RESPONSIBILITIES

Stories of Filipino achievement in foreign shores have become common, and the notion of finding fortune or success
overseas is pervasive. This is true even among Filipino brands and companies that have made it big in the homeland.
Many have been expanding internationally over the past years. Among them is restaurant chain Gerry's Grill.

In less than 10 years after it was founded in 1997, Gerry's Grill branched out to San Francisco, California in 2005, then
later to Los Angeles in 2007, two cities with very large Filipino communities. From there, it set up a shop at the
luxurious Marina Bay Sands Hotel in Singapore in December 2010, then expanded to Doha in Qatar. (It currently
operates in 65 locations in the country, two in the U.S., two in Singapore, and one in Qatar.)
   
Gerry Apolinario, the eponymous founder of the brand that has become a household name for remarkable Filipino
cuisine, explains that while overseas expansion was a business decision, he's not solely interested in marketing the
brand. 

"It's not just Gerry's Grill," Apolinario asserts. "We want to promote Filipino cuisine, which, in our opinion, is well-
accepted in terms of flavor. It's just that nobody has really gone out on a limb to promote it. That is our goal."

Apolinario also frankly admits that he began expanding abroad because he was asked to: "In our experience here,
especially when we had the big branch in Glorietta (Makati), we would get a lot of foreigners: British, American,
Australian, and so on. We would find that they were very impressed by the flavors we gave them. The typical questions
were, ‘Why aren't you in Australia? Why aren't you in the United States, selling this kind of cuisine?'"

"The typical impression you get out of Filipino cuisine is that it's lutong bahay(home-cooked)," the seasoned
restaurateur says. "It's oily, and all that. Not the type we have [at Gerry's Grill]. When foreigners get to try our cuisine,
they are surprised that this is what Filipino cuisine is. ‘We didn't know,' they'd say, and ask, ‘Why don't you try [selling
abroad]?' That gave us the inspiration to promote our cuisine abroad."
 Bringing Pinoy trademark abroad
Other food-related Filipino brands have established their own locations abroad, even as Gerry's Grill aims to stand out
as one of the most grounded and reliable in terms of its representation. Staying true to his oft-quoted maxim of
maintaining consistency in food and service, Apolinario made it a point to keep as much of the Gerry's Grill experience
from Manila intact abroad.
He did have to make a few changes to his menu based on locally available ingredients (that is, tuna and kingfish are
more expensive in the US, whereas steaks are much cheaper) and popular culinary mainstays of the area, but
otherwise the branches maintain the same welcoming, feel-good vibe that has become a trademark of Gerry's Grill
dining.
 
 
Business expansion lessons
Entrepreneurs and business owners who plan to expand abroad would do well to learn from Apolinario's experiences.
The importance of a solid business plan cannot be emphasized enough, as well as the willingness to keep going. "Don't
give up," he encourages. "It will be very challenging but it really comes down to how committed you are." He
underscores the search for a good location as one of the biggest challenges. Aside from actually finding a viable
location, it's important to be able to convince the landowners to support your business.

"You have to convince them; you have to do your research," Apolinario states. "You have to prove to them that you are
worth their while. Otherwise, you'll end up in the not-so-nice places. If you want to have a good place, you have to
convince the landlord that you're legit, and that you're going to be a success story." He accomplished this in the US,
and after years of operations, both branches in California are doing very well, much to the satisfaction of the
commercial landowners.

"There's always an opportunity to expand," says Apolinario. "Whether it's abroad, or even elsewhere here in the
Philippines, it's up to you how you want your business to develop. You just have to keep it up, and don't be
discouraged. If you find that the next stage for you really is to expand abroad, go for it."
 
Dining at Gerry\'s Grill gives everyone a pleasurable experience. Diners are served with only the freshest food ranging
from Filipino favorites Sisig, Inihaw na Pusit, Crispy Pata, Beef Kare-kare, Adobo Shreds to exotic cuisines. Ultimately,
every item on the menu goes perfectly well with your favorite beverage.

Since his college years, its founder, Gerry Apolinario had been dreaming of putting up a place where everyone could
hang out and enjoy good food. With his passion for cooking and love for grilled dishes, he yearned for a venue where
both may be enjoyed amidst an atmosphere that is fun, fresh and wholesome. And although the original concept of the
business was one where people could unwind with a drink or two, Gerry\'s Grill inadvertently became a family restaurant
too. Parents who frequented Gerry\'s Grill during weekdays began bringing their family to us especially on Sundays and
then the rest of the week. Apparently, they liked our wide variety of food selections and the clean and fun motif, Mr.
Apolinario enthuses. He goes on to say, \"Gerry\'s Grill restaurants continue to evolve to respond to the ever growing
needs of our customers. We also take pride in taking care of our people one of our most valuable assets. We develop
inspired and competent human resources who are constantly seeking ways to further enhance our skills. We believe in
our ability to act with a sense of urgency in creating innovations in order to deliver world class products\".

