Assignment 3 Part 1 Operation, Technology, and Management Plan .docx

Assignment 3 Part 1: Operation, Technology, and Management
Plan
Operations Plan Preparation Form
On this form record specific information relating to your
company’s operational processes.
SAMPLE PLAN: OPERATIONS
OPERATIONS
A key element of ComputerEase’s operations is its Corporate
Training Center, located at 987 South Main Street in Vespucci.
The Center currently consists of 20 student computer stations,
equipped with all the major business software programs, an
instructor’s computer station and projection equipment, and
state-of-the-art technology enabling the instructor to monitor
exactly what each student is doing.
Describes a key aspect of operations.
The Corporate Training Center is vital because most of
ComputerEase’s corporate customers have limited, if any, extra
computer facilities on their premises appropriate for conducting
on-site corporate classes. Thus, ComputerEase can only grow its
in-person training courses to an adequate level of income by
having well-equipped training facilities of its own to offer.
For its online training courses, ComputerEase decided not to
buy and manage its own servers and build its own data center,
but to outsource that to a managed hosting vendor who provides
a turnkey solution for all hardware/software needs and
maintenance, backups, and upgrades.
Corporate Training Centers
On August 1, 2014, ComputerEase opened its first Corporate

Training Center, along with its company’s headquarters. This
Training Center is equipped with 20 personal computer stations.
Prior to the opening of the Training Center, ComputerEase was
limited to conducting training programs at the clients’ place of
business (referred to as on-site programs).
Cost- and Time-Effective Programs
These on-site programs produce lower profit margins than
Training Center classes or online classes. Generally, fewer
students attend each on-site training session; instructors spend
additional time for travel and setup, and costs arise from the
transportation of equipment and materials and subsequent wear
and tear. While ComputerEase charges higher fees per student
in these on-site classes, the market will not bear prices that
truly absorb the increased costs.
Shows method of increasing profitability.
Moreover, the potential customer base for Training Center
classes is substantially larger than that for on-site programs.
More businesses can afford to send employees to scheduled
classes at ComputerEase’s Corporate Training Center — or have
a class developed for them at the Center — than can incur the
costs and disruption of an on-site program. Online programs
offer even greater flexibility.
With the funds now being sought, the company will open a
second Corporate Training Center in the city of Whitten Park,
where many of its corporate customers are located.
Competitive Advantages
In addition to an offshore technical support center,
ComputerEase outsources its data center operations. These
centers created several key advantages for ComputerEase. First,
these strategic operations decisions allow ComputerEase to
focus on what it does best — design classes to efficiently and
effectively teach computer software — rather than worry about
the nuts and bolts of the underlying supporting technology.
ComputerEase doesn’t have to worry about finding and
retaining qualified technical staff, or expend large capital
investments in hardware and software. Instead, it pays

predictable monthly wages and fees to its offshore team and
outsourcer respectively, which it can write off on its taxes as an
operating expense. The outsourced data center especially gives
ComputerEase the flexibility to grow as needed: Rather than
having to constantly buy more hardware and software as the
business grows, it merely contracts for additional capacity from
the outsourcing firm.
Indicates how excess capacity is used profitably.
Regarding ComputerEase’s in-person training, having its own
training classroom enables the company to enjoy higher profit
margins than its competitors who merely train corporate
customers at their place of business.
While maintaining a classroom does incur the additional costs
of rent and equipment, training classes held at ComputerEase’s
Corporate Training Center produce higher profit margins than
classes conducted at customers’ facilities (“on-site classes”) or
online.
ComputerEase management chose to lease rather than purchase
its Corporate Training Center equipment and negotiated
favorable lease terms with Wait’s Electronics Emporium,
enabling the company to upgrade its computers every 12
months. This not only significantly reduced the initial capital
outlay, which would have exceeded $100,000, but ensures that
ComputerEase always has the latest technology for its students
— a useful marketing, as well as educational, advantage.
Problems Addressed
A major part of the cost of high-quality corporate training is the
teaching materials provided to each student. Although
ComputerEase leverages all the development, writing, and
updating work that goes into these materials for both its online
and on-premises courses, that’s still one of the biggest expense
the company incurs. Materials are revised for each new software
upgrade, so their average lifespan is less than 12 months.
Details ways to minimize inventory and cost of goods.
To reduce materials costs, we develop all of our training
materials, such as course manuals, for online publication only.

Instead of receiving printed materials, each student receives a
password to access training materials. This also helps the
company be more green, by reducing paper use and waste.
Although ComputerEase pays more in technical support than it
would if course materials were printed, the net result is
substantially increased profit margins.
A major operational challenge is staying on the cutting edge of
instructional techniques, as technology evolves quickly and
users demand richer experiences. This includes adopting
updated online courseware platforms and incorporating into the
training materials more-costly features such as audio and video.
ComputerEase emphasizes high-quality, productivity-oriented
training. To help ensure quality, the company conducts
interviews with each corporate client approximately one week
after the training session to ascertain that the customer is
satisfied. In the case of problems, the company offers free
remedial training, preferably at the Training Center. To date,
only two students have required remedial training.
The choice of location for the Training Center was key. It had
to be within walking distance of a large number of Vespucci
target customers (located in a five-block radius in the central
downtown business district). It needed to be close to
transportation and parking facilities and had to present a
professional image. And, of course, rents had to be affordable.
For this reason, South Main Street stood out as the best choice.
It is downtown, immediately available to the prime office
locations, but it offers significantly lower rents than offices on
the north side of Main.
Explains choice of location.
Technology Plan Preparation Form
Using this form as a guide, summarize the key technology
concerns and technology needs of your business, which you can
then include in your business plan, either in a separate

Technology section, or in the Operations section.
SAMPLE PLAN: TECHNOLOGY PLAN
TECHNOLOGY
ComputerEase is in the technology business. As such, we must
always stay on top of new developments and continually
upgrade not only our equipment, but also our skills.
The most critical component of our technology plan is making
certain our course developers and instructors are fully capable
of using new software in the most productive ways possible, so
that they, in turn, develop appropriate training materials and
train our students. To that end, our course developers and
instructors receive pre-release copies of software programs and
pre-release training from major software manufacturers.
Key to success is staying on the cutting edge of instructional
design technology. We are partnering with experts in the field
to stay abreast of new developments in interactive online
courseware and anticipate adding enhancements as they are
developed.
Demonstrates how a technology-based company stays up to
date.
ComputerEase offers online classes. National competitors
currently offer such training, and we want to be prepared to be
able to take on such competition. Additionally, we believe our
online programs will enable us to expedite our geographic reach
into other areas not only in the Midwest and other parts of the
U.S., but also into any English-speaking country.
Our Training Centers are also critical. One Training Center is
already in operation, and we anticipate opening a second center
by January 2015. This center will have 20 to 30 of the most up-
to-date personal computers, 3 or 4 printers, overhead projection
equipment, and other audiovisual equipment. We lease our
computers for the Training Centers rather than purchase them;

this enables us to always offer students the latest equipment.
Details necessary hardware.
Our company website contains background information on the
company and lists the schedule and descriptions of training
classes for both online and in-person training sessions. Students
of corporate training classes taking place in our center can
register for sessions online and access password-protected areas
to receive additional assistance after completing their training
sessions. This will enable us to provide more continual support
for our corporate clients. Online students enjoy these same
capabilities, in addition to access to their training sessions
through the website.
Describes website and its capabilities.
ComputerEase has developed training materials and applications
that can be accessed online not only via desktops, but also
through smartphones and tablets. We recognize that users tend
to rely on their phones and tables as their primary electronic
devices. We have also made our online classes accessible via
mobile devices.
Management Plan Preparation Form
List the key members of your management team, with a brief
description of each person’s relevant business background,
responsibilities they have in your company, and the
compensation they receive.
SAMPLE PLAN: MANAGEMENT & ORGANIZATION
MANAGEMENT
Key Employees
SCOTT E. CONNORS, PRESIDENT. Prior to founding
ComputerEase, Scott E. Connors was the regional vice president
for Wait’s Electronics Emporium, a computer and electronics
retailer with 23 stores in the Midwest. Before that, he was a

