#oilandgas

We are in massive non-compliance by getting engineering services from non-registered engineers from not only out of province, but out of the country.

Report this while you can.

Who’s going to buy it? Report from Reuters.

Why did CP announce layoffs the better part of a year before it was scheduled to happen?
Answer: To create a culture of fear to squeeze harder work and backstabbing from its employees. An employee in deep fear is a desperate employee, especially in times of industry decline, and many will do anything to keep their job, to include going the extra mile to make co-workers look bad.

https://www.youtube.com/watch?v=MohJLPgutKQ

Chevron refinery and now Big Spring refinery. Has it begun?

According to a McKenzie report. The Mars corridor, Nakika, and Stones will be on extreme production declines and operational issues within the next 5 years…
What’s the inside perspective?

• 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!

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.

Starting this thread to compare severance amount. Affected employees supposed to start receiving estimate today.
Severance estimate/year of service/current salary.

I can confirm two more people left Lima and one more left Calgary this week. Two more also left Toledo although I can’t confirm whether it was voluntary or involuntary.

With RJ taking the COO role, will there be layoffs coming?

Or settle for Diamondback?

Posted on Chevron's Board:

Stop Selling Out Our Future

Friends,

Across forums, industry conversations, and personal exchanges, one theme keeps repeating: Offshoring and particularly to low cost labor markets like India.

Let’s be clear:

Our operations are built on national resources—oil, gas, and energy that are the wealth of nations. These resources, while vital, come with environmental costs we all understand. And yet, instead of converting this sacrifice into livelihoods for the people of the very nations whose resources we exploit, we see record levels of offshoring.

This is not the same as IT or banking outsourcing. Natural resources are not just corporate assets, they are national wealth.

To offshore the jobs tied to them is not just cost-cutting, it is economic plunder.

The scale of this shift is hidden. Official headcount reports disguise the reality. If we include not just GCC centers but also third-party service providers, the imbalance is shocking-only a fraction of roles remain in base countries, while the majority are quietly shipped overseas.

In reality, No MC, C-suite, or shareholder vote should decide who benefits from national resources. That right belongs to the people and their governments.

The problem is, most people, even in government, don’t know the scale of what’s happening. It is happening quietly, and rapidly.

That’s why every one of us has a role to play. Even small actions matter:
• Write to your representatives.
• Raise awareness within your networks.
• Push for transparency in how resource-linked jobs are allocated.

This is not about one company or one industry. This is about ensuring our resources create futures for our people, not just cheap profits offshore.
If we don’t act now, we risk handing away not only our jobs but our children’s right to benefit from their own nation’s wealth

#Offshoring #Offshore #OilAndGas #JobSafety

17 hours ago by Anonymous | 720 views | 28 reactions (+25/-3) | 11 replies (last 1 minute ago) | Reply
Post ID: @OP+1k6hcewde

Joined 3 years ago. People tell me that prices go up and down, bo-m and bust cycles. That makes sense but it now feels that it'll never go up, almost like this is a systemic change. Not sure, it's just my gut feeling but I wanted to see if people with experience can chime in.

Who’s supposed to pay my bills? Has anyone noticed the cost of living skyrocketing? Housing, mortgages, it’s all out of reach. Everywhere I look, there are layoffs. I’ve been trying for almost a year to land something else, just to get ahead. I got a couple of offers, but none worth even considering. I even looked way outside my skillset and in cheaper locations. Nothing. Feels like most of us are running out of options.

…

Silence

Fear of Donald is what has delayed a 20% layoff in the US. It is inevitable.

...it would be if some competitor comes to sn---h folks away from Imperial before they've had a chance to transition the work.

Anyone have an educated guess on what is going to happen to all the Denbury folks in the Plano office come November when their 2 years is up? Surely they aren't going to move them all down here when we are cutting so much.

Houston, Permian and gulf coast plants are being overrun by Indian expats. Does Canada have this same problem or are Canadian laws preventing it?

There was supposed to be some sort of big meeting or announcement 10:00 a.m. the other day. What is the news from that?

Friends,
Across forums, industry conversations, and personal exchanges, one theme keeps repeating-
Offshoring and particularly to low cost labor markets like India.

Let’s be clear:
Our operations are built on national resources—oil, gas, and energy that are the wealth of nations. These resources, while vital, come with environmental costs we all understand. And yet, instead of converting this sacrifice into livelihoods for the people of the very nations whose resources we exploit, we see record levels of offshoring.
This is not the same as IT or banking outsourcing. Natural resources are not just corporate assets, they are national wealth.
To offshore the jobs tied to them is not just cost-cutting, it is economic plunder.

The scale of this shift is hidden. Official headcount reports disguise the reality. If we include not just GCC centers but also third-party service providers, the imbalance is shocking-only a fraction of roles remain in base countries, while the majority are quietly shipped overseas.

In reality, No MC, C-suite, or shareholder vote should decide who benefits from national resources. That right belongs to the people and their governments.

The problem is, most people, even in government, don’t know the scale of what’s happening. It is happening quietly, and rapidly.

That’s why every one of us has a role to play. Even small actions matter:
• Write to your representatives.
• Raise awareness within your networks.
• Push for transparency in how resource-linked jobs are allocated.

