may 2012 volume 2, number 2

MAY 2012
VOLUME 2, NUMBER 2
ON THE COVER
George King’s uncanny ability
to simplify and solve complex
problems has earned him
the respect and admiration
over the years from his peers.
Not the least of which was
a recent announcement.
Here, King is pictured with his
restored 1965 Mustang. Read
all about it on Page 14.
inside
03
SAFETY IS IN THE HANDS OF THE EMPLOYEE
Apache sets bar high – all regions are empowered to ensure safe, environmentally
responsible workplace.
04
Apache salutes military veterans with career prospects
When it comes to core values, Apache and the military fit like a well-pressed
uniform.
06
ATTENTION!
Apache boasts dozens of military veterans among its global ranks.
17Former Marine applauds Apache recruiting efforts
Charles Patrick knows all too well the difficulties many military personnel face when
transitioning into civilian life.
08
NORTH SEA transformATION
A new chapter of Apache’s 54-year growth story is unfolding in the North Sea.
10Who-you-know matters
Referring an employee adds value to the company and weight to the wallet.
AFTER THE STORM
Contractors install a new
tornado warning system
funded by a donation from
Apache in Woodward, Okla. A
tornado ripped through the
town shortly after midnight
on April 15, killing six people
and injuring more than
20. The signal tower for
Woodward’s sirens was struck
by lightning, and the tornado
hit the community moments
later. Apache’s donation is
funding the city’s acquisition
of a state-of-the-art tornado
warning system with battery
backup that will continue
to operate in case of an
interruption of power.
12STILL RAYMOND AFTER ALL THESE YEARS
Apache founder Raymond Plank celebrates his library, memoirs, 90th birthday.
14MR. SOLUTION
George King named Engineer of the Year; promoted to Distinguished Engineering
Advisor
16FFT CELEBRATES 5,000
th GRANT
As founding sponsor of Fund for Teachers, Apache celebrates the organization’s
5,000th grant.
18Apaches UNITE IN OUTREACH worldwide
Apache regions across the globe give back to their communities through donations
to their medical communities.
19ARGENTINA NATURAL HAZARDS
When it comes to nasty weather and other natural hazards, Apache crews know the
operational show must go on.
Apache sets bar high
– all regions are
empowered to ensure
safe, environmentally
responsible workplace
company that permit each region to
adapt programs and procedures to fit
local rules and culture while establishing
high standards for training, compliance,
maintenance and environmentally
responsible operation. The regions also
plan and prepare to respond to unplanned
events.
injuries of Apache employees have
declined by 63 percent and injuries
resulting in time away from the job
have declined 37 percent. Injury rates
for Apache contractors in the same
categories have declined by 34 percent
and 30 percent respectively during those
same five years.
Whether it’s protecting people or
operations from sand storms in Egypt,
wildfires in the Permian Basin, extreme
cold in Horn River Basin, or the mundane
but preventable trips, slips and falls, the
regions will be the first to see it so they
need to own it.
Globally, employees understand their
personal responsibility for ensuring
safe and environmentally responsible
operations. Through empowerment,
employees have assumed leadership
roles to ensure they and their colleagues
– full time, part time and contractors
alike – maintain the highest standards
for assuring the competency of workers,
managing work and workers, complying
with regulations, properly designing and
maintaining facilities, using appropriate
environmental considerations, and
planning for responses to extraordinary
events.
The regions also know the local cultures,
rules and regulations and what will work
best in their area.
Someone once said that a true test of
leadership is the ability to spot a problem
before it becomes an emergency.
That dovetails well to the essential
elements of Apache’s operating
culture – individual initiative and a
sense of responsibility and urgency.
Those elements reflect a culture where
individuals up and down the chain
are required to emerge as leaders to
achieve a strong commitment to safety.
And it’s the reason why the regions are
responsible and accountable for day-today execution of all environmental, health
and safety (EH&S) programs across the
company’s global operations.
Apache has established worldwide EH&S
standards of performance across the
The oil and gas industry is not without
risk. Situational awareness is critical,
proper training is essential, and safety is,
as we often say, not negotiable. There are
plenty of rules and regulations out there
designed to protect workers and the
environment, but just knowing the rules
is not enough. It takes vigilant action
through an individual’s ability to step up
and be a leader to prevent accidents and
injuries.
All employees at Apache are empowered
to ensure a safe workplace and an
environmentally responsible operation.
That empowerment is at the core of
the culture at Apache. Employees are
responding and are continuing to work
safer.
Over the last five years, recordable
Apache sets the bar high. And as leaders
we should never be lulled into believing
that even though the safety performance
of the company is improving, our safety
goals have been fully achieved. Tomorrow
always has another challenge, new events
with hidden hazards, and potential for
both success and failure. Our vigilance
will determine our outcomes.
Rod Eichler
President and chief operating officer
3
apache salutes
When it comes to core values, Apache and
the military fit like a well-pressed uniform.
“A lot of them have
specialized training
that crosses over into
the industry,” Lauer
said. “Typically, they
are very devoted
and loyal employees,
which is a big part of
military culture.”
“Apache’s core values align very well with
that of the military,” said Human Resources Executive Vice President Margie
Harris. “The intangibles of selfless service,
devotion and loyalty are traits honed in
the military. They are traits we value in all
Apache employees.”
Taking advantage of the good match,
Apache has launched an aggressive campaign to recruit veterans from all branches
of the military. Since the start of the year,
about 20 veterans have come on board as
part of the initiative.
Overall, about 70 military veterans work at
Apache.
There is a huge talent pool in the military
and Apache wants to tap it, said Mark
Forbes, director of Human Resources for
North America.
Much like recruiters visiting college campuses to search for talent, HR representatives have been making the rounds of
the many military bases throughout the
region. Recently, HR officials visited Fort
Polk near Leesville, La., with plans to meet
with 80 to 100 soldiers and tell the Apache
story. HR also uses social media like Facebook to engage soldiers in conversation.
Getting the word out about Apache is a top
priority, Forbes said.
One recent event that helped spread
the word was Apache’s participation in
4
a Wounded Warriors program in which
10 Marines wounded in action and not
returning to duty received HR training
in finding jobs and working outside the
military.
