Business Value and Sustainability Efforts of Caltex Australia Report

This report analyzes the business value and sustainability efforts of Caltex Australia, drawing from their 2015 and 2016 sustainability reports. It highlights key strategies such as enhancing capabilities and competitiveness through the Caltex Academy, which focuses on skill development and leadership. The report discusses the company's commitment to diversity and inclusion, citing their Employer of Choice for Gender Equality citation, and emphasizes the importance of employee recognition in boosting performance. Furthermore, it examines Caltex's efforts in ensuring workforce safety and managing risks to maximize profits and contribute to the Australian economy. The conclusion underscores the value created through these sustainability initiatives and their alignment with the company's long-term goals. The report references several academic sources to support its findings.

Business Value and Sustainability Efforts of Caltex Australia 1
BUSINESS VALUE AND SUSTAINABILITY EFFORTS OF CALTEX AUSTRALIA
Student’s Name:
Course
Professor’s Name
Institution
Location of Institution
Date

Business Value and Sustainability Efforts of Caltex Australia 2
Part B Question 5
Business Value in Caltex Australia and Sustainability Efforts
Introduction
From Caltex Company’s sustainability report of 2015 and 2016, the organization was
able to achieve a greater value compared to the previous years due to adoption of efficient
strategies. In this, the company was able to realize the benefits and satisfaction of the
employee, support to the community and much more, expansion of the market segment and
consumer satisfaction.
Sustainability efforts and value they have shown
Enhancing capabilities and competitiveness is one of the efforts that the company has
put in place to ensure that the company is in a position to compete with the companies in and
outside Australia that offers the same product and service. This effort has also led the
company to establish a Caltex Academy where skills are modelled and talents appraised for
the development of business and commerce acumen for all non-commercial leaders, strategy
and leadership thus, monetary and soft business value. According to the report of 2015 and
2016, the endeavour has been able to revolutionize performance in Caltex industries due to a
very high skilled workforce and skilful leadership. According to the CEO, Caltex Company
reviews, the company has able to realize a monetary value increase of approximately 13%
within a period of 1.5 months. This is a high positive deviation of the monetary value
deviation for the company (Standen, 2017, p.252).
Diversity and inclusion is another sustainability effort that has been put by Caltex
Petroleum company. The current report shows that the company has received Employer of
Choice for Gender Equality (EOCGE) citation from the Workplace Gender Equality Agency
(WGEA) for the second consecutive year. This is an identity for a ‘soft’ business value as it
has considered the diversification policy and implemented it for the success of its future.

Business Value and Sustainability Efforts of Caltex Australia 3
On the same value, Caltex sustainability effort in employee recognition has been
identified to increasing performance of the employee and resulting to monetary values in the
company. It is the holder of the Stellar Annual Award of 2016.
The company has also been able to work on personal safety of the workforce. The
results have shown that, the total treated injury frequency rate (TTIFR) per million hours
worked was 2.35. This is a part of sustainability strategy and it has portrayed a business value
to the employee.
In adopting risks and uncertainty measures, the Caltex petroleum company has been
able to maximize profits and realize high profits for the stakeholders and assisted in the
Australian economy and its growth (Galpin, Whitttington and Bell, 2015, p.6).
Conclusion
Caltex Petroleum company identify the value created from its sustainability efforts.
When the sustainability strategies are laid, they are always aimed at adding value to the
company, to the stakeholders and also to the Australian nation at large. The 2015 and 2016
sustainability reports prove much of the success the company has achieved in value addition
for the two years. It also suggests more success in identifying more value as per its long term
goals Rauter, Jonker and Baumgartner, 2017, p.144).

Business Value and Sustainability Efforts of Caltex Australia 4
References
Galpin, T., Whitttington, J.L. and Bell, G., 2015. Is your sustainability strategy sustainable?
Creating a culture of sustainability. Corporate Governance, 15(1), pp.1-17.
Budzianowski, W.M., 2017. High-value low-volume bioproducts coupled to bioenergies with
potential to enhance business development of sustainable biorefineries. Renewable and
Sustainable Energy Reviews, 70, pp.793-804.
uter, R., Jonker, J. and Baumgartner, R.J., 2017. Going one's own way: drivers in developing
business models for sustainability. Journal of Cleaner Production, 140, pp.144-154.
Standen, C., Crane, M., Collins, A., Greaves, S. and Rissel, C., 2017. Determinants of mode
and route change following the opening of a new cycleway in Sydney, Australia. Journal of
Transport & Health, 4, pp.255-266.