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plan or one closely similar or the Saudi Arab government will revoke
our oil concession. In that event, your companies will lose hundreds of
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choice is yours. The change in attitude was remarkable. George Brit-
ton returned to San Francisco and the Chevron management decided to
support the adoption of the Saudi pension plan. It was never mentioned
to me that my assessment of the situation had been accurate.
I was impressed that the average Chevron professional employee
was somewhat better than the average one we had in Aramco. However,
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The leadership and the way they worked together was below what we
had known in Aramco.
Several months after I started working at Chevron, I was invited
to speak to the Berkeley Rotary Club regarding developments in Saudi
Arabia. I delivered a talk to a couple of hundred Rotarians, which was
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versity of California Berkeley and asked if I would give a similar talk
to their group. This group was a University of California administrative
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would get me to work a couple of hours late, I stalled accepting until I
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When I told him of the invitation, Mr. Britton immediately said that I
was violating a Chevron policy by not having cleared such a speech
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called having met him during one of his visits to Saudi Arabia. Shortly
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company did not wish me to engage in such talks before public groups.
Some years later, I found that Brittons statement was a complete lie. He
had been jealous and had wanted to squash any recognition that I might
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were considered undesirable. I was new to the organization and had
respected leadership in the previous organizations of which I had been
a part. Had I challenged the matter, and George Brittons lie have been
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