While many veterans may not have specific oil industry experience, many of the skill
sets learned in the military, like leadership
skills, translate well to the private sector,
Forbes said.
“There are just some incredibly talented
military people out there who want to get
into the oil industry but have no background in the field,” he said. “We need to
look beyond that.”
Dan Lauer, a Coast Guard Reserve commander with 25 years of military experience, recently joined Apache as an
emergency response coordinator with
the corporate Environmental, Health
and Safety Department. He said military
personnel represent “a good resource pool
to draw from.”
“A lot of them have specialized training
that crosses over into the industry,” Lauer
said. “Typically, they are very devoted and
loyal employees, which is a big part of
military culture.”
EH&S Manager John Williams agrees, saying: “We recognized that many veterans
have gained skills through military training
and experiences that relate well to our
industry. In Dan’s case, his background in
planning, safety and emergency re-
veterans with career prospects
sponse matched perfectly to what Apache
needed.”
In the Permian Region, the oil business is
booming, but the talent pool is shrinking
and the current workforce is aging, said
Jay Browder, a Human Resources generalist who works out of Midland.
Rather than continue to recruit field workers from other oil companies, Browder has
turned much of his recruiting efforts to
the military. He has attended job fairs at
Fort Hood near Killeen and Fort Bliss near
El Paso.
One of the more effective recruiting
tools for staffing the 22 field offices he
is responsible for is the new Pumper
Trainee Program, Browder said. Since the
program’s inception in August, 17 former
military personnel are in training.
The program requires no oil field experience. Typically, pumpers are hired only if
they have two to three years of experience.
“We need guys with leadership skills and
safety skills and a lot of fortitude, which is
typical for the military,” Browder said. “We
are bringing in guys who can work their
way up and become future managers.”
The program involves classroom and field
training and is a fairly rigorous process to
complete, he said.
“We want to make sure it is the right fit
for them and for us. So far we’ve had good
success,” Browder said.
Among the many benefits for former military personnel, Forbes said a job at Apache
will help ease the transition to civilian life.
“At Apache, we move at a brisk pace and
within a structure that is very similar to
military style,” he said.
See a former U.S. Marine’s
Apache story on page 21
5
Apache boasts dozens of military
veterans among its global ranks
Apache boasts dozens of military veterans
among its global ranks. Ask any of them
if there are cultural similarities and they’ll
likely list several.
Mark Richardson, projects group manager
and a member of Apache’s North Sea
management team in Aberdeen, said
Apache’s culture and that of the British
military are “a really great fit.”
“Despite the common misconception,
nobody in the military gets direct orders
in the traditional sense of an exact
specification of requirements,” Richardson
said. “Military commanders set out
their intentions, objectives and goals to
their subordinates who in turn use their
initiative, competence and capability to
find the best way to attain the mission.”
Richardson said that same style, known as
“mission analysis and maneuver theory,”
is endemic to Apache as well. Leaders set
out broad objectives and goals to their
subordinates who in turn find the best
tasks to attain them.
Richardson attended the Royal Military
Academy Sandhurst in Surrey, England,
before embarking on a 12-year career
as an officer in the Royal Engineers,
with the majority of his service spent
with commando forces and in diving
operations. He left the military and entered
the oil industry in 1994 and joined Apache
in 2003 as part of the Forties acquisition.
Steve Maruk and his son Gage
6
“The brigade commander wouldn’t tell me
to build a bridge or a road, he would say,
‘Mark, I need to stop the enemy from using
this piece of ground and I need freedom
of action and freedom of movement
here,’” Richardson said. “We would decide
whether we needed to build a bridge or
a road. And I wouldn’t tell my lieutenant
commanders exactly what was needed. I’d
tell them, ‘We need to stop the enemy here
and we need a crossing here,’ and they
would go and do what was needed to get
the job done.”
Richardson said the reason that style
of management is successful in the
Royal Army is that it “speeds up how
quickly things happen by getting inside
the decision-making style of the enemy,
allowing you to always be one step ahead.”
“A sense of urgency is involved in our
decision-making at Apache as well,”
Richardson said. “And Apache’s culture
is absolutely in sync with the mission
analysis and maneuver theory.”
Richardson said the North Sea’s Forties
Alpha Satellite Platform project is a classic
example of how the two cultures operate
in the same way.
“We gave vendors basic design
requirements and asked them what they
could do within that context and a set of
parameters,” Richardson explained. “Like
the Royal Army, they have people who are
very experienced, well trained and know
what to do. We didn’t tell them exactly
what to do, we told them what to achieve.
“That’s why I enjoy working with Apache so
much. It has such a close relationship to
the military.”
Perth-based Training Manager Stewart
Allan has the unique perspective of having
served for the navies of two countries.
“The things that the military and Apaches
have in common are core values, do
things right the first time, best answer in
the room, sense of urgency, teamwork, a
sense of belonging and will-do-can-do
attitudes,” Allan said.
Allan joined the U.K. Royal Navy in 1978
at age 17 and after 26 years of service
retired in 2004 as a chief petty officer with
areas of specialization and responsibility
in engineering, incident
response and chemical
warfare. That same year,
he immigrated to Australia
and took a position in
the Royal Australian Navy
serving in HMAS Stirling
on the west coast of
Australia managing two
fleet support workshops
and being actively involved
in the navy’s apprentices
program.
After his honorable
discharge in 1973 Wirt
obtained his Bachelors
of Science in Engineering
and made the transition
to working in the private
sector.
There are similarities
between Apache and the
military, especially in terms
of structure. “If you have
a good structure that
structure can manage
people properly and
manage the resources
properly,” Wirt said. “Then
you’re going to have a welloiled organization.”
Allan joined Apache in 2008
and has observed a lot of
similarities. He equates the
Allan Stewart, training manager in Perth, is pictured above
roles of Apache employees
during his U.K. Royal Navy days. He retired in 2004 after 26
to those of submariners,
years of service and joined Apache in 2008.
where everyone has an
While there are many
important job and there’s no room for passengers.
similarities between Apache and the
military, one difference to a certain
“Being on a ship or submarine means that you are expected to
degree is Apache’s open-door policy
take on responsibility at a very early stage in your career,” Allan
on communication. “I never met
said. “This is very similar at Apache where you don’t have lots
Steve Farris but I feel comfortable
of layers of management. Like Apache these vessels are lean
enough if I had an issue that needed
manned so everyone has their part to play in making the team
to be addressed at that level I could
effective.”
go talk to him,” Wirt Said. “In the
Alejandro Rozados, Apache´s Security Coordinator in Argentina,
military you don’t just go talk to a
was an officer in the Argentine Army before joining Apache five
general.”
years ago. During his 25 years in the armed forces, he served in
Having served with the Kings Own
seven different combat units.
