But as the debate rages on about what the future of work looks like, not least in terms of the balance between remote working and the push by many legislators and business leaders to get the workforce back into offices, Chevron is in listening mode it appears. Morris says:
"We survey our employees very frequently, about once a quarter, and a lot of the feedback is, 'We want more flexibility'. Most of our employees are on a three day in the office, two days remote schedule - and they're asking us a bit for a bit more. We have some groups that have two days in the office and three days at home. It's based really on what type of work the person is doing, how much collaboration and engagement is required for a specific role.
What we've learned is to address the fairness question. We really have to engage in a new and different reality. If you say to me, 'I want more flexibility', I need to understand what does that mean? [Someone] might want to take his kids to school and work early in the morning, take his kids to school and then come to the office and work from nine to two. So we're still we're still figuring this out. We're still working with our leaders to give them the skills to deal with probably one of the greatest areas they've ever had to deal with."