Chevron presentation final

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Chevron presentation final

  1. 1. MCC6811 StrategicCommunicationAssignment 2: PresentationChris Ann Fichardo and Frances Thornton
  2. 2. Culture and internal communications of areal organisation: Chevron Culture Internal communications strategies Theoretical concepts Current or potential communication issues of concern Issues for the future
  3. 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. 4. Chevron Australia Entered WA in 1952 North West Shelf Venture – with Woodside and Shell Currently developing two major LNG projects in WA – Gorgon andWheatstone Proposing third project at Browse Focus on Australia’s North West – global importance
  5. 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 toaccomplish” 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. 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 shapedto the liking of top management,” (Yeomans 2008)
  7. 7. Internal Communication: Organisation Vital part of business operation “An essential element in the business mix” (Windsor-Lewis cited by Smith2008)
  8. 8. Internal Communication: OrganisationCommunications Human ResourcesExecutive TeamGeneral ManagerCommunicationsManagerSenior InternalCommunicationsAdvisorGorgon AdvisorWheatstoneAdvisorHES AdvisorIS AdvisorFuture: ChangeCommunicationAdvisorPolicy,Government &Public Affairs
  9. 9. Internal Communication: Organisation IC from the top down “Management Communication” and “Corporate Information and Communication Systems”(Cornelissen 2011)
  10. 10. Internal Communication: Strategy Updated annually – based on feedback from audiences, stakeholders andteam 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 businessplan
  11. 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. 12. Internal Communication: Channels Hard copy: Quarterly glossy magazine Newsletters and posters - low satisfaction
  13. 13. Internal Communication: Channels Electronic: Intranet Emails; screensavers E-News; videos Q&A Board
  14. 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 onsiteChevron is moving away from traditionalchannels of communication and encouragestwo-way communication that encouragessolutions and discussions.“Upward” and “Downward” Communication(Cornelissen 2008)
  15. 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 onthe intranet, anecdotal feedback and formal feedback Annual survey/audit on overall communication
  16. 16. Internal Communication: Challenges &SolutionsC: Growing at an intense rate (at different locations) - biggest challenge is toensure all messages and culture are filtered correctly through the workforceS: Two-Way CommunicationC: Reliance on email as preferred channel, this is not what the audience wantsS: Using supervisors in internal communication, intranet, face to faceC: Onsite supervisors - not necessarily good communicatorsS: Upskill them in internal communication
  17. 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. 18. Issues for the future?“Internal communication needs to constantly prove its worth”“Working for a company where internal communications is recognised at thehighest level as being an essential way we do business is amazing”- Kristi Day, Senior Internal Communications Advisor, Chevron Australia
  19. 19. Summary Chevron has recognised the need for internal communications and itsimportance 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

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