Calgary Regiment from 1998 to 2001,
Stewart today
“A military is forged to carry out any operation under a dynamic
Steve Maruk, production operator III
environment in a safe way,” Rozados said. “Always being alert
at Nevis Field, Canada, now uses leadership skills he learned in
is a must, while creativity and responsiveness are always
the military on the job at Apache.
demanded to help fulfill the decisions of the commander.
“The many challenges during training help unlock the true
These characteristics blend very well with my responsibilities at
potential of the human body, showing you what you are capable
Apache.”
of doing mentally and physically while maintain focus and
Ed Wirt, projects controls adviser for the Kitimat LNG Project and
keeping objectives in sight,” Maruk said. “There are many times
former member of the U.S. Navy went through boot camp at 17
when high-stress situations come up. For example: It’s -45 C
and began active duty upon his high school graduation in 1971.
(-49 F) with wind, three feet of snow, and a half-frozen field. I
smile thinking that at least I’m not digging a hole to sleep in.”
Since he enjoyed working with his hands, Wirt chose to train for
the Seabees. The Seabees are the construction battalion of the
United States Navy and were created during World War II.
“The majority of my time served was demolishing and renovating
WWII structures on Ford Island (Pearl Harbor) and in Guam;
allowing for an increase in personnel due to stepped up
bombardment operations in Vietnam,” Wirt said.
Maruk has found that most people who have a military
background exhibit high standards of self-discipline and selfmotivation.
“In a job that often finds you working alone, those two values are
key elements to operating efficiently,” he said.
7
NORTH SEA
transformation
From offices in Aberdeen, Scotland, to SAGE Gas Plant at St. Fergus on the Scottish
coast, and to the Beryl Alpha and Bravo platforms in the North Sea, a new chapter of
Apache’s 54-year growth story is unfolding.
The $1.44 billion acquisition of Mobil North Sea Limited from ExxonMobil – codenamed “Pegasus,” for Mobil’s iconic logo – marked a step change for Apache’s North
Sea Region: It was the unit’s first major expansion since 2003, when Apache built a
new region to operate the Forties Field acquired from BP. Since that time, Apache has
increased Forties’ production and reserves and reduced operating costs.
New people have joined the Apache team, bringing experience and fresh ideas and
embracing the attributes that have enabled Apache to deliver on its mission to grow
a profitable exploration and production company in a safe and environmentally
responsible manner.
The tightly coordinated change-of-control process to bring the Mobil North Sea assets
under Apache’s wing required close teamwork and cooperation from employees of
both companies in locations in the United Kingdom, Houston and Norway, as well as
contractors, partners and UK government agencies.
The combination is creating opportunities for people on both teams to take on new or
expanded responsibilities and has introduced new elements to the region’s skill set,
such as operating the SAGE gas plant at St. Fergus and a natural gas pipeline, and
managing the movement of shuttle tankers to offload crude oil from the Beryl Field
complex.
Stuart Taylor, an offshore installation manager who joined Apache in 2003 after a
13-year run with BP, said the success of the three-month timeline for the change of
control to Apache at year-end 2011 set the scene for how Apache intends to operate
the platforms and the gas plant.
“I have probably been closer to the workforce than most, with the number of staff and
contractor interviews that have been completed over the past six months,” he said.
“Throughout the interviews, the common view was, ‘If Apache does what it says it is
going to do, this will be a better place to work.’ My response was, ‘Look at Forties.’”
Regular visits to the Beryl platforms and SAGE plant by Apache’s senior management
helped the operations teams put a face with the company name and assured them the
message was genuine, Taylor said.
Continued on page 20
8
Aberdeen’s Craig Reid (from left),
Katrina Ingram and Michael
Munro
A new organizational structure should
give technicians at SAGE a bigger role,
enabling them to take more responsibility
for maintenance delivery and plant
uptime – and make their jobs more
rewarding, he said.
“The technicians at SAGE and on the Beryl
field are skilled and experienced guys
who have shown commitment with many
years of service – some in excess of 20
years,” Taylor said. “Many of these guys
have never been given the opportunity to
become company staff. We’ve changed
that – the split between company staff
and contractors has flipped – and now
we have many more Apaches in the ranks
to support not only Beryl and SAGE but
Apache North Sea Production.
“The new Apaches bring a lot of fresh
ideas into the company, and they are
willing to adapt to the way that we do
business,” he said. “We are all looking
forward to the future and the challenges
and rewards it will bring.”
“Pegasus possessed all of the hallmarks
of a legacy acquisition for Apache,” said
Jim House, region vice president and
managing director. “It was a very sizeable
transaction, which will yield a meaningful
impact for all stakeholders, including
the employees who effectively drive the
business. It has been fun to watch as
our newest members were introduced to
our culture, started learning about what
makes us run, and ultimately became
Apache’s themselves.”
When Claire Middleton and her colleagues
arrived at work at Grampian House in
Aberdeen after the New Year’s holiday,
their computers booted right up and
Alan
Chesterman
and Claire
Middleton find
new optimism
and potential as
Apache’s next
chapter unfolds.
The Beryl field is no longer viewed as mature field with few prospects;
instead, Apache plans to invest in the field to develop it further.
connected to the Apache network
immediately. While that may not be
surprising for most Apaches, it was just
one small indication of the meticulous
planning and hard work that went into
integrating ExxonMobil’s Mobil North Sea
Limited’s staff and assets with Apache’s
North Sea Region.
Middleton, who joined ExxonMobil in
2002, has joined the region’s Reservoir
Engineering group as a technician,
working mainly on the Beryl field,
the principal field in the $1.44 billion
acquisition.
“Beryl is no longer seen as mature field
with not many prospects left,” she said.