This is not about one company or one industry. This is about ensuring our resources create futures for our people, not just cheap profits offshore.
If we don’t act now, we risk handing away not only our jobs but our children’s right to benefit from their own nation’s wealth

First of all, my heart goes out to our European, Canadian, and Singapore colleagues.
Great friends, fine professionals, and true believers in EM core values.

Across forums, industry conversations, and personal exchanges, one theme keeps repeating-
Offshoring and particularly to low cost labor markets like India.

Let’s be clear:
Our operations are built on national resources—oil, gas, and energy that are the wealth of nations. These resources, while vital, come with environmental costs we all understand. And yet, instead of converting this sacrifice into livelihoods for the people of the very nations whose resources we exploit, we see record levels of offshoring.
This is not the same as IT or banking outsourcing. Natural resources are not just corporate assets, they are national wealth.
To offshore the jobs tied to them is not just cost-cutting, it is economic plunder.

The scale of this shift is hidden. Official headcount reports disguise the reality. If we include not just GCC centers but also third-party service providers, the imbalance is shocking-only a fraction of roles remain in base countries, while the majority are quietly shipped overseas.

In reality, No MC, C-suite, or shareholder vote should decide who benefits from national resources. That right belongs to the people and their governments.

The problem is, most people, even in government, don’t know the scale of what’s happening. It is happening quietly, and rapidly.

That’s why every one of us has a role to play. Even small actions matter:
• Write to your representatives.
• Raise awareness within your networks.
• Push for transparency in how resource-linked jobs are allocated.

This is not about one company or one industry. This is about ensuring our resources create futures for our people, not just cheap profits offshore.
If we don’t act now, we risk handing away not only our jobs but our children’s right to benefit from their own nation’s wealth

Seeing a lot of Permian leadership in SUVs around Civitas field. Will this be a good purchase?

Looks like one less C producer to be sold in the Permian basin. Exxon would benefit from the uplift and diversity of locations.

Will a purchase make sense? Chevron is seeing some issues in the Permian basin. This purchase would uplift production quickly and reduce the need for drilling.

JC and crew on a reconnaissance mission spotted in black SUVs around Civitas field. Will the be a good acquisition for APA? What are the Pros and Cons?

It’s so infuriating to read in the news how the Provincial government tries to tie the layoffs to the feds, focusing solely on the pipeline or some perceived “red tape.” I’m with IRP, and there was no shortage of projects (less so now, no one knows what to do). For approvals, we asked AER or provincial bodies.

Those corporations don’t care about ease of regulations - they only understand regulatory consequences and cost impacts. Right now, it’s very cheap for them to get rid of all of us with no reason given. I almost can’t blame IOL (or more so Exxon) for what they did. It aligns very well with the nonsensical decisions they were making. BTC, DTI, how is this allowed in Canada

My wife got laid off last month after eight years, we’ve got three kids, and if EM hits me with a layoff too, we’re done. I just want to keep my head down, work, and support my family but that seems impossible right now.

Doesn’t the sale make Oxy more attractive to a buyer like XOM or Chevron?

Looking to apply here. How’s the culture and management at leismere

The People of Alberta own the Oil Sands.
No one is going Edmonton !
Provincial Legislation will be passed within the year to prohibit Outsourcing of jobs that are related to the Oil Sands Industry. So not only will the large majority of the 900 jobs not go to BTC . BTC will lose their jobs which will be brought back to Alberta.
We own the product … Exxon.
You Don’t !
We need Companies that Put Alberta First. Not Companies like yours and Tim Hortons who displace Albertans from their jobs with foreign workers.
So when your Oil Leases come up for renewal, your Camp permits require approval don’t think they can’t be rejected.
Like you rejected 900 Albertans and their families.

In case people haven't noticed; this has been standard operating procedure for Imperial Oil Ltd. over the last at least 10 years, and for sure since their restructuring at FAP. Do more with less and if you buy-in we may allow you into our cliché (as they smile) and stick around to do double the work until the next time the knives come out.

Sad.......... Imperial Oil do better! When will the notification come out that Exxon has purchased the remaining 30.4% share of IOL, and then sells off the last of Imperials unwanted assets! To be continued............

Story by Katherine Hamilton

Imperial Oil plans to reduce its workforce by 20% by the end of 2027.

The job cuts, along with broader restructuring efforts, are expected to save $150 million a year by 2028, the Canadian oil company said Monday.

Imperial had 5,100 regular employees at the end of 2024, according to its annual report.

The other restructuring efforts include working more closely with its major shareholder, ExxonMobil, to drive productivity improvements, including higher production, reduced downtime, lower unit operating costs and better project planning. Imperial also said it plans to further consolidate activities to its operating sites.

The Calgary, Alberta, company expects a one-time restructuring charge of $330 million before taxes in the third quarter. Its 2025 guidance is unchanged.

https://www.msn.com/en-us/money/markets/imperial-oil-to-cut-20-of-workforce-in-next-two-years

Shell needs to lose some fat to survive. It should follow ExxonMobil owned (69.6% owned by ExxonMobil) Imperial Oil, and reduce workforce by 20%. On top of that send people to the plants, away from the relaxed life in the big cities.

Rankin is a hollow shell of what it once was.

Newfoundland boy invites you all 5PM eastern

Is announcing an Upstream move to Edmonton a way to get people to quit ?
The Oilers are offering $15 Million to McDavid and he still wants to leave Deadmonton .