#bigoil

They keep repeating that they want face to face does that mean they want to people assigned to a field office to go there or be in Houston but still work with that field?

Chevron is beginning to resemble Boeing during its most turbulent years. Leadership has implemented aggressive cost-cutting measures, resulting in significant layoffs and extensive outsourcing—decisions that have compromised both operational stability and long-term innovation. The normalization of constant disruption has led to safety concerns that were previously unheard of, and the workforce is visibly strained, both mentally and emotionally.

Despite this, executive compensation continues to rise, and shareholder returns remain disproportionately high. There appears to be a disconnect between leadership and the realities on the ground. The lessons from Boeing’s missteps—particularly the consequences of extreme cost-cutting—seem to have gone unheeded.

Rather than acknowledging their role in the current state of affairs, leadership is likely to deflect responsibility onto employees. The decisions made by Mike and Mark have had a profound impact on Chevron, and accountability is essential. At a minimum, their compensation should be redirected to support the remaining workforce. Ideally, their resignation would mark the end of what many now refer to as the “Chevron Dark Ages.”

https://www.reuters.com/business/energy/chevron-puts-2-billion-colorado-pipeline-assets-sale-sources-say-2025-10-03/

ChatGPT Deep dive — Imperial Oil Ltd. (what it could’ve done if not constrained by majority stakeholder ExxonMobil)

Insights
• Peers (Shell, Suncor, Dow, Neste, Valero, global traders) show the pathway Imperial could have taken.
• Imperial stayed conservative — one renewable diesel plant, domestic oil-sands focus, incremental CCS.
• If independent of Exxon, Imperial could have played the role of “Canadian national energy champion” — scaling renewable fuels, CCS, and petrochemicals at home, while diversifying upstream and trading abroad.
Highest Value (Strategic + Financial impact)

1.  Renewable diesel & SAF (feedstock integrated) – Could have built a multi-site, national-scale low-carbon fuels business with secure domestic feedstock → multi-billion long-term market.
2.  Hydrogen hubs (blue + green) – Missed chance to anchor Alberta industrial hydrogen economy tied to oil sands steam and transport → major new revenue stream + government-backed.
3.  CCS clusters – Didn’t lead Alberta CCS storage and third-party service model → protects oil sands + creates carbon storage revenue business.
4.  Global upstream diversification – Stayed oil-sands heavy instead of securing Guyana/West Africa growth barrels → lost exposure to some of world’s lowest-cost new oil.

⸻

⚡ Medium Value (Margin & Resilience plays)

5.  Petrochemicals & recycling – Failed to repurpose refining assets into higher-margin petrochemicals and circular plastics → lost structural margin uplift.
6.  Trading & logistics – No regional trading desk to capture arbitrage in crude/products/LNG → missed billions in cyclical upside like Shell/BP.
7.  Infrastructure monetization – Sat on valuable pipelines/terminals instead of monetizing and redeploying capital → could have unlocked billions in cash for growth.

⸻

🛠️ Lower but Still Material Value (Efficiency & Future-proofing)

8.  EV & mobility infrastructure – Didn’t leverage Esso retail sites into multi-energy hubs (EV charging + hydrogen + renewable diesel) → lost future-proof customer relevance.
9.  Upgrading & solvent tech – Moved slowly on bitumen upgrading and solvent-assisted recovery → missed per-barrel margin lift and carbon intensity reductions.
10. Feedstock integration (bio-inputs) – Didn’t acquire/control Canadian feedstock chains (canola, waste oils) → vulnerable to input cost swings in renewable fuels.

So after everything settles from this Oxychem sale and the debt reduction is the company better off then if they never would have purchased APC?

Heritage Pioneer here. Pretty tired of this s...t show already. Nothing good here. Time to leave before it gets too damaging to my health.
How long do I have to stay not to repay for relocation? I know it's 12 month, but from which date does the count starts? is it buying of the new house? selling of the previous one? or from the start date at the new office?

One less great company with a value proposition and an amazing corporate culture to be bought out…

One less great company with a value proposition and an amazing corporate culture to be bought out….

Does anyone know anything about XOM buying Diamondback? I’m seeing post about it online.

What's up with XOM's recent hiring spree in the USA? Are they wanting to re-fill the low ranking buckets to replace those PIP'd out? Are they hiring cannon fodder to keep protecting the HIPOs?