“It’s now seen as a field with lots of future
potential. Apache seems keen to invest
money in the field to develop it further.”
Ron Roberts, an Apache veteran and the
region’s exploration manager, agrees:
“There has not been any 3-D seismic
acquired at Beryl for 15 years. Given
the advances in both acquisition and
processing technologies, I really believe
a lot of opportunity will be unlocked if we
acquire a modern survey.”
Alan Chesterman, the region’s
commercial manager, said the process of
transferring and integrating critical Beryl
and SAGE allocation systems, production
data, allocation processes and gas coordination was completed “seamlessly,”
with no interruptions to operational data
flow.
Chesterman was one of the veterans
of Apache’s entry into the North Sea in
2003. He was a 20-year BP veteran when
Apache bought the Forties Field.
Maintenance team members who had
been focused on supporting Forties have
a unique opportunity to become familiar
with much-different facilities at Beryl,
including concrete platforms, subsea
wellheads and tie-backs, single-point
moorings and an onshore oil terminal,
said Craig Reid, the region’s maintenance
manager.
“Since the turn of the year, with the new
challenges presented by our additional
Continued on page 20
9
Who-you-know
MATTERS
Referring an employee adds
value to the company and
weight to the wallet.
Apache’s core values – which include a sense of urgency, a
contrarian spirit, honesty and integrity – are the driving forces
of the company. On their own, they’re simply words on a piece
of paper. But with the right people behind them, they spark
innovation and success.
Finding and hiring the right employees who naturally embrace
these core values is a task made much easier by the company’s
Employee Referral Program.
“When someone makes a referral, they’re usually referring
someone they have worked with before,” said Jon Jeppesen,
executive vice president of Gulf of Mexico Operations. “Because
of that, they’ll know how this person will handle certain
situations; they’ll know their work habits and whether they’ll
fit into the culture. If an employee is going to recommend
someone, it’s probably because they already know they are a
fit. Plus, they’re going to have to work alongside them, so they
aren’t apt to recommend someone who wouldn’t be right for the
job.”
The bottom line is, “We’re all owners of this company and when
10
we refer someone, we want it to work out,” Jeppesen said.
The program has the added benefit of rewarding employees
who successfully refer a new hire. Those rewards range from
$1,000 to $10,000, depending on the level of the position and its
discipline.
Employees increasingly have been participating in the program.
Payouts for 2011 exceeded $600,000 worldwide, which
represents about a 12-fold increase since 2009.
“There’s no better referral than an employee referral,” said
Margie Harris, executive vice president of Human Resources.
“We’re thrilled that so many employees are taking advantage of
this.”
What goes around, comes around.
Lee Scarborough not only was hired through the program, he
profited from it by referring someone as well.
Scarborough joined Apache in April 2011 as a senior staff
landman in the Permian Basin after being referred by former
colleague and friend, Mike Caudle, who had recently joined
Apache himself as a Permian land supervisor.
“Mike Caudle came over to Apache from the BP acquisition,”
Scarborough explained. “We worked together at ARCO and
BP for about 15 years. He worked in the Apache organization
for about a month, called me to let me know that he liked the
organization and that they needed a landman to work my old ARCO/
BP properties. After talking to him, I knew coming in it would be a
good fit.”
And it didn’t take long for Scarborough to hear about a job opening in
the Permian that suited someone he knew as well.
Guidelines
“Drilling was looking for a regulatory tech and needed someone with
experience and a strong work ethic,” Scarborough said. “I received
a call from an old friend, Katy Reddell, who was looking for a new
opportunity – she was at right place at the right time. And it turned
out she was a perfect fit.”
z Employees interested in
Ridell, a regulatory tech II, started at Apache in September 2011.
There are few industries with the global reach of oil and gas, so
referrals can come from almost anywhere. Mike Stahl, a senior
accounting manager in Houston, was referred by Bill Word, an Apache
Egypt deputy finance manager.
“We had worked together previously in Nigeria for a service
company,” Stahl said.
Stahl agrees that internally generated recruiting “increases the odds
the right people will be added to Apache.” He cautions, however, that
even some top-notch workers may not be right for Apache, where
individual initiative and a sense of responsibility and urgency are the
mainstays of the culture.
“Apache’s culture is unique,” Stahl said. “It’s not a culture that just
anybody can thrive in.”
for referring an employee
referring a candidate for
an open position need to
complete and return the
Employee Referral Program
form, which can be found on
the HR intranet site.
z Referred candidates need to
write the referring employee’s
name in the job application
form.
z Employees must know the
individual they refer.
z Managers and supervisors are
not eligible when referring a
candidate into their own area
of responsibility.
z To receive an award, both the
referring employee and the
referred individual must be
employed for three months
after the hire of the referred
individual.
z Employees who would like
to learn more about this
program should contact their
local HR representative for
details.
11
Still
RAYMOND
after all
these
years
Apache founder Raymond Plank celebrates
his library, his memoirs, his 90th birthday
Ucross, Wyo., sits near the confluence of
Piney and Clear creeks, amid a Northern
High Plains landscape, in the shadow of
the Bighorn Mountains, and on the edge
of the Missouri River watershed. Deer,
antelope, wild turkey and birds of prey
are abundant. People, less so. The stated
population is 25.
On the weekend of April 27-29, the
population increased ten-fold to honor
and celebrate the dedication of Raymond
Plank’s Library and Center for Land
Stewardship, the publication of his
memoirs, A Small Difference, and the
early celebration of his 90th birthday on
May 29. The event also coincided with
Arbor Day, which the Ucross Foundation
wanted to recognize in light of the
20,000 trees the
foundation has
planted in the
Ucross area over
the last six years.
The idea for
a library was
catalyzed by the
January 2011
delivery to Ucross
of approximately
150 boxes of
Raymond’s
personal and
corporate
papers. It grew
from there as
a location to
preserve and
commemorate
Raymond’s
considerable
accomplishments
in business,
economics,
entrepreneurship,
education,
historic preservation, international
affairs, the arts, land stewardship and
public policy. As part of the Ucross
Foundation, its mission will dovetail with
that of its parent.
Ground was broken for the library Sept.
