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© Chevron 2009
Chevron’s History— Multiple Generations and Integrations
22
1879Pacific Coast Oil Company was founded in the San Joaquin Valley of California.
© Chevron 2009
Chevron by the Numbers
33
2.74 million BOE daily net production
2.1 million BPD refining capacity
18 refineries
3 popular consumer brands:
Chevron, Texaco and Caltex
25,000+ service stations
© Chevron 2009
A Leading Portfolio of Projects
4
40 $1B Net Chevron shareProjects >
93 $200MM Net Chevron shareProjects >
Project > $1B net Chevron share
© Chevron 2009
Project Resources Company
Globally Located Employees
Project Professionals
35% Project Managers
20% Business Managers
25% Engineering Managers
20% Construction Managers
Consultants
Procurement
Contracting
Project Controls
HES Technical
Support
65 Upstream Projects
15 Downstream Projects
55
© Chevron 2009
The Challenge Facing Chevron and the Industry
Aging Workforce
Globalization of the Workforce
Increasing Complexity of Projects
8
© Chevron 2009 10
The Challenge—Today’s Complex Megaproject Environment
Upstream (Gorgon and Jansz)
EV hydrocarbon resource >20TCF.
Water Depth: Gorgon ~200m; Jansz ~1350m.
Sub-sea development.
Raw gas feed (high CO2) from
Gorgon via flowline 70km to BWI with continuous MEG injection for hydrate inhibition.
2 pipeline system will facilitate the development of nearby asset base.
LNG Plant and Export
5MTPA LNG processing trains each consisting of an acid gas removal unit (AGRU) and liquefaction train.
Common condensate stabilisation and export.
LNG and condensate loaded on to carriers via jetty.
Reduced greenhouse gas emissions
by reinjecting reservoir CO2 into saline
aquifer beneath BWI.
North WestShelf
LNGExports
Subseato Barrtie-
backsow Island
3 x 5mtpa LNG trains& CO2 Injection on
Barrow Island
Future Domestic GasConnection to the mainland
Existing DomesticPipeline
JanszField
Karratha
Onslow
AUSTRALIA
PERTH
GorgonField
Kilometers
0 50N
Get more facts and figures at www.Gorgon.com.au
© Chevron 2009
Skills Building Technique—Pathways Program (years 6-20)
13
Employee creates Skills Assessment Profile
Employee and Supervisor discuss Profile and gaps
Employee and Supervisor Identify Activities to close gaps
Employee creates Professional Development Plan
Employee updates Skills Profile and Development Plan as activities are completed
Employee executes Development Plan
CoursesWork ExperienceJob Assignments
© Chevron 2009
Chevron’s Corporate Strategic Initiatives
14
“Four Plus One”
CSOC = Capital Stewardship Organizational Capability
© Chevron 2009
PRC Craft Productivity InitiativeProductivity Benchmarks
16
Typical Craft Breakdown II
Based on Hewage and Ruwanpua (2006) and Choy and Ruwanpura (2006) work
Work time50.70%
Looking for materials14.60%
Looking for tools1.50%
Socializing8.60%
Moving7.80%
Instructions2.80%
Idle9.30%
Other4.70%
Typical Craft Breakdown I
PRODUCTIVITY IMPROVEMENTS ON ALBERTA MAJOR CONSTRUCTION PROJECTS: PHASE I– BACK TO BASICS Bob McTague and George Jergeas
Direct work33%
Transporting5%
Waiting & idle32%
Late starts/ early quits3%
Personal breaks
4%
Traveling12%
Tols/materials5%
Instructions6%