Word: mckees
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Dates: during 1960-1969
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...companies that venture abroad know that they must be ready to deal with all manner of complications involving local pride and pocketbooks.Still, there are few precedents for the problems faced by Arthur G. McKee & Co., a Cleveland engineering firm that does a $154 million-a-year business designing and building industrial plants around the world. Independence-minded employees of the company's subsidiary in Rome, Compagnia Tecnica Industrie Petroli (CTIP), are staging an outright corporate rebellion...
Where the Brains Are. CTIP is McKee's European foothold and a sizable operator in its own right. The firm has orders on its books for refineries and petrochemical plants worth $100 million. Last March, only one month after McKee appointed him joint managing director, CTIP's Gian Vittono Cavanna started secret negotiations with Technip, a French government-owned engineering firm. Without telling McKee, Cavanna signed a general agreement calling for a reshuffling of CTIP ownership among Technip, McKee and Italian companies. The idea was that divided leadership would enable CTIP employees to run their company themselves, rather...
...McKee's executives were flabbergasted. When the company bought a 94% interest in CTIP three years ago-for $1.5 million in stock and cash-the Italian firm was in shaky condition as a result of an unprofitable project in Egypt. Since then CTIP's net worth has risen 450%, to $5,000,000. It has won important new business in Latin America, Spain and Scandinavia, and added Gulf and British Petroleum as major clients...
Among other things, CTIP strikers demand Italian (or at least European) managerial control, a 30% salary increase, employee profit-sharing and employee participation in company decisions. They have brought in CISL, Italy's powerful Christian Democratic trade union, to represent them, while McKee has the backing of Italy's Confederation of Italian Industry. Somehow, McKee President Merrill Cox must figure out how to regain control of a firm whose employees are its only real assets...
...Washington. Yet there were some unaccountable lapses. At Yokosuka, Rear Admiral Frank L. Johnson got the messages quickly enough, but he knew that there were no naval aircraft available to help Pueblo. He turned at once to the Air Force's Lieut. General Seth J. McKee, who is commander of U.S. forces in Japan and chief of the Fifth Air Force, which has half a dozen bases in both Japan and South Korea. McKee, too, was strapped, for whatever planes were available were either unequipped or out of range for any rescue mission-even though it would take...