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