety specialist in the Gulf of Mexico aboardthe Paciﬁc Santa Ana, a deepwater drillship builtto Chevron’s speciﬁcations and the ﬁrst drillshipwith dual-gradient drilling capabilities, which canenhance the safety of deepwater drilling.$7.5 billion Jack/St. Malo project comeson line in 2014, it is expected to supplyenergy resources for 30 to 40 years.“Our growth depends on our ability tomaintain the region’s confidence inourdeepwaterdrillingprojectsandprac-tices. People expect that the energythe world needs will be produced safelyand reliably,” said Warner Williams,vice president of the Gulf of Mexicobusiness unit. “There is no room forcomplacency in our operations.”challenging temperatures, currents,pressures and drilling complexity,”said Varnado, the Jack/St. Maloproject director. “We implementprocesses to help ensure the healthand safety of our people and theenvironment, from design toproduction and through the lifeof the field’s operation, which canlast for decades.”Jack and St. Malo highlight the com-plexity of finding new energy sources.The project involves two fields 25 miles(40 km) apart. Each field will haveseparate clusters of wellheads on theseafloor that will be connected to asingle floating production unit locatedbetween the two facilities. When the
9The Jack/St. Malo facilities andtheir installation are massive undertak-ings. “The structures we’re buildingare the size of huge hotels, completewith living quarters, food services,vessel and helicopter transportation,advanced surveillance, and communi-cation and control capability,” saidMike Casey, general manager for theGulf of Mexico operations.Process safety is incorporated intothe design of our production facilities.Our Big Foot facility, another field inthe Gulf of Mexico 225 miles (362 km)south of New Orleans, is being designedto survive 1,000-year-storm conditions.It will include 16 tendons made of steelpipes, each up to 44 inches (112 cm)in diameter, to moor a nearly 400-foot-wide (122-m) floating platform tothe ocean floor approximately 1 mile(1.6 km) below the surface.In 2012, we took delivery of the PacificSanta Ana, the first deepwater drillshipbuilt to our specifications for dual-gradient drilling using a seabed pumplocated above the blowout preventer.This drillship will be the first in the indus-try to deploy the GE MaxLift 1800™Safety in Design and ProcessesOur Operational Excellence Manage-ment System (OEMS) guides our com-mitment to incident-free operations.OEMS includes policies, processes,tools and behavioral expectations thatfocus our workforce on protecting thesafety and health of people and theenvironment and on conducting ouroperations reliably and efficiently.“We understand the impacts thatcan result from an operational error,”said Stephen Thurston, vice presidentof Chevron Deepwater Exploration andProjects (DWEP) in the Gulf of Mexico.“Operational Excellence isn’t static,and it must be applied to every taskevery day. All operators and businesspartners must also be committed toimprovements in OE, especially as newtechnology is developed.”Within OEMS, Chevron’s approach toprocess safety management is basedon the Center for Chemical ProcessSafety’s Guidelines for Risk BasedProcess Safety, and we establishstringent requirements for the design,construction, operation and mainte-nance of our facilities.Turning Rigs Into ReefsWhen the last drop of new energy isextracted by many of our offshore oil plat-forms, one job ends and another begins.Since 1983, we have donated 74 structuresto programs in Louisiana, Mississippi andother U.S. states that create artificial reefsin the Gulf of Mexico.Reusing the platforms creates a newecosystem with thousands of inverte-brates and fishes. “The platforms provideexcellent habitat that is beneficial bothto marine organisms that inhabit thesereef systems and to commercial andrecreational fishermen,” said Lew Dennis,U.S. offshore area manager for ChevronEnvironmental Management Co. (EMC).“Something no one can argue aboutis that there’s no better fishing anywherein the Gulf than off the Louisiana coast,and that’s due in part to these artificialreef structures created from decommis-sioned oil platforms,” said Randy Pausina,assistant secretary at the LouisianaDepartment of Wildlife and Fisheries.Turning rigs into reefs presents uniquechallenges. For example, EMC and ourGulf of Mexico operations worked togetherto decommission a platform that stoodin 473 feet (144 m) of water near themouth of the Mississippi River. The projectrequired removing the platform “jacket,”or support legs. The jacket was removedas one 520-foot-tall (158-m) piece. Insteadof having divers conduct the hazardouswork of removing the soil and sand aroundthe footings, large remote-controlleddredges safely extracted the material.The massive platform deck, or topsides,was removed by a special heavy-lift vesseland brought to shore for disposal. Throughthe Louisiana Artificial Reef Program,the support legs were lifted, towed to adesignated location and lowered to theseafloor to create an artificial reef.Left: For more than 60 years, new technologyhas enabled the oil and gas industry to drillat ever-greater depths. Chevron achieved industrywater depth and drilling depth records in 2003,2005 and 2009.Finding Oil Ever DeeperThe Oil and Gas Industry Increases Its Reach0 FT40,00030,00020,00010,000PRE-1950 ’50–’59 ’60–’69 ’70–’79 ’80–’89 ’90–’99 ’00–’09 ’10–’12CurrentDrilling DepthRig Capability:40,000 ftWater DepthRecord (’03):10,011 ftDrilling DepthRecord (’05):34,189 ftDrilling DepthRecord (’09):35,955 ftCurrentWater DepthRig Capability:12,000 ft1 foot = 0.3 meterIndustry Water DepthIndustry Drilling DepthIndustry RecordAchieved by ChevronSOURCE: AMERICAN ASSOCIATIONOF PETROLEUM GEOLOGISTS
10pump, the core component of dual-gradient drilling. This technology allowswells to be drilled more effectively bymanaging two fluids in the wellbore: aseawater-density fluid from the seabedto the drilling rig, and a higher-densitydrilling fluid from the seabed to thebottom of the well. This combination offluids is much more aligned with thenatural pressures of the formations inthe subsea well and offers the potentialto dramatically simplify well designsand improve operational safety. Theequipment developed for dual-gradientdrilling also allows operators to morequickly detect and react to pressurechanges encountered while drilling.Also in 2012, following benchmarkingwith industries such as commercialaviation, commercial nuclear powerand the U.S. Navy submarine force,we began developing our WELLSAFEcertification program to bolsterour efforts to prevent well-controlincidents. The program addressesprocedures from the design of wellsthrough rig operations and includesextensive auditing requirementsto provide significant assurances thatwell control can be maintained. OurWELLSAFE program is scheduled to befully implemented by year-end 2014.A Culture of Safety“We have worked hard to build aculture of safety and environmentalstewardship that strives to achievehigh performance and preventincidents,” said Warner Williams.In 2012 in the Gulf of Mexico, we safelydrilled 46 development and delineationwells, which establish the productivearea of oil and gas accumulations.Above: Construction is under way on the Jack/St. Malo project in the fabrication yard near Ingleside,Texas. Approximately 1,000 workers are constructing the massive structures, which are scheduled todepart for the deepwater Gulf of Mexico in late 2013.We had no recordable fires in 2012, andour Gulf workforce recorded more than12 million work hours without a DaysAway From Work injury.Before employees or contractorsbegin working in Gulf waters, they arerigorously trained in safety procedures.All drilling personnel must have currentindustry-recognized certifications thatcover such procedures as well controland the management of abnormalconditions. Chevron requires its con-tractors to adhere to company safetystandards and to comply with thecompany’s OE practices. This is criticalbecause our contractors conduct80 percent of the work in drilling andcompletions for DWEP.“We can break every deep-drillingrecord and make new discoveries, butwe will have failed if one of our teammembers is injured,” said MarcelRobichaux, general manager for DWEPDrilling and Completions.Worker and process safety areenhanced by our longstanding commit-ment to practices such as stop-workauthority, which allows any employeeor contractor—from a cook to a drillingsuperintendent—to stop the work ona project to raise a safety concern,without repercussions. That thinkingextends to project planning. Iain Haughie,Chevron’s DWEP Health, Environmentand Safety manager, said that if anoperating plan isn’t right or if somethingchanges, it’s part of our safety cultureto stop the work and revisit the plan.“We have five drillships right now in thedeep waters of the Gulf,” said Haughie,“and we’re drilling a series of wells overthe next few years. You have to get itright every single time.”Hear employee Natalie Martin explain howprocess safety enhances personal safety onan offshore rig at Chevron.com/CR2012/GOM.The Jack/St. Maloproject is creatingmore than1,000construction jobsin the region
11Our commitment to the safety of our58,000 employees and 200,000 contractors isreinforced at all levels of the corporation.The rigor of our Operational Excellence Management System delivers continuousimprovement in our ability to protect the safety and health of our workforce aswell as the environment everywhere we operate. We have shown significant improve-ment in workforce safety over the past 10 years as a result of ongoing, focusedattention on preventing incidents in all Chevron operations. Chevron’s Days AwayFrom Work Rate has decreased from 0.29 in 2001 to 0.03 in 2012 (a 90 percentreduction). Also, Chevron’s Total Recordable Incident Rate has decreased from anaverage of 0.82 in 2001 to 0.24 in 2012 (a 71 percent reduction).We took steps in 2012 to improve workforce safety across the company throughincreased oversight of high-risk activities. As part of Chevron’s Managing Safe Workprocess, we implemented five additional safety standards for the following: hazardanalysis; working in confined spaces; “hot work” locations where ignition of materialscould occur; environments with “hazardous energy,” such as pressurized liquids,thermal energy and kinetic energy; and internal permitting for contractors so thatproper consideration is given to the risk of a job before it begins.By maintaining operational discipline—completing every task the right way, everytime—we will continue to sustain and improve our workforce safety culture.For more details, please visit Chevron.com/OEMS.OverviewWorkforce SafetyThe Bibiyana gas field is one of the most significant natural gas discoveries in Bangladesh.Chevron acquired the field in 2005 and brought it into production in 2007. By 2014, field expansionis expected to increase gas plant capacity by 50 percent.
