Name: How Chevron’s CFO Leads Through Volatility: ‘You Plan for It’
Uploaded: 2026-09-23T16:06:00Z
Duration: 2 min 5 s
Description: Speaking at a WSJ Leadership Institute dinner in New York during UNGA, Chevron Chief Financial Officer Eimear Bonner told Alan Murray how she has navigated various cycles of volatility during her tenure at the company.

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Speaking at a WSJ Leadership Institute dinner in New York during UNGA, Chevron Chief Financial Officer Eimear Bonner told Alan Murray how she has navigated various cycles of volatility during her tenure at the company. Photo: WSJ Leadership Institute

https://m.wsj.net/video/20260923/d14bd4d8-bb6d-4824-96fc-3e929901c19c/1/hls/manifest-hd-wifi.m3u8

Speaking at a WSJ Leadership Institute dinner in New York during UNGA, Chevron Chief Financial Officer Eimear Bonner told Alan Murray how she has navigated various cycles of volatility during her tenure at the company.

How Chevron’s CFO Leads Through Volatility: ‘You Plan for It’

We were talking earlier about the volatility and the uncertainty that CFOs everywhere have to put up these days, but you will put up with kind of an extreme form of it, right? I mean, you have the geopolitical crises, whether it was the invasion of Ukraine, now in the Middle East, the effect that that has on oil prices. You have huge political volatility going from a president that was actually kind of beating up on oil industry and subsidizing renewables to one who thinks the climate crisis isn't real and is encouraging oil. And you have to think long-term as a CFO. How do you do that when there's so much variability in the environment?

You don't try and predict it. You plan for it is how I would describe it.

Plan for scenarios?

Plan for volatility, plan for uncertainty, plan for things that can happen. And when I started in the business back in 1998, I was working at the time on a facility and we were getting eight bucks a barrel for our crude. So I started at a time when we were in a down cycle. And so over my almost 30 years, I've seen five cycles, I think. And so volatility and uncertainty is part of life. So we try and plan for it. How do we do that? We make sure that we take a long-term view, not only to operating the business, so we don't bet on high prices. We actually look at the business through the lens of multiple scenarios and multiple prices. So we've very rigorous planning ritual that we do where we not only test ranges on economic growth, but we also test ranges on prices for all commodities. And so it's very complicated. But at the end of the day, that's what we're trying to do is to define more of a fairway that keeps the business running competitively, successfully, and allows our investments to make good returns, competitive returns through the ups and the downs.