#costcutting

I need somebody to confirm the specific type of visa we are using to bring people over from KLTC and BTC. After the recent layoff announcements I think it’s high time for employees to go on defense. Based on my own research I think there is a credible case to be made the company is violating the intent of the visas being granted. If so, it’s time for employees to start leaving anonymous tips to several government offices who could investigate (USCIS, Homeland Security Investigations, Dept of Labor inspector general). More on that later. I need somebody with SPECIFIC knowledge of how we are bringing people over to comment.

Here’s the situation I have observed for years now: employees from our overseas technical centers come to U.S. manufacturing sites for 1–2-year assignments. They’ve typically worked for the company abroad for a couple of years in process or technical support roles, then rotate into our entry-level plant engineer jobs here.

The company says this is part of a rotation program to build knowledge, but these engineers seem to be doing the same daily production-support work as U.S. college-hire engineers — not managing people or bringing unique proprietary technology. Many of these sites now have at least one rotational engineer on staff at any given time, which could give the impression this is not about training, but instead a cost reduction program. Paired with decreasing headcount at the same sites, it might give the impression these visas are being used to promote offshoring.

Does that kind of role meet the L-1A or L-1B definition? From what I’ve read, L-1A is for managers/executives and L-1B for specialized knowledge. What type of visa are these ex pats?

Would this typically be considered valid use of the L-1 category?

BNYM has been saying they ‘need’ to layoff employees to cut costs for several Years now. How is this still a valid/acceptable statement???
I’d LOVE to see the financial records supporting BNYMs stance to continuously layoff employees, yet have thousand of open Career Opportunities available. It is costly to hire new employees, and layoffs create a fear based environment. Why isn’t BNYM committed to Develop and Retain employees???

Better tighten those seatbelts folks, because sudden CFO exit is always a red flag for costs and strategy changes. CFO departures always raise questions about future capital plans, which may pressure management to cut costs, restructure teams, or slow projects that affect jobs. In other words, we're sc--wed. This will especially affect those in finance, project controls, or field roles, so make sure you prepare for the worst.

From the Freep:
For the first time ever, Ford to sell a car from its private vault to the public
Ford Motor Co. is opening its private vault of vehicles, for the first time ever, to sell a rare supercar to the public at auction.

The plan is to use all of the money raised from the auction of the car to renovate and maintain the other vehicles in Ford's Heritage Fleet as well as prepare its GT collection in England for Le Mans next year. Also, Ford said this may be the first of other cars in the fleet to be offered to the public for purchase, the automaker said on Oct. 13.

https://www.freep.com/story/money/cars/ford/2025/10/13/ford-motor-private-vault-sale-ford-heritage-edition-gt/86672990007/

The geniuses leading us led to this:

Auditing firm BDO USA has conducted layoffs and suspended non essential travel to cut costs while managing a $1.3 billion ESOP related loan from Apollo Global Management.

Bloomberg reporting cited by Yahoo Finance says the roughly 9 percent interest debt, reduced by 100 basis points after a June 30 refinancing, is pressuring multiple departments including tax, audit, and advisory. BDO declined comment on client matters.

The firm also faces scrutiny from a proposed ESOP class action alleging workers overpaid to join the plan, and reputational fallout from First Brands Group’s bankruptcy after BDO provided a clean audit opinion.

Despite headwinds, a source said the firm remains financially stable and continues to optimize operations. BDO reported $2.89 billion in revenue for the year ended December 31 and in September announced plans to hire more than 1,300 people from HORNE.

BDO USA - Chicago IL

https://finance.yahoo.com/news/bdo-usa-lays-off-employees-100153492.html

iHeart has begun its annual fall layoffs amid a broader push for profitability, with speculation of hundreds of cuts nationwide. In Los Angeles, KFI 640 AM let go evening host Morris W. O’Kelly minus Mo’Kelly minus his producer Tawala Sharp, imaging director Clay Roe, and Real 92.3’s overnight host Chuck Dizzle. The moves come as KFI’s ratings have softened and the station adapts after leadership changes and newsroom cuts, though KFI still tied for 14th in the market in September.

CEO Bob Pittman’s 2024 compensation drew criticism in the piece, alongside a noted 46 percent staff reduction over 10 years across the company. Separate from the layoffs, a lawsuit filed by former Alt 98.7 morning co host Renae Ravey alleges age discrimination against show host Jeff Fife minus Woody minus which iHeart and Fife have not commented on.

iHeartMedia - Los Angeles CA -

https://www.ocregister.com/2025/10/13/radio-station-layoffs-add-to-the-chill-in-the-autumn-air/

https://www.reddit.com/r/IBM/comments/1o4xtrr/managers_are_forced_to_lay_off_good_people/

"I’ve been in meetings with very senior leaders and they are hunting through the ranks of B9-10 and D to find folks to let go to make room for higher bands in India."