12BangladeshJourney to SafetyChevron is the largest foreign investor in Bangladesh, providing employmentand supplying approximately 50 percent of the natural gas the country consumes.To bring our Bibiyana Field into production, we recruited 2,300 Bangladeshcitizens to work on the project. For people living near our facilities, who wereaccustomed to working in agriculture, this new project marked the beginning ofa dramatic transformation in safe-work practices and behaviors that extendinto daily living.Above: Workers at the Bibiyana gas plant receivesafety awareness training that extends fromtheir jobs into their homes and communities.glasses and fire-retardant clothing.To operate the field in a safe andresponsible manner, he said, “we hadto foster a cultural paradigm shiftboth inside the plant and in the com-munities around it.”Today in Bangladesh, Chevron hasamassed 40 million work hours sincethe last Days Away From Workinjury in 2008, and we have had noAmid the lush rice paddies and150-plus-year-old tea plantationstypical of northeast Bangladesh lieChevron’s Bibiyana, Jalalabad andMoulavi Bazar natural gas fields.Generations of farmers have workedthe rice paddies and other cropsbetween seasonal floods. Largelybecause of this agricultural tradition,many in the area had little experiencewith how a complex industrial facilityworks. As we began employingvillagers in 2005 to build the BibiyanaField, the nation’s largest-producingnatural gas field, we introduced aculture of safety that was unfamiliarto many local residents. We didso to make sure that people and theenvironment were protected.“In a predominantly agrarian economywith no large-scale manufacturing orindustry, it took time for our workforceto develop a culture in which safetyis above all else,” recalled KinneshDalal, Chevron Health, Environmentand Safety manager in Bangladesh.Prospective workers were unaccus-tomed to wearing protective shoes anddidn’t understand the need for safety
13significant environmental incidents,fires or spills. “We invested heavilyin our workforce to build capabilities,institutionalized global processesfocused on operational excellenceand initiated training programs.It has been a many-year journeytoward achieving zero incidents inBangladesh,” said Dalal.Chevron has been operating inBangladesh since 2005, following theacquisition of Unocal. We haveapproximately 700 employees andmore than 2,400 contractors in thecountry. We are working with communi-ties and the government-ownedBangladesh Oil, Gas and Mineral Corp.,known as Petrobangla, to reduce thenation’s reliance on imported energy.By 2014, expansion of the BibiyanaField now under way is expected toincrease gas plant capacity by 50 per-cent, with new pipelines also beingconstructed to safely deliver this addedenergy capacity.Driving a New Safety Ethic“Today’s safe operations are a resultof creating an understanding of theimportance of personal and processsafety, and then providing tools andtraining under Chevron’s supervision,”said Geoffrey Strong, Chevron’sBangladesh country manager.We expanded our training capacity in2012 with a new Health, Environmentand Safety training center for contrac-tors and community-based workers.Since opening in April 2012, more than2,000 people have been trained.“I was like a wide-eyed child at thetraining center, learning things forthe very first time,” said Abul Kalam,a labor team leader with five yearsof experience at Chevron. He saidthat Chevron “is essentially a hugeclassroom. I do not look at Chevronas just a place of work; for mepersonally, this is a place of learning.”Promoting SustainableLivelihoodsIn the rural villages near our naturalgas fields, our economic developmentprograms foster sustainable livelihoodsto help residents overcome socio-economic challenges.Our livelihood programs were initiallycreated to assist people who dependedon 69 acres of land that the govern-ment acquired to develop the Bibiyanagas field in 2006. “Bibiyana was apredominantly agrarian economy withno industrial presence, low literacy ratesand inadequate infrastructure,” saidNaser Ahmed, Chevron Bangladesh’sExternal Affairs manager. “We’ve builtrelationships with local communitiesand nongovernmental organizationsto implement programs that providelasting socioeconomic opportunities.”With residents and partners, we helpedcreate alternative livelihood programsby establishing village developmentorganizations (VDOs) comprisingmembers selected by the community.These programs provide training inincome-generating skills, such as tailoring,poultry farming, goat rearing, enginemaintenance and business management.As of 2012, programs launched in sevenvillages near the Bibiyana and MoulaviBazar gas fields provide solar panels andenergy-efficient stoves to reduce home-lighting and fuel costs. The savings areinvested in income-generating enterprisesand a savings fund maintained by theVDO. Chevron contributes to a seed-fund,to which VDO members add their savings.Members draw upon the fund to buildtheir small and medium-size enterprises.Today more than 100 VDOs are benefitingnearly 4,000 families living near our threemajor gas fields. Ojud Miah completeda Chevron-funded training course andreceived a microloan for his duck breedingenterprise. “I earned enough to build aconcrete house for my family and pay formy younger sister’s wedding. I completeda paraveterinary training course throughmy VDO, and now earn a steady income.After taking care of household expensesand my children’s schooling, I am ableto set aside 10 percent in savings everyday. My journey has just begun.”40millionwork hours have beenlogged since thelast Days Away FromWork injuryAbove: Basir Miah, a member of the Chevron-supported economic development program in hisvillage, received training to grow his business. He now owns eight cows and earns a steady incomeraising cattle and selling them at a proﬁt.