15, 2011. Over time, the building will
house Raymond’s papers, his books (he’s
kept track of every one he’s read since
1942!), his art collection, and many of the
artifacts of his lifetime. It is anticipated
that the library also will hold documents
and objects relating to the history of the
historic cattle ranch on which it resides.
Apache Corporation gifted $100,000 to
the project.
Once all initial collections are in place, the
library will have a private study area for
research. The long-term vision is to open
it to the public.
Throughout Raymond’s tenure, Apache
was a work in progress. By definition,
so too were his memoirs. A Small
Difference, a title first suggested last
fall, is the product of writing Raymond
began in 1982 when Apache was still
headquartered in Minneapolis.
Countless writers and assistants helped
nudge the project along over the past
30 years and after retirement he finally
found the time to immerse himself in
the project to the same degree that he
previously immersed himself in Apache.
With the very capable assistance of
Denver’s Joyce Singular and Houston’s
Plank’s memoirs, titled A
Small Difference, are hot
off the press.
Raymond
Plank’s
Library
and Center
for Land
Stewardship
at Ucross,
Wyo.
Deborah Isaacks Koehler, a finished draft
was produced in mid-2011. Raymond hired
New York’s Vantage Press for publishing,
and his team of editors worked feverishly
through March to finish the product. The
books arrived in Wyoming with plenty of
time to spare: 48 hours.
Employees who wish to purchase a copy of
A Small Difference can do so through the
Fund for Teachers at www.fundforteachers.
org, [email protected], or by
telephone at (713) 296-6127. All proceeds
will be retained by FFT. In Wyoming, the
Ucross Foundation will handle sales and,
like FFT, retain all proceeds.
The centerpiece of the weekend’s
celebration was a reception at the library
that moved outdoors to a tent large
enough to accommodate the gathering.
Wind, horizontal rain and snow, and
temperatures that wavered in the low to
mid-30s buffeted all.
Sharon Dynak, foundation president,
welcomed the standing-room-only crowd.
Mike Plank, the library’s builder - and
Raymond’s son - spoke to the remarkable
effort given by all to bring the project
to completion. Mark Gordon, Ucross
Foundation Trustee, addressed Raymond
and the foundation’s accomplishments in
land stewardship, saluted the dedication,
and, in wishing Raymond a happy 90th,
gave him the podium.
Raymond spoke briefly about his life’s work
and the many great friends in attendance.
He framed his comments and his life by
calling forth many individuals, telling
stories about why they were important,
and then giving each of them a token of his
heartfelt appreciation. In three hours he
told stories that summarized a lifetime. By
the time he was done, there were few dry
eyes.
In many respects, the weather reflected
the personality of the gentleman all had
gathered to honor: still and hot Thursday;
blustery and cold Friday; tempestuous
and relentless Saturday; calm and relaxed
Sunday. As it should be.
One attendee captured this most
memorable of weekends with eloquence
and brevity: “We’re lucky to live in the time
of Raymond.”
This article was contributed by David Higgins,
who retired from Apache in 2009 after 30 years
with the company. Higgins was instrumental
in editing Raymond Plank’s memoirs and at
presstime was beginning a journey along the
Kerry Way, a 114-mile trek in Ireland.
During the Ucross gathering,
Plank visits with Irene
Lueckemeyer, his longtime
executive assistant during his
Apache Houston years.
13
George King named Engineer of the Year; promoted to Distinguished Engineering Advisor
DISTINGUISHED ADVISOR
Recognized for his outstanding achievements over
the years, George King recently was promoted to
distinguished engineering advisor, the highest level
of career achievement for a technical employee at
Apache.
The title of distinguished adviser honors King’s
lifetime achievements, significant contributions to
his field of expertise, and international recognition
in the industry. It also distinguishes his senior
engineering level at Apache.
Only two other Apaches out
of an employee population
of about 5,300 have earned
the title of distinguished
advisers: David Monk, director of
Global Geophysics and president
of the Society of Exploration
Geophysicists, and Kent
Newsham, chief of staff for
Geosciences.
“George is the engineer’s
engineer,” says Mike
Bahorich, executive
vice president, chief
technology officer
and King’s boss.
hen George King faced a problem at the tender age of
2½, he did what came natural: He sought a solution.
Taking apart the flashlight was easy. Putting it back together
was another matter. King, of course, figured it out.
Some 60 years later, Apache’s top engineer continues to do
what he does best: Finding solutions for tough problems.
“I specialize in the weird and the unusual,” he says. “I like the
stubborn problems.”
King’s uncanny ability to simplify and solve complex problems
has earned him a great deal of respect and admiration over
the years from his peers. Not the least of which was the recent
announcement that he had been named 2012 Houston area
Engineer of the Year by the Houston Region of the Texas Society
of Professional Engineers.
Houston engineers honored King with the top award at a formal
presentation banquet as part of the nationwide celebration of
Engineers Week in February.
“The selection of Mr. King is a result of his distinguished record
of service to his profession, contributions to numerous technical
and professional societies and long-standing involvement
in civic and humanitarian activities,” according to Charles
Shumate, awards chairman with the Houston Engineers Week
Committee.
In recognition of the honor, the city of Houston and Mayor
Annise Parker issued a proclamation declaring Feb. 23 as
“George E. King Day.”
To cap off the accolades, King also received a highly vaulted
promotion at Apache. His new title: Distinguished Engineering
Advisor, the highest level of career achievement for a technical
employee.
“He is Apache’s most famous engineer,” says Mike Bahorich,
executive vice president, chief technology officer and King’s
boss.
The new title not only distinguishes King’s senior engineering
level at Apache, but honors his lifetime achievements,
significant contributions to his field of expertise and
international recognition in the industry. And it serves as a
prime example of how Apaches can progress in their careers
without necessarily moving into management.
Before King, only two other Apaches out of an employee
population of about 5,300 have earned the title of distinguished
advisors: David Monk, director of Global Geophysics and
president of the Society of Exploration Geophysicists, and Kent
Newsham, chief of staff for Geosciences.
Award, and the 2004 SPE Production Operations Award.
Born in 1949 and raised in Okmulgee, Okla., in a single-parent
household, King was greatly influenced by his mother, one of few
women at the time to have an advanced degree in biology. Her
love of science trickled down to her son.
“My mom was a big teaching influence,” he says. “I had a lot of
scientific interests growing up.”
