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Chevron Bangladesh NewsletterYear

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2010

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� President’s Message 2

� A Conversation With Alex Summerour, Drilling Manager - Chevron Bangladesh 4

� 100 Days Incident Free Operation 6

� Chevron Women Take Part in Habitat’s “Women Build 2010” 8

� Muchai Compressor Project Formally Launched 9

� Environmental Stewardship 10

� CHEVRON LOGO 130 Years of People, Partnership and Performance 11

� Interview: Katy Gardner 12

� 1 Billion Cubic Feet of Gas Production Achieved 16

� Chevron Supports Jalalabad Eye Hospital & Disabled Rehabilitation Center 17

� Interview: Kari Amory Director, Human Resources - Chevron Bangladesh 18

� What is the Best Thing About Working in Chevron? 20

� Chevron Accords Reception to GPA-5 Recipients of Bibiyana Schools 21

� XYZ Bangladesh Extends a Helping Hand 21

� Community Engagement Activities 22

� Chevron Supports Day-Long Health Camp at Bibiyana 24

� Community Engagement Activities Continued… 25

� Chevron’s Alternate Livelihood Program: The Start of a New Journey for Many 26

� Fires at Home: Basic Facts 27

� Chevron in Bangladesh Delivering Energy and Helping Neighbors Learn, Earn and Live Better 29

� Bangladesh Profit Center Receives 1st Quarter 2010 ZiA 33

� 10K-A-Day Drive 33

� Chevron Employees Donate Blood 34

� Chevron Provides Flood Relief in Habiganj 35

� Independence Day Flag-Raising Ceremony of Jalalabad Gas Plant 35

� Jim Blackwell’s Visit to Dhaka 36

President’sMessage

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With more than half the year already behind us, we have quite a lot to report and much to be proud of, both in terms of milestones achieved and new alliances formed. Much credit must go to the tireless effort put in by each member of our expanding Chevron Bangladesh family. It is truly inspiring to witness at close quarters the collaborative spirit at play each and every day.

From a safety perspective, we continue to set new benchmarks of excellence, particularly at Bibiyana, where we have much to celebrate. When I last wrote, we were inching towards, and I am pleased to report that we have now surpassed, the milestone of 10 million man-hours worked without a Day’s Away From Work (DAFW) in our Bibiyana Operations. Speaking of milestones, in a laudable achievement the Bangladesh Profit Centre recorded 100 Days of Incident-Free Operations (IFO) during the last weekend in April. This represents 100 Consecutive Days without any reportable incident, Reportable Spill or Serious Motor Vehicle Crash. Taking into consideration the size of our operations, this is worthy of recognition. In other news, Chevron Bangladesh has already received five “Zero is Attainable” (ZiA) awards in successive quarters over the past couple of years, and we have recently applied for our sixth for the 1st quarter of this year; quite an accomplishment of which we should all be proud.

Even with the obvious merits of these achievements, it is important not to become complacent and to stay vigilant and focused on the task at hand. If we remain steadfast in our adherence to the Tenets of Operation and use the safety tools available at our disposal – particularly Behaviour-Based Safety (BBS) and Stop Work Authority (SWA), I am confident that records such as this will continue in the same vein in the future.

February witnessed the Government giving formal approval to the assignment of half of our 90% stake in Block 7 to GS Caltex, one of the largest business conglomerates in South Korea. Interests in the Block are now equally divided between ourselves and GS Caltex at 45% each, with the remaining 10% in the custody of Bangladesh Petroleum Explo-ration & Production Company Ltd (BAPEX). This collaborative venture hopefully heralds a bright and promising future for the energy prospects of the south west.

Staying on the subject of Block 7, we were anticipating a decision on a well at the time of last publication. As an update, land has now been acquired, the construction of a drilling pad has commenced and we are now planning to make drilling a well at the end of this year a reality.

Moving to operations in Jalalabad, in April we signed an agreement with Petrobangla to expand the areal extent of the Jalalabad concession area. Plans are being formulated to shoot a 3D seismic survey next year, and we are cautiously optimistic that the results will be positive. In the meantime, much of the remainder of this year will be spent in stakeholder and community engagement on the ground in advance of starting the survey.

Work is quietly progressing on the interpretation of the 3D data acquired two years ago at Moulavi Bazar. Preliminary findings look promising, confirming that our efforts to collect the seismic data were worthwhile, despite the various challenges we encountered back in 2008. While I reiterate that these are still early days, results look encouraging enough to consider drilling additional wells, and we are moving forward cautiously. However, regardless of what we find, we stand behind our commitment made two years ago that no drilling operations will be conducted in the ecologically sensitive Lawachara Forest.

With regards to production, a record was set in July, with average daily production for the Profit Centre touching one billion cubic feet for the first time. Energy is the lifeblood of any nation, and we are pleased to be able to continue to play our part to supply gas to the country, especially during these gas-starved times.

At all three gas plants operations continue to be safe and reliable, and we are well-equipped to deliver additional gas for the production, although additional capacity at our disposal is restrained by the pressure-constrained National Grid. To this end, March saw the official kick-off the Muchai compression project. Anticipated to take a further 18 months until commissioning, the compressor is expected to support an increase in production from all producing fields in the North-East of the country by the end of 2011. We have also recently engaged Petrobangla in discussions about the installation of an additional pipeline. With a non-constrained evacuation route in place, we are optimistic there could be more production which Chevron could provide from all our three fields, by further investment in new opportunities and capital projects.

Our community engagement initiatives on the ground continue. Most noteworthy among recent events was our support of the Jalalabad Eye Hospital, which has been tirelessly treating underprivileged patients of the Sylhet area for quite some time. In donating a phacoemulsifier and slit-lamp machine, we hope that our small initiative has equipped the hospital to take several strides forward with regards to the standard of care it provides to its patients.

In summary, we have had a good start to the year, and the mood of the Profit Centre is upbeat and in good health. I would like to end by extending a warm welcome to new members of the Chevron Family who have recently come on board to help deliver on new projects and increase production. We are all working together towards the pursuit of a common goal, in a cohesive spirit with Petrobangla and the Ministry of Energy, for the overall betterment of the nation.

Steve

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A Conversation WithAlex SummerourDrilling Manager

Chevron Bangladesh

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What is exploratory drilling?

Exploration wells are drilled for information gathering purposes in a new area or reservoir to determine the presence of oil or gas reserves and to verify the geological interpretation that is developed from seismic investiga-tion data.

How is it conducted?The exploration well is created by drilling a hole into the earth with a drilling rig which rotates a drill string with a drill bit attached. After each hole section is drilled, sections of steel pipe (casing), smaller in diameter than the borehole, are run into the hole and cement is pumped to the outside annulus between the casing and borehole. As the hole is drilled, information regarding formation at different depths is collected with formation evaluation logging tools. Normally, an exploration well is either temporarily or permanently plugged when the well is finished. Produc-tion well testing is sometimes performed on exploration wells, but this does not happen very often because of the expense and the large planning effort involved.

What are the challenges you foresee in Block-7? The Block 7 well will be named Kajal #1. It is located near the eastern shore of the Tetulia River on Char Kajal. This area is very remote, has almost no infrastructure, environ-mentally sensitive, and the physical environment is challenging.The major challenges in executing this project will be:� Health, Environment, and Safety - a constant and continuous effort.� Logistics for equipment, supplies, and personnel movement. Since there is no access to the drill site by road on Char Kajal, all equipment and materials will be moved by marine vessels/barges from Chittagong and Dhaka. Personnel movement will be done with a float plane and with several personnel vessels.� Waste management and environmental protection.� Community, Government, and Media Relations� Weather and Marine Environmental Conditions

Will local people be prioritized for job opportunities?

To the extent that is practical, local labor will be engaged. The Community Relations and Security groups will be on the work site to coordinate any requirements by Chevron contractors.

What would be the next step after successful drilling?Whether the well is deemed a success or not, this well will be permanently abandoned. The logic for this is that even with a successful well, to return for an abandonment of this well at a later date would cost several million dollars. Any future development will require more reserves, more wells to identify these reserves, and a well design that is better suited for a long term completion as a production well.

Alex Summerour, aged 54 and a United States citizen, attended Mississippi State University, where he received a degree in Petroleum Engineering in 1978. That same year, he joined Chevron in Lafayette, Louisiana, USA working as a Drill Site Manager in the Gulf of Mexico.

During his entire career with Chevron, he has been assigned to the Drilling & Completions function. His previous jobs have included well site supervision, drilling engineering, technical service, project planning, and operations supervi-sion. He has worked in the USA, Europe, North Sea, Indonesia, and prior to his assignment to Bangladesh, he worked as a Drilling Superinten-dent for the Agbami Project in Nigeria.

His wife and daughter are based here with him in Dhaka and he also has a son that lives in the USA.

Will Bangladeshi engineers be involved in the project?We presently have one Bangladeshi Drilling Engineer in the Drilling & Completions Group. Unfortunately, he will be transferring to another Chevron location in the near future. There are several local engineers involved in the well site design and others working with our contractors in Dhaka and on site.With the forecast for additional drilling opportunities in Chevron’s existing fields and the possibility of Block 7 progressing for development, growing Chevron’s local engineering capability is an objective for the drilling group that we intend to move forward during 2010.

How will the weather pattern affect the entire drilling schedule?We had intentions of beginning the well site prepara-tions during the 1st quarter of 2010. However, delays in identifying the best location and some administrative / mobilization setbacks mean the sitework will take some time. The construction of the drilling location and marine facilities for access from the Tentulia River commenced in late April. We have established emergency response and evacuation plans in the event of a cyclone.