14Employees and contractors arerequired to undergo our Fitness forDuty process, which identifies thecircumstances under which workersare able to safely perform essentialphysical, psychological and cognitivejob requirements without risk to self,others or the environment. Trainersmake sure new employees under-stand our Operational ExcellenceManagement System, the frameworkChevron uses to manage processsafety, health and personal safety, theenvironment, reliability, and efficiency.Because the literacy rate in Bangladeshis approximately 56 percent, weadapted the way we teach to ensureunderstanding, using repetition,memorization, visual aids and addi-tional field-testing. Six-month-longmentoring programs were establishedfor many positions.Every morning, employees hold a “toolbox” meeting to review safety proce-dures for the tasks being performedthat day. The type of work ranges fromcrane operation to leveling an accessroad. Employees are reminded ofstop-work authority, which encouragesany employee or contractor to stopwork when an unsafe condition or actis recognized.In 2012, the Muchai compressionproject, which added pipeline capacityto transport natural gas from our threefields, involved more than 2.6 millionwork hours and was completed with norecordable incidents.Improving Contractor Safety“We want to use a local workforce andare committed to working with localcompanies, some of which do not havestrong safety performance,” saidZulfikar Ahmed Chowdhury, Chevronfield manager for community engage-ment. “We help contractor companiesthrough extensive safety trainingso that they can be hired.”Chevron enlisted 111 vendors andsuppliers directly from the local com-munity. These contractors supply laborand materials for minor civil, construc-tion and mechanical work. We workwith our contractors to develop riskmitigation plans and administer safetymanagement systems. Contractorsafety performance has improvedbecause of intense Chevron oversightand structured, continual training andmentoring.“When we first started in 2005, thingswere not very easy for us as we had noexperience working for a company thathad such high expectations for safetyperformance. We had to work very hardto reach the standard set by Chevron,”said Md. Boyet Ullah, proprietor ofZakaria Enterprise, which has beensupplying laborers and materials.Firuz Miah, a contractor workingwith the facilities engineering team,said, “Even if I go elsewhere, whateverI have learned here will benefit me.”Extending Safety Into the CommunityWhen building our Bibiyana gasplant in 2007, we implemented ourEnvironmental, Social and HealthImpact Assessment process to identifyand minimize potential project impacts,and we conducted comprehensivecommunity engagement programs.For example, after learning that thecommunity extensively used a narrow,winding main supply road, we imple-mented a safety program along theroute. In addition to installing extensiveroad signage, we implemented aroad safety campaign for area resi-dents, including training 180 localdrivers, distributing safety bookletsand providing reflectors for nonmotor-ized vehicles.“Community engagement is anessential part of our business here,”said Strong. “Having an effective andpersonal relationship with the commu-nity helps us to address critical socio-economic challenges that benefit bothour operations and our neighbors.”We extend concepts and benefitsof our safety culture into communities.For example, because motor vehiclesafety is the single largest safety riskoutside our facilities, with 85 deathsfor every 10,000 registered motorvehicles in Bangladesh, we developed acomprehensive driver safety program,including initiatives to raise awarenessin the community. We continue toengage the community on variousinitiatives, including earthquake pre-paredness and first-aid training forhealth care workers.Employees are transferring what theylearn from Chevron to their homes andinto the community. “My friends sayI’ve completely transformed and haveinfluenced those around me,” AbulKalam said. “On my way home fromwork every day, if I see somethingbeing done in an unsafe way, I point itout to people, and they stop and listen.”Now, after eight years with Chevron,onsite Health, Environment and Safetyrepresentative Saleh Ahmed said hetells his children the safety storieshe learns at work. “They listen to mebecause they want their father toreturn home to them safe and soundevery day. And as their father, I tellthese stories because I want them togrow up safe and protect themselvesfrom life’s many mishaps.”Safety, he added, ultimately is a systemof rules, processes and proceduresthat only work “if you believe in themfrom the core of your being. Beforeworking here, there was a time whenI would get the odd minor injury hereand there; but working for Chevronin the past five or six years, I have nothad so much as a scratch.”More than2,000peoplehave been trained inChevron’s new Health,Environment andSafety training center
15OverviewEnvironmental StewardshipNear the Tengiz Field in western Kazakhstan,David Connell, former Second GenerationPlant site manager, visits the Sarkamys villageand Keneral Farms, where some people stillherd camels, goats and horses. Other residentshave found technical and manufacturing jobswith Tengizchevroil.Our environmental stewardship efforts focus onminimizing our environmental footprint, from initialexploration through the life of an asset.Wherever we operate, our environmental stewardship process, part of our OperationalExcellence Management System (OEMS), helps us manage activities that have thepotential to affect the environment. Consistent with ISO 14001, we defined seven typesof environmental activities, or “aspects,” that we address:Through the entire life cycle of a project — from planning and construction throughoperation and decommissioning — we review and adapt our environmental stewardshipefforts annually as we reassess potential environmental risks associated withour activities.Our Upstream operations adopted uniform standards and operating practices, beyondapplicable legal requirements in some instances, to minimize environmental impactsfrom offshore drilling fluids and cuttings (minerals and other materials removed from aborehole), associated-gas flaring and venting, air emissions, produced water, and waste.Based on the review of potential impacts and existing controls, operations are requiredto identify improvement opportunities and incorporate those that are the highestpriority into their business plans. This ongoing review and identification of next steps isthe continual improvement that is a core component of our OEMS and helps driveour business units to higher levels of environmental performance.For more about environmental stewardship, please visit Chevron.com/Environment.• Accidental Releases Management• Air Emissions Management• Natural Resources Management• Energy Use and Greenhouse Gas Management• Legacy Sites Management• Waste Management• Wastewater Management
16KazakhstanDriving Environmental ProgressChevron is Kazakhstan’s largest private oil producer, holding important stakesin the nation’s two biggest oil-producing projects — the Tengiz and Karachaganakfields. We are a 50 percent partner in the Tengizchevroil (TCO) joint venture,which operates the Tengiz Field. Through significant investments and environmentalstandards, TCO’s workforce is continually improving environmental performance.As Tengizchevroil employee TatyanaAfanaseva flew by helicopter overthe oil and gas fields that rise from theCaspian Sea’s northwest shore, sherecalled how the panorama below haschanged over the past two decades.“In the early 1990s, you saw gasreleased and burned from flare stacksduring oil production. There were alsomany large, square yellow sulfurpads created as a byproduct of the oilproduction process,” said Afanaseva,chief technologist of TCO’s ProcessEngineering department. “Today,we observe a very different picture.”The TCO joint venture was establishedin 1993 between Chevron, the newlyindependent Republic of Kazakhstanand other partners to produce oil in thewestern part of the country. TCO’sTengiz Field is one of the world’sdeepest developed oil fields and, alongwith the smaller Korolev Field, covers970 square miles (2,500 sq km).Afanaseva is one of nearly 3,200Kazakhstani citizens who make up86 percent of TCO’s workforce.Working with the government andcommunity, the joint venture hasinvested $2.5 billion since 2000 onprojects that resulted in a reductionof TCO’s environmental impacts, suchas projects to eliminate continuousflaring, reduce sulfur storage, andconserve and treat water.Extinguishing Continuous FlaresWhen TCO assumed control of theTengiz Field in 1993, the field’s ongoingoperations included the continuousflaring of natural gas.Above: Khairliyev Alibek is a unit operator at theTengiz Field’s Second Generation Plant. The planthas allowed TCO to increase production and,through the use of advanced technology, improveenvironmental protection.
17sulfur that was removed during oil andgas production was accumulated onlarge, open concrete pads. The scale ofthe pads led to the public’s perceptionthat there were environmental andhealth impacts associated with sulfurhandling and removal.“Through educational programs andindependent health studies, TCOhas been working for years withgovernment entities and communitiesto correct misperceptions aboutthe storage of sulfur on pads in theopen air,” said Dastem Zhassanov,Regulatory Affairs coordinator for TCO.In 2006, TCO, the Ministry of Oil andGas, and the Ministry of EnvironmentalProtection created the Interdepart-mental Coordination Council (ICC)to study issues related to sulfurstorage and identify methods toimprove its management. The studywas the first of its kind in Kazakhstanand included local government, thenational oil and gas company, andindependent research institutes fromRussia and Canada.TCO has invested$2.5billionsince 2000 on projectsthat reduced itsenvironmental impactsUnderstanding FlaringFlaring is the burning of natural gas inan open flame into the air. When crude oilis brought to the surface in the produc-tion process, gas associated with the oilrises with it. In locations where there is nomarket for the gas, a common historicalpractice has been to flare the gas so thatit does not pose a hazard to workers orresidents near the operations. Gas travelsup tall metal pipes called flare stacks tothe nozzle or burner tip located at thetop. A pilot light or electronic igniter thenignites the gas.The World Bank reported a 9 percentreduction in flaring globally in 2010 at atime of increasing oil and gas production.In 2011, the World Bank estimated thattotal emissions from gas flaring repre-sented approximately 1.2 percent of globalCO2 emissions. Efforts such as the GlobalGas Flaring Reduction (GGFR) Partnership,a public-private partnership launchedby the World Bank in 2002 and in whichChevron has been an active participant,are having a positive impact.Chevron has adopted a routine-flaringreduction standard that aligns with theWorld Bank’s GGFR voluntary standard.This standard requires, where feasible,that the majority of existing routineflaring of associated gas be eliminatedand that all new capital projects bedesigned and operated without continuousroutine flaring.We have invested billions of dollars ininfrastructure projects in Angola,Kazakhstan, Nigeria and elsewhere toeliminate routine flaring and direct thenatural gas to productive economicuse. Since 2003, we have reduced thevolume of gas we flare and vent inChevron’s Upstream operations by 41 per-cent, as defined by our flaring and ventingenvironmental-performance standard.We have simultaneously reduced green-house gas emissions from flaring andventing by 20 percent, based on the equityshare of all Chevron’s global interests.“Today, the only flaring remaining inTCO’s operations is intermittent flaringrelated to maintenance and repairs,or when necessary for safety,” saidNurlan Kaliev, deputy director formajor capital projects. As TCO beganto increase its oil production, thejoint venture initiated a series of majorcapital projects from 2000 to 2012that ultimately eliminated continuousflaring and reduced its overall flaringvolumes by 92 percent.Recognizing the success of TCO’sefforts to reduce flaring, the GlobalGas Flaring Reduction Partnership,a public-private partnership launchedby the World Bank in 2002, awardedTCO the Excellence in Flaring Reduc-tion Award at its 2012 conferencein London.“Flaring reduction minimizesenvironmental impacts. Our processimprovements also allow us to capturegas that would otherwise be flaredand to commercialize it to meetthe demand for affordable energy,”said Mike Jennings, TCO’s generalmanager for Operational Excellenceand Health, Environment and Safety.Reducing Sulfur InventoryTengiz crude oil contains some of thehighest concentrations of sulfur inthe world. As a result, managing thelarge amounts of sulfur generatedduring oil and gas processing is a keyoperational issue for TCO. Historically,Left: At a Tengiz Field processing unit, sourgas is separated from crude oil. Approximatelyone-third of the gas produced is reinjected tomaintain pressure in the reservoir and eventuallyhelp recover more oil.