sales representative with IBM for five years.
Gives examples of achievements.
Connors began his association with Wait’s Electronics
Emporium as manager of the downtown Vespucci, Indiana,
store. In his first year, he increased sales by over 42%, in his
second year by 39%. He was named “Manager of the Year” for
the Wait’s chain in both years.
Connors assumed the role of regional vice president of the
Wait’s chain three years ago. He was responsible for the
company’s strategic development for Indiana, Ohio, and
Illinois. In that position, Connors conducted an evaluation of
the potential of adding software training to augment the chain’s
computer hardware sales. This evaluation led Connors to
believe that a substantial need for corporate software training
existed but could not be met by an electronics retailer. Instead,
a stand-alone operation should be formed. This was the concept
behind ComputerEase.
Shows relevant experience.
Connors’ association with Wait’s Electronics Emporium,
coupled with his years at IBM, has given him an extensive
background selling technology services and products to large
corporations.
Connors owns 60% of the stock in ComputerEase and serves as
Chairman and Treasurer of the Board of Directors.
Specifies ownership interest in company.
SUSAN ALEXANDER, VICE PRESIDENT, MARKETING.
Susan Alexander joined ComputerEase with primary
responsibility for the company’s marketing and sales activities.
Prior to joining ComputerEase, Alexander served as assistant
marketing director for AlwaysHere Health Care Plan. Her
responsibilities included making direct sales to human resource
directors, developing marketing materials and campaigns, and
supervising sales personnel. She held that position for seven
years prior to joining ComputerEase. Alexander’s experience
marketing to the human resources community gives her the ideal
background for ComputerEase, which sells its services primarily

through human resources and training directors.
Shows directly applicable experience.
In previous relevant positions, Alexander was a sales
representative for SpeakUp Office Equipment, where she sold
technological equipment to corporations, and a copy editor for
the Catchem Advertising Agency.
Alexander owns 10% of the stock in ComputerEase.
VICE PRESIDENT OF INSTRUCTIONAL DESIGN (TO BE
SELECTED).
In the next year, ComputerEase will add a third key
management position, Vice President of Instructional Design.
The individual selected will have substantial experience
designing courseware and running a training organization in a
mid-size to large organization composed of instructional
designers, writers, editors, videographers, and instructors. This
future vice president will possess outstanding training skills and
have experience developing interactive computer-based training
programs. Ideally, he or she will have training experience
specifically related to software applications as used in the
corporate environment. This person will be tasked with staying
abreast of evolving technology and customer demands in the
instruction arena, especially in the online environment.
Lists management to be added at a later date.
Board of Directors
Scott E. Connors is the Chairman of the Board and Treasurer.
Cathy J. Dobbs, the company’s attorney (and founder of the
firm Dobbs, Kaye, and Babbitt), serves as Secretary. The
position of Vice Chairman has been reserved for an outside
investor.
Advisory Committee
An informal Advisory Committee provides guidance to the
officers and staff of ComputerEase. The committee meets
quarterly, and members of the committee are available as
resources to the company on an ongoing basis. The members
represent professionals from industries directly related to
ComputerEase’s mission and target market.

Members of the committee are:
— Charlotte Travis, Director of Human Resources, RockSolid
Insurance Company
— Justin Glen, Director of Training, Vespucci National Bank
— Michael Wheaton, Marketing Director, SANE Software
— Dr. A. A. Arnold, Professor of Instructional Media, Vespucci
State University
Advisory Committee reflects business leaders and potential
customers.
Consultant
Dr. A. A. Arnold, Ph.D., Professor of Instructional Media at
Vespucci State University (VSU), serves the company as a
consultant in the conception and development of training
manuals. A specialist in the design of instructional materials,
Dr. Arnold received his Ph.D. in Education with an emphasis on
interactive computer-aided training. Currently, Dr. Arnold
designs training programs for industry in addition to holding his
position at VSU.
Management Structure
President Scott Connors is involved in the day-to-day
operations of all aspects of the company. He directs the
administrative and financial aspects of the company and works
closely with the vice presidents to help guide and support
activities over which they have specific responsibility.
However, each vice president is given a wide degree of
decision-making authority in his or her assigned areas.
Management responsibilities in ComputerEase are divided as
shown on the flow chart below.
Outlines the company’s management structure.
Because the company’s emphasis is on building relationships
with its customers and constantly improving quality,
ComputerEase has instituted an incentive program in which all
employees receive awards for providing outstanding customer
service and making accepted suggestions for improvement.

Assignment 3 Part 2: Create an Ethics & Social Responsibility
Plan
Note: The Ethics & Social Responsibility plan should account
for approximately three to five (3-5) pages of the Business Plan
Draft.
· Describe the ways in which your company is committed to
being a good corporate citizen.
· Hints: Consider the following areas:
· Creating jobs
· Following the laws of every jurisdiction in which your
company operates
· Fair and honest treatment of employees
· Non-discrimination of employees and increasing diversity of
your work force
· Hints: If your company is designed as a social venture—in
which you have a primary purpose of achieving a social or
environmental goal—describe what that goal is and what aspects
of your company are designed to reach that goal. Provide a
rationale for why you have or why you have not chosen this to
be a social venture.
· Discuss how your company’s activities will affect the
environment and identify the steps you will take to mitigate any
negative impacts.
· Hints: As a beverage company, consider such issues as your
choice of packaging, disposal of bottles / packages by
consumers, and your use of resources, such as water in areas
where water may be scarce.
c Determine any health issues / claims related to the product
you are making, whether negative or positive. Suggest the
strategy your company will use to mitigate any negative issues,
and to ensure any positive claims are true.

Many beverage products have negative health impacts on certain
segments of a population (e.g., children, pregnant mothers,
etc.). Suggest your company’s plan, through advertising,
distribution, and / or other methods, to target and reach only
appropriate market segments.
Running Head: CODE OF ETHICS AND EVALUATION
OUTLINE
1
Code of Ethics and Evaluation Outline
4
Code of Ethics and Evaluation Outline
Natasha N King
Columbia Southern University
Business Ethics
06 October 2015
OutlineIntroduction:
A code of ethics is a fundamental report for any business, as
violation of ethics can land organizations stuck in an
unfortunate situation with shoppers, different associations or
government powers. Making a code of ethics makes decision-
making simpler at all levels of an association by decreasing
equivocalness and contemplations of individual points of view
in ethical benchmarks.
Identify the Topic:
The topic of this paper will be, “Investigating the most relevant
aspects of a code of ethics and how evaluation will be carried
out in Victor Inc.” The categories involved will be Code of
ethics for junior employees and the second category will be
Code of ethics for leader in the company (Academy of
Management Code of Ethics. 2011). The subcategories in a

respective manner include the guiding principles in coming up
with the code of ethics for the junior employees and the guiding
principles for the code of ethics for the leaders in the company.
The two codes of ethics cannot be wholly the same due to the
difference in roles and functions (Sadowski, 2014).
Categories:
The first category will focus on regulating the behavior of all
junior employees. Further, the second category will focus on the
guiding principles extracted from the international code of
ethics. The second category will focus on regulating the
behaviors of senior employees and also the guiding principles
being the concern of the second category (Sadowski, 2014).
Another subcategory will be consulting with junior employees
to make the whole process comprehensive. The same will be for
the senior employees. Without consultation, the employees may
fail to understand the essence of the regulation and end up
fighting it (Garegnani, Merlotti & Russo, 2015). Eventually, the
whole process will appear as follows.
I. Code of ethics Junior Employees
A. Guiding principles for the code of ethics of employees
B. Consultation with junior employees
II. Code of ethics for Senior employees
A. Guiding principles for the code of ethics of employees
B. Consultation with senior employees
References
Academy Of Management Code Of Ethics. (2011). Academy of
Management Journal, 54(6), 1299-1306.
Garegnani, G., Merlotti, E., & Russo, A. (2015). Scoring Firms'

Codes of Ethics: An Explorative Study of Quality
Drivers. Journal Of Business Ethics, 126(4), 541-557
Sadowski, J. (2014). Leaning on the Ethical Crutch: A Critique
of Codes of Ethics. IEEE Technology & Society
Magazine, 33(4), 44-72.
Stanwick, P. A., & Stanwick, S. D. (2014). Understanding
business ethics (2nd ed.). Thousand Oaks, CA: Sage.
Business Conduct and Ethics Code
Table of Contents
A Message From John Watson
..................................................................1
The Chevron Way
........................................................................................2
About the Business Conduct and Ethics Code
.....................................3
Our Role and Responsibility
.................................................................... 4
Authority
.......................................................................................
........................ 4
Guidance
.......................................................................................
......................... 4
Compliance

.......................................................................................
.................... 4
Reporting Possible Violations
......................................................................... 4
Non-Retaliation Policy
....................................................................................... 4
Our Employees
............................................................................................6
We Respect Diversity
.......................................................................................
...6
We Provide Equal Opportunity
........................................................................6
Employee Compensation and Tenure
............................................................7
Controlled Substances and Drugs
..................................................................7
Alcohol
.......................................................................................
.............................7
Preventing Workplace Violence and Harassment
......................................7
Human Rights
..............................................................................................
9
Company Records and Internal Controls
............................................. 10
Our Shared Responsibility
.............................................................................. 10
Internal Controls
.......................................................................................
......... 10
Audits