It has taken awhile to get my mind around this, but the old model of Optum being able to hire a set of onshore engineers or analysts and throw millions at that is permanently over. Wall Street no longer trusts UNH, and for a long time despite very opaque reports on how money was made we plowed through with various revenue claims that any normal company would have been called out on. That’s over-no more moving money from UNH to Optum and calling it revenue, no more selling off groups then buying them back, no more projects that may be profitable someday. There are no more games to play. If a group isn’t profitable now, there’s zero chance it’s going to be added to, and will probably be cut. Bonuses are going to go towards zero, whatever was left of the country club is going away. If you hear you will hire more people someday, don’t count on it. The layers of managers who spend days building PowerPoint for other managers are next for the cut-if you’re not delivering to bottom line, find a way to.

to reduce pay levels & boost profits all firms using AI scare mongering. Long way to go before is reliable

To effectively control and reduce operational expenses (OPEX), companies can implement the following strategies:

Conduct Comprehensive Spend Assessments: Analyze spending patterns and cost centers to identify areas for cost reduction.

Utilize Data-Driven Insights: Implement advanced analytics tools to gain actionable insights and benchmarks for cost-saving strategies.

Negotiate Better Terms: Regularly evaluate vendor contracts and negotiate better terms with suppliers to secure volume discounts.

Strengthen Supplier Relationships: Build and maintain strong relationships with key suppliers to enhance collaboration and mutual cost-saving goals.

Develop Category-Specific Strategies: Create tailored strategies for high-impact categories, focusing on cost drivers and market conditions.

Optimize Across Categories: Identify synergies across different categories to leverage buying power and reduce costs on a holistic level.

Implement Procurement Technology: Adopt e-procurement platforms and spend analysis tools to streamline processes and enhance cost control.

By applying these strategies, companies can not only control their OPEX but also drive value and ensure long-term sustainability.

https://www.golimelight.com/blog/opex-planning

Please don’t get lulled into a false sense of security thinking this is over. The sad fact is that we no longer have job security. It doesn’t matter how long any of us have been here or how much value we bring every day. All that matters is that they want to keep cutting costs, and if the numbers fit, you’re gone.

All that's been happening are random cost-cutting and chaos. I honestly don't see much of a future here anymore.

Heard that’s the path forward, and it makes sense. Combine operations, leadership. Cut many many many many heads. Sure, it will rough for a while, but it’s all about the immediate savings. No one cares about 3 years from now, only the next qtr and the current gap to solve for. Painful decisions are what random new CEOs are all about.

Also, no more value! Redundant operations. It’s all consumer and business, all customer. We don’t need 10 different marketing teams, just one.

IT has so many departments and similar functions. IT is a service, why not eliminate most of them by contractors and real IT companies. So many IT workers looking for work with AI so the pay and market availability is now a great time to lower our cost.

1. Cost Savings
2. Access to Expertise and Technology
3. Focus on Core Business
4. Scalability and Flexibility
   5 24/7 Support and Reliability
5. Risk Management

Keep the chemical engineers and people in the field paid well. They are out in refineries and terminals in harsh conditions. Why pay them the same?
Most of them are useless and over paid and couldn’t get another job in the market.
John Deere man look into IT please!!!!!!
So many Losers!!!!

I am told verbally, that in my area this cannot now happen owing to 'costs' and saudization. Even after 6 years in the same Grade Code... Anyone have any news I am missing out on, or should I get that resignation letter sent asap?

I was a case manager for IOL 2020 layoffs, long since left. My tips for yall trying to survive:

1.) Mobility, max
2.) High Performers with salaries ABOVE grade not necessarily safe with intent being cost cutting.
3.) Experienced hires, good luck.

Today, my manager informed me that I’m part of the next round of actions, as my role is affected by the organizational health measures set by McKinsey. My team is being reassigned to different functional lines, and my manager mentioned that the RIF notification date is scheduled for 11/19. It appears that McKinsey’s recommendations are driving how our business is structured and managed, with decisions being made based on a set of data rather than the real work being done.

Word on the street is that new CAO Scot Rogers summoned ALL VP+ roles from around the world to Possible LA this week. Everyone VP and above. Seriously? Why? Most of those people have zero to do with sales or customers. That's a TON of expense for a company that is underperforming at epic levels and laying off really good people every few months. Has anyone at the top even looked at the stock price recently? TD is being SO poorly managed. Why hasn't the Board fired Steve McMillan yet? He's clearly incapable of steering the ship around the giant iceberg directly in front of him.

All software and IT teams who are more contractually required to be US based will be required to be at 70 pct offshore. No rehired in US until achieved and R required otherwise.