When it comes to pricing, we pursue cost leadership and a culture that aims to maximize cost and resources. We believe
in offering our customers the best value for their money

RESPONSIBILITIES OF CHEV

Step 1: A team of employees from across our functions and business segments identified and validated ESG
topics that are salient to our stakeholders and our business, using the outcome from our 2015 issue
prioritization process as a basis. The team considered internal and external sources, including international
reporting guidelines and frameworks, ESG analytics, topics addressed in previous Corporate Responsibility
Reports, feedback received on the 2015 Corporate Responsibility Report Highlights, media analysis, industry
peer reviews, and learnings from a range of internal and external stakeholder engagements.

Step 2: The team conducted an initial prioritization of ESG issues based on relevance to our business.

Step 3: The team sought feedback on the initial prioritization of issues through dialogues with internal
subject matter experts and external stakeholders.

Step 4: The team determined the issues that are of highest priority for our reporting.

Step 5: Chevron's Global Issues Committee, a subcommittee of Chevron's Executive Committee, reviewed
and validated the team's assessment and prioritization. 

NATURE

Company Perspectives:
At the heart of the ChevronTexaco Way is our vision ... to be the global energy company most admired for
its people, partnership and performance. Our vision means: Providing energy products and services that are
vital to society's quality of life. Being known as people with superior capabilities and commitment, both as
individuals and as an organization. Thinking and behaving globally, and valuing the positive influence this has
on our company. Being the partner of choice because we best exemplify collaboration. Delivering world-
class performance. Earning the admiration of all our stakeholders--investors, customers, host governments,
local communities and our employees--not only for the goals we achieve but how we achieve them.

ChevronTexaco Corporation is the creation of the 2001 merger of California-based Chevron Corporation, one
of the many progeny of the Standard Oil Trust, and Texaco Inc., a company whose history traces back to the
early boom years of the Texas oil industry. The two firms' histories previously began to intertwine in the
1930s with the formation of the Caltex and Aramco ventures in the Middle East. ChevronTexaco began its
existence as the number two U.S.-based integrated oil company (behind Exxon Mobil Corporation) and
number four in the world, behind Exxon Mobil, BP p.l.c., and Royal Dutch/Shell Group. The company had
some 11.5 billion barrels of oil and gas reserves and had daily production of 2.7 million barrels. Major
producing areas included the Gulf of Mexico, California, Texas, Canada, Kazakhstan, Argentina, Angola,
Nigeria, Republic of Congo, Venezuela, Australia, Indonesia, Thailand, China, Papua New Guinea, the North
Sea, and the Middle East. On the downstream side, ChevronTexaco operated 22 refineries around the world
and more than 25,000 service stations on six continents under such brands as Chevron, Texaco, Caltex, Delo,
and Havoline. Within the United States, the company's marketing operations were strongest in the western,
southwestern, and southern regions of the country. Among the company's other operations and interests
were a 50 percent interest in Chevron Phillips Chemical Company LLC, a major petrochemical manufacturer
(the other 50 percent was held by Phillips Petroleum Corporation); equity interests in 47 power projects
worldwide; and a 27 percent stake in Dynegy, Inc., a marketer and trader of energy products, including
electricity, natural gas, and coal.

The Chevron side of the corporation grew from its modest California origins in the late 19th century to
become a major power in the international oil market. Its dramatic discoveries in Saudi Arabia gave Chevron
a strong position in the world's largest oil region and helped fuel 20 years of record earnings in the postwar
era. The rise of the Organization of Petroleum Exporting Countries (OPEC) in the early 1970s deprived
Chevron of its comfortable Middle East position, causing considerable anxiety and a determined search for
new domestic oil resources at a company long dependent on foreign supplies. The firm's 1984 purchase of
Gulf Corporation--at $13.2 billion, the largest industrial transaction to that date--more than doubled
Chevron's oil and gas reserves but failed to bring its profit record back to pre-1973 levels of performance. By
the mid-to-late 1990s, however, Chevron was posting strong earnings, a result of higher gasoline prices and
the company's restructuring and cost-cutting efforts.