“He’s the engineer’s engineer. It’s in his blood.”
Early on, King began to tinker with just about anything
mechanical he could get his hands on. At 4 years of age,
he could take apart the family television set, a 1953 Philco
model, and put it back together. A few years later, he began
prowling the back alleys of his neighborhood, getting up early
on Saturdays before the garbage men made their rounds and
searching for old clocks, broken toasters and anything else he
could take apart and try to fix.
For King, who says he is “humbled and pleased” by the honors,
it’s all part of having fun. “I enjoy stepping outside the box – way
outside the box – to look for solutions,” he says. “That’s where
the real fun is.”
At 17, he disassembled the entire engine of the family’s 1957
Ford Fairlane, fixed a burned valve and a bad oil leak, and
managed to put it back together – all with no formal mechanical
training.
His best days at work? “When someone has a tough problem
and comes to me for the solution.”
“I love to tinker,” he says. “I am still curious after all these years.”
“George has an incredible ability to communicate both internally
and externally,” Bahorich says. “He can take the most complex
engineering issues and make them understandable to a broad
audience.”
King’s technical background includes energized fracturing,
acidizing, perforating, complex formations, coals,
unconventional resources, sand control and technology
applications. He works with Apache on technology, stimulations
and workover operations.
Hydraulic fracturing, the process of injecting water, sand and
small amounts of chemicals underground to free gas trapped
in deep shale rock, is a specialty. He concedes the process “is
not perfect, but is probably the lowest risk form of significant
energy production that exists today.” He says the debate over
its safety and environmental impact “has become more political
than factual.”
“Natural gas production, which is enabled by hydraulic
fracturing, is a great source of future energy,” King says.
Among his many accomplishments during his 40-plus years
in engineering, King has published or presented 65 technical
papers and contributed numerous chapters in petroleum
textbooks. He was named the 1985 Society of Petroleum
Engineers Distinguished Lecturer and the 1999 SPE Short
Course Lecturer. He served as subcommittee chair on
perforating for the American Petroleum Institute and was an
adjunct professor in petroleum engineering at the University of
Tulsa for 11 years. His many awards include the 1997 Amoco
Vice President’s Award for Technology, the 1994 API Service
King landed his first job at Amoco Production in 1971, and
while working full time obtained a bachelor of science degree
in chemistry with a minor in physics from Oklahoma State
University. He later received a bachelor’s degree in chemical
engineering and a master’s degree in petroleum engineering
from the University of Tulsa.
He stayed with Amoco until 1999, when he went to work
for BP. He left BP in 2008 to become senior vice president
of engineering at Rimrock Energy, specializing in shale gas
fracturing in emerging areas. He joined Apache three years ago.
Bahorich says King’s stint at Rimrock is a good example of
how Apache attracts talented employees from both major
corporations and small private firms.
“I got a call from (former) SPE President Kate Hadley Baker, who
said ‘George is available.’ I didn’t even need a last name. I knew
immediately who she was talking about. I was on the phone with
him in 60 seconds,” Bahorich says.
King lives in Katy and has been married to his wife Sandy for 40
years. The couple has two children, Brandi and Daniel, and six
grandchildren – five boys and “one very spoiled little girl.”
Ever since his first encounter with the family’s Ford Fairlane,
King’s love of cars has grown exponentially. His hobby is
rebuilding and restoring old Ford Mustangs. He owns seven cars
and has a 2,500-square-foot garage with three hydraulic lifts.
Continued on page 22
15
For Apache, “Exploring what’s possible” is not limited to the oil and gas
industry. Since 2001, the company has empowered teachers to do the
same through its support of Fund for Teachers (FFT).
As founding sponsor of this nonprofit that invests in teachers’ global
summer pursuits of new knowledge, Apache celebrates this month the
awarding of FFT’s 5,000th grant and the ripple effect of learning these
grants instigate in 2,987 Pre-K-12 classrooms across the country.
FFT
celebrates
5,000
th
grant
In an effort to support and recognize teachers as professionals,
Raymond Plank, then-chairman of Apache, founded the Fund for
Teachers in 2001 and appointed Karen K. Webb as the organization’s
first executive director. The nonprofit organization has grown
substantially and today is responsible for $18 million in grants to 5,000
teachers across the country.
Like a fingerprint, each grant is unique because FFT enlists teachers
to propose and pursue information and experiences lacking in their
practice or classroom. Consequently, FFT fellowships have unfolded
in 124 countries on every continent, fueling teachers’ exploration of
ideas, terrains and cultures that transform what and how students
learn.
“Fund for Teachers promotes and supports excellence in teaching
by awarding grants for active, experiential blends of classical and
contemporary research and learning to individual teachers,” said Webb.
“I believe that our unique, dynamic and holistic approach to ‘leaderful’
learning rewards the innovative initiative of teachers – leading to and
promoting better teaching and learning opportunities for students.”
Apache’s fingerprints are all over Fund for Teachers. Plank’s vision
and foundational support grew from a desire to honor the influence of
teachers on America’s future civic and corporate leaders.
Fund for Teachers
Executive Director
Karen K. Webb, center,
in white, is surrounded
by grant recipients.
In 2005, Apache Chairman and CEO Steve Farris joined the FFT
board, and four years later spearheaded the Pi Society to support
STEM (science, technology, engineering and math) fellowships and
encouraged his corporate peers to do the same. The FFT staff offices
out of Apache’s Houston office, where employees have championed the
FFT mission by supporting fundraisers, participating on committees
to select grant recipients, and, most recently, hosting a clay shoot
at the Permian Region that raised $190,000 to fund grants in that
community.
Apaches regularly pitching in behind the FFT scenes include: Rachelle
Dalcour, Christy Grace, Alma Hernandez, Vivien Liu, Robin Martin, Becky
Payne, Hymes Perkins, Lisa Rao, James Ruiz, Tinlee Tilton, Vernon Tyger
and Susan Wedemeyer.
“Steve Farris and the Apache Corporation board embraced us from the
start,” Webb said. “Without that seminal support, we wouldn’t be where
we are today.”
16
“Apache depends on sharp minds and innovative ideas to
be successful, so the Fund for Teachers is a worthwhile
organization for us to support,” said Apache Chairman and
CEO Steve Farris. “Students and future employers all benefit
from this program’s ability to foster renewed enthusiasm in
the classroom.”
