Merrill A. “Pete” Miller Jr. is second member of the audit committee with five years of experience on Chesapeake’s Board of Directors. His education stemmed from U.S. Military Academy at West Point where he got his degree in Applied Science and Engineering. After serving five years in the United States Army, he went back to school and attained his MBA from Harvard Business School in 1980. Since that time, Mr. Miller has had various executive positions in drilling companies that work with oil and gas wells. He worked at Anadarko Drilling company for fifteen years before being promoted to CEO for a year. He then joined, National Oilwell Varco, Inc., a leading company in drilling solutions with operations globally. While he started at National Oilwell Varco, Inc. as a V.P. of Marketing, Mr. Miller continued to be promoted to various …show more content…
Mr. Miller Jr. would have an extensive knowledge of the oil and drilling industry as the Chairman, President, and CEO of National Oilwell Varco, Inc. Within Chesapeake Energy’s 10-Q they note Mr. Miller Jr.’s skills and experience revolve around business leadership, corporate governance, financial expertise, and risk management. There is very little doubt that he has extensive knowledge in several of those areas of expertise after considering his experience. He worked in upper level management for decades facing challenging situations that would have tested those skills and abilities. He also went back to school for his MBA at Harvard, which allowed him to extensively gain his skills and knowledge about business holistically.
The third member of the audit committee is Richard K. Davidson, a retired Chairman and CEO of Union Pacific Corporation. He started working for Missouri Pacific Railroad at the age of eighteen while attending Washburn University- where he got his degree in history. He continued with the company being promoted several times including having responsibilities
Arnold & Porter chose to sue Pittston rather than the Buffalo Mining Company because the value of the corporation allowed for adequate compensation to the victims. Author and head lawyer for the plaintiffs, Gerald M. Stern, writes that the original goal was sue to sue for $21 million for the disaster to have a material effect on the cooperation (51). To avoid responsibility Pittston attempted to prove that the Buffalo Mining Company was an independent corporation with its own board of directors. The lawyers for the plaintiffs disproved this claim by arguing the Buffalo Mining Company never held formal meetings of the board of directors and was not independent of the parent company. During this case Pittston’s Oil division had applied to build an oil refinery in Maine. The ...
1. How was Lincoln able to grow and prosper for so long in such a difficult commodity industry that forced out other giants such as General Electric, Westinghouse and BOC? What is the source of Lincoln’s outstanding and enduring success?
Exxon Mobil Corporation- Exxon Mobile (NYSE: XOM) didn’t have a good start to the year, but the fourth-quarter results helped the company’s share to rise nearly 7% despite a disappointing financial performance. Its shares are now up approximately 3% year-to-date. The company for the quarter reported earnings of $0.67 per share, a slump of 57% as compared to earnings of $1.56 per share in the fourth-quarter of 2014. This decline in earnings is driven by weakness in the commodity market that has impacted its upstream business significantly.
As America’s first billionaire, few individuals in history can compare with John D. Rockefeller Sr. His wealth around the turn of the 20th century would be worth roughly twenty-two billion dollars in modern United States dollars. It is undeniable that Rockefeller changed the landscape of the American petroleum industry by defining the nature of oil production. By 1883, Rockefeller was laying the foundations for what we now know as the vertically integrated company and the modern multinational. The fruit of Rockefeller’s labor, the Standard Oil companies, controlled ninety five percent of petroleum refining and transport by 1880. It would not come as a surprise, given Rockefeller’s opulence, to find Standard Oil and its business practices under close scrutiny by his competition as well as the federal government. Rockefeller’s ruthless and legally questionable business tactics threatened the well-being of the United States’ capitalistic economy. Although the federal government had a prepared response to monopolies, the Sherman Antitrust, it was not enforced to its fullest potential because of the overwhelming influence possessed by Rockefeller due to his wealth. At the time of Standard Oil’s dissolution, their prominence was already waning, providing an entry point for powerful trust busters, such as Theodore Roosevelt and influential writer, Ida M. Tarbell. Standard Oil was allowed to exist for over a decade because of the economical, political, social, and legal complications in separating Rockefeller’s companies and the oil industry. The proper environment for a dedicated antitrust effort existed only after Standard Oil’s initial decline in influence.
Entering the 1950s, no corporation even came close to General Motors in its size, or it's profits. GM was twice as big as the second biggest company in the world, Standard Oil of New Jersey (father of today's ExxonMobil), and had a vast diversity of businesses ranging from home appliances to providing insurance and building Buicks, Cadillacs, Chevys, GMCs, Oldsmobiles, Pontiacs and trains. It was so big that it made more than half the cars sold in the United States and the U.S. Department of Justice's antitrust division was threatening to break it up(to prevent Monopolies, Like how Standard oil was broken up). In the 21st century, it's almost hard to imagine how powerful GM was in the 50s and 60s.Sports cars from Europe were getting popular, because of servicemen coming back from WWII, and wanted sports cars, but American Automakers didn't make sports cars, so they would either buy foreign, or go without. A man named McLean would still try to make a low priced sports car. But it didn't work. The idea of a car coming from GM that could compete with Jaguar, MG or Triumph was pretty much considered stupid and insane. C1:Generation: Bad but valuable. Just 300 Corvettes were made in 1953. Each of these first-year Corvettes was a white roadster with red interior. The Corvette was made of fiberglass for light weight, but the first cars were made with a really weak, (and kind of pathetic for a “sports car”) 150 horsepower 6-cylinder engine and an automatic transmission. The result was more of a look at me, I’m rich car than a race car. The first generation of the Corvette was introduced late in 1953. It was originally designed as a show car for GM's traveling car show, Motorama, the Corvette was a Show Car for the 1953 Motorama display at...