A weather forecast is sent to us twice a day so that we can plan ahead for weather related situations that may occur.The actual drilling of the well is planned to commence during the next dry season in the 4th quarter of 2010. Drilling operations are expected to take approximately 75 days.

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100 DaysIncident-Free

Operation

The Bangladesh Profit Center continues to break its own records on the safety front. According to Field Operation Man-ager, Shabbir Hossain, “Bangladesh’s consistent safety performance has been exemplary and the numbers speak for themselves. The dedication and perse-verance of our employees in pursuit of ‘Zero is Attainable’ and ‘Incident-Free Operations’ goals serve as a shining example for the rest of the Business Unit.” The Profit Center has already received five ZiA awards in successive quarters over the past two years.

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In its latest achievement, according to the traditional tracking of Incident Free Operations (IFO) for Chev-ron Global Upstream, Chevron Bangladesh had recorded 100 Days IFO by the last weekend in April. This represents 100 Consecutive Days without a reportable incident, such as Total Recordable Incident Rate (TRIR), Reportable Spill or Serious Motor Vehicle crash. Operations Director Ryder Booth said, “Taking into consideration the size of our operations, achieving 100 consecutive days without a reportable incident is worth recognizing. Our philosophy this year has been to achieve incident free operations one day at a time by beginning each day with the personal commitment to ‘work safely today’. We recognize there are still many areas of improvement as we work towards the challenge of perfect-IFO.” President Steve Wilson added, “Even with this achievement, it is important not to become complacent and to stay vigilant and focused. If we remain steadfast in our adherence to the Tenets of Operation and use the safety tools avail-able at our disposal – particularly Behaviour-Based Safety and Stop Work Authority, I am confident that records such as this will continue in the future.” Chevron Bangladesh continues to make great progress in terms of safe man-hours worked. By the end of August, the workforce had worked a total of over 17 million man-hours without a major incident and its drivers had driven nearly 13 million kilometers without a serious Motor Vehicle Incident..

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Chevron employees have been enthusiastic participants in Habitat for Humanity Interna-tional – Bangladesh’s house building programs since 2001. Since 1999, HFIH-B has been Building Homes and Changing Lives. HFIH-B is one of the largest international non-profit organizations, involved in forging partnerships with volunteers, communities and families to transform lives and revitalize neighbourhoods by enabling the dreams of home-ownership of many low-income families.

This year, Chevron Bangladesh’s Women’s Network joined hands with Habitat for Humanity in a day-long house building program to commemorate the 100th Interna-tional Women’s Day and support the under-privileged to build low-cost but durable homes. Ten women volunteers from Chevron took part in Habitat’s “Women Build 2010” drive, in which organizations as varied as The Daily Star, American International School - Dhaka, World Food Programme (WFP) and Brac Development Institute (BDI) also partici-pated. 38 women and staff members from Habitat for Humanity International – Bangla-desh (HFHI – B) made the trip from Dhaka to the chosen site at South Rajashan, Savar, on 5th March. The day’s volunteers helped professional builders by carrying cement and laying bricks in their efforts to build three houses in the area. The spontaneous and sincere participation of the employees demonstrated Chevron’s conscious effort to lead by example in promoting corporate social responsibility and team building, as well as safe and efficient work practices.

ChevronWomen TakePart inHabitat’s“WomenBuild 2010”

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To address the issue of current insufficient gas supply, Petrobangla planned compression facilities at Muchai, Ashugonj and Elenga in the national pipeline grid. The official approval for the installation of the compressor station in the national grid at Muchai was received from the Government of Bangladesh in February of this year. The Muchai compression project was formally kicked off on 10th March 2010 at the Officers’ Club of Rashidpur Gas Field in Bahubal, Habiganj. In addition to Chevron Bangladesh President Steve Wilson, others in attendance included Sylhet’s Divisional Commissioner, Md. Golam Rabbani, Compression Station Project Director of Gas Transmission Company Limited (GTCL), Amzad Hossain Bhuiyan; Petrobangla Deputy General Manager, A.K.M. Rezaul Islam.

At the launch, Steve Wilson, “This station in eventual combination with those anticipated to be installed at Ashuganj and Elenga, along with funding from the Asian Development Bank, will extend the productive lives of all producing fields in the North-East by alleviating existing pressure constraints in the North-East to South-West pipeline. With the decline in pressure, Petrobangla recognized the need for additional compression about four to five years ago and they asked Chevron to help. We are glad Chevron Bangladesh was able to come to Petrobangla’s assistance in a venture that will bolster the nation’s energy security for future generations.” Mr. Wilson also stressed the paramount importance of safety and vigilance in operations and looked forward to the country reaping the benefits of additional supply from all its existing producing fields starting 2012. The Muchai compression project is scheduled to take about two years to build.

Muchai Compressor Project Formally Launched

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Steve Wilson, Chevron Bangladesh president, together with Sylhet’s Divisional Commissioner, Md. Golam Rabbani; Compression Station Project Director of Gas Transmission Company Ltd. (GTCL), Amzad Hossain Bhuiyan; Petrobangla Deputy General Manager, A. K. M. Rezaul Islam, attended the launch ceremony at the Officers’ Club of Rashidpur Gas Field in Bahubal, Habiganj, Bangladesh

Bibiyana Incinerator

The Bibiyana (BY) Incinerator Project started in late 2008. The objective of the project is to establish and implement a waste disposal solution for Chevron Bangladesh operations. A key challenge is that large amounts of waste materials have been shed over the past few years and there are no “Selected for Use” third party waste management facilities in existence in Bangladesh. Export of hazardous material for treatment or disposal must comply with the Basel Convention and the development of guidelines by the Bangladesh government is still underway.

Rotary Kiln Incinerator: Components

� Waste Materials Combustion� Smoke Combustion� Air Pollution Control System� Supporting equipment

The Incinerator Team

EnvironmentalStewardship

Rotary Kiln Incinerator:

Features

� Can handle various waste types: solid, sludge, liquid & medical waste � Has higher combustion efficiency, yields homogeneous ash output� Requires less time for combustion� The design meets the requirements of Global Upstream (GU) Waste Management Environmental Performance Standard (EPS) Technology Standard for Incinerators� Demonstrate compliance with the monitoring requirements outlined in the GU Waste Management EPS Technology Standard for Incinerators

The Bibiyana Incinerator has been in operation since June 2010. A Bangladesh Waste Management Plan will be implemented, to ensure proper waste inventory, handling, tracking, and transportation.

Phase 3 - Design

Phase 3 - Construction

Incinerator Operators

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Our company has a long, robust history, which began when a group of explorers and merchants established the Pacific Coast Oil Co. on Sept. 10, 1879. Since then, our company's name has changed more than once, but we've always retained our founders' spirit, grit, innovation and perseverance.

Over the past 130 years, we joined with other companies, each with their own history, strengths and character. We've grown from a San Francisco-based company with a five-state market in the Western United States to a major corporation whose subsidiaries conduct business world-wide. Throughout, we’ve retained our fundamental purpose: to provide the energy people need to fuel human progress.

CHEVRON

The logo shows us two downward angles in a clipped and parallel manner. They originate directly from the name of the company Chevron, which means "angles" in terms of rank and badge rank, as one of the interpretations.

"In ancient Aegean, Egyptian and Romanesque art, the chevron was a prominent ornamental design motif. In 19th century France, it was a military mark of rank and distinction. In Great Britain, the chevron signifies the purity of a gold or silver object."

History of Our Logo

The familiar Hallmark, colors and typography represent the vibrant energy company Chevron is today. Using our logo to symbolize our company’s spirit isn’t new to Chevron–in fact, it’s our tradition.

Early Versions

Chevron's earliest predecessor, Pacific Coast Oil Co., was incorporated in 1879 in San Francisco. The first logo contained the company name against a backdrop

of wooden derricks set among the Santa Susana Mountains that loomed over Pico Canyon. This was the site of the company's Pico No. 4 field, California's earliest commercial oil discovery. (Chevron Photo)

In 1903, another important symbol emerged. A 19-year-old chemist working for a newly formed oil company in Texas suggested their logo be based on the star of the state of Texas. By 1909, the red star with a green “T” was registered the official Trademark of Texaco.

During this same time, Gulf, a company destined

to become part of Chevron, registered its first trademark.

Building on Success

The chevron wasn’t adopted as a symbol of our company until 1931, when Standard Oil consolidated its products and services under the eye-catching red, white and blue emblem.

During World War II, wings were added to the “V” in Chevron in support of Allied victory overseas.

Chevron Gas Stations

Shortly after World War II, the company began using the Chevron identity to brand gas stations. As early as 1958, 7,000 gas stations in the eastern region carried the Chevron logo.

By the late 1960s, the logo was redrawn to the Chevron hallmark in the two bold colors and topped with the name "STAN-DARD" in large block letters.

Standard and Gulf Merge to Become Chevron

In 1984, after its historic merger with Gulf Corporation, the Standard Oil Company name was retired. Chevron Corporation became the official corporate name to show two companies moving forward

under a single identity.

Next Steps

For nearly twenty years, the Chevron identity remained consistent, but in 2001 that changed. The merger between Chevron and Texaco drove the need for a new identifying word mark to represent the new corporation. “Chevron-Texaco” with its distinct lettering became the emblem for our company.