18“The study showed that sulfur pads inTengiz had no impact on the nearestcommunity and no measurable impacton groundwater, air or soil,” saidRzabek Artygaliev, TCO’s generalmanager for Policy, Government andPublic Affairs. The results werepublished and presented at a publichearing in 2007.While this study showed no measurableimpacts related to TCO’s activity, theICC is using the results to inform thedevelopment of technical regulationsand industry standards for better sulfurhandling and storage. Upon comple-tion, these will be presented to theRepublic of Kazakhstan for review andimplementation as national standards.As part of its own sulfur managementprogram, TCO has reduced the volumeof sulfur stored on open-air pads bymore than two-thirds from peakquantities in 2005. To shrink its sulfurinventory, TCO processes sulfur intoa number of marketable products.As a result of these efforts, by the endof 2012, TCO had reduced its sulfurinventory to approximately 2.9 milliontons, down from a peak volume of9 million tons. By 2015, TCO expectsto have reduced its sulfur inventoryby 95 percent.Conserving and Treating WaterTCO, like similar operations throughoutthe world, requires access to viablequantities and qualities of water inorder to operate. “The availabilityof fresh water is critical to manyindustries, and the oil and gas industryis no exception. Global populationgrowth and an increasing demand forfresh water are pressuring industry toachieve more sustainable operationsand water use,” said Jan Slangeof Witteveen+Bos Kazakhstan, anengineering firm that works withTCO on water conservation.Fresh water is supplied to TCO by pipe-lines from Kazakhstan’s Kigach River,which is a tributary of the Volga River.The water traverses more than 310 miles(500 km) of an industrialized regionof western Kazakhstan before arrivingat Tengiz. TCO’s reliance on a singlesource of water was identified as apotential supply risk several years ago.TCO is addressing this risk by con-serving fresh water through reuse andrecycling. This strategy is part of awater management plan that includestwo facilities that are expected toreduce the volume of water requiredfrom the Kigach River by about 25 per-cent of the current volume. The firstfacility, to be completed in 2013, willtreat an average of 1.6 million gallonsper day of wastewater generated byTCO’s employee and contractor livingfacilities. The second facility will recyclewater used for industrial purposes atTCO’s plants. When completed in2014, the facility is expected to yield950,000 gallons per day of recycledwater for use at the Tengiz plant.“Water treatment and recycling facil-ities are examples of the sustainedprogress to protect and conserve natu-ral resources,” said Nick Thomas, thetreatment facility’s project manager.“TCO looked at its water use and madechanges that are mutually beneficial toits business and the environment.”Listen to TCO’s Ulzhan Shonataeva describeher development assignment at Chevron inCalifornia at Chevron.com/CR2012/TCO.TCO has achieved a68%reductionin its sulfur inventorysince 2005Above: In addition to crude oil, Tengizchevroil produces liqueﬁed petroleum gas, dry gas and fourforms of sulfur (liquid, granulated, ﬂaked and blocked). A natural resource for Kazakhstan, sulfur is astable, nontoxic solid that is important to animal and plant life.
19We believe that respecting the environment andbiodiversity can be compatible with providing energy.The protective measures we take are based on our awareness of the value ofthe natural world and the importance of conserving the rich variety of life on Earth,its ecosystems, species and the ecological processes that support them.Chevron’s Biodiversity Statement expresses our commitment to incorporatingbiodiversity considerations into the evaluations and decisions regarding our capitalprojects. Our employees work to protect habitats near our operations and sharetheir best practices through the Chevron Biodiversity Network.Our Operational Excellence Management System includes our Environmental,Social and Health Impact Assessment (ESHIA) process, which requires all new majorcapital projects to be evaluated in order for us to understand potential negativeimpacts and avoid, minimize and mitigate them where possible. The ESHIA processbegins early in our planning and includes stakeholder engagement throughoutthe life of a project.Because we often operate near ecologically sensitive areas, under the ESHIA process,we conduct a baseline assessment of existing environmental conditions, such as thepresence of habitats or fishing grounds, near our capital projects.The assessment results are incorporated into project planning to make positivecontributions to biodiversity conservation and facilitate communication with regulatoryagencies and our partners.For more details, please visit Chevron.com/Biodiversity.Chevron employees in Angola conduct annual sea turtle surveys, which include night monitoring,shown here, to assess population demographics and nesting frequency.OverviewBiodiversity
20For more than 75 years, Chevron has played a major role in Angola’s energysector. Whether operating during periods of stability or unrest, we havebeen contributing to the growth and prosperity of the country and its people.Cabinda Gulf Oil Co. Ltd., Chevron’s wholly owned subsidiary, is the country’slargest foreign oil-industry employer. Our offshore operations provide energywhile conserving ecosystems and supporting the livelihoods of fishermen.AngolaConservation Through CollaborationChevron environmental supervisorMargarida Peliganga is part of a teamthat protects endangered turtles thatcome ashore to breed, dig sandy nestsand lay their eggs on the beachesat Chevron’s Malongo oil productionfacilities near Cabinda, Angola.“It’s inspiring to witness nature at work,starting with the adult turtles comingashore and later seeing hundreds ofhatchlings scamper toward the oceanfor the first time,” said Peliganga.The sea turtle conservation programhelps protect the endangered oliveridley sea turtle from poachers,dogs, flooding and erosion that candisrupt the turtles’ habitat. Annualcounts of nesting turtles contributeto international research databasesand environmental impact assess-ments. Since the monitoring projectbegan nine years ago, programpartners have documented approxi-mately 1,400 nests and more than48,900 hatchlings. Sea turtle monitorstagged 157 turtles for tracking.The program is one example ofChevron’s environmental steward-ship efforts in Angola. Throughconservation partnerships and collabo-ration, we implemented programs tomanage our environmental footprint,such as locating facilities to safeguardsensitive habitats, protecting marinemammals through cooperative scienceand management, and reducingoffshore flaring during the oil produc-tion process.Above: Humpback whales are often seen off-shore Angola when the species visits westernAfrica for mating and calving.