Application details:
Teachers from across the country are invited to propose
their ideal learning adventure beginning each October
through an online application, due in January. The
fellowship application asks teachers to consider not only
what objective they want to pursue, but also why, and how
they foresee the proposed experience making a difference
for them as teachers, for their students, and for their school
community. Awardees are notified in April and fellowships
take place during the summer. All U.S.-based Apache
employee children’s school teachers are eligible to apply.
Melinda Bernabe researched the effects of global
climate change and pollution on Kenya and
Tanzania’s local population for her fellowship.
In addition to FFT’s engaging website (fundforteachers.org),
the fellows’ odysseys and resulting impact on students
can be followed on the FFT Facebook fan page, Twitter and
Flickr.
Timeline
2001: Apache provides initial funding.
Grants awarded in Houston and Oakland, Calif.
2002: Grants awarded in Oklahoma.
2003: National launch announced in New York City,
partnering with NASDAQ, NYSE, NewsCorp, Morgan
Stanley and others.
Noah Heller traveled to Indonesia to develop a
curriculum based on drafting and measurement to
make authentic connections between wooden boat
construction, mathematics and history.
2004: Apache spearheads FFT’s first campaign, Energy for
Teachers, drawing support from other oil and gas
companies. Apache’s support and foresight results
in $3 million that catalyzed FFT’s national growth.
2005: The Boston Consulting group vets and affirms FFT
strategic growth plan.
2009: Steve Farris founds the Pi Society to encourage
more math and science teachers to apply for Fund
for Teachers Fellowships. His vision encourages
others in the Houston area to contribute.
2010: FFT celebrates 10th anniversary.
2012: 5,000th fellow awarded
Today, Fund for Teachers awards grants in 36
states.
Kathleen Courville and Lisette McClung participated
in a workshop on open-air painting in Umbria, Italy,
to learn teaching strategies for painting outdoors.
17
Apaches
unite in
outreach
An artist’s rendering depicts a proposed Maggie’s Centre in Aberdeen.
Innovative program taps tobacco sales to
support cancer care in Aberdeen
The same attributes that drive Apache’s
progress in operations are bringing new
ideas to the company’s wellness and
outreach programs.
In the North Sea Region, an employeedriven program to use market prices
on offshore platforms to encourage
employees to quit smoking is paying
dividends for a planned cancer caring
center in Aberdeen.
The initiative in Scotland is just one
element of Apache’s support for medical
research and health care institutions
around the globe.
Ed Smith, one of the North Sea Region’s
offshore installation managers, first
highlighted in 2010 that workers on the
Forties platforms could buy cigarettes
at significantly reduced duty-free prices
because of the platforms’ distance
from shore. He concluded this was not
consistent with the region’s wellness
program.
Although the initial proposal to eliminate
tobacco sales on the platforms was not
fully embraced during discussions with the
workforce, an alternative emerged: raise
the rate to the onshore Aberdeen prices
and funnel the full difference to cancerrelated local charities.
In 2010, nearly $200,000 (£120,000) of
incremental revenues from nine months of
tobacco sales was divided between Cranes
– a local cancer research organization –
and Maggie’s Cancer Caring Centres, which
is developing a center in Aberdeen as part
of a network across the UK. The region
also contributed $100,000 (£60,000) from
its corporate outreach allocation.
The price increase is having the intended
effect: In the first three months, sales
volumes declined 12 percent. In 2011, the
charity-directed “profits” were 25 percent
below the 2010 level on an annual basis,
and the region contribution was increased
by a similar amount.
With the excess proceeds from offshore
tobacco sales and Apache’s corporate
contributions now totaling about $500,000
Continued on page 22
18
North Sea Managing Director Jim
House presents a $200,000 check
to Colin Montgomerie for Maggie’s
Cancer Caring Centres.
Apache LINC organizes and helps at
an annual “Carers Day” at Princess
Margaret Hospital in Perth.
Apache donated this
Bobcat front-loader
to help Villa La
Angostura townspeople
dig out and remove
volcanic ash.
When it comes to nasty weather and other natural hazards,
Apache crews know the operational show must go on – and the
same is true for field workers in the company’s Argentina Region.
June 4 Puyehue eruption.
Fortunately, the volcanic eruptions, violent “pamperos”
windstorms, and heavy seasonal flooding that can wreak
havoc in other parts of Argentina amount to little more than
inconveniences where Apache operates.
The situation was much worse in Villa La Angostura, however,
prompting Apache to donate a small Bobcat front-loader to help
the town dig out from under all the ash. The front-loader was
used to clear ash blocking the local hospital and other buildings
in the village, which is about 31 miles (50 kilometers) from the
volcano.
“Overall, there is very little effect on operations,” said Fernando
Araujo, production and operations manager for the Argentina
Region. “There are just some minor inconveniences and some
travel disruptions.”
“We knew the town had been hit hard by the volcanic ash and that
its residents were in need so we were glad to help,” said Region
Vice President and Country Manager Michael Bose. “We are part
of the community here.”
Apache had to deal with travel disruptions last summer after a
long-dormant volcano erupted across the border in south-central
Chile. The eruption of the Puyehue volcano belched an ash cloud
more than six miles high (10 kilometers) that blew over the Andes
and carpeted some towns in neighboring Argentina, including the
popular tourist spot Villa La Angostura.
Apache also conducts operations in the Tierra del Fuego Province
in the southern tip of Argentina. There, snow and ice sometimes
can be a concern, but the wintery weather never interrupts
operations, Araujo said.
Apache operates about 292 miles (470 kilometers) to the north of
Villa La Angostura in the Neuquen Province, where the airport was
forced to shut down periodically over several months because of
the drifting volcanic ash.
“It affected our air travel from time to time when Neuquen Airport
had to close, but then you either drive or take a bus from Buenos
Aires,” Araujo said.
The bus ride from the main office in Buenos Aires to the Neuquen
area fields was no easy trip for Apaches and took up to 16 hours
in travel time one way when air service was unavailable after the
The cold temperatures range from about 14 degrees (-10
Celsius) to as low as 5 degrees (-15 Celsius) for about three or
four months during winter, but Apache rigs continue to operate
year-round, he said.