Today’s Hallmark

Today, the company is merged under one corporate banner. The new logo is designed to build on the equity that the Chevron Hallmark has accrued over the years. The nuanced shading and textur-ing of the colors bring a new energy and

vitality to the Hallmark. By creating the impression of depth and dimension, the elements comprise a revitalized look that matches our vision for success.

CHEVRON LOGO130 Years of People, Partnership and Performance

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Source: http://www.chevronbrand.com/about/brandhistory.aspx

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Interview:

KatyGardnerKaty Gardner is a social anthropologist who has conducted extensive fieldwork in Sylhet, Bangladesh and has recently completed research on the themes of memory, gender and space with Bangladeshi elders in the United Kingdom, funded by the Leverhulme Fellowship. She has also worked on an ESRC-funded project on 'Kinship, Entrepreneurship and the Transna-tional Circulation of assets' as part of the ESRC's Trans-national Communities Programme.

After completing her doctorate at the London School of Economics in 1990, Professor Gardner worked as an assistant social development advisor at ODA (now DfID). In 1991 she was employed as a temporary lecturer at the University of Kent, arriving at Sussex in 1993. During the 1990s Katy did various consultancies in Bangladesh, most notably concerning workers in the tea industry (for ODA) and on community participation and cyclone shelters (for the EU).

Tell us about how you beganthis line of work.

My career as an anthropologist arose from my love of travel. Before university I travelled from London to Kathmandu on a double decker bus (yes, really: it took three months). After that I stayed in India for another eight months. Since then I’ve been unable to get South Asia out of my system. At university I started a degree in geography before discovering the joys of anthropology (the cross cultural study of culture and society). Straight after my degree I enrolled for a Phd in Anthropology, mainly because it would involve eighteen months of fieldwork following the anthropological method of ‘partici-pant observation’. I really wanted to have the experi-ence of total immersion in another culture rather than simply travelling around. Participant observa-tion involves living somewhere and actively partici-pating in local life rather than being a researcher who comes in with a questionnaire and stays for a day. The idea is that by living with and like the locals one learns about local realities in a different way, seeing how situations and relationships unfold over time and what’s really going on, rather than accept-ing the surface truths that come from surveys or questionnaires. It takes a very long time and leads to detailed accounts of peoples’ everyday lives and the meanings they give to things. I believe it’s really important to have these perspectives: anthropolo-gists can’t claim to speak for other people, but they can show that many of the assumptions that we have are based on own cultures: for example in what marriage involves, or how children should be brought up. Anthropologists are also famous for giving very complicated answers to what seem like straight forward questions!

My fieldwork involved eighteen month’s fieldwork in Nadampur, where I carried out a study of how the village had been affected by migration to Britain. My study resulted in a book, (Global Migrants, Local Lives). After the Phd (which I completed in 1990) I got a job with ODA (now Dfid) but quickly decided that policy work wasn’t really for me and I’d be better off working within a university environment where I could write, teach, and carry on with my research. In between a stint as a novelist and raising three children, I’ve been doing that ever since.

My most recent research in Bangladesh arose from a visit to Nadampur, back in 2006, when the gas plant was in the early stages of construction. People were very concerned about what was going to happen so I decided to try to get a grant from

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places. My most recent work in Britain has focused on Bangladeshi children who’ve grown up in London.

Why Bibiyana?

When I first arrived in Bangladesh in 1986, I had a few contacts from people I’d met in London, plus an affiliation to the University of Dhaka. Eventually I wound up in the offices of FIVDB, where a very nice man called Habib Rahman took me under his wing, suggesting that I stay in his wife’s family village. As it turned out his help was invaluable, for he intro-duced me to a family who not only allowed me to stay in their house and participate in their lives but showed me huge amounts of love and care. I even-tually became so close to my hosts that I think of them as my very own Bangladeshi family. I describe my experiences in Nadampur in my book ‘Songs at the River’s Edge’ (Pluto Press, 1996). I’m obviously very lucky that I ended up in such a beautiful place, where people have allowed me to share their lives, and have been so patient with my general incompe-tence and annoying questions. I remain incredibly grateful for their help and support.

Please tell us about the transition you have seen in Bibiyana since your first visit.

There has been an incredible amount of change in Nadampur and other villages in the Bibiyana area. Since my fieldwork I’ve tried to visit on a regular

from the Economic and Social Research Council in the U.K to look at the effects that the gas plant was having, within the wider context of changes that had come to the area in the last twenty years. When I got the funding I teamed up with colleagues at the University of Jahangirnagar, Professor Zahir Ahmed, Masud Rana and Fatema Bashar, who carried out a lot of the fieldwork in Bangladesh. The project has focused in particular upon the livelihoods of the poorest people in the area, and the role of networks within the villages and between Bibiyana and the U.K in providing safety nets for the poor.

Why did you choose Bangladesh for your project?

Originally I planned to go to India but at the time (1986) the Indian government were fed up with foreign researchers so refused me a permit! In retro-spect this provided me with a wonderful opportu-nity because I discovered Bangladesh, which I hadn’t been to before, though I’d taught English to a Bangladeshi woman when I was a student at Cambridge and she had told me all about Sylhet , where I eventually decided to do my fieldwork. I was excited at the prospect of working in an area where many people had such enduring ties to the UK, reckoning that my study might lead me either to working in Britain or Bangladesh. As it turns out, this has happened: I’ve been involved with two research projects in the UK as well as various projects in Bangladesh, most of which have focused on the transnational links between Britain and Bangladesh and the experiences of people who move between

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Education

� Functional Adult Literacy Program

Started in 2006, this program covers a total of 440 adult learners from 12 villages in two Unions. This activity is a part of the Alternative Livelihood Program (ALP) managed by Friends in Village Development Bangladesh (FIVDB)

� Pre-primary Education

Started in 2008, this program covers a total of 390 children per year from 13 villages under two Unions. This project is implemented by Save the Children, USA

� Scholarship

Started in 2005, this program covers a total of 308 students per year in five high-schools, one college & three madrasas under three Unions. This project is implemented by Chevron’s External Affairs Department

� School Endowment Fund

Started in 2007, this program covers one school with an amount of BDT 60,000 under one Union. This project is implemented by Chevron’s External Affairs Department

� Quality Education Support

Started in 2007, this program covers a total of four schools, supporting the salaries of 13 teachers per year. This project is implemented by Chevron’s External Affairs Department

CSR Activities in the Bibiyana Gas Field Area

basis, but after a long break from 1995-2000 I returned with my baby son and didn’t recognize where I was! The most visible change is the amount and size of new buildings, especially along the Nadampur to Enathganj road. The other change is the bazaar area, which in the late 1980s comprised of a handful of tea stalls. There’s electric-ity now as well: during my original fieldwork there was no power and we washed in the pond; today there’s an indoor bathroom. Some of the larger houses also have kitchens with western style ovens (though sadly still no supply of gas) T.V.s and fridges are also common, and some people have their own cars. For those with links to Britain or other foreign countries the standard of life has definitely risen. Socially there have also been big changes: many of the families I knew in the 1980s have completely relocated to the UK, whilst the younger generation have married in Britain, so a lot of the people I used to know have moved away.

Sadly, one aspect of life that hasn’t changed in the area is that many of the poorest families have remained in roughly the same situation. If anything, our research indicates that inequality between the poorest and richest people has increased.

Chevron appreciates the initiative you have taken. What is your vision for the foundation?

I think the foundation is a great idea. A large number of British people have close links with their original ‘deshi’ villages, and are keen to help develop the area. Our research has shown that many of the poorest people are partially supported by charitable donations from people who have settled in the UK. The Founda-tion could channel this support into lasting developments that benefit a wider range of people: improving schools or health facilities, for example, which reach the poorest. I think that last part is really important: making sure that some of the benefits of migration to places like the UK reach the poorest families, who don’t have the chance of migrating abroad themselves.

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Environment

Started in 2007, a total of 14,000 trees have been planted with an average of 4,000 trees per year

Safety Awareness

Started in 2006, a total of 180 training sessions conducted on road safety awareness, covering the communities in two Unions, implemented by Chevron

Health and Sanitation

� Two static clinics established in Shastipur & Karimpur in 2005 and 2009 respectively, 26 satellite clinics operating � Clinics provide service to approx 6,000 patients per month, serve about 128 families of 82 villages under two Unions � Underprivileged community is entitled to free treatment & medicine � Ambulance for reference/emergency services� Health awareness education programs � Cash and kind support from the communities to build the clinic (BDT 242,000), land donated (Karimpur : 28 decimal worth BDT 500,000, Shastipur: 20 decimal worth BDT 500,000), earth-filling (2,000cft, BDT 20,000)� Started in 2006, 4,485 sanitary latrines provided to two Unions

Infrastructural Support

� Started in 2007, 3.5 km paved link road - Inathganj College Road � 3.6 km Kashba-Jamargaon paved road � Repaired 5 km earthen College Road � Repaired Sholarper-Jamargaon earthen road� Constructed footbridge over Norkhai river� Constructed four deep-tube wells

Alternative Livelihood Program:

Helping People to Help Themselves

� Implemented by FIVDB (NGO)� Implemented for vulnerable families � Covering: 12 villages (Two unions and one upazila) under Hobiganj district� Total # of families (directly) involved: 725� Empowering the community through skill enhancement training, literacy programs

and awareness-building

� Training on Management & Finance� Training on VDO/Group Management� Training on leadership development and capacity building� Training on sanitation and hygiene awareness� Training on livelihood skills development

� Homestead Vegetables � Commercial Agro-Based Gardening � Goat Rearing and Cattle Fattening � Poultry Farming � Fish Culture � Sewing and Embroidery � Diesel Engine Maintenance � Micro-Enterprise Management

Based on Community-Driven

Development

� VDO Executive Committee decides almost all VDO-related issues (member selection, training, management, credit distribution, conflict management, etc) � Advisory Committee supports and suggests best practices

Major Interventions;

� Village Development Organization (VDO) � Nursery Development � Fruit Gardening � Rice Cultivation cum Duck Farming � Cattle Fattening� Homestead Vegetable Gardening� Commercial Vegetable Gardening� Rice Cultivation� Off-Farm Training (sewing, mobile repairing, etc) � Adult Literacy� Village Library � Duck Farming� Broiler Farming � Pond Fish Culture � Goat Rearing� To date, nearly BDT 400,000 has been disbursed to support VDO members. Amount does not have to be reimbursed to FIVDB or Chevron� Seven staff members working in this project are from the local community.