.......................................................................................
............................. 10
Fraud
.......................................................................................
............................... 10
Avoiding Conflicts of Interest
................................................................ 12
Avoid Accepting or Giving Gifts, Fees,
Favors or Other Advantages .... 12
Insider Trading Is Prohibited
.......................................................................... 13
Antibribery, International Trade and Anticorruption Laws
.............. 15
Bribery Is Always Prohibited
.......................................................................... 15
Complying With International Trade Laws
................................................. 15
Understanding Anti-Boycott Laws
................................................................ 15
Government Affairs and Political Involvement
................................... 17
Engaging in Lobbying Activities
.................................................................... 17
Providing Giftsto Public Officials
................................................................. 17
Making Political Contributions
....................................................................... 17
Engaging in Political Activities on Our Own
.............................................. 17
Operational Excellence:
Safety, Health, Environment, Reliability and Efficiency
................... 19

Antitrust/Competition Laws
.................................................................. 21
Agreements and Contacts With Competitors
............................................ 21
Relationships With Customers and
Suppliers............................................ 21
Consequences of Violations
........................................................................... 21
Data Privacy
.............................................................................................
23
Proper Use of Personal Data
......................................................................... 23
Protection of Information and Intellectual Property
........................ 25
Proper Access and Use
...................................................................................
25
Handling Sensitive or Proprietary Information
....................................... 25
Retaining or Discarding Company Records
.............................................. 26
Retrieving Information for Litigation Purposes
....................................... 26
Using Computer Systems and Other Technical
Resources .................. 26
Using Email and the Internet
......................................................................... 26
Closing Note
..............................................................................................
28

Business Conduct and Ethics Code | 1
A Message From John Watson
Chevron enjoys a strong reputation for honesty and
integrity throughout the world. Preserving the trust of
our stakeholders is the responsibility of every individual
in the Company. Our Business Conduct and Ethics
Code is designed to help each of us meet that
obligation.
The Code explains Chevron’s policies for how we
conduct business around the world. Each of us —
employees, officers and members of the Board of
Directors alike — must commit to understanding this
Code and abiding by its principles.
The principles support full compliance with applicable
laws. They also represent the practical ways that
we put our values to work every day. Our corporate
values outlined in The Chevron Way serve as the

foundation for this Code. Simply stated, it’s about
“getting results the right way.”
Integrity, Trust, Diversity, Ingenuity, Partnership,
Protecting People and the Environment, and High
Performance are all core values of The Chevron Way
that underpin our business conduct. We believe that
when we apply our ethical principles to our business
decisions, the Company is positioned for success.
Our values guide our actions in conducting business
in a socially responsible and ethical manner and
distinguish Chevron in the eyes of our stakeholders.
As a corporation and as individuals, we respect the
law, support universal human rights, protect the
environment, achieve operational excellence and
benefit the communities where we work.
In a competitive global environment, we will
sometimes encounter situations that will test our
judgment and integrity. When that test arises, we

can use this Code to help us answer the following
questions before we act:
• Is this legal and in keeping with Company policy,
including our Human Rights Policy?
• Is this consistent with The Chevron Way?
• If this were made public, would I be comfortable?
I encourage you to read, understand and, most
important, to conduct your actions in keeping with
our Business Conduct and Ethics Code. And never
hesitate to seek help if you’re faced with a legal,
compliance or ethical issue.
John Watson
Chairman and Chief Executive Officer
2 | Chevron Business Conduct and Ethics Code
Integrity
We are honest with others and ourselves. We
meet the highest ethical standards in all business
dealings. We do what we say we will do. We accept
responsibility and hold ourselves accountable for our
work and our actions.
Trust

We trust, respect and support each other, and we strive
to earn the trust of our colleagues and partners.
Diversity
We learn from and respect the cultures in which we
work. We value and demonstrate respect for the
uniqueness of individuals and the varied perspectives
and talents they provide. We have an inclusive work
environment and actively embrace a diversity of
people, ideas, talents and experiences.
Ingenuity
We seek new opportunities and out-of-the-ordinary
solutions. We use our creativity to find unexpected
and practical ways to solve problems. Our experience,
technology and perseverance enable us to overcome
challenges and deliver value.
Our Company’s foundation is built on our Values, which
distinguish us and guide our actions.
We conduct our business in a socially responsible and ethical
manner. We respect the law, support
universal human rights, protect the environment and benefit the
communities where we work.
Partnership
We have an unwavering commitment to being
a good partner focused on building productive,
collaborative, trusting and beneficial relationships
with governments, other companies, our customers,
our communities and each other.
Protecting People and the Environment
We place the highest priority on the health and safety

of our workforce and protection of our assets and the
environment. We aim to be admired for world-class
performance through disciplined application of our
Operational Excellence Management System.
High Performance
We are committed to excellence in everything we
do, and we strive to continually improve. We are
passionate about achieving results that exceed
expectations — our own and those of others. We drive
for results with energy and a sense of urgency.
Values
The
Chevron
Way
Getting Results the Right Way
The Chevron Way explains who we are,
what we do, what we believe and what
we plan to accomplish.
It establishes a common understanding
not only for those of us who work here,
but for all who interact with us.
About the Business Conduct and Ethics Code
The Code helps us understand how Chevron’s values are put
into practice every day.
Chevron’s Business Conduct and Ethics Code is built

on our core values and highlights the principles that
guide our business conduct. It provides questions and
answers for situations that you might encounter on the
job and lists resources for help or further information.
However, the Code cannot address every possible
workplace situation or list all of Chevron’s Corporate
Policies and Procedures. Use it for guidance about
our ethical standards and where to take your
questions or concerns.
When each of us follows the Code, we communicate
our commitment to the values that have made
Chevron admired both as a business partner and as a
valued citizen of the global community. It is important
to note, however, that violations of the Code, or
the policies referred to in the Code, could result in
discipline, including termination of employment and/or
criminal prosecution.
Using the Code
• Read through the entire Code.
• Think about how the Code applies to your job, and consider
how you might handle situations to avoid
improper, illegal or unethical actions.
• Use the questions and answers to help clarify situations that
you may encounter.
• If you have questions, ask your supervisor, manager or
contact another one of the resources listed in
this Code.
Ethical Decision Making

Ethical decision making is essential to the success of our
Company. Some decisions are obvious and easy to
make; others are not. When faced with a difficult situation,
asking ourselves the questions below can help us to
make the right ethical decisions.
Four “yes” answers are required to qualify an action as ethical
and in step with Chevron’s values.
1. Is it legal?
If you think an action may be illegal, do not proceed. If you
need information about which laws apply in a
given situation, talk with your supervisor, manager or
Chevron’s Law Department.
2. Is it consistent with Company policy, including our Human
Rights Policy?
If the proposed action does not comply with Company policy,
you should not do it.
3. Is it consistent with The Chevron Way?
Consider whether the action would be consistent with our
Company’s core values.
4. If it were made public, would I be comfortable?
Ask yourself if you would make the same decision if you knew
that it would be reported on the front page
of tomorrow’s newspaper.