Company Origins

Chevron's oldest direct ancestor is the Pacific Coast Oil Company, founded in 1879 by Frederick Taylor and a
group of investors. Several years before, Taylor, like many other Californians, had begun prospecting for oil
in the rugged canyons north of Los Angeles; unlike most prospectors, Taylor found what he was looking for,
and his Pico Well #4 was soon the state's most productive. Following its incorporation, Pacific Coast
developed a method for refining the heavy California oil into an acceptable grade of kerosene, then the
most popular lighting source, and the company's fortunes prospered. By the turn of the century Pacific had
assembled a team of producing wells in the area of Newhall, California, and built a refinery at Alameda Point
across the San Francisco Bay from San Francisco. It also owned both railroad tank cars and theGeorge
Loomis,an oceangoing tanker, to transport its crude from the field to the refinery.
situs

 Canada

 Hong Kong

 Malaysia

 New Zealand

 Philippines

 Singapore

 South Africa

 Thailand

 United States of America

CONTRIBUTION
Environmental damage in Ecuado
Oil pollution in Lago Agrio, November 2007

Texaco and Gulf Oil began operating in the Oriente region of Ecuador in 1964 as a consortium. [94] Texaco operated
the Lago Agrio oil fieldfrom 1972 to 1993 and the Ecuador state oil company continued to operate the same oil fields
after Texaco left. In 1993, Texaco was found responsible for dumping billions of gallons of toxic waste and they spent
$40m cleaning up the area during the 1990s. In 1998, the Ecuadorean government signed an agreement with Texaco
accepting the clean-up as complete and absolving Texaco of any further responsibility. That same year, an Ecuadorean
scientific team took water and soil samples after Texaco left and found petroleum hydrocarbons at unsafe levels in
almost half. The clean up was called "a sham" by critics. [who?][95]
In 2003, a class action lawsuit against Chevron was filed in Ecuadorian court for $28 billion by indigenous residents,
who accused Texaco of making residents ill and damaging forests and rivers by discharging 18 billion US gallons
(68,000,000 m3) of formation water into the Amazon rainforest without any environmental remediation.[96][97][98][99]
[100]
 Chevron said that the company had completed cleanup of the pollution caused by Texaco, that current pollution
was the result of activities of the Ecuadorian oil interests, and that the 1998 agreements with the Ecuadorian
Government exempted the company from any liabilities. [101][102][102][103][104]
Oil spills in Angola[edit]

In 2006, Chevron's operations in Africa were criticized as environmentally unsound by 130 Nigerian
researchers, journalists, and activists.[115] In 2002 Angola demanded $2 million in compensation for oil spills
allegedly caused by Chevron, the first time it had fined a multinational corporation operating in its waters.
[116]

U.S. Clean Air Act Settlements[edit]

On October 16, 2003, Chevron U.S.A. settled a charge under the Clean Air Act, which reduced harmful air
emissions by about 10,000 tons a year.[117] In San Francisco, Chevron was filed by a consent decree to spend
almost $275 million to install and utilize innovative technology to reduce nitrogen and sulfur dioxide
emissions at its refineries.[118] In 2000, Chevron paid a $6 million penalty as well as $1 million for
environmental improvement projects to settle charges of Clean Air Act violations related to offline loading
terminal operations in El Segundo, California.[119] Chevron also had implemented programs that minimized
production of hazardous gases, upgraded leak detection and repair procedure, reduced emissions from
sulfur recovery plants, and adopted strategies to ensure the proper handling of harmful benzene wastes at
refineries.[117] Chevron also spent about $500,000 to install leakless valves and double-sealed pumps at its El
Segundo refinery, which could prevent significant emissions of air contaminants. [119]

In 2011, Chevron was recognized by the environmental group Ceres for its efforts to reduce global
warming by cutting its own emissions and investing in renewable energy technologies. [120]

Oil spill off the coast of Rio de Janeiro[edit]

Further information:  Energy in Brazil

On November 8, 2011, Chevron came under fire by Brazilian authorities for its role in the spill of crude oil off
of the southeastern coast of Brazil.[148] The Brazilian regulators said 416,400 liters of oil leaked over the
course of two weeks from undersea rock near the well in the Frade oil project 370 km off the Brazilian coast.
[149]
 Prosecutors in Brazil initially demanded $10.6bn in the subsequent lawsuit. The National Petroleum
Agency (ANP) suspended Chevron's activities in Brazil until it identified the cause of an oil spill off the coast
of Rio de Janeiro.[150]

The National Petroleum Agency later concluded that the spill did not cause significant economic damage,
injured no one, and never approached Brazil's coast. Criminal charges were dropped and the lawsuits were
settled for a total of $130 million. [