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One Billion Cubic Feet of Gas Production Achieved

July 22nd 2010 marked Chevron Bangladesh’s history for surpassing more than 1 Billion Cubic Feet of gas production during a full day. The fact that the Bangladesh Profit Center has achieved such a milestone while maintaining its existing exemplary record in safety and efficiency metrics makes the accomplishment of this feat all the more praiseworthy.

Being the largest contributing gas field in Bangladesh, Bibiyana has clocked over 10 million man-hours without a single Day Away From Work (DAFW) case. The other two fields - Jalalabad and Moulavi Bazar - are also demonstrating impressive safety statistics. These achievements all serve to reflect the fact that Chevron places utmost priority on safe and secure operations in all day-to-day operational activities. The recently commissioned Jalalabad spur-line has already started to reap dividends by tapping into the field’s spare production capacity.

Speaking about the milestone, Chevron Bangladesh President Steve Wilson said, “This is something we’ve been keenly waiting for and like everyone else in the company, I am extremely proud of this achievement of the Bangladesh Profit Centre. When I first arrived here a little over three years ago, total gas production from all three operating fields totaled about 560 mmcfd. That we have come so far in such a short span of time is testament to the hard work, sincerity and dedicated effort of each and every member of our Chevron Bangladesh family.’’

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For the improved care and treatment of the patients, Chevron Bangladesh donated a phacoemulsifier and slit-lamp machine on Friday, 22nd January 2010 at the premises of Jalalabad Eye Hospital.

Chief Guest at the event was Finance Minister, Mr. Abul Maal Abdul Muhith. Also in attendance were Chevron Bangladesh’s Operations Director, T. Ryder Booth and External Affairs Director, Naser Ahmed.

Speaking on the occasion, Minister Muhith said, “The Jalalabad Eye Hospital has been tirelessly treating under-privileged patients of the Sylhet area for quite some time now. I would like to take this opportunity to thank Chev-ron Bangladesh for supporting this noble cause. Its initia-tive will equip Jalalabad Eye Hospital to take several strides forward with regards to the standard of care it provides to its patients. Chevron has created a wonderful example in the arena of Corporate Social Responsibility (CSR) in Bangladesh – one which should be replicated by other corporate organizations as well.”

Chevron Bangladesh Operations Director, T. Ryder Booth said, “Chevron is honoured to be able to support Jalala-bad Eye Hospital. I hope that this equipment will play an important role in the more effective treatment of patients who cannot afford it.” External Affairs Director, Naser Ahmed added “We feel that this support will make the initiatives of Jalalabad Eye Hospital more sustainable. We look forward to a lasting partnership with our community for the improvement of livelihood, health and education.”

Other attendees at the ceremony were Vice-President of Jalalabad Blind Welfare Association - Dr. M.A. Rahim Choudhury and Additional District Commissioner - Ahmed Shamim Al-Razi. Chevron was represented by Sylhet Community Relations Manager – Zulfikar Ahmed Chowdhury and Officer for Field Community Affairs – Badar Badruddoza.

Expansion and up-gradation services of Jalalabad Disabled Rehabilitation Center & Hospital is a permanent project of the Jalalabad Rotary Club. Chevron Bangladesh handed over a cheque to support this project at a simple ceremony held recently at the premises of the hospital in February. Chevron’s contribution will sponsor the exten-sion of elevator operations to the newly constructed floor of the hospital and will also support procurement of much needed patients’ and attendants’ beds (four each) and four bedside cabinets.

Representing Chevron were Operations Director, T. Ryder Booth and External Affairs Director, Naser Ahmed. The cheque was accepted by Vice-Chairman of the Rehabilita-tion Center - Advocate Saleh Ahmed and President of the Rotary Club of Jalalabad – Mohammed Abdus Sattar..

Speaking on the occasion, Mr. Sattar said, “The Jalalabad Rotary Club has joined hands with Chevron Bangladesh on several occasions in the past. Our excellent working

relationship with the organization has translated into several noteworthy community development initiatives, including eye camps in Bibiyana and Moulavibazar and awareness training on road safety. We are especially grateful to Chevron for its valuable support in this particular case. The company’s contribution will make a substantial difference in the quality of care the Disabled Rehabilitation Center provides to its patients.”

Chevron Bangladesh Operations Director, T. Ryder Booth said, “Chevron is honoured to be able to support the Jalalabad Disabled Rehabilitation Center & Hospital. With the upgrade of its facilities, I hope it will continue its noble initiative of providing much needed care and treatment for the underprivileged physically challenged patients of this region.”

Chevron Supports Jalalabad Eye Hospital& Disabled Rehabilitation Center

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Interview:Kari AmoryDirector, Human Resources

Chevron Bangladesh

“It’s You - Our People -Who Make The Difference!”

How do you think the HR best practices align themselves with `The Chevron Way’?

In a way they both reflect each other. We have strong networks in Chevron and we share our knowledge widely enabling us to make smarter decisions. By sharing valuable lessons learned we can improve our practices and processes. It works well because we, as people, listen to each other, and try to learn from others’ experiences so that we continually improve.

Can you give us a brief overview of the challenges you face as HR Director in Chevron?

The volume of work is very high and the kind of issues which come across my desk are as varied as there are numbers of days in a year. I would say that the challenges actually make the job exciting. We continuously try to balance the needs of the business, our people and the day-to-day activities. We need to deliver on the transactional HR work whilst providing strategic direction, guidance and advice. And everyone is our customer. All of this, of course, makes for great learning, so I feel privileged to be here.

The Corporation has a strong HR function with mature people processes and robust guidelines. We are continually introducing and establishing policies for our Bangladesh Profit Center based on the global framework but designed in such a way that they take into account country specific legal requirements and local perspectives. Much has been done but there is more to do. As the Profit Center grows, we need to continually assess the needs of the business, plan well, and help enable it, which means solid programs, people processes and guidelines. It is such an exciting business unit to be part of. This is my first truly international residential assignment, although I have had short term assignments in Aberdeen and San Ramon before coming here to Bangladesh. The knowledge and experiences I have gained from other Chevron locations have helped me immensely in getting things done here. I am learning so much in addition to the actual work projects; about the country, the people, customs and way of life. My team has got used to my incessant questions! I just love coming to work every day.

What does Chevron offer in terms of employee development?

In Chevron we have a vast range of programs, tools, websites and committees focused solely on the development of our people. We have too many to mention, but the Horizons Program for our young graduates springs to mind as well as Pathways for the more experienced new employees. Both these programs have recently been rolled out here in Bangladesh. The Personnel Development Committees (PDCs) play an active part in people development where we discuss individual career

Kari Amory’s background is originally in business. She was in charge of a Bankers Acceptance portfolio (import/export deals) in The Chase Manhattan Bank, London (now JP Morgan) before moving on to the Unisys Corporation as a Compensation & Benefits Specialist. She only came into HR “proper” when she made the move to HR Officer for Finance and Administration. After she moved back to Norway, she joined a large international consultancy company (now Cap Gemini) as their Staffing Manager and then moved on to become the Nordic HR Manager before joining Chevron in Norway almost ten years ago.

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development plans and development assignments as well as succession plans, to name but a few. Furthermore, our Leadership Development programs ensure we develop our supervisors as leaders, providing them with important skills to help them become better managers and mentors.

Given your experience in the HR arena, what do you think sets Chevron apart from other organizations?

In Chevron development and growth are almost intrinsic values embedded in our people processes and philoso-phies. I have come across many top tier candidates at interviews, and young graduates, who have wanted to become a part of Chevron because of the way we conduct our business, our recognized and respected technical expertise as well as the opportunities for career development. Globally, we trust our young graduates enough to provide them with a real job from day one. We strive to foster an environment where it is safe to ask for

help and asking questions is seen as strength rather than a weakness. I believe we are recognized for the way we treat each other - with respect.

Do you have any concluding messages for Chevron’s employees?

Here in Chevron Bangladesh, with such a young workforce, and a growing and exciting business, the opportunities are all around us. I would encourage everyone to take ownership and charge of their own careers. Think long term, engage with your supervisor to make plans for building your skills and competencies. Create your own Career Development Plan – it does not have to be complicated, but it will help you focus on addressing the gaps for you to build your competencies for where you want to get to. Be proud of your accom-plishments. Share your learning freely and support each other for the greater good of your teams. It’s you - our people - who make the difference!