All of us must obey the letter and spirit
of the law at all times, wherever we live
or work. Each of the countries where our
Company does business has its own laws,
regulations and customs. Sometimes
there can be significant differences
from one place to another and between
regions within a single country. However,
no matter where we work, we are all
responsible for respecting all applicable
laws and following the policies in our Code.
Authority
In addition to knowing and understanding this Code,
each of us must understand the level of authority
included in our job. We must all be careful to act
within the limits of that authority.
Guidance
No code or manual can provide complete answers to
all questions. In the end, we must rely on our good
sense of what our Company’s high standards require.
This includes knowing when to seek guidance on the
proper course of action. We should expect timely and

specific guidance from our supervisors, managers, the
Chevron Law Department, the Corporate Compliance
group or our local Compliance Coordinator.
Some of us have jobs that require more detailed
knowledge of particular compliance topics than
this Code provides. In this case, our managers
or supervisors will direct us to the appropriate
information in Corporate Policies and the Manual of
Compliance Procedures and Guidelines.
Compliance
Each of us must comply with this Code, and with all
Company policies. If we fail to do so, we may face
disciplinary action, possibly including termination.
Likewise, any supervisor, manager, officer or director who
is aware of any violation and does not promptly report
and correct it may be subject to similar consequences.
The Board Audit Committee, supported by the
Corporate Compliance Policy Committee, made up
of senior executives in the Company, governs our
Company-wide Compliance Program. Each Reporting
Unit has its own compliance or audit committee
to manage the responsibilities specific to that
organization. This is also often the case for business
units within the Reporting Units.
Reporting Possible Violations
Each of us must speak up promptly if there is any
reason to suspect that anyone in Chevron or its
affiliates has violated Company policies or local laws.
We must also report any activity that could damage
the Company’s reputation. One resource available

to each of us is the Chevron Hotline. You can call
or submit a report to the Hotline, which operates
24 hours a day, seven days a week.
Non-Retaliation Policy
Chevron does not tolerate any form of retaliation for
reports made in good faith. This includes blatant actions,
such as firing, transferring, demoting, or publicly
attacking someone, as well as more subtle retaliation,
such as avoiding someone, leaving him or her out of
professional or social activities, and so on. It includes
actions taken by managers and employees alike.
Our Role and Responsibility
Each of us has a responsibility to speak up.
QI observed a situation that I suspect is a
violation of our guidelines. Should I report this
situation even if I am not completely certain that
there is a problem?
A Employees are responsible for immediately
reporting possible violations to their supervisors
or another Company resource. While reporting to
your supervisor is usually best, you may also call
the

Chevron Hotline. Yourreport will be taken
seriously
and investigated as appropriate. It is better to
report a
suspicion that turnsout not to be an issuethan to
ignore
a possible violation of the law or Company policy.
QIf I see a questionable situation, is it better
for me to call the Chevron Hotline or to talk to my
supervisor?
A You do not have to call the Chevron Hotline
if thereis a way to resolve the situation through
a
discussion with your supervisor, local management or
your local Human Resources business partner. But the
Questions & Answers
Chevron Hotline is an option for people who
for some
reason are not comfortable discussing the matter
with their supervisor, local management or Human
Resources business partner.

Additional Resources
The Chevron Way
The Chevron Way explains who we are, what we do,
what we believe and what we plan to accomplish. It
establishes a common understanding not only for
those of us who work here, but for all who interact
with us. Familiarize yourself with The Chevron Way at:
http://inside.chevron.com/aboutchevron/chevronway/
Manual of Compliance Procedures and Guidelines
Consult the Corporate Manual of Compliance
Procedures and Guidelines (MCPG) for more
information about applicable laws, Company policies,
and compliance procedures relating to all subject
matter areas covered in the Business Conduct and
Ethics Code. Learn more about the MCPG at:
http://businessconduct.chevron.com/manual_
compliance/
Request Guidance or Voice Concerns
Contact your supervisor, your manager, Corporate
Compliance or the Compliance liaison or coordinator
for your Reporting Unit.
For Additional Guidance
Corporate Policies
1. The Chevron Way
2. Manual of Compliance Procedures

and Guidelines
Chevron Hotline
Report any suspected violation of the law or Company
policies. There are no negative consequences to
raising concerns in good faith using the hotline, and
the Company assures employees that no retaliation
will take place. For more information, visit Chevron’s
Hotline page at: http://corp-compliance.chevron.com/
hotline/
http://businessconduct.chevron.com/manual_compliance/
http://businessconduct.chevron.com/manual_compliance/
http://corp-compliance.chevron.com/hotline/
http://corp-compliance.chevron.com/hotline/
We are our Company’s most valuable resource
and are essential to its success. In the course of
our daily work, we use our creativity, experience,
technology and perseverance to find innovative and
practical solutions to all challenges that arise. Our
values of Ingenuity and High Performance would
be meaningless if Chevron did not have the highest
quality workforce possible and continuously work to
develop its employees.
We Respect Diversity
Diversity is also a fundamental value at Chevron. As
stated in The Chevron Way, this means that “we learn
from and respect the cultures in which we work.”
We also value “the uniqueness of individuals and the

various perspectives and talents they provide.” We
promote diversity within our work force and have an
inclusive environment that helps each of us to fully
participate and contribute to Chevron’s success.
We Provide Equal Opportunity
Our policy against discrimination aligns with our
position on diversity. The Company follows the laws
that prohibit discrimination in employment practices,
wherever we do business. It is Chevron’s policy to
provide equal employment opportunities and to treat
applicants and employees without illegal bias. It is our
policy that no one at Chevron should ever be subject
to discrimination on the basis of:
• race
• religion
• color
• national origin
• age
• sex
• gender identity
• disability
• veteran status
• political preference

• sexual orientation
• genetic information
In the United States, discrimination is prohibited in
hiring, rate of pay, promotion, demotion, transfer,
layoff or termination. Many other countries have
similar anti-discrimination laws.
Our Employees
We value the uniqueness of individuals and the various
perspectives and talents they provide.
Employee Compensation and Tenure
Our Company has a “pay-for-performance”
philosophy. We administer wages, salaries and
benefits to maintain our competitive position in the
marketplace. It allows us to attract and retain top-
notch personnel, provide incentives, and reward
excellence. This approach to compensation supports
our value of High Performance.
Chevron does not guarantee employment in a
specific job or for any particular period of time to any
employee.
Controlled Substances and Drugs
The Company prohibits the use, possession,
distribution, purchase or sale of controlled substances
on its premises while conducting business for the

Company or while operating Company equipment.
Controlled substances include:
• illegal drugs and narcotics
• prescription drugs obtained or used without a legal
prescription or
• other unlawful substances or materials.
Alcohol
The use, possession, distribution, purchase or sale of
alcohol by any person while on Company premises,
or while operating Company equipment, is prohibited
unless prior permission has been obtained from
appropriate Company management. In certain
circumstances, such as official Company events, use
of alcohol may be authorized, as long as permission
is received in advance from appropriate Operating
Company or Corporate Department management. Any
person under the influence of alcohol is prohibited
from entering Company premises, engaging in
Company business or operating Company equipment.
Any use of alcohol that causes or contributes to
unacceptable job performance or unusual job
behavior is also prohibited.
Where allowed by law, the Company may conduct
searches and test for drug and alcohol use if necessary.
In many locations worldwide, the Company makes
resources available to assist employees with drug or
alcohol problems. For information about Employee
Assistance and Worklife Services, consult the Human
Resources website or contact your supervisor or local

HR business partner.
Preventing Workplace Violence
and Harassment
The Company prohibits actual or threatened violence
against co-workers, visitors or anyone else who is
either on our premises or has contact with employees
in the course of their duties. Every threat of violence is
serious. We must report any such event immediately.
Threats of immediate concern should be referred to
Global Security and/or your local police department.
Chevron is also committed to a workplace free of illegal
harassment. If you are confronted with harassment, you
should report your concern to your supervisor, local
management, HR business partner or Chevron’s Hotline.
QI posted for a job in a different department
whose staff consists of five males. The manager made
a job offer to a male. (I am a female.) I feel I may have
been discriminated against; what can I do?
A If you believe you are being discriminated
against, report this to your supervisor, a Human
Resources representative or the Chevron Hotline.

QYesterday I had an argument with a co-worker
that almost escalated into a physical confrontation
when he challenged me to meet him outside. I believe
he may try to harm me at some point. What can I do?
A Report this incident to your supervisor or
your local Human Resources representative. Threats
of immediate concern should be referred to
Global
Security and/or your local police department.
QI am a supervisor who has only one minority employee.
Unfortunately this employee is having performance
problems. I am afraid to give a negative review for fear of being
accused of discrimination. What should I do?
A Provide consistent feedback to all members of your
group. Be fair in your evaluation and
document your
proof with facts and examples. If you are accused of
discrimination, the Company will support you. If
you need
help, consult with your local Human Resources business
partner.
Questions & Answers
Employee Assistance and Worklife Services can help resolve
personal, family and work-related concerns or

problems, including help with drug or alcohol problems. Visit
the HR website at: http://hr.chevron.com/
Office of the Ombuds, visit Chevron’s intranet site at:
http://ombuds.chevron.com/
Global Security website at:
http://globalsecurity.chevron.com/default.asp and
https://cpln-www1.chevron.com/corphes/corp_er.nsf
Corporate Policies
200: Employment 226: Discipline 263: Drugs/Controlled
Substances
202: Harassment 230: Total Remuneration 264: Alcohol
210: Termination 256: Labor Relations 570: Security of
Personnel and Assets
Your Responsibility
All employees are required to comply with Human
Rights Policy 520. This expectation includes the
following actions:
• Conducting yourself according to the values
in The Chevron Way and according to the
commitments outlined in Human Rights Policy 520

