Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Chevron presentation final

3.078 Aufrufe

Veröffentlicht am

Veröffentlicht in: Technologie, Business
  • Loggen Sie sich ein, um Kommentare anzuzeigen.

Chevron presentation final

  1. 1. MCC6811 StrategicCommunicationAssignment 2: PresentationChris Ann Fichardo and Frances Thornton
  2. 2. Culture and internal communications of areal organisation: Chevron Culture Internal communications strategies Theoretical concepts Current or potential communication issues of concern Issues for the future
  3. 3. Who is Chevron? One of the world’s leading integrated energy companies Conducts business worldwide – 29 countries Engages in exploration and production of natural gas Largest holder of natural gas recourses in Australia Also refines fuel, lubricants and additives, sells and transports fuel Global interest: chemicals, mining, power and technology
  4. 4. Chevron Australia Entered WA in 1952 North West Shelf Venture – with Woodside and Shell Currently developing two major LNG projects in WA – Gorgon andWheatstone Proposing third project at Browse Focus on Australia’s North West – global importance
  5. 5. Company Culture“Our success is driven by our people.” The Chevron Way “Explains who we are, what we do, what we believe and what we plan toaccomplish” A common understanding for all stakeholders Operational Excellence The systematic management of process safety, personal safety and health,environment, reliability and efficiency to achieve world-class performance “Do it safely or not at all” “There is always time to do it right” The Chevron way is pursued in order to achieve OE
  6. 6. Company Culture“Our success is driven by our people.” Video: http://www.chevron.com/about/operationalexcellence/ Theory: “Corporate Culture” “Views culture as something that can be influenced, managed and shapedto the liking of top management,” (Yeomans 2008)
  7. 7. Internal Communication: Organisation Vital part of business operation “An essential element in the business mix” (Windsor-Lewis cited by Smith2008)
  8. 8. Internal Communication: OrganisationCommunications Human ResourcesExecutive TeamGeneral ManagerCommunicationsManagerSenior InternalCommunicationsAdvisorGorgon AdvisorWheatstoneAdvisorHES AdvisorIS AdvisorFuture: ChangeCommunicationAdvisorPolicy,Government &Public Affairs
  9. 9. Internal Communication: Organisation IC from the top down “Management Communication” and “Corporate Information and Communication Systems”(Cornelissen 2011)
  10. 10. Internal Communication: Strategy Updated annually – based on feedback from audiences, stakeholders andteam members 2012/13 - based on four key communication pillars: Less is more Supervisor communication Intranet One Team, One Voice These pillars influence everything and directly link to the overall businessplan
  11. 11. Internal Communication: Strategy Four Key Pillars Less is more Reduce channels and increase effectiveness Supervisor communication Improve methods and training for supervisors Intranet Primary source of information One Team, One Voice Unified messages from each team
  12. 12. Internal Communication: Channels Hard copy: Quarterly glossy magazine Newsletters and posters - low satisfaction
  13. 13. Internal Communication: Channels Electronic: Intranet Emails; screensavers E-News; videos Q&A Board
  14. 14. Internal Communication: Channels Face to face: Town Halls Supervisor cascade Floor walk IQ series for business literacy Coffee Pots Lunch Time briefings Toolbox meetings onsiteChevron is moving away from traditionalchannels of communication and encouragestwo-way communication that encouragessolutions and discussions.“Upward” and “Downward” Communication(Cornelissen 2008)
  15. 15. Internal Communication: Measurement Depends on the purpose of the communication Engagement: need two way feedback Has the message reached the audience? Pulse survey Behavioural change: in depth analysis and measurement program Aim to measure each ‘campaign’ with a series of measures eg hit rates onthe intranet, anecdotal feedback and formal feedback Annual survey/audit on overall communication
  16. 16. Internal Communication: Challenges &SolutionsC: Growing at an intense rate (at different locations) - biggest challenge is toensure all messages and culture are filtered correctly through the workforceS: Two-Way CommunicationC: Reliance on email as preferred channel, this is not what the audience wantsS: Using supervisors in internal communication, intranet, face to faceC: Onsite supervisors - not necessarily good communicatorsS: Upskill them in internal communication
  17. 17. Issues for the future? Develop measurement techniques for new IC strategies Continually reevaluate Move from development to production Plan to add an Change Communications Advisor to the IC team Ensure internal communication stays on the executive’s radar Keep internal communication relevant to the organisation
  18. 18. Issues for the future?“Internal communication needs to constantly prove its worth”“Working for a company where internal communications is recognised at thehighest level as being an essential way we do business is amazing”- Kristi Day, Senior Internal Communications Advisor, Chevron Australia
  19. 19. Summary Chevron has recognised the need for internal communications and itsimportance in achieving its business goals IC starts from the top of the organisation Blend of upward and downward communication Chevron has identified challenges and actively engages to solve them Ensures IC is relevant by updating IC strategy annually