21Angola LNG Protects HabitatsChevron has a 36.4 percent interest inAngola LNG Ltd., a company that ownsan onshore development to liquefy andexport natural gas at the mouth of theCongo River Basin. When the locationof the liquefied natural gas (LNG)facility was being determined, theAngola LNG joint venture usedChevron’s Environmental, Social andHealth Impact Assessment (ESHIA)process to understand the area’senvironmental and social conditions.Sheryl Maruca, senior scientist andformer Health, Environment and Safetymanager for the Angola LNG project,said the ESHIA results helped toidentify a proposed site location thatwould minimize potential impacts tohabitats, the local community andlivelihoods. “The assessment identifiedmangrove areas and other sensitivehabitats, culturally important sites,and areas used for farming,” she said.“This led to a proposed plant siteon the north side of an existing serviceand supply base for offshore fields.”After removing vegetation andunexploded ordnance from pastconflicts, we discovered olive ridleyturtles nesting on the north side of thesite. Through Chevron, Angola LNGpartnered with the Wildlife Conserva-tion Society (WCS) to develop anareawide biodiversity action plan.This plan included a community-basedmonitoring and conservation effortto safeguard the turtles and theirnests, as well as community educationon the importance of preserving themarine turtle population. After twoyears, Angola LNG staff took responsi-bility for the program and todaycontinue to manage more than 9 miles(14 km) of coastline.Monitoring Marine MammalsMarine animals, including coastaldolphins, West African manatees,offshore cetaceans and sea turtles,are increasingly under threatfrom activities such as overfishingand vessel traffic.As we explore for energy resourcesalong Angola’s coast, we partnerwith local fishermen and biologists tomonitor marine mammals duringseismic operations and reducepotential disturbance from the soundwaves used to detect oil and gasformations in the rock deep beneaththe ocean floor. This monitoringinvolves continually watching formarine animals before and duringseismic operations. The program alsoestablishes an exclusion zone whereoperations are suspended when marineanimals are spotted until they swimout of range. Chevron adheres to theJoint Nature Conservation Committeeguidelines for minimizing the riskMalongo LaboratoryGets ResultsAt our Malongo laboratory, 63 Angolantechnicians test thousands of samplesmonthly to help protect water quality andensure the integrity of our operationsand the quality of our products.Each morning, samples of produced waterfrom our onshore and offshore facilitiesare analyzed to make sure they are withinour specifications and regulatory limits.Laboratory technicians test and certifyChevron products that are sold inAngola, such as crude oil and liquefiedpetroleum gas, as well as productsused in our operations, such as jet fuel,diesel and kerosene.The lab also is equipped to identify thesource of crude oil spilled in water basedon its “fingerprint.” Because each typeof oil is unique, the fingerprinting tech-nique uses biomarkers to determine theoil’s characteristics. A database helpsmatch the oil to its source. Results areshared with the Ministry of Environmentand the Ministry of Petroleum and thenbecome public.of injury and disturbance to marinemammals from seismic surveys.In 2008, Chevron partnered withWCS to introduce passive acousticmonitoring in the south Atlantic Oceanto assess humpback whale breedingactivity. This surveying techniqueresulted in the first complete documen-tation of the full migratory timingand seasonal presence of humpbackwhales that spend their winters off theAngolan coast. During this period,WCS was also able to document thepresence of blue whales throughrecordings of their species-specificvocalizations. These recordingsprovided the first modern evidence ofthis endangered species off Angolasince the 1970s.Chevron is also collaborating withWCS to develop a more comprehensiveassessment of marine mammals48,900hatchlingshave been documentedsince sea turtlemonitoring begannine years agoAbove: Near Chevron operations, a sea turtleawareness campaign was initiated within theworkforce and local communities. Researchersand their assistants from local villages regularlypatrol the beach and protect nests on theAtlantic coastline. Sea turtles are identiﬁedand tagged in order to study their migratorypaths and biological cycles.
22Above: A team of employees and wildlife advisors from the Angola liqueﬁed natural gas joint venturefree a beached humpback whale at the mouth of the Congo River. The whale swam off into theocean safe and unharmed. The ongoing protection of wildlife is the result of our commitment topreserve the biodiversity of the areas in which we operate.farther north along the Atlantic coast-line, where data on marine mammalsare limited. Through these and otherrelated studies, Chevron is helpingto make available new informationon vulnerable species in poorlyresearched areas.“Establishing baseline informationin this region will be valuable asChevron looks to improve mitigationand monitoring based on scientificinformation. More broadly, the infor-mation on marine mammals will behelpful for improving our understand-ing of how important these areasare for whales and dolphins,” saidHoward Rosenbaum, Ph.D., directorof WCS’s Ocean Giants Program.Reducing and Eliminating FlaringTo minimize our environmentalfootprint, we have been eliminatingroutine flaring of natural gas at severaloffshore oil and gas production fields.The Cabinda gas plant became fullyoperational in 2010 and reducedonshore flaring by 7 million cubic feetper day (mmcf/d). At the Chevron-operated Block 0 concession offshoreCabinda, where we have a 39.2 percentinterest, a gas management projectcompleted in 2011 reduced flaring by70 mmcf/d of natural gas. The projectmade modifications to flare andrelief systems on 14 platforms in boththe Takula and Malongo fields.With startup scheduled in 2013, the$10 billion Angola LNG project willcapture and market offshore gas thatis currently flared from producingblocks in Angola north and south of theCongo River Canyon. The Angola LNGplant is expected to receive 1 billion cf/dof natural gas for export and domesticuse from a new 264-mile (425-km)network of offshore and onshore pipe-lines connected to areas that includethe Chevron-operated Blocks 0 and 14offshore Angola. Through Chevron’sESHIA process, the local Soyo commu-nity was engaged to help identifynonintrusive pipeline routes.By 2015, a $2 billion investmentat our North and South Nemba fieldsoff the Cabinda coast includes plansto inject gas for enhanced oil recoveryand to eliminate routine flaring.Supporting LivelihoodsFishing is a primary means of subsist-ence in Cabinda. In 2009, we launcheda program to strengthen the capa-bilities of small-scale fishermen toincrease the amount of their catch.The program is conducted in partner-ship with the Angolan Ministry ofFisheries and World Vision Interna-tional, a global humanitarian organiza-tion working to alleviate poverty.More than 3,000 fishermen and fishtraders from Cabinda Provincereceived training, tools and equipment.Another program helps fishermenreduce operating costs through accessto credit, equipment and supplies.So far, 113 fishermen and 474 fishtraders received microloans.“We collaborated with Chevron andits partners to help protect fishermen’srights to sustainable livelihoods.We also worked to design and fundprograms that allow fishermen toimprove deep-sea fishing techniquesand maintain equipment,” saidClemente de Oliveira Paulo of WorldVision. “These projects will helpAngolans now and in the future.”Historically, local fishermen have attimes raised concerns about waterquality and reduced fish levels.“We recognize that perceived negativeimpacts to fish will translate to a highlevel of concern from communities andregulators,” said Daniel Joao, Health,Environment and Safety supervisor forCabinda operations.Since 2006, we have been assessingwater quality and fish health in Cabindato respond to community concerns.The program involves monitoringthrough the collection of water andsediment samples and the analysisof fish tissue. The analysis, conductedby an independent U.S. laboratory,assesses whether trace contaminantsrelated to oil and gas operations posea concern for human consumption orfor the food chain. The analysis hasfound no such concern or link.
23OverviewEconomic DevelopmentChevron Australia’s Mika Thuijs and Jim Rentschlerreview plans at the Wheatstone Project site inWestern Australia. The project is expected to deliverenergy, jobs and economic benefits for decades.We believe that enhancing economic conditionsimproves the quality of life for people in the communitiesnear our operations.Working with governments, development agencies, research institutions and other non-governmental organizations (NGOs), we establish programs that engage the local workforce,advance vocational training, and support local small businesses and suppliers.LOCAL WORKFORCE — In Australia, the Gorgon and Wheatstone natural gas projects,at peak construction, will generate as many as 16,500 jobs.VOCATIONAL TRAINING — In Indonesia, we built and sponsored two polytechnicschools to train Indonesian students for jobs in the industrial sector. More than 1,100 studentshave graduated from Politeknik Caltex Riau, the province’s first polytechnic university.In 2012, the second class of students graduated from Politeknik Aceh, bringing the totalnumber of graduates at that school to 314.SMALL BUSINESS AND SUPPLIER DEVELOPMENT — In 2012, Chevron spent morethan $60 billion on goods and services around the globe. We are committed to supportingeconomic growth by providing contracts and purchase orders associated with our develop-ment projects to local businesses.We also pursue thought leadership in this arena. In 2011, Chevron and the Center for Strategicand International Studies (CSIS) launched the Project on U.S. Leadership in Development,which is designed to generate innovative thinking on how U.S. public and private sectors canpartner with NGOs and foreign governments to advance international economic and commu-nity development. Our partnership with CSIS includes the Chevron Forum on Development,a public dialogue on pioneering ideas and approaches to economic development, with aspecial focus on the business sector.For more details, please visit Chevron.com/EconomicDevelopment.