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Our HR Team:

From right to left: Learning & Development Coordinator, Ahmed Fuad; Team Assistant, Masrur Jahan; Manager - HR Administration, Sayeeda Salam; Director – HR, Kari Amory; HR Information Systems & Expat Administration, Zahangir Syeed; Employee Relations Specialist, Gazi Munir Uddin; HR Administrator, Khandaker Istiaque Mahmud;Front row, from right to left: Total Remuneration Analyst – HR, Naved Ferdous Iqbal; Employee Relations Specialist, Ahmed Sharif; Field HR Administrator, Shakera Sultana.

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What is The Best ThingAbout Working in Chevron?

Marcos OlmedoDirector, Finance

“It’s Vision. Chevron’s Vision reflects a genuine aim of bringing prosperity to our investors, host governments, employees and local communities on a socially responsible and ethical manner. It is universal and transcends the ordinary. Something that has to be on our hearts and minds every day.”

Myla Sue BodaryMedical Supervisor

The best thing about working for Chevron Bangladesh is the opportunity to have a lead role in growing the Health & Medical Services Team to provide preventative health information, proactive health programs, medical surveillance, and medical emergency planning and preparation. These efforts enable us to contribute to safety by investing in the health and wellbeing of our workforce. We also have a role in health promotion on a broader platform by extending the educational services out into the community by providing training and health information to those who would not have direct access to this information. I appreciate that I am part of the Chevron H&MS staff that deliver preventative, clinical and consultative services that help individuals and the organization to be productive and safe by investing in the health and productivity of our “Human Energy”. Good health is good business.

Mohammed Nasim AzimOperational Excellence (OE) Specialist

Chevron’s approach in creating a culture where everybody believes that Zero is attainable is the most attractive passion for working at Chevron. The way Chevron does business not only shows its commitment towards the employees, but also demonstrates the obligation to our family. Reliable and efficient operation is only possible if

we manage the jobs safely. Everybody takes care of their co-workers here by observing behaviors and providing positive feedbacks. Smallest failure is examined here to learn the lesson and stop its recurrence. Contractors are also treated equally to ensure safe execution of projects. Caring the environment, community and the customers maintaining world-class compliance is adorable. I’m proud to be a member of Chevron family.

Md. MohiuddinSenior Administrator, Contracts

The best thing about Chevron is getting the freedom of work with responsibility and helpful attitude from peers. Chevron invests on human capital and energy.

Nasrul HossainSupervisor, Accounts Payable

One of the best things about working for Chevron is the diverse, talent and fun workforce that I work with, learning from and sharing experiences with colleagues from around the world. Chevron is a very good place to work with lots of opportunities.

Main Uddin AhmedStaff Specialist, Safety/OE

I feel proud to work for Chevron, the global energy company. I like Chevron’s safety culture and practices, especially, Operational Discipline - "Doing Every Task, the Right Way, Every Time." Through Operational Discipline, we can improve our health, safety and environmental performance in order to have a positive impact on those around us – including the people we work with, our families and our communities.

Tabarak HossainCoordinator, Production

The best things at Chevron are discipline, practice for the best procedure and safe working environment.

Chevron Bangladesh accorded a grand reception at the premises of Nadampur High School in Bibiyana, Habiganj, to honour the students who received A and A+ in the last Secondary School Certificate (SSC) examinations. Dale Brown, Director, Asset Development, Chevron Bangladesh was present as Chief Guest with his wife Katie Brown as Special Guest. In addition to students, guardians and school teachers, the ceremony was attended by Khaled Ahmed Pathan, Chairman, Managing Committee of Nadampur High school; Zulfikar Ahmed Chowdhury, Manager, Community Relations and other Chevron officials. The Chief Guest handed over awards among 115 students for their outstanding results.

Whilst speaking at the ceremony, Dale Brown said, “I am very impressed to see that the opportunities being provided by Chevron are resulting in a visible difference in comparison to other schools.”

Chevron-supported schools have been successful in doubling their pass percentage from 45% to 70% since 2007. In addition to scholarship support, extra teaching and coaching support to the high schools, Chevron is also supporting 13 non-formal pre-primary schools in Bibiyana. Chevron-supported scholarship program helps create awareness among families and teachers to assist students in learning, thus motivating students to perform better in their exams.

Chevron Accords Receptionto GPA-5 Recipients of Bibiyana Schools

The winter of 2010 was the coldest in recent memory. XYZ Bangladesh Network took the timely initiative to collect contributions from the network members and purchase essential winter garments. XYZ members at Chevron's Dhaka office, and Bibiyana, Jalalabad and Moulavi Bazar Gas Plant operations worked enthusiastically to raise funds for a humanitarian assistance program to alleviate the distress of the underprivileged affected by the severe cold of the winter. Thomas Hooper, Gas Plant Superintendent of Jalalabad Gas Field, handed over blankets and other warm clothes to 130 families. He praised XYZ Network's timely initiative, and reaffirmed network's mission of doing community service by saying, "We have a moral obligation to come forward to assist the poor people suffering in severe cold weather".

XYZ Bangladesh Extends a Helping Hand

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Chevron-Supported Bibiyana Schools: Progress

Schools Scholar ship (B DT ) T eacher s (B DT ) T otal (B DT )

Nadampur High School 240000 180000 420000

Dighalbak High School 240000 180000 420000

Inathganj High School 240000 180000 420000

Guldhuba High School 240000 180000 420000

Mostafapur Dakhil Madrasa 180000 180000

Syedpur B azar Fazil Madrasa 180000 180000

K oshba Islamia Dakhil Madrasa 120000 120000

Inathganj Degree College 120000 120000

A ushkandi R . P. High School 240000 240000

Chevron-Supported Bibiyana Schools: Progress

1800000Grand T otal 720000 25,20,000

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Chevron Bangladesh donated school materials, including school bags, dictionaries, calculators and geometry boxes at a sports event organized by Shiraznagar Madrasa, Moulvibazar to celebrate Independence Day of Bangladesh. Imrul Kabir and Pravit Visessiri - Moulavi Bazar Gas Plant Superintendents (GPS) - attended the program and distributed the prizes to the winners.

A sports event was organized by Darikapal Women's College, Sreemangal. Gas Plant Superintendent (GPS) of Moulavi Bazar Gas Plant, C.H. Rumel, handed over the prizes among the winners. Chevron Bangladesh sponsored the prizes. Principal Syed Monsur Ahmed of Darikapal Women's College presented a crest to Rumel as a token of friendship for Chevron's continuous support.

A sports event was organized by Ahmed Iqbal Memorial High School in Bangaon, Kamalgonj to commemorate Independence Day. Chevron Bangladesh sponsored the prizes that were distributed in different sports events, e.g., like 100m race, long jump, high jump, etc.

Mollah M Amzad Hossain - Editor of “Energy & Power” magazine presiding over a Chevron-supported training session, aimed at providing an advanced understanding of Bangladesh’s energy sector to local journalists of Habiganj, Sylhet and Nabiganj. The events took place at the Press Clubs of the respective areas.

Prof. Dr. Akhtarul Islam Choudhury, Department Head - Chemical Engineering and Polymer Science of Shahjalal University - handing over a crest to Chevron Jalalabad Gas Plant Superintendent (GPS) Thomas Hooper at the closing ceremony of Conference on Engineering

Research, Innovation and Education (CERIE) 2010 organized by the School of Applied Sciences and Technology on January 13, 2010. Professor Dr. Mohammad Iqbal, Dean, School of Applied Sciences and Technology and Chevron’s Badruddoza Badar, Officer, Field Community Affairs were also present.

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The Pirizpur Shapla Sporting Club (wearing yellow jerseys) staged a football match with our very own Bibiyana gas plant team (green jerseys) at the Bibiyana camp grounds in late-July. The Pirizpur Shapla Sporting Club was victorious by a 1-0 margin. The Sporting Club is located near our Bibiyana gas facility and the football match served to further strengthen our ties with our neighbours in the community.

Chevron Bangladesh lent valuable support to a health camp arranged for the underprivileged community of Bibiyana on Friday, 12th March. The program was organized by North East Medical College Hospital, Sylhet in conjunction with the Smiling Sun Clinics in Bibiyana. 3,000 community residents - of which over 2,000 were women and children - availed themselves of the opportunity to visit the three sites which were selected for the day-long camp outdoor camp locations – two at the Smiling Sun clinics and one on the grounds of Inath-ganj College. In addition to sending 24 specialists from a total of 12 medical disciplines, including Pediatrics, Cardiology and Obstetrics & Gynecology, the North East Medical College Hospital also offered free treatment to 120 critically ill patients who other-wise would not have been able to avail it.

The collaborative venture also included distribution of free medicine at the camps, with the disbursement overseen by pharmacists from the North East Medical College Hospital. At the end of the camp, all unuti-

lized drugs were dispatched to the Smiling Sun clinics for distribution to patients on an “as-and-when-needed” basis. Nurses and paramedics were available on-site, as were volunteers from Chevron’s Health & Medical Services team and External Affairs depart-ment. Bibiyana’s Gas Plant Superintendent, John M. Russum handed over the consignment of medicine to the Vice-Principal of the North East Medical College and the event’s Chief Coordinator, Dr. Mohammad Afzal. Field Medical Administrator, Stephen Atos was also on hand to witness proceedings at the camp sites.

Chevron is involved in a range of community devel-opment initiatives in its areas of operation and its Corporate Social Responsibility endeavours are crucial among its business goals. Community health is just one of several sectors in which the company is actively engaged. For instance, three community clinics have played a pivotal role in providing quality health-care services to approximately 7,000 villagers per month.