General Motors is a long established corporation, which has had a profound affect on the American people and the American economy. The corporation has prided themselves on producing automobiles at the lowest cost, while remaining a style leader of the industry. Bankruptcy with a government buy out in 2009 caused reorganization, a battle to transform, reinventing a new GM corporate culture. In 2014, Generals Motors topped the list as one of the nine most damaged brands. What caused General Motors to get such a tarnished reputation, was it a scandal-laden culture and mismanagement, putting profit over safety with massive cover-ups, or a combination of both?
We discovered that the history of the oil industry along the Delaware River dates back to 1892. Since then, water port facilities, public transportation, and other forms of infrastructure have benefitted from this industry and undergone important development. More recently, however, due to the rising cost of importing and refining crude oil, a couple of refineries along the Delaware River are on the verge of shutting down. According to the report, the cessation of operations at these facilities has resulted in a direct loss of 1,800 jobs and an indirect loss of 15,000 jobs. In this situation, however, Delta Airlines spent 180 million dollars purchasing Trainer Refinery, for the purpose of lowering the cost of jet fuel. This purchase...
In this case, Phelps Dodge management is primarily concerned with the long-term viability and profitability of the company. The management team has internalized a duty to the owners of the mining operations to adjust company practices to reflect current market conditions with the goal of maximizing company profitability and industry dominance. The remuneration and professional reputation of the Phelps Dodge management personnel is also correlated to the general performance of the corporation, thus introducing very personal attributes into conflict. In the view of these mangers, the restrictions placed upon the business operations by the labor unions are a significant hurdle to achieving these goals. This view by the Phelps Dodge management of the labor force as one of many puzzle pieces to be adjusted to further enhance profits and corporate viability is supported by the capitalistic business environment prevalent throughout the United States as well as much of the Western
There are three exploratory oil rigs that have been drilling under contract for several years along the Angola coast. Each oil rig owned by a United States drilling company. The case study focuses on a small oil rig called the “Explorer IV” housing 180 staff, 30 of these being American expatriate workers or “Expat”, and the top administrator in authority regarding life on the rig is an Expat himself. The purpose of the oil rig’s purpose is for drilling oil and to house all of the staff drilling and operating the rig. The rig is approximately 200 feet by 100 feet so cramped and tight living spaces is to be expected. However, there is a difference in living quarters, quality of food, medical care, and means of transportation between the Angolan’s and the Expats.
Pratt, Joseph A. “Exxon and the Control of Oil.” Journal of American History. 99.1 (2012): 145-154. Academic search elite. Web. 26. Jan. 2014.
One of the Gilded Age’s most prominent well-known philanthropist’s, John D. Rockefeller, had a lasting effect in the United States. He was America’s first ever billionaire. Rockefeller entered the oil business by first investing on an oil refinery in Cleveland, Ohio in 1863. He established his own oil company named “Standard Oil”, which controlled nearly 90 percent of America’s oil refineries by the 1880’s. At first, Rockefeller borrowed money from some of his buddy’s to buy out some stocks and take control of his first refinery in Ohio. He then formed the “Standard Oil Company” along with his brother William Rockefeller and other groups of men, John D. Rockefeller was the largest shareholder of the company. Standard oil was a monopoly in the oil industry for buying other refineries who were competition to Standard oil in order to distribute and market there oil around the globe. Standard oil even went as far as making their own oil barrels and employed scientists to develop other uses for kerosene and petroleum products. John D. Rockefeller was viewed as a target of “muckraking” by journalists, who viewed him as a monopoly giant setting up a monopolistic company in America which helped build his vast oil empire. Critics accused Rockefeller of engaging unethical practices such as competitive pricing when it came to products and negotiating with railroads to eliminate his competitors. The United States Supreme Court wou...
[9] “The Enron Scandal and the Neglect of Management Integrity Capacity”, Joseph A. Petrick, Robert F. Scherer, 2003.
MSCI, a budgetary investigation firm with extraordinary aptitude in surveying the estimation of intangibles like carbon hazard, examined the petroleum business ' execution in five key classifications: operations, wellbeing and security; capacity to get to assets in developing markets; carbon discharges; interest in option vitality; and interest in unpredictable fossil powers like oil sands and oil shale, coal bed methane and coal crease gas, and both gas-to-fluid and coal-to-fluid energizes.
Pacific Oil Company The Pacific Oil Company is going through renegotiation. The company grew immensely early in its inception. The Pacific Oil Company is a “producer of industrial petrochemicals” (Lewicki, Saunders, & Barry, 2010). In 1979, the Pacific Oil Company established a contract with the Reliant Corporation. Pacific Oil Company purchased “vinyl chloride monomer” (VCM) from the Reliant Corporation.
The continuing influence of the founders of the company, James Lincoln created the Advisory Board Committee which allowed them to meet twice in a monthly basis to discuss company operations. This was the beginning of a series of personnel innovative policies which helped the company to distinguish from its contemporaries. As the incentive management plan has been established,