Page 241 - Adobe Photoshop PDF

2 – Those who work closely with operating department, gain their con-
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propose solutions to prevent problems.

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problem areas and correct them so that future problems either don’t oc-
cur, or seldom occur.

Prior to transferring to Chevron Overseas, I had requested help
from the various overseas locations in preparing the booklet for that
location which would be furnished to employees in the States prior to
their transfer. It is remarkable how things can change when you are in
an operating company and are reporting to the president. I asked for
data from the overseas locations promptly. Within a few months we had
a foreign service booklet for every location around the world where
Chevron had operations. I also worked on a policy whereby every em-
ployee entering foreign service would be guaranteed a job of at least
equivalent level when he returned to the domestic organization. This
policy was eventually accepted in Chevron by the top management. It
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sell it.
By this time, Aramco was booming as it had in the early 1950s.
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ects were underway. A pipeline was built westward across Saudi Arabia
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tion exploded from around 2 million barrels per day to 8 million barrels
per day. The four owner companies each loaned to Aramco from 100 to
300 Americans in technical and management positions. The typical such
loan was anticipated to last two to four years. Family housing again be-
came desperately short of the needs. Unfortunately, Aramco now had an
American chief executive who had transferred from Tapline; he proved
to be way out of his depth.

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