#bigoil

The goal is to cut people or make them quit. Every tactic that pushes employees out is cheaper than paying them to leave. Exxon has turned into an intricate matrix of exploitation and attrition pressures coming from every direction. No wonder it’s now the king of toxicity. And it’s not as if the job is worth going through the wringer for. A couple of years and done seems like the only reasonable way to deal with this hellhole of a company.

It’s that time again. I won’t go first. Mine lasted only a day last time. Then the censors cleared it.

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.

Didn't see this clearly answered in the materials. Wondering if it is possible to keep it as is until a more ideal low rate environment, which would pump up the commuted value.

The properties' owner has pumped the complex with a $80 million renovation.
By Janet Miranda

After pumping $80 million into renovating the former ExxonMobil campus in Greenspoint, a real estate company is auctioning off two vacant office buildings in the complex.

Dallas-based Lincoln Property Co. CityNorth 1 and CityNorth 6 will auction off the properties beginning Feb. 10 to Feb. 12. The first of the buildings, City North, a 12-story 254,000 square-foot building has a $1.85 starting bid while CityNorth 6 has a bid of $2.6 million.

The two buildings were first slated to be auctioned off last month and nearby CityNorth 5 was set to be auctioned last September, reported BisNow. It seems that since then plans have changed with CityNorth 5 no longer on the market with the other properties.

Lincoln Property bought the former Exxon campus in 2019. The developers spent two years pouring money into upgrades to the six-office building campus, per a report by the Dallas Business Journal. Efforts also focused on getting the word out that Greenspoint was safe, despite the area's high crime rate which had earned it a reputation as a dangerous neighborhood.

The new amenities added by the developer include a new fitness center, a 10,000-square-foot conference center and a 6,000-square-foot entertainment facility with a golf simulator.

Despite the push to the auction block, David Carter, a principal director and executive vice president at Colliers and broker for the properties, wasn't too sure the properties would be sold at auction this month, per the same BisNow report.

"We have a lot of people interested in them, just not a lot of people willing to bid on them," he said.

Houston's office market vacancy rate was still high reaching, 25.7 percent, according to the Greater Houston Partnership, per The Real Deal.

https://www.chron.com/news/article/exxon-building-auction-20065694.php

MW did not answer how he's going to try to win back the employees who have absolutely no trust in him and any of the leadership at Chevron. Morale is at the worst its ever been. The RTO mandate does nothing to help this either and comments that we need to be like the workers in the field. When teammates are in India how can you "collaborate"? The reorg is a disaster. He didn't make tough decisions, he made decisions to pad his pockets!

We can’t control who leads Chevron. What we can control is our attitude about our sphere of influence. Nothing you do to improve your skills or deliver results is without merit. At the end of the day you work to provide and honor the one that has given you the intelligence, skills, and work ethic. We may be humble servants, but we’re not servants to Mike, the ELT, etc. If we’re meant to be elsewhere, then so be it.

We are so numb to constant changes (always for the worse) that the workforce no longer cares. Enough with these nonsense townhalls. Let us just collect our paychecks and spend as much time caring about Chevron as the Chevron leaders care about us.

Thank you.

We don’t need performative corporate cr-p when our livelihoods are on the line.

MW was definitely sweating it out up there. Almost no in person questions cause no one cares any longer.

LL must’ve asked Mike this question at least three times; each time he gave a garbled 3-minute response with no clear message. Something about being safe and selling assets was mentioned. How revolutionary. “Doing better”. Idk.

If our leader can’t articulate a strategy, how are we supposed to execute?

A 1 hour nothing-burger. How much money did we waste in employee salary hours viewing this town hall? $2 million?

This could have been an email.

MW: “the puff piece i commissioned in the wsj was supposed to be bait for investors, but exposed how unselfaware we are. I don’t accept responsibility for the second part, because at Chevron LT accountability is not a core value”

Get fu---d you gas lighting clowns

I’ve only been here 5 years. I work directly with/answer to people who have — wait for it — never worked ANYWHERE else and they’re 25+ years deep and when I tell you it’s nearly impossible to get them to evolve into a space that ACTUALLY eliminates silos and makes work more efficient AND effective….they’re gatekeepers, and quite frankly they’re in my way. Not having experience outside of one single company is no longer the flex yall think it is. The tunnel vision and kool-aid drinking (lawd). Why are we doing reorgs if nothing is going to change other than “doing more with less”. This place pays well, sure, but they pay well enough to make you forget you've moved around laterally for years, screaming into the abyss about process improvements that would genuinely streamline things.

Any suggestions?

Let the gaslighting begin

Who’s excited to get lectured for the next hour

Poor MEG. I feel bad for their people. They will surely be taken over by CVE now. $8.6B really?? $17.6B to get out of FCCL. Phillips paying them $1.9B for their share of the refineries. The only thing this company is consistent at is overpaying, getting ripped off and then laying off. No wonder their stock is always in the toilet. Employees should get out now!!!! Go across the street. Go anywhere. What a dumpster fire.

Its funny that the definition of SETH in mythology is this:

In mythology, Seth (also spelled Set) is a prominent deity from ancient Egyptian mythology. He is a complex figure associated with chaos, storms, deserts, and violence

Its exactly what MW has done to the company. Will he acknowledge his failures? Will he be accountable and take a pay cut or better yet leave? Will it just be more lies?

Anyone know what the difference is and why people are getting different ones?

There were a lot of black, shiny vehicles at SP1 when i left yesterday at 5:45pm. There were also security guards in the lobby and parking garage. Was there a specific event that was going on? What do you think was happening?

To poke this administration. Why, why come out with this media stance now? Keep your head down and plow ahead with your plan. No need to pick a public fight. I haven’t seen a single company win from posturing like this. Apple , Boeing , NVIDIA, Microsoft…. Not a single one has come out on top. If we can bite our tongue to do business in countries with dubious human rights track records, surely we could STFU and just plow ahead silently for 3 years and 3 months more
And to what end, so we can all feel better that we have publicly signaled this.. what’s the point if we just end up getting shadow banned in the permitting and less than favorable tariff carve outs… good grief.
https://www.ft.com/content/7e3a2879-d7d9-40a3-8ea8-ae89a9e29121

Can someone post Pay Ranges?

Whoever can secure a job elsewhere in the next year probably ought to do so before we have an accident or two so egregious all CVX employees become untouchable.

Wouldn’t be surprising, but it sure would be good to know.

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.

Feels more and more like LCS only exists for media optics. No good path to profitability with any of the venture projects.
Equally concerning is the toxic culture created within…screaming, shouting, and slamming doors in meetings is modeled by management especially he who exited to run the U/S. Why is this behavior rewarded?

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?