#engineering

This is the easy cut, the next phase will be in tech. Target plans to outsource all of tech, engineering, and security, what does not get moved to India will be outsourced to a contract here in the US. So this is just the start, pretty much everyone in IT in MN will eventually loos their jobs.

Can be better, just saying

Anyone hear anything about tech or engineers being affected by the layoffs? We’ve essentially received no communication from our managers, directors, or VPs since the news came out

I saw a few roles open up there? Whats the story is there a reorg in the chemical plant and those are reorg jobs or are those really positions where they have a demand?

Any folks moved from EM to Chevron yet?

Does anyone know what areas are rumored to be impacted across the digital product, design, and engineering triad?

Continuous engineering cuts (yeah opex cuts) . But don't worry, the 'CPO office overhead is still comfortably expanding

It's been a long time since I've been in PDD (left long ago) but how are things going on after the "ReImagining" done years ago? Any designers/engineers specifically wish to share?

I’m not sure why the original post on this topic was taken down, but I’ve updated the content to align with TheLayoff.com’s posting guidelines. The information below is fact-based and summarized from publicly available corporate and tax principles. Hopefully this version allows for a constructive discussion around Chevron’s ENGINE setup in India and its possible business implications.

⸻

Summary of the Situation

Chevron has invested approximately $1 billion in its Engineering and Innovation Excellence Center (ENGINE) located in Bengaluru, India. While this expansion is intended to improve efficiency and global project collaboration, there may be long-term tax and compliance costs associated with how the operation is structured under Indian law.

The following sections outline general, factual information based on standard international taxation frameworks such as Permanent Establishment (PE) and Transfer Pricing — not internal Chevron data.

⸻

1. Permanent Establishment (PE) and Tax Liability
   • If a foreign company establishes a fixed place of business in India (for example, an engineering or project office), Indian authorities may classify it as a Permanent Establishment (PE).
   • This triggers tax obligations on profits attributed to work performed in India, even if the project serves clients elsewhere.

⸻

1. Profit Attribution
   • Under Indian law, part of a company’s global income can be taxed locally if significant value creation or management occurs in India.
   • For instance, if Australian or U.S. projects are executed by teams in India, India can claim a portion of those profits for taxation.

⸻

1. Taxation of Foreign Subsidiaries
   • Corporate Tax: Subsidiaries or branches in India are taxed on income earned locally, typically around 22% (plus surcharge and cess).
   • Transfer Pricing: Intercompany transactions (e.g., management fees, subcontracting, asset transfers) must follow India’s arm’s-length pricing rules.
   • Withholding Tax: Payments from India to foreign parent entities (royalties, fees, or dividends) may face withholding taxes depending on applicable treaties.

⸻

1. Cross-Border and Expat Implications
   • Projects Managed from India: Even if work supports projects in Australia or the U.S., India can still tax the related income if the work is performed domestically.
   • Foreign Expats in India: Employees from other countries working in India may be taxed under Indian income tax laws based on their residency status.

⸻

1. Estimated Financial Impact (Industry Benchmarks)

Benchmarking studies (e.g., from KPMG and EY) indicate potential cost impacts in several areas:
• Transfer Pricing Adjustments: 5–15% increase in taxable income due to stricter cost scrutiny (e.g., management fees, FX losses, share-based pay).
• Profit Attribution: 15–25% of global project profits could be attributed to India for high-value engineering or design work.
• Compliance Costs: Ongoing regulatory, IT, and operational costs may total $2M–$5M annually depending on scale.

Five-Year Projection (2025–2030):
• Transfer Pricing Adjustments: estimated at $10 million to $20 million per year, totaling $50 million to $100 million over five years.
• Profit Attribution Tax Impact: estimated at $15 million to $30 million per year, totaling $75 million to $150 million over five years.
• Compliance and Administrative Costs: estimated at $2 million to $5 million per year, totaling $10 million to $25 million over five years.
• Total Global Business Unit Cost: approximately $27 million to $55 million per year, or $135 million to $275 million over a five-year period across all Chevron business units utilizing the Indian center.

⸻

1. Strategic Considerations

While India offers substantial cost and talent advantages, aggressive profit attribution and tax compliance requirements could partially offset those savings. This highlights a broader issue many multinationals face when expanding shared services or engineering hubs abroad.

⸻

Sources:
• Indian Income Tax Act and Transfer Pricing Rules
• OECD Guidelines on Permanent Establishments
• Public benchmarking data from KPMG and EY

⸻

Would be interested to hear others’ perspectives on how these kinds of global engineering consolidations impact overall efficiency and cost management across Chevron’s business units.

Many will recall the shocking dismissal of Unity's entire Behavior team, and now, in yet another round, it has come to light that Ben Cloward, a respected and well-known figure in the community, is among those affected.

https://80.lv/articles/veteran-developer-ben-cloward-impacted-by-unity-layoffs

go.