Chevron Supports Day-Long Health Camp at Bibiyana

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Zulfikar Ahmed Chowdhury, Manager, Community Engage-ment, handed over 1,028 books on Chevron’s behalf to teachers of village libraries in Koshba, Radhapur, Fadulla, Digholbak, Kakura, Mosta-fapur, Pirizpur, Swasthipur & Chandpur at FIVDB’s office in Mostafapur on 25th February. These libraries were estab-lished following the comple-tion of functional literacy classes. Libraries remain open one day in the week, with a teacher allocated to each.

Ten sewing machines were distributed among underprivileged women of Kamalgonj, Moulavibazar prior to a month - long sewing training. The sewing machines were provided as input support under the Chevron - supported Alternate Livelihood Program (ALP) program in Kamalgonj, run by Friends in Village Development Bangladesh (FIVDB).

Choudhury Hafez Rumel, Moulavi Bazar Gas Plant Superintendent (GPS); Golam Kibria Shafi, Chairman, Kamalganj Union Parishad and Shaheda Akhtar, Upazila Women’s Affairs Officer attended the ceremony, which took place at FIVDB’s central office.

Ojud Miah, one of nearly 4,800 participants in Chevron supported Alternate Livelihood Program (ALP) in Bangla-desh, is a true testament of a life changed for the better with support and guidance from the right quarters. Now the proud owner of a hatchery in which he rears 1,800 ducks, there was a time when there did not seem to be a light at the end of the tunnel.

Physically challenged from birth and educated till Grade VIII, Ojud Miah, aged 35, was raised in Lipaiganj village – located in the near vicinity of Chevron’s Bibiyana gas field. He is the primary breadwinner in a family of seven that also includes his parents, sister, wife and two daughters. His father was a small trader by profession, selling betel leaf and areca nuts from hut.

“Despite being frustrated with my disability, I had a firm resolve to overcome the constraints of my circumstances.’` He enrolled himself in a government-led training program and with the support from his father, started his own duck hatchery when he was about 17 years old. His daily income soon stood at a meager Tk 200 ($3) a day.

However, catastrophe was just around the corner. The devas-tating cyclone of 2004 literally washed away his dreams - destroying his hatchery and bringing the progress of his business to a grinding halt. With no property of his own, prospects for the future seemed bleak indeed.

In the locality surrounding Chevron’s Bibiyana gas field in Northeastern Bangladesh, employment opportunities for the locals had been few and far between. For hundreds of people, Chevron was the only port of call for any form of support. The company launched an Alternative Livelihood Program (ALP) in 2006 to primarily assist those underprivileged families which had been impacted by land acquisition due to the construc-tion of the Bibiyana gas plant. In the words of Chevron Bangla-desh President, Steve Wilson, “Success not only means economic profit, but a commitment to values under the Chevron Way – our company’s global policy of honesty, integrity, excellence, trust and dedication to enrich the lives of local citizens. One of our highest priorities is forging lasting partnerships with our neighbours based on mutual trust.”

The ALP manifests the concept of Community-Driven Development at its core and seeks to enhance the overall quality of life of the community by promoting direct control

over its own development process. According to External Affairs Manager, Obaidullah al Ejaz, “We believe communities can prosper when citizens gain skills which equip them to help themselves, pursue their own ambitions and improve their own standards of living while preserving their culture.”

To this end, Chevron forged ties with Friends in Village Development Bangladesh (FIVDB) – a national NGO, which had succeeded in building a sound reputation for itself in the Sylhet division. The central tenet behind the “Helping People to Help Themselves” mantra is the sustainable devel-opment and empowerment of communities to reach a state of self-reliance where they can run and manage their own small businesses/farms. Chevron, via FIVDB, seeks to achieve this capacity-building goal through a range of micro-intervention mechanisms, such as, (a) awareness-raising and training, (b) orientation on financial manage-ment, (c) provision of capital and asset transfer to establish and run various non-agro and agro enterprises, (d) setting up market linkages.

Zahid Hossain, Director of FIVDB’s Livelihood Enhancement Program says, “Social inclusion is key – equipping the margin-alized to initiate economic growth via sustainable means of income generation.”

Coming back to our story of Ojud Miah, his life took a turn for the better when Chevron brought FIVDB into the fold in 2006. In his own words, “I used to rear ducklings from the premises of my own home, but I did not have the technical know-how and skills to run my hatchery in a professional manner. Thanks to the training course I attended, the starting capital I received and the support I got with setting up linkages to the market, I have reached a position where I can independently run my own business.”

Ojud Miah now has a brand new outlook on life. He is filled with confidence and self-belief for the future. He has inspired and motivated 15 other families to enter the duck-rearing trade and feels a tremendous sense of accomplish-ment when he is approached by them for guidance and support. He plans to employ an additional workforce of 15-20 to help him in the expansion plans for his business. Asked about the future, he smiles and says, “My journey has just begun”

“Chevron’s Alternate Livelihood Program:The Start of a New Journey for Many”

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Most fires originate from ordinary everyday items. Safe items become dangerous because of mental lapses, Poor judgment and hurried actions. You can reduce home fire risk by maintaining good safety habits and following simple prevention steps, keep-ing fire extinguishers handy and smoke alarms operable and Being aware of the most common causes of home fires!

Source: Children/Matches/Fire

� 5% of fires, 8% of deaths� Children will often start fires while hiding in places like closets or under beds surrounded by combus-tibles.

Preventable Actions & Solutions

� Store matches and lighters out of children’s reach.� Explain to children the dangers of fire.

Source: Candle

� Candles start 5% of fires, resulting 3% of deaths� Candle fires occur when candles burn unattended near combustibles.

Preventable Actions & Solutions

� Use only tip proof containers made with non-flammable materials.� Keep candles at least 3 feet away from combus-tibles.� Burn candles while awake and in the same room with them.

Source: Smoking

� 5% of fires, 23% of deaths� Smoking kills more people than any other cause of fire because the fires usually start when everyone’s asleep.

Preventable Actions & Solutions

� Don’t smoke in bed.� Use large ashtrays.� Determine escape exits in your home and at hotels.

Fires at HomeBasic Facts

Source : Appliances Fires

� 7% of fires, 4% of deaths� After stoves and heaters, the next largest culprits in appliance fires include lint in clothes dryers and combustibles near gas dryers such as clothes or paints, etc. Other low probable fire sources are refrig-erators and televisions sometimes due to manufac-turer defects.

Appliances Fires

Preventable Actions & Solutions� Make sure protective water heater covers are in place.� Remove back service panel from the dryer cabinet and clean all lint from the interior and around the drum.� Clean built up lint from the vent line. � Replace vinyl vent lines with smooth walled metal ducts.� Mark a combustible free zone three feet away from the water heater with colored tape.� Check manufacturers web page for recalled appli-ance items.

Sources : Electrical Fires

� 9% of fires, 10% of deaths� Overloaded extension cords, hidden electrical shorts, bad connections, and oversized bulbs in fixtures can ignite nearby c o m b u s t i b l e s , and burn down your house.

Electrical Fires

Preventable Actions & Solutions

� Electrical cords that are warm to the touch can signal overloading. Replace extension cords that are undersized or frayed.� Never run extension cords under rugs and plug appliances directly into outlets.� Charred or plastic burning odors may indicate oversized bulbs in light fixtures. Make sure bulb wattages don’t exceed fixture’s recommended maxi-mum.� Call an electrician to troubleshoot electrical boxes with warm covers and frequently tripping circuit breakers.

Source : Cooking Fires

� 23% of fires, 9% of deaths � The grease in an unattended frying pan catches on fire and ignites nearby combustibles. The flaming grease pan is carried through the house dripping a flaming grease trail all the way to the door.

Cooking Fires

Preventable Actions & Solutions

� Never leave the kitchen while something is cooking on the stove.� Keep combustibles at least three feet from the stove including curtains and wall hangings.� If a fire starts don’t carry the pan outside. Slip a lid over the flames from the side to keep from burning your arm. Then remove the pan from the stove.� Double check stoves to make sure burners are off when through cooking.� Keep a fire extinguisher in the kitchen handy and know how to use it.

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In Bangladesh, hundreds of people in and around Chevron’s areas of operation in the country’s northeast are being benefitted through partnerships the company has forged with the community and NGOs in a collective bid to address a range of socioeconomic issues. These range from commu-nity health and education to livelihood development programs for the establishment of small businesses.

"With more than a decade of successful energy develop-ment and community relations, the prospects have never been brighter for our long-term partnership," says Steve Wilson, president of Chevron Bangladesh - one of the country’s largest foreign investors and a major supplier of its natural gas.

"Success not only means economic profit, but a commit-ment to values under The Chevron Way, our company's global policy of honesty, integrity, excellence, trust and dedication to enrich the lives of local citizens”, Wilson added. “One of our highest priorities is forging lasting relationships with neighbors based on mutual trust. We see community engagement not as an add-on, but an integral part of our busines."

Enabling and Empowering Communities

“Economic growth depends on building capacity in both people and institutions”, says Naser Ahmed, director of external affairs for Bangladesh. “And just as Chevron's

success depends on the human energy and ingenuity of our employees, the communities in our project areas rely on the human energy of their citizens and next generations," he says. Ahmed gives much of the credit to partnerships with neighborhood Advisory Committees, the government and non-governmental organizations (NGOs). Along with a special emphasis on health with the Bangladesh Red Crescent Society and others, alliances include preschool education with Save the Children; affordable housing with Habitat for Humanity; and improving local economies with by Friends in Village Development Bangladesh (FIVDB) to empower and enable local citizens.