24AustraliaContributing to Economic GrowthChevron’s $29 billion Wheatstone natural gas project is transforming the remotecoastal community of Onslow in Western Australia, bringing new residents andinvestment in the town’s infrastructure and services. Our partnerships withthe community, various levels of government and local suppliers will help shapethe town’s future as we develop vast natural gas resources offshore.Above: Chevron is supporting the community’svision of Onslow being a thriving place in whichto live and work.of stakeholders to promote responsibledevelopment. “We recognize ourresponsibility to the Onslow commu-nity, and we are working with ourpartners to maintain safe and environ-mentally responsible operations,”said Eric Dunning, general managerof the Wheatstone Project.Continuing a Historyof Responsible OperationsThe Wheatstone Project is emerging atAshburton North, just 7.5 miles (12 km)The remote town of Onslow is locatedin the Pilbara region on Australia’snorthwestern coast, more than800 miles (1,287 km) from WesternAustralia’s capital city of Perth.Onslow’s population usually peaksat approximately 900, when wintervisitors come to escape the coldersouthern climates.“Onslow is off the beaten track,” saidSean Clarke, a Chevron contractorwho has lived and worked in theregion for 15 years. “Amenities hereare limited; and the area outside oftown is barren, but beautiful.”It is here that Chevron has becomepart of a fundamental transformation.The Wheatstone Project will extractnatural gas to fuel growth andpromote energy security in Australiaand beyond. The project includesthe country’s largest offshore gasprocessing platform and is expectedto increase domestic gas suppliesby 20 percent, providing an importantnew energy source for consumersin Western Australia. It will also addnearly 9 million tons of liquefiednatural gas (LNG) annually to therapidly developing Asian market.Since the project began, Chevronhas been working with an array
25west of Onslow, and continuesChevron’s longstanding ties to Australia.In 1941, we began marketing petroleumproducts in the country and have beendeveloping oil and gas there since the1950s. Our nearly 50-year track recordof producing oil on Barrow Island,31 miles (50 km) offshore WesternAustralia, shows our commitment toresponsible development. BarrowIsland is a Class A nature reserve, themost highly protected type of publicland in Western Australia.“Chevron has demonstrated thatwith proper management, developmentand conservation can coexist,” saidRoy Krzywosinski, managing directorof Chevron Australia Pty. Ltd.Just over three years ago, Chevronbegan developing Gorgon, the world’slargest natural gas project. The vastnatural gas resources lie 43.5 miles(70 km) northwest of Barrow Island.At peak construction, Gorgon willprovide direct and indirect employ-ment for approximately 10,000 people.Offering Economic OpportunitySimilarly to Gorgon, the WheatstoneProject is expected to create asmany as 6,500 direct and indirectjobs, according to independentestimates, 3,500 of which will beconstruction jobs.“Wheatstone is creating enormousemployment and industry participationopportunities for the state and trans-forming Onslow, as well as cementingWestern Australia’s status as amajor global energy provider,” saidWestern Australian Premier and StateDevelopment Minister Colin Barnett.Thousands of jobs are being offeredthrough the project’s contractors, fromcarpenters and crane operators toscaffolders and riggers. Many of theseopportunities include training andapprenticeship programs.“We will continue to work closely withgovernment and other stakeholders toenhance regional employment andtraining, indigenous employment, andopportunities for small business toparticipate in the project,” said Dunning.Since construction began, many localcompanies have grown. Already, we’vecommitted more than $8 billion incontracts and purchases to Australianbusinesses. The Onslow-based civilengineering construction companyNTC Contracting has grown from 40 toalmost 70 employees, largely becauseof work for Wheatstone.Another Pilbara company benefitingfrom the project is Raw Hire, ownedand operated by Sean and Lisa Clarke.The company supplies vehicles to meetChevron’s specialized needs.“We started the company in 1998 withone vehicle. It’s been a process ofdoubling our fleet every year, and thereare no signs we’ll be slowing down,”said Sean Clarke. Today, Raw Hire hasa staff of 40 and more than 1,300vehicles in its fleet of four-wheel-drive trucks, buses and water carts.The company provided 40 vehicles forWheatstone, with more plannedfor delivery.Contributing to Onslow’s GrowthChevron began implementing itsEnvironmental, Social and HealthImpact Assessment (ESHIA) processImproving HearingChevron is partnering with TelethonSpeech and Hearing Centre for Children tooffer a mobile “Earbus” clinic in the Pilbararegion of Western Australia, a programthat screens infants to 12-year-olds formiddle-ear health and basic hearing.Hearing impairment in Australia affectsone in six citizens. Aboriginal Australiansexperience ear disease and associatedhearing loss at up to 10 times the rate ofother Australians, according to a 2010government study. Research conducted in2012 in the western Pilbara region foundthat 60 percent of the 600 Aboriginalchildren given a hearing test were unableto pass.“Early intervention in Aboriginal childhealth — particularly when there is athreat of hearing damage — can assist withschool retention, education and training,potentially helping create life-changingoutcomes for children with middle-earinfections,” said Peter Fairclough, ChevronAustralia general manager of Policy,Government and Public Affairs.Today, the Pilbara program is screeningapproximately 720 children annually,which represents about 48 percent of theindigenous child population in the area.Children with confirmed problems arereferred to the Earbus general practitioner.Telethon Speech and Hearing Centreformer CEO Paul Higginbotham added,“Chevron’s investment in the futureof Aboriginal children has allowed us todeliver ear health services and supportinto the region with confidence.”Above: Lara Shur, Telethon Speech and HearingCentre manager of Audiology Services, treats ayoung Pilbara patient.Chevron is providingmore than$250 milliontoward communityinfrastructure projectsin Onslow
26The WheatstoneProject is expected tocreate as many as6,500direct and indirect jobsfor Wheatstone in 2009. The ESHIAprocess is Chevron’s corporate require-ment for all new major capital projects.It is used to identify potentiallysignificant negative impacts and todevelop plans for avoiding, minimizingand mitigating them. Stakeholderengagement throughout the life of aproject is central to the ESHIA process.From March 2009 through March 2010,we consulted more than 340 stake-holders about aspects of the communityand its needs. We continue to main-tain regular communication withOnslow residents.After this extensive engagementprocess, Chevron’s Wheatstone Projectand the Western Australian stategovernment agreed that Chevronwould provide more than $250 milliontoward community infrastructureprojects, including upgrading Onslow’sroads, airport, power grid and watersystem as well as its health clinics,schools and recreational facilities.Additional plans include funding newemergency service facilities, a desalina-tion plant to improve the local watersupply and a new gas-fired power plant.Chevron has also committed $20 millionto the Onslow Community DevelopmentFund, which received an additional$10 million state government contribu-tion. The fund will be used to improveexisting infrastructure and sportingand youth facilities, in support of thecommunity’s vision for Onslow.Minister for Regional DevelopmentBrendan Grylls said the Onslowinfrastructure improvements are vitalto address the needs that will comefrom the projected population growth.“This doesn’t mean just water andpower — the community needs recrea-tional facilities, services and amenitiesthat make a place enjoyable to livein,” said Grylls. “We want the peoplewho move to Onslow to have afantastic lifestyle, and the OnslowCommunity Development Fund willplay a big part in achieving this.”Longtime Onslow resident Peta Wilsonbelieves the changes to Onslow duringthe next five years will improve thecommunity. “I see Onslow becoming agood place for families, better than itever was before,” she said.Enhancing Community PartnershipsIn 2010, Chevron reached an agree-ment with the Thalanyji, the traditionallandowners who live in the Onslowarea. The agreement is a road mapfor how Wheatstone can createeducational, employment, contractingand business opportunities forAboriginal people.A range of Thalanyji businesses,from pipe laying to security and siteservices, have been awarded sub-contracts on the Wheatstone Project,which has generated further localjob and training opportunities.“Our commitment to Aboriginalemployment and partnerships hasresulted in tangible outcomes,such as additional health workers inthe region, and Aboriginal traineesand apprentices joining our opera-tions,” said Krzywosinski.In September 2011, six Onslow resi-dents, including five Aboriginalstudents, completed a work prepara-tion program at the local job trainingcenter and have since begun workon the Wheatstone Project. StudentJames Tittums said he becameinvolved in the training program tofurther his work options in town.“I wanted a good local job in Onslow,”he said. “I’ve secured this concretingjob now on the Wheatstone Project,so my skills will be put to good use.But, I also want to continue trainingwhile on the job.”Chevron is also supporting educationalprograms in Onslow that improvestudent retention and increase literacyand math skills.“The Wheatstone Project has a lifespan of more than 40 years, andwe invest in partnerships with an aimof delivering lasting outcomes forthe community,” Krzywosinski said.Meet one of our local suppliers inAustralia at Chevron.com/CR2012/Australia.Above: Jamie Paterson works on theWheatstone LNG project’s desalinated-waterpipeline. Seawater is used for constructionactivities and to supply the desalination plant,which provides potable water for the work-force. More than 1,200 workers are now onsitebuilding the project’s basic infrastructure.