I was told by our manager a reorg is comming by the end of the year. We were told some of us were moving to another site. This reorg is supposed to cut costs by reducing redundant positions. There is no talk of layoffs but movement of personnel to optimize operations. I believe it is another way of forcing more employees to leave or retire. I will retire instead of changing positions.

Next cost cut will be the end of flights and camps at Kearl.

Relocation to FTM or severance!

Large scale RIF's coming this month! There is a memo currently doing the rounds with management, looking for additional departmental cuts. They initally are looking to trim the fat. Like before Attendance, time keeping, performance, etc.
Elliott Investment Management are undertaking large scale cost-cutting imitative along with other cost saving and restructuring initiatives. The RIF's will begin this month and continue through to 2026.
Elliott are planning to undertake a number of acquisitions of specific medical device companies, with the end goal being to transfer products to more competitive countries. Keep watching this space, for the types of companies bought and country they are situated in. This will give a good indication as to which facilities are for the block.

I'll go first:

1. Cut Costs
2. Cut Thick Mgmt Layers
3. Build Alliances

It’s purely cost reduction. That’s why we’ve been losing so many veterans, experienced, and competent people. It’s always about the bottom line. It has nothing to do with dedication, creativity, resourcefulness, or hard work. Being a valuable contributor has become more of a burden than an advantage. Quality comes with a high price tag.

This has to mean more layoffs are coming right?

Sometimes, the truth is stranger than fiction.

How, such a large group of inept middle and upper management can congregate in one place and conspire to hollow out the will to live of so many valuable employees across the globe, is a miracle to behold.

One bad decision follows another, and another and another. Cutting costs of everything to the point where services cannot be effectively provided to customers, while barking on about what a powerhouse they are and how it's all going to change with the reinvention. Which actually means outsourcing everything to the cheapest bidder and it now not working correctly.

Diversity and inclusion are pushed and sold to employees every day, yet all that is encountered is segregation, exclusion and discrimination unless you are in the club. Speak up for what's right and the ranks are closed and the fairy tales rehearsed with the useless, non-existing support network for employees, who are in management's back pocket.

CEO club is over, and so is your honeymoon.

This is so asinine and an obvious employee dissatisfier that could it be they are doing it to push people over the top so they leave themselves? A lot less to pay in severance. I just can't imagine anyone making that decision on something that shouldn't cost the company that much. It's got to be strategic decision.

Office Rent field staff work from home save $10m per annum Close 30 region office spaces
Investment Advice 401k/403b accounts. charge 50 bps. Raise $15m per annum
Surrender\mva Implement raise $10m per yr
CIT switch to CIT in K plans. Save $10m annually
IT/call center farm out 75% to India, Phllipines, and Romania savings of $15m
early retirement buyouts save $10m
eliminate special 3 yr vesting shares for execs cost savings $10M
can field exec vp $1m saved
senior vp & above comp cut to save $5m per An-us
Eliminate anthem&cvs racketeering save $10m per an-us
cap management sell/farm out use seeking alpha, chaiken alalytics, and AI Quant exclusively to save $10 m per pen-is
1 ply toilet paper* use 1 ply toilet paper to save $12,500 per yr

do all of this sch-it and the comp-any will turn key profit yr after yr. what are u eating for.

There’s some serious stuff going down at IOL….
————-
Dark side, only way to survival
They can only offshore things that are in perfect shape , running smoothly, with cost targets achieved.
We learned that the hard way at Kearl and Cold Lake. We drove massive cost savings, brought the assets to top-tier performance, even down to second-lowest operating cost. Back then, they needed us. We were told, If we can hit these targets, everyone’s safe.
Turns out, that’s a lie. You can’t build sustainable savings by cutting people and replacing them with cheaper labour. Everyone from bottom to top knows this, it’s not rocket science.
The truth? Once you deliver those savings, you’ve basically signed your own layoff notice. The very success you built becomes the excuse to downsize you.
So yeah, don’t ki-l yourself trying to save a company that wouldn’t blink before cutting you loose. Do your job safely and smartly, but stop carrying the weight of “shareholder value” like it’s yours to protect.
Scr*w production, extend downtimes… f-k up regulatory stuff…. give them shockwaves… impact should be felt at market level… if nothing changed... it’s a stamp that we were not required at the first place and cheap Indian labour can sustain it.
Focus on your own value, your growth, your skills, your security. Because the system doesn’t care about you. It’ll take everything you give and still ask for more.
So stop feeding the empire, sc--w it .. they can’t offload high cost assets….those who left it’s only way to stretch your employment duration and pump your pension.