We still have a long way to go, but neighbors who once were unsure about their prospects are now excited about their achievements. This is perhaps our greatest success."

World-Class Energy Partner

Chevron, a U.S.-based, multinational energy company has provided direct and indirect jobs for about 3,000 people -- over 95 percent of them Bangladeshis. Says Wilson, "Chev-ron supports Bangladesh's goal of maximizing the nation's energy potential by actively investing in projects that deliver more gas to Petrobangla, the national oil company. Our production has grown significantly and today we're proud to produce about 45 percent of country's gas supply."

This sentiment is shared throughout the Chevron organization.“We are extremely proud of our world-class performance providing clean, reliable energy to the people of Bangladesh in partnership with Petrobangla and the government," says Joe Geagea, Managing Director, Chevron’s Asia South Strategic Business Unit, which includes Bangladesh, Thailand and other countries. "We are committed to long-term development of the country's energy resources safely and efficiently, with environmentally respon-sible operations and continuous investment in the community."

Chevron in BangladeshDelivering Energy and Helping Neighbors Learn,

Earn and Live Better

James Hendon

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Health: A Key Chevron Focus

Chevron Bangladesh’s Community Relations Manager, Obaidullah Al Ejaz says Chevron works with the community to address areas of greatest need, especially health. So in 2009, Chevron opened a third Smiling Sun clinic to serve the basic health needs of its neighbors in its Bibiyana and Moulavi Bazar project areas.

"In today’s world, public-private partnerships are an essential component of sustainable health services," says James F. Moriarty, U.S. ambassador to Bangladesh. "Government resources and donor support can only partially meet increasing health care needs. In this context, the partnership between the community, the Smiling Sun program and Chevron is critical. I believe that this model can be applied more broadly in Bangladesh."

Chevron-sponsored Smiling Sun clinics now reach more than 7,000 villagers per month in partnership with Sylhet Samaj Kalyan Sangstha (SSKS), a national NGO which efficiently manages and operates both the main clinics and a network of satellite clinics.

“Besides ensuring local healthcare services, our team is equally involved in awareness building," says Dr. Md. Jamal Uddin, Bibiyana clinic manager. "We arrange for advocacy meetings where we involve union parishad members and chairmen, local elites as well as imams of mosques to ensure participation of the local people.”

Indeed, community partnership is vital to expanding the clincs' reach, says Ahmed, noting that Chevron-funded facilities are built on land donated by local families. Local Advisory Committees help plan and oversee all clinic activities. Communities also donate funds and make sure that free services and supplies serve people at greatest risk, for example, about 150 underprivileged families identified in the Bibiyana area.

As the Smiling Sun clinics have become established, their capability to deliver health services has grown impressively. Recently, North East Medical College Hospital of Sylhet teamed with Smiling Sun in Bibiyana and volunteers from Chevron's Health and Medical Services team to stage a one-day health camp in three locations, enabling some 3,000 residents to consult with nurses, paramedics and 24 doctors in 12 medical disciplines. Free medicines were distributed, and the college provided free treatment to 120 critically ill patients.

Sanitation, Eye Care, Safe Blood Program

Just as the need for health care is broad and constant, adds Ahmed, so too is Chevron's support. In the Bibiyana area, the company has upgraded village sanitation, providing latrines for 2,700 households of the Dighalbak and Inatganj unions, reducing the risk of disease. The company also funds health research, aiding a tuberculosis laboratory in Dhaka and a blood-disease laboratory in Dhaka Medical College Hospital with the non-profit group Sandhani.

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Partnering with the Rotary Clubs of Jalalabad and Greater Sylhet, Chevron has co-sponsored eye camps which have helped thousands of villagers treat conditions before they become acute. And the company has helped the Jalalabad Eye Hospital modernize its facilities.

"Jalalabad Eye Hospital has been tirelessly treating the underprivileged patients of the Sylhet area," says Bangla-desh Finance Minister Abul Maal Abdul Muhith. "I would like to thank Chevron Bangladesh for supporting this noble cause and equipping the hospital to take several strides forward in its standard of care. This wonderful example of corporate social responsibility in Bangladesh should be replicated by other corporations."

Addressing yet another core priority, Chevron and its employees have made a special effort to assist the Bangla-desh Red Crescent Society's Safe Blood Program. For example, the company's support has helped Sylhet BDRCS offer screening services to ensure access to blood uncon-taminated by harmful viruses, benefiting some 4,000 patients per year. Sylhet BDRCS also provides single blood bags to at least 4,000 patients and triple blood bags to at least 500 patients a year. Chevron provides 50 per cent of

the total yearly budget for the program, according to Ahmed. Plus, Chevron employees are always among the top donor groups during Red Crescent's blood drives. The company has also supported addition of new rooms and an incubator to Red Crescent's Sylhet Maternity Hospital.

Building Local Economic Capacity

"We believe communities prosper when citizens can gain skills which enable them to help themselves, pursue their ambitions and improve their standard of living while preserving their culture," says Ejaz.

Now in its third year, Chevron's Alternative Livelihood Program (ALP) started in the area of the Bibiyana and Moulavi Bazar gas fields and has since provided 4,700 families with training, adult literacy programs and micro-loans to help start new businesses. The program -- advised by 12 Village Development Organizations comprised of local citizens -- was developed in partnership with the NGO Friends in Village Development Bangladesh (FIVDB), which remains a devoted manager and steward of the initiative.

Guided by a baseline survey of local human needs, and strengthened by 60 Self-Help Groups in 30 villages, the

program has helped Chevron's neighbors create more than 1,000 micro enterprises to increase both household income and self sufficiency. The small businesses include raising and marketing fruits, vegetables, ducks, goats, chicken, fish and cattle, as well as diesel engine maintenance, sewing and embroidery.

Supporting Schools and Learning

In addition to job training and help for adults, Chevron provides significant help for educa-tion through its five-year, $250,000 School Support Program for financially disadvan-taged students. Starting in 2006, the company awarded 128 scholarships to secondary school students in the Bibiyana area. Expand-ing to include the Jalalabad and Moulavi Bazar areas, Chevron provided 411 scholar-ships in 2007; another 551in 2008; and

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590 in 2009. Says Zulfikar Ahmed Chowdhury, field commu-nity relations manager, "The scholarships not only help the winners continue their education, they help to motivate more students to work harder. Everything we do is aimed at empowering local people from childhood through adulthood." Looking to the needs of younger, disadvan-taged students, the internationally respected NGO Save the Children and Chevron have established 26 non-formal primary classrooms in villages, complete with water and sanitation access. Some 780 youngsters have benefited --

and the program has also taught 750 parents how to help their children learn and better manage household health and nutrition. Meanwhile, Chevron funds more than 12 teachers in schools near its operations -- and the company has helped to pay for new primary school buildings in the Bibiyana and Moulavi Bazar areas. Other help for Sylhet regional schools over the years has included uniforms, sports equipment and furniture. Also recently, Chevron funded a five-year program at the Asian University for Women in Chittagong – a university which, according to Chevron Bangladesh President Wilson, can help to build the next generation of thoughtful and ethical future leaders for the nation. The company's $250,000 grant will provide scholarships and internships to students from South Asia, Southeast Asia and the Middle East who attend the Asian University for Women (AUW) in Chittagong, Bangladesh. Rebecca Knowles, AUW's director of communications and logistics, said: "Chevron's generosity is helping in a very direct way to make the dreams of our talented students for a better life and greater opportunities into a reality"

More Empowerment Programs

Last year, Chevron and FIVDB expanded the ALP to the Jalalabad Field area with the Jibika Program. Building on the lessons of the existing ALPs, Jibika is based on a "triple E" concept to "engage, execute the program and empower" neighbors, diversifying their options for making a living with new skills and capabilities, explains Ahmed. The program, which will include adult literacy and other educa-tional outreach along with the economic empowerment elements, will reach 1,200 families by forming 60 Self Help Groups over three years.

"Including Jibika, our ALP investment in our project areas will be more than $250, 000," says Ejaz. "This expansion underscores the value of our FIVDB partnership and demon-strates our commitment to grow our community support as we grow our investment and gas production."

Meanwhile, Chevron is exploring new directions for empowering neighbors with a new partnership to provide

crochet and knitting training for 150 underprivileged women in the Moulavi Bazar Field area. The partner for this program is Hathay Bunano, an established social enterprise which employs 3,500 artisans across a network of 33 rural cooperatives to make toys for local sale and export to the United States, Europe and Australia. Says Wilson, "Chevron is proud to partner with a proven, established business and successful exporter to help enhance the income-generation capacity of women.’’

Safety and the Environment

Vehicle accidents cause numerous deaths and injuries in Bangladesh. With a very strong commitment to safe opera-tions, Chevron employees in Bibiyana, Jalalabad and Moulavi Bazar fields have achieved a total of 13.2 million work-hours without a single day away from work caused by an incident. Also, Chevron vehicles have driven more than 6 million miles (10 million km) since 2007 without any record-able incidents. The company is sharing its safety culture with the community in many ways, including first-aid training for teachers. Also, a Road Safety Program in partnership with local Rotary Clubs has provided workshops for 225 local drivers and awareness campaigns in schools and communi-ties, with new road signs and T-shirts for children.