• Understanding and obeying local laws and
acting consistently with Chevron’s policies and
procedures
• Reading and acknowledging this Business Conduct
and Ethics Code
• Reporting noncompliance with Human Rights
Policy 520
Our Commitment
Chevron’s Human Rights Policy 520 states that
“We conduct our global operations consistent with
the spirit and intent of the United Nations Universal
Declaration of Human Rights.”
This means that our policies and practices address
four areas:
• Employees: We treat our employees with dignity
and respect and promote diversity in the workplace
• Security: We protect personnel and assets in a
manner consistent with Chevron’s participation in
the Voluntary Principles on Security and Human
Rights, a global initiative that provides guidance on
companies’ engagement with security forces
• Communities: We engage with communities to
build upon our understanding of potential human
rights issues in order to enhance the benefits of
our projects and operations and manage potential
impacts
• Suppliers: We encourage our suppliers to treat

their employees, and to interact with communities,
in a manner that respects human rights
What are Human Rights?
Human rights are generally defined as basic
standards of treatment to which all people are
entitled, regardless of nationality, gender, race,
economic status or religion.
Although governments have the primary duty to protect
and ensure fulfillment of human rights, Chevron
recognizes that companies have a responsibility to
respect human rights, and can also play a positive
role in the communities where we operate.
Human Rights
Chevron’s support for universal human rights is a core value in
The Chevron Way.
Chevron’s Human Rights Policy reaffirms
our long-standing support for universal
human rights. We condemn human rights
abuses. This commitment is encompassed
in The Chevron Way vision and values
and other corporate policies that ensure
we operate safely, responsibly, and in
compliance with applicable laws and

regulations. Chevron’s position on human
rights is clearly laid out in our Human
Rights Policy.
For additional guidance please read Human Rights Policy 520 or
contact the Policy, Government and Public
Affairs (PGPA) Department in your Reporting Unit or Business
Unit.
Our Shared Responsibility
Chevron’s books and records must be prepared
accurately and honestly, both by our accountants
who prepare records of transactions and by any of us
who contribute to the creation of business records,
for example, by submitting expense reports, job logs,
measurements and time sheets. All of our books and
records must be supported by enough documentation
to provide a complete, accurate, valid and auditable
record of the transaction.
Fair and accurate books and records are essential for
managing Chevron’s business and maintaining the
accuracy and integrity of the Company’s financial
reporting and disclosure. This is true for both
reports filed with the U.S. Securities and Exchange
Commission and for other public communications. Our
commitment to the value of Integrity is fundamental
to the accuracy of financial reports the Company
makes to the public.

Both Company policy and various laws, such as
the Sarbanes Oxley Act of 2002 (SOX), require the
completeness and accuracy of our financial records.
Any attempt to conceal or misstate information in
Company records is a serious offense and may result
in disciplinary action and criminal prosecution. Each
of us is responsible for reporting any suspected
violations of the Company’s accounting policies
and procedures. You should report any suspected
violation of these policies to your manager or
supervisor, the Internal Audit Department or the
Chevron Hotline.
Internal Controls
Reliable internal controls are critical for proper,
complete and accurate accounting and financial
reporting. Each of us must understand the internal
controls relevant to our positions and follow the
policies and procedures related to those controls.
We are all encouraged to talk to our managers or
supervisors immediately if we ever suspect that
a control does not adequately detect or prevent
inaccuracy, waste or fraud.
Audits
Audits performed by our internal and external
auditors help ensure compliance with established
policies, procedures and controls. They also help
identify potential weaknesses so they may be
remediated promptly. All of us are required to
cooperate fully with internal and external audits. This
means always providing clear and truthful information

and cooperating fully during the audit process.
Fraud
Engaging in any scheme to defraud anyone — of
money, property or honest services — violates
Company policy and the law and carries severe
penalties. Those consequences apply to any
dishonest or fraudulent activities, including misusing
or stealing Company assets or falsifying a travel
and entertainment expense report, among other
violations. The Company relies on its internal controls
and the personal integrity of all its employees,
contractors and directors to protect Company assets
against damage, theft and other unauthorized use.
Company Records and Internal Controls
Fair and accurate books and records are essential for managing
Chevron’s business.
the transaction, if you still have questions related to
the integrity of the transaction, you should feel
free to
ask a higher level of management or your
Reporting
Unit’s Compliance Coordinator, or report your
concern

to Internal Audit or the Chevron Hotline.
QMy supervisor told me to destroy documents
related to a project that we did last year. Now, the
internal auditors are asking questions as though they
are concerned. Since my supervisor told me to do this,
I should not be in trouble, should I?
A The auditor is not investigating to get anyone
“in trouble.” The auditor’s role is to ensure that
our
Company follows required policies and processes.
You are responsible for understanding our document
retention policies. If your supervisor told you to
destroy documents that should have been retained,
blindly following orders was not the right course of
action. The best thingyou can do now is to answer
the
auditor’s questions completely and honestly.
QI am not a manager. Can I be held legally
responsible for failing to report Company information
accurately?

A Yes. Although top management must sign off
on our Company’s financial reports, every
employee
records sometransactions, and theseall affect the
financial reports. Be sure every transaction you
record
is accurate.
QLast week, I entered a transaction for an
associate. I had several questions about the way the
deal was done. Even though my supervisor could not
really answer the questions, she assured me that it
was all “on the up and up,” and I should just plug in the
numbers as requested. What should I have done?
A It’s your responsibility to understand every
transaction you enter, sinceyou may need to answer
questions about its accuracy. You were correct to
ask
your supervisor for advice. Even though she
approved
Questions & Answers

For more information on SOX, visit Chevron’s intranet at:
http://internalcontrols.chevron.com/default.asp
Corporate Policies
130: Internal Controls
132: Payment Authority
134: Auditing
136: Availability of Records
190: Delegation of Authority
420: Preparation, Approval and Execution
of Documents
566: Information Retention
• Give a gift or entertainment to anyone for the
purpose of improperly influencing him or her to
take action in favor of Chevron.
If we ever feel that it may be appropriate to accept
a gift of more than nominal value, we should seek
guidance from our supervisors.

Any activity that has the appearance of a conflict of
interest — whether or not an actual conflict exists —
must be avoided. If you think you may be in a
situation that could be perceived as a conflict, disclose
the potential conflict to your supervisor or manager
immediately. Of course, if any of us sees a conflict of
interest at Chevron, we must report it.
Avoiding conflicts of interest in all of our business
decisions is essential to our values of Integrity
and Trust.
Avoid Accepting or Giving Gifts, Fees,
Favors or Other Advantages
It is also a conflict of interest for a Chevron employee
or director to give or receive gifts or entertainment
of more than nominal value, or cash in any amount
to or from people or companies doing business with
Chevron. Therefore, we must not:
• Accept fees or honoraria in exchange for services
provided on behalf of the Company.
• Provide or accept gifts or entertainment from
anyone doing or seeking business with Chevron
or any of its affiliates. Generally, modest forms of
gifts and entertainment received from vendors are
acceptable and do not create conflicts of interest.
However, Reporting Units have the responsibility
for establishing guidelines for employees on what
is considered “nominal value” for such gifts and
entertainment.
At Chevron, we always expect one another to act in

the best interests of the Company. This means that
business decisions should be made free from any
conflict of interest. They should also appear impartial.
We must make our decisions based on sound business
reasoning.
Conflicts of interest may occur when an individual’s
outside activities or personal interests conflict or
appear to conflict with his or her responsibilities to
Chevron. An outside activity would be considered a
conflict of interest if it:
• Has a negative impact on our business interests.
• Negatively affects Chevron’s reputation or
relations with others.
• Interferes with an individual’s judgment in
carrying out his or her job duties.
Employees and directors — and members of their
immediate families — must never:
• Compete against the Company.
• Use their position or influence to secure an
improper benefit for themselves or others.
• Use Company information, assets or resources
for their personal gain or the improper benefit
of others.
• Take advantage of inside information or their
position with the Company.
Avoiding Conflicts of Interest

