Let’s be honest—Chevron is at war with its own employees.
This isn’t just a few disgruntled employees complaining; it’s a widespread issue that I see every day—in the offices, around the coffee machines, in private gatherings, and, of course, on this forum. This division isn’t limited to one level of the company—it extends all the way to senior leadership.
I completely agree that the damage caused by RM is beyond repair. Employees have reported injustices and inequalities time and again, through various channels. Yet, instead of taking an honest look at its own internal data, the company chose to silence those voices.
All Chevron had to do was examine its own records:
How many African American women hold HR positions compared to others?
How many women are in Legal compared to men?
How many employees in the lowest field grades are women?
How many men are injured or ki-led on the job compared to women?
What were their salaries? Who managed them?
Instead of addressing these disparities, the company doubled down on suppressing the truth.
How are employees supposed to feel when someone like EB reaches the top? At TCO, she made hundreds of millions of dollars in mistakes, and just last quarter, she miscalculated a $1.5 billion tax liability when selling the Canadian business unit. Her excuse? That revenue was lower because of taxes paid. Seriously? The CFO didn’t know or expect this government charge? And yet, nothing happened—no accountability, no consequences. Instead, she continues to be groomed for an even higher role, despite the fact that everyone who has worked with her knows she was artificially pushed to the top. She didn’t earn it.
At TCO, I saw firsthand how DEI initiatives were misused. A contractor with zero management experience was put in charge of a $600 million contract just because they wanted a woman in the role. The result? They spent $800 million before even starting steam blowing. Like EB, they blamed COVID for everything, even though this project started after the pandemic and had years of planning behind it. She hired her friends, her husband’s friends, and was eventually fired when the situation became impossible to ignore. This isn’t an attack on women—when she was removed, they replaced her with another woman, BV, who turned out to be fantastic and got the job done.
This war was never about gender, no matter how RM tried to frame it. It was about justice and inequality. Yes, the old boys’ club exists, and many undeserving men have been promoted beyond their capabilities. But the so-called solution swung too far in the opposite direction without truly dismantling the existing power structures.
And what has Chevron done in response? More policing, more enforcement, more firings, more surveillance invading employees’ private lives, and intimidation tactics straight out of Guantánamo Bay. Instead of recognizing the depth of employee resentment, leadership chose to crush dissent, believing it was just a handful of “low performers” or “bottom feeders,” as our catastrophic HR likes to call them.
But they miscalculated.
This isn’t just dissatisfaction—it’s a quiet revolution. Employees became like women who resent and hate their husbands but are forced to stay because of economic reasons. They are forced to shut up because of what they say. They are just quiet and closed off, trying to take as much as they can from this husband while, deep inside, they hope he will die in a very bad way.
Honest employees are dead inside. This reorganization won’t fix the problem as long as the same characters remain at the top. None of the current senior leaders are respected—they are only feared. The end is coming, and it may be sooner than anyone expects.
Chevron’s Board needs to find a way to make peace with its employees. This problem is far bigger than a few underperformers. It has spread across all levels of the company. Loyal, hardworking employees have been turned into people who show up just for another paycheck, watching as everything burns.
Read this a few times before coming to any conclusions.