Further supporting safety and its record in environmental stewardship, Chevron's facilities are designed and operated to prevent releases and protect the biodiversity of the areas in which it operates. Following a 3D seismic survey which included parts of the Lawachara Forest in the Moulavibazar, a post-seismic assessment was conducted by a reputable third-party agency, IUCN. The results indicated that no lasting impact had been made on the flora and fauna as a result of Chevron’s seismic activities.

In fact, Bangladesh lost over 50 per cent of its forest in the last two decades, so Chevron Bangladesh has introduced programs to protect and enhance the environment and biodiversity near its operations. These include a tree-planting program in cooperation with the Forest Department of Bangladesh, and in the past five years local citizens have been hired to plant more than 100,000 native trees. Chevron Bangladesh employees are enthusiastic volunteers in these tree plantation drives.

Connecting Neighbors to Neighbors

The company has so far improved more than 16 kilometers of roads with paving or reinforcement. Also, Chevron employees renovated an iron bridge over the Shawoncherra Stream, ensuring safer passage for 400 villagers and 300 workers at a rubber plantation. And on land donated by villagers, employees built the steel Bibiyana Friendship Bridge over the Norkhai River to help more than 15,000 neighbors in the Dighalbak and Ianthgani unions travel more safely to schools, markets and mosques.

The 2.6 km Kosba-Dighalbak Road, recently paved by Chevron, was previously a muddy route often impassable during the rainy season. Today, the road promotes trade between five villages to the benefit of 10,000 neighbors.

"Chevron's development of the road has literally opened doors for us," says Abu Sayed Awla Miah, former chairman of the No. 4 Dighalbak Union Parishad. "It is now much easier for us to access the markets to sell our produce. On behalf of my fellow villagers I would like to express my heartfelt gratitude to Chevron for its support in this venture and for always standing by the Bibiyana community."

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Following on from the tremendous success of the last 10K-A-Day drive launched two years ago, Chevron Bangladesh’s Health & Medical Services decided to re-deploy the voluntary six-week walking program. The premise remains the same: according to the program’s official website, “10K-A-Day is an inspiring 10,000 steps-a-day journey designed to help you move more, have fun as you…boost your energy and improve your health by making walking for exercise a habit.” Lack of exercise and obesity were identified in a survey as being the top two health risks for Chevron employees. Walking decreases cholesterol and blood pressure levels, improves sleeping patterns and assists diabetics with regulating blood sugars. Aside from the obvious health benefits, walking in fresh air in the great outdoors obviously removes the need for an expensive gym membership!

The program was launched on 16th May and was open to all employees and contractors. Following completing the online registration formalities, all participants were each given a pedometer and a booklet to track their daily steps. Those who logged their steps on the website were made eligible for the highest stepper competition. At the close of the 10K-A-Day drive, five highest steppers from Dhaka and each of the three plant facilities were awarded gifts of appreciation.

Bibiyana office and gas plant

10K-A-Day Drive

Chevron Bangladesh has always placed the highest possible premium on safety, and its steadfast perseverance towards its goal of incident-free operations was rewarded recently. Between December 2009 and February 2010, Chevron Bangladesh clocked in nearly 1.5 million hours with zero workforce Days Away From Work (DAFW) incidents.

In doing so, it crossed a cumulative count of more than 16 million hours worked without experiencing a work-related injury.

The “Zero is Attainable” awards are designed to recognize operations that demonstrate outstanding safety performance in Chevron by completing a minimum of 1,000,000 hours or 1000 days worked with zero workforce Days Away From Work (DAFW) incidents during the qualifying period. In total 41 work groups were honored for the achievements. The Zero is Attainable Awards are managed and announced quarterly. Award recipients will be recognized in the quarter following achievement of the milestone, and receipt and verification of the ZiA application.

Bangladesh Profit CenterReceives 1st Quarter 2010 ZiA

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A blood donation programme was jointly organized by Chevron Bangladesh Block Twelve Ltd and Bangladesh Red Crescent Society at Chevron’s premises to commemorate World Blood Donor Day. T. Ryder Booth, Chevron’s Operations Director formally inaugurated the event. Similar drives were also held at Chevron’s Jalalabad, Bibiyana and Moulavi Bazar gas fields during the month June. A total of 249 bags of blood were collected.

Every year, employees of Chevron voluntarily donate blood in an attempt to fulfill the urgent demand for safe blood in Bangladesh. This year’s event witnessed an overwhelming response from its employees, who took time out from their busy work day to “New Blood for the World”. Chevron’s Dhaka Medical Team worked closely with the Bangladesh Red Crescent Society to ensure the safe, smooth and successful completion of the program. Chevron was recognized as the third-highest blood donor by the Red Crescent Society in 2009 among all corpo-rate bodies.

Chevron Employees Donate Blood

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Chevron Bangladesh has distributed relief supplies among the marooned people of flood affected areas Nabiganj Upazillah in Habiganj. With the deteriorating flood situation in Habiganj caused by the monsoon, Chevron Bangladesh distributed supplies, including food, flashlights and minor medical items to over 2,000 families at ten flood stricken villages including Madhobpur, Galimpur, Koshba, Chorgao, Fadullah, Radhapur, Jamargao,

Mothurapur, Digholbak, Notun Koshba, Ahammadpur, Kumarkhada in Habiganj.

As a part of the initiative taken by Chevron, Dewan Shahnawaz Gazi (Milad) - attending on behalf of his father, Member of Parliament, Dewan Farid Gazi - visited the flood affected area including Galimpur, Madabpur, Jamargaon, Digholbak, and Koshba in Digholbak Union and handed over four metric tonnes of rice to the flood-affected people.

Chevron is involved in a range of community development initiatives in its areas of operation and its Corporate Social Responsibility endeavors are crucial among its business goals.

Chevron ProvidesFlood Relief in Habiganj

To commemorate Independence Day of Bangladesh on 26 March 2010, employees of Chevron’s Jalalabad Gas Plant held an “Independence Day Flag Raising Ceremony” and opened the wall magazine prepared by the employees.

From left to right: #4 Dighalbak Union Parishad Chairman, Salik Mian; Dewan Shahnewaz Gazi (Milad), attending on behalf of his father, Dewan Farid Gazi, Member of Parliament; Bibiyana Gas Plant Superintendent, John M. Russum; Sonamoni Chakma, Upazila Nirbahi Officer of Nabiganj Upazila, Habiganj; Stephen Atos, Field Medical Administrator.

Independence Day Flag-Raising Ceremony of Jalalabad Gas Plant

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Her Excellency, Sheikh Hasina, Honourable Prime Minister of the Government of the People’s Republic of Bangladesh, at a meeting with Chevron Asia-Pacific Exploration & Production (CAPEP) Company President, James R. Blackwell. Also pictured from left to right are: Chevron Bangladesh President, Steven N. Wilson; Chevron Asia-South Managing Director, Joseph C. Geagea and U.S. Ambassador to Bangladesh, James F. Moriarty.

Chevron Employees Donate Blood

Jim Blackwell, president of Chevron’s Asia-Pacific Exploration & Production (CAPEP) Company and Joe Geagea, president of the Asia South Business Unit (ASBU) visited Dhaka on Wednesday, 18th August. A crucial item on their agenda was a courtesy meeting with Her Excellency, Sheikh Hasina, Honourable Prime Minister of the Government of the People’s Republic of Bangladesh. While in the meeting, The Prime Minister expressed her Government’s commitment to provide incentives to both local and foreign investors, as a part of her administration’s aim to expedite the economic development of the country. She urged Chevron to expand its business activities in the country, while Blackwell in turn spoke highly of the investment-friendly climate in Bangladesh. Furthermore, he spoke about Chevron playing the crucial role of a ‘Swing Producer’ – supplying 45% of the country’s gas consumption. He touched on the fact that additional gas could be made available to support Bangladesh’s ever-increasing demand if the government assisted in removing the existing constraints in infrastructure capacity, like the constraints in the North-South pipeline. He thanked The Prime Minister for taking a prompt decision on the government building the required pipeline. He also mentioned the company’s achievement in late-July of producing 1 billion cubic feet per day (BBCFD), which is a milestone record gas production number, done in a safe and environmentally responsible manner. He concluded by stating that Chevron would remain committed to Bangladesh for the foreseeable future.

The visit to the Prime Minister was followed by a Town-Hall held at the premises of Chevron’s Dhaka office. Blackwell spoke about the paramount importance of safety, in light of the recent Deepwater Horizon incident at the Gulf of Mexico in the U.S. He congratulated the ASBU on its overall safety performance metrics during the first six months of the year, highlighting the Bangladesh Profit Centre’s milestone of crossing more than two years without a Day Away From Work (DAFW).

Referring to CAPEP’s future growth target for the next ten years, he discussed the queue of opportunities (by business unit and energy type - gas, oil, LNG and geothermal) that have been identified in pursuit of CAPEP’s production target for the year 2020. Keeping this in mind, Blackwell touched on some Major Capital Projects (MCPs) in the pipeline and stressed natural gas as being an integral part of the Asia Pacific Operating Company’s growth plans. He said the mantra of “Develop People, Focus on Safety, Execute with Excellence and Manage Costs” would pave the way for Chevron’s holding the #1 position among the competition in the Asia-Pacific region. He concluded his presentation by expressing Chevron’s staunch commitment to its Asia-Pacific business and to Asia-South in particular – further stating that Bangladesh and the other Profit Centers were critical to the future growth of the company at large.

Jim Blackwell’s Visit to Dhaka