Chevron is an integrated energy company that operates globally. It has recognized the importance of internal communications in supporting its business goals and culture, known as "The Chevron Way". The document outlines Chevron's internal communication strategies, which include a top-down approach, various communication channels, and an annual process of evaluating and updating strategies based on feedback. Current challenges include managing growth across locations and relying too heavily on email. Issues for the future include developing new measurement techniques and ensuring internal communication remains a priority.

1. MCC6811 Strategic
Communication
Assignment 2: Presentation
Chris Ann Fichardo and Frances Thornton

2. Culture and internal communications of a
real organisation: Chevron
 Culture
 Internal communications strategies
 Theoretical concepts
 Current or potential communication issues of concern
 Issues for the future

3. Who is Chevron?
 One of the world’s leading integrated energy companies
 Conducts business worldwide – 29 countries
 Engages in exploration and production of natural gas
 Largest holder of natural gas recourses in Australia
 Also refines fuel, lubricants and additives, sells and transports fuel
 Global interest: chemicals, mining, power and technology

4. Chevron Australia
 Entered WA in 1952
 North West Shelf Venture – with Woodside and Shell
 Currently developing two major LNG projects in WA – Gorgon and
Wheatstone
 Proposing third project at Browse
 Focus on Australia’s North West – global importance

5. Company Culture
“Our success is driven by our people.”
 The Chevron Way
 “Explains who we are, what we do, what we believe and what we plan to
accomplish”
 A common understanding for all stakeholders
 Operational Excellence
 The systematic management of process safety, personal safety and health,
environment, reliability and efficiency to achieve world-class performance
 “Do it safely or not at all” “There is always time to do it right”
 The Chevron way is pursued in order to achieve OE

6. Company Culture
“Our success is driven by our people.”
 Video: http://www.chevron.com/about/operationalexcellence/
 Theory: “Corporate Culture”
 “Views culture as something that can be influenced, managed and shaped
to the liking of top management,” (Yeomans 2008)

7. Internal Communication: Organisation
 Vital part of business operation
 “An essential element in the business mix” (Windsor-Lewis cited by Smith
2008)

8. Internal Communication: Organisation
Communications Human Resources
Executive Team
General Manager
Communications
Manager
Senior Internal
Communications
Advisor
Gorgon Advisor
Wheatstone
Advisor
HES Advisor
IS Advisor
Future: Change
Communication
Advisor
Policy,
Government &
Public Affairs

9. Internal Communication: Organisation
 IC from the top down
 “Management Communication” and
 “Corporate Information and Communication Systems”
(Cornelissen 2011)

10. Internal Communication: Strategy
 Updated annually – based on feedback from audiences, stakeholders and
team members
 2012/13 - based on four key communication pillars:
 Less is more
 Supervisor communication
 Intranet
 One Team, One Voice
 These pillars influence everything and directly link to the overall business
plan

11. Internal Communication: Strategy
 Four Key Pillars
 Less is more
 Reduce channels and increase effectiveness
 Supervisor communication
 Improve methods and training for supervisors
 Intranet
 Primary source of information
 One Team, One Voice
 Unified messages from each team

12. Internal Communication: Channels
 Hard copy:
 Quarterly glossy magazine
 Newsletters and posters - low satisfaction

13. Internal Communication: Channels
 Electronic:
 Intranet
 Emails; screensavers
 E-News; videos
 Q&A Board

14. Internal Communication: Channels
 Face to face:
 Town Halls
 Supervisor cascade
 Floor walk
 IQ series for business literacy
 Coffee Pots
 Lunch Time briefings
 Toolbox meetings onsite
Chevron is moving away from traditional
channels of communication and encourages
two-way communication that encourages
solutions and discussions.
“Upward” and “Downward” Communication
(Cornelissen 2008)

15. Internal Communication: Measurement
 Depends on the purpose of the communication
 Engagement: need two way feedback
 Has the message reached the audience? Pulse survey
 Behavioural change: in depth analysis and measurement program
 Aim to measure each ‘campaign’ with a series of measures eg hit rates on
the intranet, anecdotal feedback and formal feedback
 Annual survey/audit on overall communication

16. Internal Communication: Challenges &
Solutions
C: Growing at an intense rate (at different locations) - biggest challenge is to
ensure all messages and culture are filtered correctly through the workforce
S: Two-Way Communication
C: Reliance on email as preferred channel, this is not what the audience wants
S: Using supervisors in internal communication, intranet, face to face
C: Onsite supervisors - not necessarily good communicators
S: Upskill them in internal communication

17. Issues for the future?
 Develop measurement techniques for new IC strategies
 Continually reevaluate
 Move from development to production
 Plan to add an Change Communications Advisor to the IC team
 Ensure internal communication stays on the executive’s radar
 Keep internal communication relevant to the organisation

18. Issues for the future?
“Internal communication needs to constantly prove its worth”
“Working for a company where internal communications is recognised at the
highest level as being an essential way we do business is amazing”
- Kristi Day, Senior Internal Communications Advisor, Chevron Australia

19. Summary
 Chevron has recognised the need for internal communications and its
importance in achieving its business goals
 IC starts from the top of the organisation
 Blend of upward and downward communication
 Chevron has identified challenges and actively engages to solve them
 Ensures IC is relevant by updating IC strategy annually