27Chevron sponsors Workplace Wellness presentationsin Lagos, Nigeria. This peer education programincludes HIV/AIDS, malaria and tuberculosis trainingfor employees as well as members of the community.OverviewSocial InvestmentWe have learned through decades of experiencethat Chevron’s business success is deeply linked tosociety’s progress.To promote social progress, we cultivate partnerships focused on health, education andeconomic development. All three are building blocks for improving the quality of life incommunities. Since 2006, we have invested nearly $1.2 billion in more than 100 countriesaround the world to fund initiatives that invigorate and foster economic growth in localcommunities. In 2012, we invested more than $270 million in these programs.We work with local and national governments, nongovernmental organizations and com-munity partners to establish trusting and mutually beneficial relationships. Taking timeto understand the needs of communities first and then developing solutions together iscritical to achieving success.HEALTH — Chevron operates in areas of the world that are at the epicenterof HIV/AIDS, tuberculosis and malaria epidemics. To advance global health, we supportemployee, family and community programs to prevent and treat HIV/AIDS andother diseases. We are a partner in the United Nations’ global plan to eliminate newHIV infections among children by 2015 and keep their mothers alive.EDUCATION — Working with local communities and nonprofits, we seek to improveeducation from kindergarten through high school, as well as career and vocationaltraining, to help foster opportunities for people in a 21st-century economy. In 2012, weinvested $45 million in education worldwide, which includes major funding for programsthat emphasize science, technology, engineering and math education.ECONOMIC DEVELOPMENT — We partner with governments and communityorganizations to create a strong environment for job creation and business investment.We invest in programs that promote self-sufficiency and we mentor businesses thatbecome our suppliers.For more details, please visit Chevron.com/Community.
28HealthPartnering for an HIV/AIDS-Free AfricaIn Angola, Nigeria and South Africa, Chevron and its partners are combatingHIV/AIDS to improve the health of the company’s workforce and local communities.Our commitment to fighting the virus continues with a focus on eliminatingmother-to-child transmission of HIV in these countries by 2015.Above: To support economic development forrural women in South Africa, Chevron partneredwith USAID and the Small Enterprise Foundationto fund the Intervention With Microﬁnance forAIDS and Gender Equity.In 2012, we announced an initiativeto aggressively combat crisis-levelmother-to-child transmission of HIVin Nigeria, Angola and South Africaby partnering with nongovernmentalorganizations (NGOs), such as theBusiness Leadership Council; Pact;mothers2mothers; and the Global Fundto Fight AIDS, Tuberculosis and Malaria.These partnerships are part of our$20 million commitment made inJune 2011 at the United Nations High-Level Meeting on AIDS to supportDr. Chinwe Okala, Chevron’s publichealth physician in Nigeria, hascolleagues and friends living withHIV/AIDS and has lost people close toher because of the disease. Each dayshe works to stem the impact ofHIV/AIDS on employees and communitymembers in a country where mother-to-child transmission of the diseaseis a stark reality.“In Nigeria, there are a disproportion-ate number of women living with HIVwho are giving birth to HIV-positivebabies. Chevron thinks that’s unaccept-able because it’s preventable, and weare fighting it with programs involvingtesting, treatment, education andsupport,” said Okala.Chevron partners with global, regionaland local organizations to combatHIV/AIDS and implement programsin communities where we operate.We have been part of the fight againstHIV/AIDS since 1986, when we joined13 other companies in our home stateof California to promote educationand reduce stigma in the workplace.In the 1990s, we expanded our effortsinternationally, and in 2005, webecame the first oil and gas companyto implement a global HIV/AIDSpolicy for its employees. From 2008to 2013, we will have invested morethan $29 million in HIV/AIDS-relatedprograms in Angola, Nigeria andSouth Africa.
29“Chevron was one of the first companiesto understand that stopping babiesfrom being born with HIV is the bestreturn for investment,” said MichelSidibé, executive director of UNAIDSand undersecretary-general of theUnited Nations. “They understood thatwe will be able to completely stop theepidemic if we come together.”Expanding CareTo address mother-to-child trans-mission of HIV at Chevron-ownedand -operated clinics in Africancommunities, we are expanding carefacilities and providing doctors,nurses, midwives and psychologists.At our Angola clinics, 169 professionalsfocus on the health and well-beingof our employees and their dependents.From 2011 to 2012, the clinics treatedmore than 140,000 patients. Andin four Nigerian states, we donateessential drugs to five hospitals, twoof which specialize in maternal andchild care. We also built and donateda center at St. Kizito Clinic in Lekki,Lagos, to help fight infections inHIV/AIDS patients.“Our employees and their familiesare more knowledgeable about thedisease and want to know their status.If needed, they can get immediatemedical assistance,” said Dr. Judiththe global plan to eliminate HIV infec-tions among newborns by 2015 andkeep their mothers alive.“This is not a battle any of us canwin alone. But together, we stand achance,” said Rhonda Zygocki, Chevronexecutive vice president for Policyand Planning.The risk of mother-to-child transmis-sion is an unfortunate reality in Nigeria,Angola and South Africa. Reports byUNAIDS, the Joint United NationsProgramme on HIV/AIDS, reveal thechallenges facing these countries.South Africa has the largest numberof people living with HIV in the world,totaling 5.6 million HIV-positive peoplein 2009. South Africa’s 2012–2016National Strategic Plan on HIV, STIsand TB reveals that one in fivepregnant South African adolescentsis HIV-positive. With approximately3.4 million people living with HIV,Nigeria has the second-largest numberof people living with HIV/AIDS in theworld, and approximately 72,000babies annually are born HIV-positive.In Angola, an estimated 7 percent ofthe country’s HIV cases are caused bymother-to-child transmission.Our company programs have made aremarkable impact. For eight years inAngola and 12 years in Nigeria, we havehad no reports of mother-to-child trans-mission of HIV among our employeesor their qualified dependents.Our Workplace WellnessHIV/AIDS programin Nigeria has reachedapproximately20,000employees andcommunity membersAbove: A Chevron physician counsels a motherbefore her baby is tested for sickle cell anemia.Screening, testing, diagnosis and treatmentfor the disease start with parental education.Model Health Program toFight Sickle Cell AnemiaChevron partnered with the Republic ofAngola, Baylor College of Medicine andTexas Children’s Hospital in 2011 to createAngola’s first comprehensive programto screen and treat newborns for sicklecell anemia. Sickle cell disease is an inher-ited disorder that causes susceptibilityto infection, hemolytic anemia, sporadicblockage of blood vessels and organdamage. In Africa, no universal screeningprogram for newborns exists.“In many countries in sub-Saharan Africa,sickle cell is a major contributor to childmortality, perhaps accounting for 20 or25 percent of all deaths of children underfive years of age,” said Dr. Mark Kline,physician in chief at Texas Children’sHospital. “In the past, several programswithout government support haven’tworked. In this case, the government,the Ministry of Health, and the First Ladyof Angola were all behind the initiative.Chevron provided the catalytic funding, andwithout Chevron’s support, this programwouldn’t have gotten off the ground.”Chevron is providing $4 million overfour years for the Angola Sickle CellInitiative. The program began testing inJuly 2011 at two large maternity hospitalsin Luanda, which each have 50 to 100births per day. Over 18 months, the pilotprogram screened more than 33,000babies, resulting in approximately 7,000testing positive for the sickle cell trait.And 269 children have been referredfor treatment of sickle cell disease.Angolans do the testing, laboratory workand clinical work.In addition to testing the babies, medicalstaff educate families about sickle celldisease. Babies with the disease beginreceiving simple, cost-effective lifesavingtreatments involving immunizationsand penicillin to protect them againstlethal bacterial infections.The program is considered a modelthat can be replicated throughout Africaand applied to diagnose other diseases.“The pilot program shows that comprehen-sive care can save lives,” said Dr. PatrickMcGann, assistant professor of pediatricsat Baylor College of Medicine.