Are there any technical people leaders anymore? Seems like they are focused on bringing in leaders that have no skill, but claim to be great coaches. We are in a death spiral and need technical leaders who can help solution, not leaders who want to focus on asking if you are done yet. And the new PLs who want to help you with career coaching? GTFO. I don't need career advice from someone who has just arrived on the scene when I've been here for years. I need a leader that can remove roadblocks. We are so lost.

Placing engineers—especially those expected to think deeply, design complex systems, and solve nuanced problems—in a call center-style environment is typically a recipe for reduced productivity, poor morale, and suboptimal work quality. Here's a breakdown of what you might expect:
🔇 1. Disruption of Deep Work
Engineering requires focus. Complex problem-solving, debugging, architecture decisions, and coding often need extended periods of uninterrupted concentration (aka “deep work”).
In a call center-like environment—loud, crowded, constant interruptions—engineers will struggle to reach that mental state.
Expect more errors, slower progress, and lower code quality.
😤 2. Morale and Retention Issues
Engineers typically value autonomy, mastery, and purpose.
A call center setup implies surveillance, noise, lack of control over the environment, and potentially even micromanagement.
Result? Burnout, disengagement, and eventually attrition. You may lose your best talent first.
🧠 3. Shallow Thinking Becomes the Norm
When you're in a reactive environment—like one focused on pings and constant chatter—people naturally start thinking short-term.
Instead of proactive design and long-term systems thinking, engineers will fall into reactive, band-aid solutions.
📉 4. Decline in Innovation
Innovation thrives in environments where people have space to experiment, reflect, and collaborate thoughtfully.
The call center model is built for throughput, not thoughtfulness.
Expect fewer new ideas, missed architectural risks, and weaker long-term planning.
🤝 5. Poor Collaboration
Ironically, while open or call center-style setups are often justified as “promoting collaboration,” in reality:
They often increase distractions rather than useful conversations.
Real collaboration requires intentional, focused communication, not random drive-by chats or overheard meetings.

🛠️ Putting engineers in a call center environment is like asking a concert pianist to practice in a food court. Sure, they might play something—but it won’t be their best work, and they probably won’t stick around.

I met a new SD at lunch this week who recently joined. The guy pulls no punches. Super smart I hope he won’t lose patience with this place. He isn’t afraid to say what all the engineers in the room are thinking that most SDs and VPs are too stupid to understand.

"When compared to Intel-based systems, it delivers up to 86x faster AI performance"…

I'm imagining the engineers responsible for running the tests finely tuning the test suite for days and days so they could get that number into the press release, lol. There's no way that's a coincidence and someone definitely advocated for that line being the way it is.

my friend in CCB says they are moving to DevOps model.. anyone heard of it ? How about CIB or AWM ?

This is from 2007-2008 period when Calgary’s job market was hot. Lots of young engineers were quitting Imperial Oil. Imperial was desperate to retain its people. Salary bumps across the board were in double digits (and not the lower double digits).

I remember attending Engineering VP Eddy Lui’s town hall meeting for the engineers and geoscientists. Eddy was explaining how Imperial Oil had a d-mbbell shaped demography curve - lots of people in their very early careers, lots of people at the end of there career, and almost no-one in the mid-career in the company. The reason for this demography was Imperial’s decision to lay off and not hire anyone in the early and mid 90s. Eddy said, “Never again Imperial will make such a mistake!”. In his words, Imperial will hire engineers at a steady pace irrespective of the company’s situation. Eddy and upper management were worried about the future of the company. When the seniors retire, they would leave a vacuum in the company.

Let’s come to the present now. Some of the folks who attended that session are at the top of the company now. I am telling you, you folks will have to repeat Eddy’s comment when no one will come to Imperial Oil when the market recovers. You will be saying, “Never again Imperial will make such a mistake!”.

This is from 2007-2008 period when Calgary’s job market was hot. Lots of young engineers were quitting Imperial Oil. Imperial was desperate to retain its people. Salary bumps across the board were in double digits (and not the lower double digits).

I remember attending Engineering VP Eddy Lui’s town hall meeting for the engineers and geoscientists. Eddy was explaining how Imperial Oil had a d-mbbell shaped demography curve - lots of people in their very early careers, lots of people at the end of there career, and almost no-one in the mid-career in the company. The reason for this demography was Imperial’s decision to lay off and not hire anyone in the early and mid 90s. Eddy said, “Never again Imperial will make such a mistake!”. In his words, Imperial will hire engineers at a steady pace irrespective of the company’s situation. Eddy and upper management were worried about the future of the company. When the seniors retire, they would leave a vacuum in the company.