We expect each other to act in the best interests of the
Company.
may not complete a security transaction until the first
business day that is at least 24 hours after the time that
the information is publicly released. Some examples
of non-public information that could be considered
material include:
• financial forecasts
• changes in sales, market share or production
• changes in debt ratings or analyst upgrades or
downgrades of Chevron securities
• earnings, dividends or stock splits
• proposed mergers, acquisitions or divestitures
• marketing plans
• strategic plans
• new product information
• changes in top management
Whether any particular information could be
considered “material” by a reasonable investor
depends on specific circumstances. A major factor
in determining whether information is material is the

impact that information could have on the Company’s
financial condition or stock price. If you are in doubt
as to whether non-public information you have
is material, you should seek guidance from your
supervisor or your local Chevron legal counsel.
Insider Trading Is Prohibited
It is illegal to purchase or sell Chevron securities if
you have “material non-public information” concerning
Chevron. Securities include common stock or other
debt or equity securities, options or shares held in
Chevron investment and retirement plans. It is also
illegal to purchase or sell the securities of another
company if you have material non-public information
about that company. If you engage in insider trading
and are caught, you could lose your job and be
subject to significant civil and criminal penalties.
We must never use material non-public information
about Chevron or the companies doing business with
Chevron for personal gain. In addition, we must never
pass material non-public information on to others
who may purchase or sell Chevron securities or the
securities of other companies. If you provide a “tip”
to someone who then buys or sells securities, both of
you can be convicted of insider trading.
“Non-public information” is information that is
known within the Company and has not been publicly
released. “Material information” is information that
a reasonable investor would consider important
when deciding to buy or sell securities. Employees who
are in possession of material, non-public information
We must never use material non-public information of any kind

for personal gain.
QI recently learned that our Company will
announce disappointing financial results for this
quarter. Is this inside information?
A Yes. This kind of financial news can have
a negative effect on a company’s stock
priceand
would certainly be considered material non-public
information, or inside information. If you sell
Chevron
securities on the basisof this information before it
becomes public, you are engaging in insider trading.
QI accidentally saw a copy of a confidential
memo describing a large contract that our Company
will soon sign with another company. If I buy some
of the other company’s stock on the basis of this
information and before news of the contract is made

public, am I engaging in insider trading?
A Yes. Assuming that the news of this contract is
material non-public information, or insider
information,
if you purchase securities of the othercompany on
the
basisof this information before it becomes public,
you
are engaging in insider trading.
QMy father owns a controlling interest in a
company that has supplied materials to Chevron
for many years. I was recently hired, and in my new
position, I now have authority to contract with that
same supplier. Am I faced with a potential conflict
of interest?
A Even though the supplier is a long-time vendor
of our Company, an appearance of a conflict
has
now been created because you are involved in the
decision-making process regarding the selection of
the
supplier. In this case, the problem could be

resolved if
an independent decision maker, such as your
manager,
acts instead of you. The important action for you to
take is to formally disclose the potential conflict to
your supervisor or manager so that it may be
resolved.
Questions & Answers
Corporate Policies
20: Insider Trading
282: Conflict of Interest
For example, anti-boycott laws in the United States
penalize U.S. companies if they participate or
cooperate with international boycotts not supported
by the United States. U.S. anti-boycott laws also
require these companies to report any request to
participate or cooperate in such a boycott. Any
employee receiving a request of this sort should
inform Chevron legal counsel immediately.

Complying With International Trade Laws
Laws that apply to Chevron operations outside the
United States include the local laws of countries where
our operations occur, as well as certain U.S. laws that
govern international operations of U.S. companies
and U.S. persons. Many countries have laws that
restrict or otherwise require licensing for the export
and/or import of certain goods and services to other
countries and to certain parties. Countries may also
impose various kinds of trade sanctions or embargoes
against other countries or persons.
The scope of these trade sanctions or trade
embargoes may vary widely from country to country.
They may range from specific prohibitions on trade
in a specific commodity to a total prohibition of all
commercial transactions. Due to the complexities
of the legal requirements under many of these
international trade laws, we must seek guidance from
Chevron’s legal counsel before exporting or importing
goods or services or engaging in transactions that
might be affected by trade sanctions.
Understanding Anti-Boycott Laws
Some countries have adopted laws prohibiting their
people and businesses from participating in or
cooperating with international trade embargoes or
sanctions that have been imposed by other countries.
Wherever Chevron operates, we must respect and
conform to each country’s unique customs and business
practices. We must also follow its laws and regulations.

When business transactions involve more than one
country, we must find the best way to comply with all
applicable laws. Whenever a possible conflict of laws
situation arises, we should always seek guidance from
our organization’s counsel.
Bribery Is Always Prohibited
Bribery of any government official in any country is
strictly against Chevron policy, even if the refusal to
make such a payment would result in the Company
losing a business opportunity.
Almost every country prohibits the bribery of its own
officials. In addition, many countries have laws that
make it illegal to bribe officials of other countries. In
the United States, that law is the Foreign Corrupt
Practices Act (FCPA). Employees with duties involving
transactions or travel outside of the United States
must be familiar with this Act.
Management approval is required before any gift
or payment can be made to a government or public
official. In some cases, the gift or payment must also
be approved by your Compliance Coordinator or
Corporate Compliance.
Antibribery, International Trade and Anticorruption Laws
Wherever Chevron operates, we respect and comply with the
local laws and regulations.
QI recently met an agent who can assist our

Company in obtaining business in a country where it has
been particularly difficult for us to become established.
May I engage this agent on behalf of our Company?
ASpeak with your local Chevron Law Department
and local Compliance Coordinator to ensure that
the
agent’s contacts and methods are aligned with both
local and U.S. laws. Due diligence on this agent is
also critical because our Company cannot avoid
legal
liability by avoiding the facts or by acting through
an
agent or otherthird party.
QI’m planning to host government officials
involved in a business deal with the Company at a
lunch meeting. Is this allowable under the FCPA?
A A reasonable cost for a normal business lunch
meeting may not be prohibitedunder the FCPA,
but
is subject to pre-approval by your local Compliance

Coordinator, or dependingon amount, pre-approval
from your Reporting Unit or Corporate Compliance.
QA port official has told me it will take weeks to
deliver materials to a work site unless a payment is
made to help him “expedite” our shipment. Should I
comply with his request?
A No. This payment likely violates the FCPA,
unless the payment qualifies as an allowable
facilitating
payment under the law. This is a legal
determination and
you must review the arrangement with your Chevron
legal counsel. All facilitating payments require the
pre-approval of Corporate Compliance so you should
contact your Compliance Coordinator before
agreeing
to make any such payments to government
officials.
Questions & Answers
Corporate Policy

324: Gifts to U.S. Government Officials
http://lawfunction.chevron.com/law_groups/corp_law/
compliance
http://lawfunction.chevron.com/law_groups/corp_law/complianc
e/
Making Political Contributions
Political contributions by the corporation concerning
elections of any kind, whether monetary or non-
monetary (such as allowing an employee to work on a
campaign while on Company time) must be planned,
budgeted, legally reviewed and approved in advance
by PGPA, internal and external legal counsel, and in
certain cases by the Office of the Chairman.
Engaging in Political Activities on Our Own
Chevron encourages us to participate in the political
and governmental process and, when permitted
by a country’s laws and customs, to communicate
our personal views to appointed and elected
officials. However, we cannot identify ourselves as
representatives of Chevron or any of its affiliate
companies.
Under no circumstances will the Company reimburse

any employee for making a personal political
contribution.
Employees may not engage in personal political
activities during paid working hours or when using
Company resources (such as email, phone and
meeting rooms) without receiving pre-approval since
such activities may be an illegal political contribution
by Chevron. Employees must seek guidance from
their local PGPA manager.
Providing Gifts to Public Officials
Under certain circumstances, Chevron may provide
gifts to U.S. public officials. Such gifts must always be
in strict compliance with the law, Company policy and
the values of The Chevron Way.
We must seek guidance from Chevron’s Law
Department before committing to provide any gifts
to U.S. public officials. These include elected and
appointed officials at the local, state and federal
levels, as well as government employees such as
public safety officers and public university professors.
Laws regulating “gifts” typically define that term as
anything of value, including meals, gift certificates,
travel expenses, event tickets or honoraria, etc. Any
payment made to a third party on behalf of a public
official, such as a payment to a hotel for a hotel room
used by a public official, is considered a gift to the
public official. Certain gifts may be prohibited by law,
create reporting obligations, or create conflicts of
interest. U.S. laws regulating gifts to public officials
apply even when the officials are outside the United
States. For example, U.S. federal law applies to the
gift of a meal given to a U.S. embassy employee

outside the United States.
Gifts to non-U.S. officials require advance approval
from your Reporting Unit’s Compliance Coordinator
or the Corporate Compliance office.
In the course of doing business around the world,
Chevron interacts regularly with government officials.
How we conduct ourselves with governments and
in the political arena can affect our reputation, our
operations around the world, and our ability to work
with government officials and other stakeholders. The
Trust that we depend upon from both local and global
communities and governments is essential to our
business, and we must continually earn it.
Our activities must meet the highest ethical standards
and comply with U.S. law and all host government
laws and rules. In all instances, it is imperative
for
employees to seek proper guidance and obtain
the
required approvals before engaging in government or
political activities.
Engaging in Lobbying Activities
Lobbying is an activity aimed at influencing public
policy decisions by providing information to elected or
appointed officials and their staff. Lobbying activities
include both direct communication with public
officials and providing support to any person who
engages in such communication.
Lobbying activities, in the United States and

elsewhere, are strictly regulated. Prior to engaging
in lobbying activities, any employee or director must
obtain guidance from their local Policy, Government
and Public Affairs (PGPA) manager.
Government Affairs and Political Involvement
Chevron conducts its participation in the political arena
according to the highest ethical standards.
QA government official is coming to speak to our
department about a public policy issue of interest to
our Company. I’d like to give him a gift certificate to
thank him for his time. May I do this?
A For U.S. officials, you must seek guidance
from the Political Law Counsel (Corporation Law)or
the Political Programs Coordinator (PGPA) prior to
providing the gift. For non-U.S. officials, you must seek
guidance from your local legal counsel, Compliance
Coordinator, or Corporate Compliance prior to
providing the gift.
• Within the United States, consult the Political