30Aguiar, Chevron clinic superintendentin Malongo, Angola.Chevron supports the participation ofdoctors in Baylor College of Medicineand Texas Children’s Hospital’s GlobalHealth Corps who provide care formothers and children and trainhundreds of health professionals inAngola and Liberia. The doctors focuson prevention, treatment and researchfor HIV/AIDS, sickle cell anemia,malaria, cancer and other diseases.Education Is CriticalWe believe that employee awarenessis critical to combating HIV/AIDS.In Angola and Nigeria, we trainemployees as peer educators toencourage their colleagues andqualified dependents to know thefacts of the disease and get tested.“Special attention is being paid toHIV-infected mothers who couldtransmit the disease through breast-feeding. In Angola, surveys found thatbecause of cultural prejudice, motherswere afraid to not breastfeed theirbabies,” said Dr. Huma Abbasi, generalmanager of Chevron’s Health andMedical department.Chevron supplies baby formulaand provides psychologists to workwith new mothers. We also encourageconfidential, voluntary testing foremployees and qualified dependents,and we emphasize that there areno negative repercussions for gettingtested and seeking treatment.“In the past, in South Africa, manypeople struggled to talk aboutHIV/AIDS,” said Miranda Anthony,social investment manager forChevron South Africa. “Our partner-ships are helping communitiesface this struggle and create hopeso they understand that thevirus is not the end of the world.”Broadening Community PartnershipsChevron is advancing local-partnershipmodels in South Africa, Nigeria andAngola. We collaborated with theWestern Cape Department of SocialDevelopment, the nonprofit HeavenlyPromise and community leadersto establish the Du Noon CommunityHome-Based Care Centre, whichprovides meals and services forhomebound people with HIV/AIDS.We are also partnering withmothers2mothers, a sub-SaharanAfrican NGO, to establish a mentorprogram in Nigeria. According toDr. Mitchell Besser, medical directorand co-founder of mothers2mothers,the staff is made up of former patientswho found out they were HIV-positiveand were fearful about their healthand the health of their babies.“When they become mentor mothers,they’re employed, they have economicopportunities, and they becomeempowered in their households andtheir communities. They have opportu-nities that they may never have hadbefore,” he said.We also approach community educa-tion by partnering with Nigeria’sNational Agency for the Control ofAIDS to mentor small and medium-sizeenterprises (SMEs) to complementnational efforts in response to the HIVpandemic. We started with 10 SMEsin Lagos in 2010, and in 2012 extendedthe program to 20 new SMEs in theFederal Capital Territory, Kogi andNasarawa states. Over 10 months,there has been a 64 percent increaseof SME and community memberparticipation in HIV counseling, testingand treatment referrals.We are supporting efforts of theBusiness Leadership Council, aprivate-sector initiative focused onending transmission of HIV frommothers to children by 2015.Additionally, we are partnering withthe nonprofit Pact to establish educa-tional programs in Nigeria’s BayelsaState. “If a mother never knows sheis living with HIV, she can do littleto prevent infecting her baby,” saidMark Viso, Pact’s president and CEO.“That has to change, and Chevron ishelping make that change possible.”Meet Dr. Huma Abbasi, general managerof Chevron’s Health and Medical department atChevron.com/CR2012/Health.Above: To help ﬁght tuberculosis and other infections common to HIV/AIDS patients, Chevron and itsAgbami Field partners built seven chest clinics across Nigeria.
31How does Chevron addressthese issues?Our approach is grounded in policy,partnerships and perseverance.This starts with a corporate policyto support employees. Some of ourlargest operations are located wherethe grip of AIDS is the strongest.We educate our entire workforceabout prevention and testing forHIV/AIDS, and we provide access totreatment and care.We partner with global, national andlocal organizations, as well as hostgovernments, to promote the healthand well-being of the communitiesnear our operations.Our clinics in Angola have treated140,000 employees and communitymembers in just the past two years.We partner with universities andhospitals to expand pediatric healthcare to medically underserved popula-tions in Liberia. Since 2008, we haveinvested more than $60 million inpartnerships and programs related toHIV/AIDS, malaria and tuberculosis.And we sustain our commitment.We have been fighting AIDS for morethan 25 years.What progress hasChevron helped make incombating disease?Change is not only possible; it’s happen-ing. In our company clinics and withour partners, we’ve produced remark-able results.There have been no reports of mother-to-child transmission of HIV amongour employees or their qualifieddependents during the past eight yearsin Angola and 12 years in Nigeria.To date, more than 11,000 employeeshave taken advantage of tools inour cardiovascular health program.More than 1,500 participants havecollectively decreased their riskof developing coronary heart diseasein the next 10 years by an averageof 10 percent.Our sickle cell anemia partnerships inAngola are saving lives—in the first18 months of the program, 33,000babies were screened and 269 treated.This progress inspired our latestpartnership. In 2011, we joined theglobal fight to eliminate mother-to-child transmission of HIV by 2015.We hope our experience inspiresothers to do the same.What is the role ofmultinational corporationsin addressing publichealth issues?Multinational corporations such asChevron recognize that our success istied to the health and prosperity ofthe countries where we operate. Whenpublic health issues put employeeproductivity and community well-being at risk, it is a business issue thatdemands action.We can play unique roles in address-ing public health issues because of oursize, global experience and long-termpresence in the developing world.First, we must be role models inaddressing workforce health issues.In 2005, Chevron was the first oiland gas company to institute a globalHIV/AIDS policy for employees.Second, multinational corporationscan play a role in convening health-related partnerships with communityorganizations and offering approachesto address local health concernsthat have proven successful in otherareas of the world.Rhonda ZygockiExecutive Vice PresidentPolicy and PlanningExecutive InterviewOn Addressing Health Issues
32ColombiaChevron has a history of investing inColombian communities near our gasproduction facilities in La Guajira tohelp people create a better future.We continue to support the LaachonMayapo Ethno-Educational Center,which provides education to more than1,200 children of the region.In 2012, we collaborated with thenational oil company, Ecopetrol, andother organizations to continue work-ing in identified areas of need in Wayúucommunities. Through our partner-ships, we help find and maintain watersources, fund educational and healthprograms, provide training in sustain-able agriculture and fishing, encouragean emerging tourism industry, andsupport small businesses. We havemaintained our support to more than640 fishermen near the Manauremunicipality through technical trainingand financial assistance.Supporting and protecting the Wayúuheritage was also a major priorityfor us in 2012. Chevron continued toprovide training and marketing supportto more than 600 Wayúu weavers,who produce colorful handmade bags,hammocks and blankets. Chevronendorsed the Wayúus exhibiting forthe first time in the Círculo de la Modade Bogotá, a major fashion event.Progress UpdateOur partnerships and programsbenefit our operations andlocal communities. Following are2012 updates on regionscovered in last year’s report.Above: In the province of La Guajira, Colombia, Chevron initiated special training and marketingprograms and provided materials for these works of art produced by Wayúu women.