Let’s come to the present now. Some of the folks who attended that session are at the top of the company now. I am telling you, you folks will have to repeat Eddy’s comment when no one will come to Imperial Oil when the market recovers. You will be saying, “Never again Imperial will make such a mistake!”.

https://x.com/JobsNowPR/status/1977504586186269162

The tech team’s culture is a masterclass in exploiting the need for networking in the field while treating actual engineering like a thankless chore. Most “management” here are too busy kissing up to non-engineers and flaunting their “connections” like they’re auditioning for a C-suite reality show or getting a millionaire customer on the books. The company leans hard into the field’s obsession with who-knows-who, we-ponizing it to reward political players at HO over producers. Meanwhile, engineers who grind out solid code and keep the systems humming? We’re just background noise, expected to bow to the schmooze gods. Skip a “networking” DEI event to debug a critical issue? You’re “not strategic.” It’s a ridiculous game where pleasing non-techies and chasing clout trumps building anything real. Time to value the code that drives the business, not the connections! 😅

Because there are so many useless teams like QPOET which have been doing NOTHING for so many years!

Currently, I'm a tech support engineer for a Fusion team that supports an Oracle product for our customers. I don't want to go into too much detail, but no one seems to be worried, why??????? Are they stupid or is it just me that is realizing its time to look for something else.....
We have already lost a few members of our team, and while we have a lot of work and its draining, I feel that since they implemented their new AI support tool, our days here may be numbered.

I have a backup plan, but is it safe to assume that the layoffs are over in the US? Should I focus on upskilling and looking for something else? My gut tells me it might be time to leave Oracle.

Just got the email that the responsibilities of my team are being transitioned to NB and we are expected to facilitate that transition. When discussed with our manager, the focus of the conversion was only on how we can help the NB team come up to speed. When questioned about the future of our team, we were met with a vague response that can be summarized as "just wait and see". Not looking good...

I work in ontap engineering.

The organization has seen an influx of legacy middle management talent and former strategy consultants whose backgrounds are primarily in general management rather than technical disciplines. In a technology-driven environment, this skills gap has led to a reliance on offshoring key engineering functions. These managers effectively position themselves as coordinators of offshore delivery rather than direct technical contributors.

However, this structure has created a structural disincentive to hire highly skilled domestic technical talent, as doing so would expose inefficiencies in the current management layer. The result is a dependency loop that prioritizes headcount optics and managerial control over genuine technical capability.
OP: @qv+1k6x0r9wm

Putting this up for visibility. It’s definitely a reason for offshoring that comes right after the usual cost-cutting measures.

Should have been using EPC firms in place of TES decades ago.

Honeywell is a direct road to career obsolescence. Five years as an engineer and the most modern thing I have seen is a windows 7 controlled robot.. that doesn’t work.
AI… forget about it. You think you’re going to get a modern video card on that six hundred dollar laptop budget?
Meanwhile you hear rumors and stories of gleaming buildings in Asia where everyone has a phd and works for lunch money. All the best tools and a bus ride home.
Thinking of taking that offer? There is a reason Honeywell is the only one hiring. Tech job equivalent of a garbage picker.
Run and leave Honeywell off your resume if you can.

• Safety Specialist
• Safety Specialist - Maintenance
• Safety specialist - maintenance (ABU)
• Safety Specialist - TAR
• Safety specialist - TAR (ABU)
• Safety Specialist - Tech Project
• Safety Specialist - Tech Project (ABU)
• OE/ HSE reporting specialist
• OE/HSE Reporting Specialist (EMC)
• Workforce Safety Lead
• Hazard Communication Lead
• Hazard Communication Specialist
• HSE Digital Implementation Specialist
• OE Reporting Lead
• OE/ HSE reporting specialist
• OE/HSE Reporting Specialist (EMC)

Safety Specialist - Bengaluru, India (R000065549)

About the position:
The Safety Specialist is responsible for providing technical support and analysis of Control of Work (CoW) activities supporting enterprise-wide activities including the development and implementation of safe work practices and standards. The Safety Specialist reports to the Workforce Safey Team Lead in the Chevron Engine in Bengaluru, India.

Key responsibilities:
• Support efforts to prevent incidents with a focus on eliminating significant incidents and fatalities through providing guidance on implementation and delivery of the CoW process, standards and procedures

• Position supports delivery of work including workforce safety focus area projects and pilots across the Enterprise

• Support incident investigation process and provide analysis of root cause analysis and trends

• Support for electronic Control of Work (eCoW) digital tool including development of enhancements and data analysis

Required Qualifications:
Bachelor’s degree in occupational safety, engineering, or related field or equivalent work experience
Comprehensive Safety Knowledge: Demonstrates technical understanding and ability to apply health & safety standards and regulations pertaining to industrial workplace settings
Knowledge of oil & gas industry safety procedures, policies, & regulatory requirements
Experience with Safety Audits and Inspections: Proven experience conducting audits, field inspections, and providing interpretations of regulatory regulations, and industry standards / guidance is preferred

Experience in development and communicating safety procedures and conducting training for this material is preferred

Ability to Interpret laws/regulations or policies/best practices, develop compliance guidelines, and provide practical solutions for field implementation is preferred

Experience in compliance, and stakeholder engagement is preferred

Leadership, communication, strategic thinking, and program/project management skills are preferred
Chevron ENGINE supports global operations, supporting business requirements across the world. Accordingly, the work hours for employees will be aligned to support business requirements. The standard work week will be Monday to Friday. Working hours are 8:00am to 5:00pm or 1.30pm to 10.30pm.