So WORTHLESS and his merry band of BOD’s are scheduled to visit Pascagoula next week. Is this where he will announce his retirement and EB named as his replacement? How much do these little trips cost the company? Doesn’t matter because they are saving so much through layoffs, EOI’s and exceptional management decisions.

I just had a conversation with my new boss after getting the new role, and I’m really enjoying it here at Chevron. I recently got promoted, which has been a huge relief, especially since I’m a new dad, definitely makes life a bit easier. However, my boss did mention that I shouldn’t get too comfortable, as the future of HSE and ETC is uncertain. The organization still seems a bit bloated compared to other companies, and there’s talk that HSE and ETC might eventually be absorbed into Ops or FE, or restructured in some way.

I have my MS, and many of my mentors at Chevron, who have all recently retired, have been advising me to start looking at other opportunities. They’re saying that the HSE and ETC leadership roles, like VP, may disappear. While I’m excited about this new position, I can’t help but wonder whether I should start updating my resume now or wait to see how things play out. I’ve also heard that both of the VPs in these areas don’t have the best reputation internally or externally, so I’ve been cautioned to be careful when I start exploring other options.

Would love to hear thoughts from anyone who’s been in a similar situation or has any advice on how to approach this.

Have you been notified of your fate? Post here! My manager has been very quiet.

As the Wave 1 and Wave 2 Layoffs is now past, rest assured Chevron USA and ABU transition team supervisors have commenced the next 2026 (Waves 3 & 4) pilgrimage to Bengaluru.

Where they encounter beautiful Akshay Sahni (President Punkah Wallah) at ‘The Bengaluru Taj Mahal’ AKA ENGINE’s RMZ Ecoworld Rd HQ.

New 2026 Focus Areas
• CTC / FE Transition Role handover
• New Phase 3 & 4 Workflows with a focus on TAR execution & delayed M&R
• Global MCP execution (with support from Wood/Worley back offices approx. 6000 ENGINEeers & no CVX site experience)
• Remove field inspections
• Remote Refinery & LNG CCR Operator training & transition (the Unions will love that!)

This is the new norm for those with a job.

All aboard MWs sinking ship!

I know I should be used to the stress, but it's ki-ling me.

For anyone close to MW and ELT, what are they saying about the absolutely dreadful morale at Chevron? I'd like to hear their discussions about how they think any of this is good for the company.

Source:
"Imperial Oil to be bought out ? - post regarding ExxonMobil Corp. layoffs"
URL https://www.thelayoff.com/t/1k4gad26c
Link: @OP+1k4gad26c

• Who Owns ConocoPhillips? Oil Giant to Axe Up to 3,250 Staff in Brutal Global Layoffs as Energy Crisis Bites

https://www.msn.com/en-gb/money/other/who-owns-conocophillips-oil-giant-to-axe-up-to-3-250-staff-in-brutal-global-layoffs-as-energy-crisis-bites/ar-AA1M0rAK

• ConocoPhillips will cut up to 3250 jobs worldwide by the end of 2025, slashing 20% to 25% of its global workforce in a sweeping restructuring plan.
  Company: ConocoPhillips
  Number of People Laid Off: 3250
  Published At: 09/06/2025 & 11:21 AM UTC
  Industry: Oil and gas

ConocoPhillips, one of the largest independent oil and gas companies in the United States, has announced plans to cut up to 3,250 jobs worldwide by the end of 2025. This represents between 20 and 25 percent of its global workforce. The company said the layoffs are part of a restructuring effort driven by falling crude oil prices, rising production costs, and broader economic pressures that have reduced profitability.

Headquartered in Houston, ConocoPhillips became a standalone upstream energy company in 2012 after spinning off its downstream operations into Phillips 66. The company is publicly traded, and ownership is spread across institutional investors, mutual funds, hedge funds, and individual shareholders — meaning no single entity controls it outright.

Leadership remains under CEO and Chairman Ryan Lance, who has held the role since 2012. During his tenure, the company has expanded through acquisitions, most recently completing a $22.5 billion purchase of Marathon Oil earlier this year. Despite this growth, the company is now moving aggressively to cut costs and reposition itself amid ongoing volatility in the global energy sector.

Rumor has it that IOL LT went to Houston to receive new set of instructions on what to do with their company. Quarry Park HQ is most likely being closed down and staff being moved to downtown (and hundreds of job layoffs in calgary).

Some people saying Exxon will take a full stake in IOL to enable this cut.