Dark side - only way to survival
They can only offshore things that are in perfect shape l, running smoothly, with cost targets achieved
We learned that the hard way at Kearl and Cold Lake. We drove massive cost savings, brought the assets to top-tier performance, even down to second-lowest operating cost. Back then, they needed us. We were told, If we can hit these targets, everyone’s safe.
Turns out, that’s a lie. You can’t build sustainable savings by cutting people and replacing them with cheaper labour. Everyone from bottom to top knows this, it’s not rocket science.
The truth? Once you deliver those savings, you’ve basically signed your own layoff notice. The very success you built becomes the excuse to downsize you.
So yeah, don’t ki-l yourself trying to save a company that wouldn’t blink before cutting you loose. Do your job safely and smartly, but stop carrying the weight of “shareholder value” like it’s yours to protect.
Scr*w production, extend downtimes… fuk up regulatory stuff…. give them shockwaves… impact should be felt at market level… if nothing changed... it’s a stamp that we were not required at the first place and cheap Indian labour can sustain it.
Focus on your own value, your growth, your skills, your security. Because the system doesn’t care about you. It’ll take everything you give and still ask for more.
So stop feeding the empire, sc--w it .. they can’t offload high cost assets….those who left it’s only way to stretch your employment duration and pump your pension.

Rebates gone, no where to hide, they will cut heavily

Just some food for thought regarding Glenview capital. Remember in the deal they made with CVS, they got 4 seats on the board. (In addition to obviously getting the CEO replaced as well) That said, with four seats on the board of directors, they want more than just a seat at the table, they want a say in how the company is operated. Glenview is private equity, remember that. Look at Walgreens getting bought out by private equity and already Sycamore has wasted no time making cutbacks. It might explain everything that’s happening right now at CVS. Private equity is behind the scenes calling the shots. And private equity is all about money and profits and maximizing value for investors, at all costs, and nothing else.

The quarter is looking so rough and it’s hard to imagine 2025 closing above $10 a share. By mid-2026 exits from both institutional investors and larger accounts can only speed up, meaning the stock will see under $8 and more like the upper fives by end of 2026. The second half of 2026 will very likely be brutal on the layoffs front, we will see daily scrambles to cut costs and preserve every single cent. Some of CES’s best bits will probably cheaply end up in the hands of third-tier and fourth-tier competitors just to raise cash. Then comes 2027 and a Chapter 11 filing will look much less like a possibility and more like a certainty. Honestly Rawul should already be on the phone with a seasoned bankruptcy lawyer.
For short sellers out there the momentum is on your side.

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.msn.com/en-us/money/topstocks/3m-company-mmm-targets-25-margin-expansion-launches-1-000-new-products-by-2028/ar-AA1NtvBY?ocid=finance-verthp-feeds

Rumors are the Ford will freeze salaries and reduce hiring in '26 in a effort to lower cost and be more financially flexible given macroeconomic uncertainty and stiff international competition.

On a recent visit to Home office, I noticed an open bar (with paid servers) providing free beer and wine each evening we were there. I’m at a bit of a loss as to how this helps clients and why it is better to have this than the home office representatives who were laid off.

Remember when they told us that if we help "them" get to $12 and $16 respectively at CL and Kearl all will be good and we will all be safe.....yeeeeeeeeahhh

It was the night before Q4 and all through the house, workers are scared as a mouse.

STS has efficiency gains on the horizon with AI sanctioned as the Zion.

But In all seriousness. Cost cutting headwinds feels like Q4 is setting itself up as a repeat of the past few years.. hold onto your britches and to all a good night

Predictions indicate that ExxonMobil may face significant layoffs in 2025 due to ongoing cost-cutting measures and restructuring efforts.

Context and Predictions

Recent discussions among employees and industry analysts suggest that ExxonMobil is preparing for substantial workforce reductions over the next few years. Concerns have been raised about the company's commitment to achieving $7 billion in structural cost savings, which may lead to layoffs across various departments and locations, including key operational areas in the United States and internationally.

Employee Sentiments

Many employees express anxiety about job security, citing a culture of increased micromanagement, turnover, and a push for higher productivity with fewer resources. There are indications that the company may continue to outsource jobs and reduce benefits, further contributing to a challenging work environment.

Financial Performance

While ExxonMobil reported strong financial results in the second quarter of 2025, including earnings of $7.1 billion, the company is also focusing on cost-saving strategies to maintain profitability amid fluctuating market conditions. This dual focus on financial performance and cost reduction may lead to difficult decisions regarding staffing levels.
ExxonMobil

In summary, while ExxonMobil's financial health appears robust, the combination of cost-cutting initiatives and employee concerns suggests that layoffs could be a significant aspect of the company's strategy moving forward into 2025. Employees and stakeholders are advised to stay informed about developments as the situation evolves.