No Past Experience of Chevron’s refineries, chemical plants, and LNG facilities required!
• El Segundo Refinery – El Segundo, California
• Richmond Refinery – Richmond, California
• Pascagoula Refinery – Pascagoula, Mississippi
• Salt Lake Refinery – Salt Lake City, Utah
• Cedar Bayou Plant – Baytown, Texas
• Sweeny Complex – Old Ocean, Texas
• Port Arthur Plant – Port Arthur, Texas
• Lake Charles Plant – Lake Charles, Louisiana
• Orange Plant – Orange, Texas
• Borger Plant – Borger, Texas
• Conroe Plant – Conroe, Texas
• Kingwood Plant – Kingwood, Texas
• Singapore Plant – Singapore
• Qatar Plant – Mesaieed, Qatar
• Saudi Arabia Plant – Jubail, Saudi Arabia
• Shanghai Plant – Shanghai, China
• Istanbul Plant – Istanbul, Turkey
• Subang Jaya Plant – Selangor, Malaysia
• Dubai Office – Dubai Airport Free Zone
• Gorgon LNG – Barrow Island, Western Australia
• Wheatstone LNG – Ashburton North, Western Australia
• Angola LNG – Soyo, Angola
• Nigeria LNG (stakeholder) – Bonny Island, Nigeria
• Kitimat LNG (planned) – British Columbia, Canada
• Tangguh LNG (stakeholder) – Papua Barat, Indonesia

Yeah All Feeling Safe!

Why are Principal Engineers taking on reportees and performing managerial duties? Isn’t this a fundamental misuse of the role? A Principal Engineer is supposed to be a senior technical authority, driving architecture, innovation, and solving the most complex problems—not acting as a people manager. When they start collecting reportees, it raises a red flag: are they trying to shield themselves behind a team to inflate visibility and give the illusion of doing ‘more’ work than they actually are? This not only dilutes the technical bar but also creates confusion in accountability. Instead of leading by technical depth, they start operating as pseudo-managers, which neither serves engineering excellence nor respects the purpose of the role. In reality, it looks more like a strategy to hide from real technical challenges, while showcasing headcount as a false measure of impact.

Should we assume our amazing engineering group has saved the company?

Lots of full time employees that are Leads don't know how to code, only thing they know is to take credit from the work the contractors do.

I found out many Cloud Engineering middle management people left OpenText because of uncertainty and mechanical behaviours of leadership. Out of curious, when i started talking to people over coffee , I learnt that IT under Chan*** have let go many long time, accomplished, hard working managers and that is making left out team quite delusional. I used to work for one the manager, who used to out 10 hrs a day even in weekends. This is ridiculous. No value for hard work n productive. Leadership is just a power mongers and replacing with their pets from other stores.

Any affected? I dont know what they do

Analog Power Products division laid off today

Looking like the Manchester, NH site is toast. F in the chat for all the test engineering teams.

Will this be executed flawlessly? Everything is being market tested. Not nearly enough capable engineers, our best are leaving or retiring soon. What is our strategy? Break the previous recall record? Who will be held accountable?

The town hall meeting in Ireland was very brief, lasting less than seven minutes.
Employees were not given an opportunity to ask questions, and participants could only see the two organizers on the call. Attendance was limited to the lines of business directly impacted.

Key points communicated to employees:
A Collective Redundancy Scenario will take place.
No specific organization was named.
113 roles in Ireland will be affected:
14 in Finance
21 in Marketing
78 in Engineering/Technical
The consultation period will begin on Friday, 19 September.

If I was a young engineer I would steer into power engineering. We will always need power.

Now that India appears to be aligning with China and North Korea- how long can Ford continue to offshore massive amounts of Engineering, Manufacturing, and Tech work there?

Half of Ford’s global enterprise tech team operates from India.

How can Ford remain committed to India as a centre of excellence?

Synaptics saw a 29.4% revenue decline in fiscal year 2024 compared to 2023, likely prompting layoffs that hurt employee morale. Meanwhile, execs continue to sell RSU stock, funded by stock buybacks, potentially eroding trust further. This raises questions about how many engineering jobs were cut to support these insider stock trades.