Law Counsel (Corporation Law) or the Political
Programs Coordinator (PGPA).
• Outside the United States, contact Chevron’s
Policy, Government and Public Affairs personnel in
the host country. Also consult your local Chevron
legal counsel associated with your Reporting Unit
or Business Unit.
For additional information, visit PGPA’s website at:
http://pgpa.chevron.com/
QI attended a campaign fundraiser for a
congressman, and I’m confident that the Company
would like to see him re-elected. I wrote a personal
check to the congressman’s campaign committee and
included the amount in my expense report. Will the
Company reimburse me for this expense?
A No. If the Company reimburses you for the
contribution, the Company will be the source of
the contribution, which would violate U.S. law. In
addition, Company policy requires that all campaign
contributions in the United States must be planned
and budgeted and have several specific legal

and management approvals prior to making the
contribution. Outside the United States, political
contributions undergo an equally rigorous review
and
approval process.
QA co-worker of mine uses Company email to
solicit votes and financial support for his sister, who is
running for a local political office. Is this acceptable?
A No. Company resources may not be used for
political purposes without first obtaining all required
approvals.
Questions & Answers
Corporate Policies
320: Government Affairs
322: Political Contributions
324: Gifts to U.S. Government Officials
Chevron’s policy is to maintain the safety

and health of people and the quality of
the environment where we operate.
The Operational Excellence Management System
(OEMS) defines the expectations regarding
the systematic management of safety, health,
environment, reliability and efficiency to achieve
world-class performance in operational excellence.
Operational Excellence:
Safety, Health, Environment, Reliability and Efficiency
We are committed to working in a way that places the highest
priority not only on our own safety and health
but also on the safety and health of our co-workers and
members of the community. We are also committed to
protecting the environment by minimizing and mitigating
environmental impacts throughout the life cycle of
our operations. Protecting People and the Environment is a key
value at Chevron. Our policy is to maintain the
safety and health of everyone and the quality of the
environment wherever we operate.
All of us are responsible for complying with applicable
Company policy and government laws and regulations
and for fully committing to the requirements of the OEMS in
our work activities. Corporate Policy 530 commits
Chevron to comply with the letter and spirit of all
environmental, health and safety laws and regulations.
Each of us has the authority and responsibility to stop — or not
start — any work activity if hazards or risks pose
a threat to safety or the environment.

QMy worksite has a program to record,
investigate and correct injury-producing accidents.
Part of the site’s annual success sharing is based on its
safety performance, and I know of injuries that are not
being reported. What should I do?
A It’s important to investigate injury-producing
accidents to determine stepsnecessary to prevent
similar occurrences. You should always notify
your
supervisor when an accident occurs at the
workplace.
If a co-worker or supervisor is reluctant to
report a
work-related injury, encourage him or her to report
it. If the injury is not reported then contact
local
management or the Chevron Hotline.
QMy supervisor asked me to perform a task that
I believe violates environmental regulations. What

should I do?
A Never guess about environmental regulations. If
you are uncertain, check with your supervisor to be
sure
you have understood the request. If you still feel
the
request violates environmental regulations, report
the
concern to local management or the Chevron
Hotline.
QI have a work order that specifically outlines
a task to be performed. As I began to do the task, I
discovered that conditions are different from those
expected when the job was planned. I have a feeling
that continuing the job as outlined in the work order
will be unsafe. What should I do?
A Employees have the responsibility and authority
to stop or not begin work that they believe may be
unsafe. You should communicate your concerns to
your
supervisor. Your supervisor has the responsibility to

investigate, understand and resolve the issue.
Corporate Policy
530: Health, Environment and Safety
Visit the Operational Excellence website at:
https://cpln-www1.chevron.com/corphes/oehome.
nsf?OpenDatabase&login
Questions & Answers
https://cpln-
www1.chevron.com/corphes/oehome.nsf?OpenDatabase&login
https://cpln-
www1.chevron.com/corphes/oehome.nsf?OpenDatabase&login
Relationships With Customers and Suppliers
There are also antitrust concerns related to our customers and
suppliers that could be determined to be a
“restraint of trade.” Your local Chevron counsel will be able to
advise you on the areas of your business that
raise concerns.
Consequences of Violations
The consequences of violating antitrust/competition laws can be

extremely serious for Chevron and its
employees. Violations can lead to fines and imprisonment for
the individuals involved and to heavier fines for
the Company. In addition to criminal prosecution, we may be
subject to very costly civil suits as well.
Whenever we have any doubt as to whether an action we are
considering raises issues under these laws, we
should seek advice from our local Chevron counsel.
Antitrust/Competition Laws
We always operate not only according to the letter, but also the
spirit, of all applicable laws.
“Antitrust” laws, as they are called in the U.S., are
often known internationally as “competition” or
“antimonopoly” laws. Their purpose is to help make
sure that the free market system works properly, and
that competition among companies is fair. We must
all help ensure that Chevron’s business is always in
compliance with these laws. Most of the countries
where we do business have such laws. We are
committed to complying with antitrust laws, just as we
are committed to following all laws.
Agreements and Contacts
With Competitors
We must be very careful when we have any contact
with our competitors. Antitrust laws prohibit any
agreements with competitors that might “restrain
trade.” We do not want to even create the appearance
that we have entered into any such agreement. Even
communications with competitors that feel completely
innocent might give rise to accusations.

Exchanging any information with a competitor can also
give rise to concerns, and it is best to get advice from
your local Chevron counsel before you do so. For this
reason, membership in trade associations must be
approved by management in advance.
QI just received some confidential information about a
competitor. I didn’t ask for it, but this kind of
information could be very useful to me. What should I do?
A Before you read or copy this information, call the
Law Department to discuss how the information
was acquired. That will determine whether or not you
may use it. If you are allowed to use it,
follow the Law
Department’s instruction for documenting the source
of the information.
QI have the opportunity to interview someone who currently
works for the competition for a position
at our Company. Is it okay to take the opportunity to ask about
how the competitor conducts certain aspects
of their business?
A No. Focus on interviewing the person for
the position, not on gathering information.

Corporate Policy
426: Collaborations With Competitors
Questions & Answers
Data Privacy
All employees must exercise care and discretion in handling
personal data.
Personal data is information that can identify
an individual, including employees, contractors,
directors, shareholders, customers and anyone else
with whom Chevron does business. Personal data is
an important asset, and the way we handle this data
is critical to our success, demonstrates respect and
promotes trust. In many cases, there are laws that
govern how we collect, use and dispose of personal
data. For these reasons, we must follow Company
policies and guidelines for handling personal data.
Chevron respects the confidentiality of information
relating to individuals, in both paper and electronic
form. This information may not be used or disclosed
improperly or used by someone who is not authorized
to do so. A strong privacy policy supports Chevron’s
value of Partnership, which reflects the trusting
and beneficial relationships we enjoy with all of our
stakeholders.
Proper Use of Personal Data

Chevron has a Company-wide data privacy policy,
which sets expectations for how Chevron employees
handle personal data. While the policy reflects the
requirements of privacy laws around the world, it is
important to remember that where privacy laws are
stricter, Chevron must comply with those laws.
Important Note: Privacy laws vary in scope
and complexity, depending on where you are
doing business. Local management must get
legal advice on privacy compliance and must
communicate the requirements to all employees
and contractors who handle personal data.
When collecting and using personal data, you should
keep several important principles in mind. Personal
data should only be processed if there is a legitimate
business reason to do so. You should collect and use
only the personal data needed for the task at hand.
Finally, you should keep all personal data secure by
following Chevron’s Information Protection policies
and guidelines.
Questions & Answers
Corporate Policies
200: Employment
575: Information Protection

