建立地方能力

我们致力于拥有一个反映我们经营的社区的员工。在2018年，我们的员工超过90％的员工在其本国工作。我们培养我们雇用的当地人，培养他们的技能和能力，我们有许多程序，以便在更广泛的当地社区内建立能力。

We use customized approaches to develop national and local goods and services, known as “content”, for our major capital projects and our ongoing operations. Our processes are grounded in lasting partnerships. We collaborate with national and local governments, national oil companies, nongovernmental organizations and development agencies to identify high-impact, sustainable supplier and workforce development opportunities. We do this within our own supply chain and within our contractors’ supply chains.

在印度尼西亚，我们当地的商业发展计划于2001年在东康马坦和西爪哇省推出，导致了7,800多家与当地印度尼西亚公司合同，创造了近52,000个就业机会，从我们的合作伙伴那里获得了超过1.2亿美元的内容，并培训了4,100名本地企业主人。

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After local companies are identified, we design and implement programs to help them meet industry standards and provide goods and services to Chevron and other oil and gas producers. Metrics are agreed upon with our partners and suppliers to make sure that desired outcomes – in terms of quality, timeliness and cost – are achieved.

雪佛龙recognizes that the positive local impact of our supply chain investments can be amplified by the sourcing decisions of our suppliers. So we encourage all of our major international suppliers of goods and services to form partnerships with local businesses and maximize the purchase of local content. These partnerships create an opportunity for local businesses to gain access to new technology, bring their processes up to international standards and train their workforce on the latest industry practices.

在美国，我们在2019年从小企业的商品和服务花费了超过18亿美元的商品和服务，其中6.5亿美元是女性和少数民族所有企业。

From 1993 through 2019, TCO made direct financial payments of over $146 billion to Kazakhstani entities, including Kazakhstani employees’ salaries, purchases of Kazakhstani goods and services, tariffs and fees paid to state-owned companies, profit distributions to Kazakhstani shareholder and taxes and royalties paid to the government.

In Kazakhstan, the Chevron-led Tengizchevroil (TCO) joint venture continues to increase spending on local content. In 2019, TCO spent more than $4.6 billion on goods and services from domestic producers, including more than $3.25 billion to support the next phase of expansion at the Tengiz Field – the exciting Future Growth Project–Wellhead Pressure Management Project (FGP-WPMP). Since its inception, TCO has invested more than $32.9 billion in Kazakhstani goods and services and continues to identify methods to increase spending on quality local goods that meet the challenging operating conditions in the field. TCO believes that the best way to achieve its local content commitment is to generate long-term opportunities for the in-country suppliers of goods and services. To do so, TCO continues to support the sustainable development of Kazakhstani suppliers by encouraging appropriate investments in infrastructure, the development of Kazakhstani capability and capacity, and the creation of employment opportunities. Kazakhstani citizens also hold 80 percent of positions in TCO’s Base Business and FGP-WPMP. Excluding the FGP-WPMP workforce, Kazakhstani citizens hold 89 percent of TCO positions compared to 50 percent in 1993.

In Australia, from 2009 through 2016, we created almost 19,000 jobs, awarded nearly 1,000 contracts to Australian companies to develop the Gorgon and Wheatstone projects, and committed more than $50 billion to Australian goods and services.

我们投资于员工培训和工作技能发展，因为我们知道受过教育和熟练的劳动力导致我们的业务和我们经营的社区都会导致经济增长。

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