580: Data Privacy
QA colleague who works for another company
asked me to provide the names of some of my
business contacts. My colleague’s company does
not compete with our Company. Is it okay to give her
this information?
A Business contact information is not only
confidential but, because it can identify an
individual,
it is considered personal data. It should not be
shared
with anyone except as required or with the
permission
of the business contact. If you believe your
colleague
could use the services of your business contact’s
company, you could either ask your business contact
if he or she is comfortable with you sharing
his or her
contact information or pass along your colleague’s

company information to your business contact (with
the colleague’s permission).
QI occasionally work at home on my own personal
computer. I take paper and electronic files containing
customer information home with me and return the
updated electronic files back to the office. Is this okay?
A No. If you must work at home, you should
use
a Company-issued notebook computer or approved
mobile device and follow appropriate security
measures.
Yourpersonal computer should not be used to work on
customer information.
Questions about the appropriate use and protection of personal
data can be directed to Chevron’s privacy
counsel within the Corporation Law Department or Information
Risk Management’s Global Privacy Office.
Visit the Information Risk Management Privacy website at:
http://irm.chevron.com/info_risk/dataPrivacy.aspx
and the Law Function Privacy website at:
http://lawfunction.chevron.com/law_groups/corp_law/complianc
e/data_privacy.asp

We must also comply with all laws, regulations and
contractual commitments regarding the valid and
enforceable intellectual property rights of third
parties, including patents, copyrights, trade secrets and
other proprietary information. We will not knowingly
infringe on or misuse the valid and enforceable
intellectual property rights of third parties.
If you have a question about the use of patented or
proprietary information, including computer software
of third parties, you should contact the Chevron Law
Department. In order to use copyrighted material
such as articles, charts, maps, films and music, we
must receive the permission of the copyright owner,
unless such activities are allowed under the “fair use”
provisions of the copyright laws. The Chevron Law
Department Intellectual Property Practice Group can
help you determine whether a use of materials meets
the criteria for “fair use.” Contact them by visiting
http://lawfunction.chevron.com/law_groups/practice_
groups/IP/
include taking your assigned Company notebook
computer or mobile device home or being granted
access to specific computer systems or information.
Employees unsure of their authority should discuss
this subject with local management for clarification.
Improper handling of information may be grounds for
disciplinary action, including termination. Examples
of improper handling include unauthorized viewing,
copying, distributing, removing from the premises,

damaging and altering of information.
Handling Sensitive or
Proprietary Information
We all must be cautious and discreet when using
information categorized as classified, confidential,
restricted access or company confidential. Such
information should only be shared with other Chevron
employees who have a legitimate “need to know.”
Outside parties should only have access to such
information if they are under binding confidentiality
agreements. Similarly, when handling sensitive
information that has been entrusted to us by others, we
must always treat it with the utmost care. Doing so can
protect us from potential liability and is also in keeping
with our values of Partnership and Trust.
Chevron’s information assets are vital resources.
They include both the Company’s paper and
electronic records and also the systems that store,
process or transmit Company information. Chevron’s
intellectual property, which includes the Company’s
trade secrets, patents, trademarks and copyrighted
material, is also a key Chevron information asset.
Proper Access and Use
Chevron policies safeguard our information assets
against theft, unauthorized disclosure, misuse,
trespass and careless handling. At times we may be
authorized, by local management, to view and handle
particular information assets. Typical examples might
Protection of Information and Intellectual Property
We all have a responsibility to understand the risks when our

information assets are compromised.
http://lawfunction.chevron.com/law_groups/practice_groups/IP/
Using Email and the Internet
We must all ensure that computer and
telecommunication systems are used only for
Company business. Occasional incidental personal
use is permitted as long as we never violate Chevron’s
standards of acceptable behavior. We should not
assume that any use of Chevron’s communications
devices or systems is private. Our usage of these may
be monitored by the Company, subject to local laws
and regulations.
Retaining or Discarding
Company Records
A Company record may serve one of many purposes.
It may:
• satisfy operating requirements (for example,
maintenance logs, service contracts)
• document a Company holding (for example, a lease
or deed)
• protect the Company’s interest in legal actions
(for example, a product quality test)
• show compliance with governmental regulations

(for example, financial and injury reports)
We must all follow Chevron’s retention policy for all
records and other forms of information. Company
records must be kept for the set period required by
the Company’s retention schedule. Documents and
other forms of information that do not qualify as
Company records, however, should not be retained
past the time that they serve a business purpose.
Retrieving Information
for Litigation Purposes
Sometimes during the course of litigation, we might
be instructed by Chevron’s legal counsel to provide
documents or other evidence. We must always comply
with such instructions. We must consult counsel if we
have any questions, and report non-compliance if we
suspect it. All of us are expected to treat this process
as a priority assignment.
Using Computer Systems
and Other Technical Resources
We are all responsible for helping to make sure that
Chevron’s computer systems and other technical
resources are used appropriately. We must keep access
codes (for example, passwords, SmartBadge, PINs, etc.)
in a secure place and not share them with others.
Anyone with a system identity and access code is
responsible for activities performed under that identity.
Unauthorized use of access codes, computer systems
or programs may be grounds for disciplinary action,
including termination of employment.

QMy work involves confidential information. I
use a notebook computer when traveling on business.
What precautions should I take?
A Keep your notebook computer secured at all
times. Do not check it with the airline or
leave it in
any unsecured place. If you travel with confidential
information, be careful where you work on
sensitive
documents. Avoid public places where your
information might be seen,such as planes, airports
or
restaurants. If traveling abroad, check the
Corporate
Law website to ensure any countries you are
planning
to visit do not have technology restrictions for
notebook computersthat could result in its being

confiscated by Customs officials.
Questions & Answers
QA colleague in another company recommended
a management training video that he said was helpful to
his team. I’d like to show it to my team, but I can’t justify
the cost. Can I borrow his video and make a copy?
A Video materials are copyrighted, which means
that they cannot be copied, and sometimes even
the original video cannot be borrowed and
reshown,
without the copyright owner’s prior permission. If
you want to showit to your team, you must buy a
legitimate copy of the video. Furthermore, be aware
that somevideo materials, even when purchased,
are
available only for a specific use or a one-time
showing,
so do not assume that further showings would be
acceptable. Verify the rights obtained by the
company

before showing the video again.
Visit the Information Protection website at:
http://irm.chevron.com/info_risk/inforProtection.aspx
Visit the Information Management website at:
http://irm.chevron.com/info_risk/inforMgmt.aspx
Consult the records retention website at: https://collab001-
hou.sp.chevron.net/sites/retention/crs/default.aspx
Visit the Chevron Law Intellectual Property Practice at:
http://lawfunction.chevron.com/law_groups/practice_
groups/IP/
Corporate Policies
360: External Speeches and
Papers, Teaching of Courses
and Patent Applications
480: Intellectual Property
561: Electronic Mail
566: Information Retention
575: Information Protection

QI signed up to use my personal mobile device so
I can check my Chevron email, calendar and contacts
on it. Can I disable the passcode on the mobile device
and still continue to read my company email?
A No. Disabling the passcode may compromise
the security of your mobile device and expose
the
company email to others who should not have
access
to it. Chevron’sinformation protection policy
requires
the company information assets to be secured,
and
this includes email and othercontent you may
read on
the mobile device.
Chevron’s legal and ethical obligations go far beyond what is
included in this Code of Conduct. We
must comply with both the letter and the spirit of the many laws
and regulations that affect the way we

do business.
If questions arise about any matter of compliance or ethics,
whether covered by this Code or not, we
should consult our supervisor, manager, Corporate Compliance,
Chevron’s legal counsel or the Chevron
Hotline. The Company’s Manual of Compliance Procedures and
Guidelines is also a valuable resource for
guidance on many compliance issues.
The responsibility for meeting our legal and ethical obligations
cannot, however, be fully defined or
guaranteed by any set of written rules. There will almost
certainly be times when the best course of
action can only be recognized by ensuring our actions are
consistent with our Company’s values and
ethics. Driven by a passion for excellence in everything we do,
we strive to achieve High Performance
and results the right way — according to the ethical principles
in our Code and in a manner consistent
with our values.
In the end, our confidence must rest, as it always has, on the
honesty, integrity and good sense within
each of us.

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