Violent windstorms called “pamperos” can strike Argentina’s
northeast and the east central area known as the “Pampas,” the
fertile South American lowlands covering about 290,000 square
miles (750,000 square kilometers).
But to the west, in the arid Mendoza wine country where Apache
operates, exploration and production operations continue with
very few interruptions caused by pamperos or other natural
hazards.
19
NORTH SEA transformation
assets, I have experienced a real
optimism and enthusiasm within the
maintenance team,” Reid said. “We are
already enjoying the benefits of working
with knowledgeable and experienced
personnel who have come across to
Apache, helping us collectively raise the
bar in terms of maintenance delivery.”
“Apache’s expectations – sense of
urgency, ownership and personal
responsibility – have been
communicated, and resound across the
organisation,” said John Arthur, a 20-year
Mobil North Sea employee and SAGE plant
manager since January 2010.
“My first impressions were that both
corporations operated in the same
environment but had little in common,”
he said. “As the integration progressed,
these first impressions proved incorrect.
Yes, the terminology was different, but
there were clear similarities across all
facets of the organization.
“The fundamental difference is the ‘cando’ culture that exists within Apache,”
Arthur said. “There is less red tape, and
bureaucracy is at a minimum, providing a
great opportunity to get things done.”
Rebecca Brown moved from BP to Apache
in 2003 to be finance manager – leading
a group that built an accounting function
from scratch.
“When I first started to meet the
ExxonMobil employees, my impression
Jim House
20
was that we were about to inherit some
great people who are enthusiastic and
knowledgeable professionals and want
this to be a success; I still think this is the
case,” she said.
“The biggest challenge is helping the new
employees move from one very strong
culture to a different very strong culture.
For some, it looks as if they have been
released and can now run with Apache,
and they have done so from day one. But
we should remember that we were all new
to Apache at some stage in our career,
and some people will need to adjust to
the pace of the Apache world.
“Although the two heritage companies
have very different cultures, we should
look to take the best from both so that
the new organization is greater than the
sum of its parts,” Brown said.
Katrina Ingram, who joined Apache’s
Human Resources team after 13
years at Mobil North Sea, said she has
interviewed more than 100 contractors
and external staff for Beryl and SAGE
technician positions as well as internal
supervisory positions since the year-end
changeover. Seventy offers were made
by the end of March, and recruiting is
continuing. “Staffing will be one of the
main challenges to face in 2012, both
in sourcing and attracting external
resources as well as developing effective
succession planning to ensure continuity
of knowledge, skills and experience,”
Ron Roberts
she said. “Apache inherited a wealth
of knowledge and experience in the
transferring employees.”
“Every day is different and full of
interesting and exciting challenges,” said
Michael Munro, who moved into a new
position as strategy coordinator after
three years at Mobil North Sea. “The
biggest change is the speed of decisionmaking. Decisions generally are taken
locally; when they are taken out of the
region, they are still taken with the same
sense of urgency.”
And so Apache’s sense of urgency
spreads…
“As I’ve seen it time and again, it’s
the people who come with the assets,
when given the chance to work in an
environment that rewards pursuing
opportunities, are the ones who add
significant value,” said House, a 20-year
Apache veteran who joined the company
with the MW Petroleum acquisition.
“Apache’s financial strength and very
positive track record in the UK made us
the buyer of choice for ExxonMobil,” he
said. “We are already seeing positive
results emerge from all corners of the
expanded region as strengths are shared
from both legacy operations.
“It will continue to be an exciting time to
work in the North Sea Region; I’m glad I
had the opportunity to be part of Project
Pegasus.”
John Arthur
Former Marine
applauds Apache recruiting efforts
fter 25 years in the Marine Corps,
Charles Patrick knows all too well the
difficulties many military personnel face
when transitioning into civilian life.
He also knows the value of bringing
former soldiers into the private sector.
“There is some excellent talent in the military that Apache can
tap into,” said Patrick, who fought in Operation Iraqi Freedom and
retired in 2003 as a sergeant major, the highest enlisted rank in
the Marines.
After leaving the Marines, going back to school and graduating
from the University of Tulsa with a bachelor’s degree in petroleum
engineering, Patrick was recruited by Apache and eventually
landed a job as a drilling engineer in the company’s Central
Region.
“These guys from the
military are going to
do everything that is
expected of them and
beyond,” Patrick says.
He says Apache’s new campaign to actively recruit veterans from
all branches of the military is chock-full of payback. “These guys
from the military are going to do everything that is expected of
them and beyond,” Patrick says. “In fact, managers will probably
be slowing them down rather than speeding them up.”
A native of Tulsa, Patrick joined the Marines at 17 after graduating
from East Central High School. He worked his way up through
the ranks, traveled the world and retired at age 42. For him, like
other long-time soldiers, transitioning back to civilian life was not
without challenges.
“After 25 years in the Marines, it’s a big deal transitioning to
civilian life,” he says. “A lot of guys struggle. The big question is
‘What are you going to do when you get out?’ That’s why these
recruiting programs are so important.”
Patrick, 51, has resettled in his hometown of Tulsa. He and his
wife, Angela, have six daughters.
Patrick sees similarities between his role in the Marines and his
job at Apache, which adds value to what he offers the company.
“In the Marine Corps, we planned operations and went into the
field and executed them,” he says. “And now I plan how to drill a
well and then go into the field and see how the plan is executed.”
Military personnel display initiative, professionalism and a strong
sense of discipline, qualities that serve well at Apache, he says.
“Apache offers structure and rewards, much like the military,”
Patrick says.
Over a period from 1992 to 2003, Charles Patrick
made three six-month deployments and one fivemonth deployment to the Persian Gulf.
21
Medical donations unite APACHE
(£320,000), Apache has emerged as the leading contributor
to the campaign to build a Maggie’s Centre in Aberdeen. A
foundation established by Scottish golfer Colin Montgomerie is
leading the $5 million (£3 million) campaign.
The communications committee representing Mobil North Sea
Limited employees who joined Apache at year-end 2011 have
voiced their support for the program, which means the proceeds
from tobacco sales on the Beryl Field platforms will be funneled
to a cancer charity program as well.
“I wholeheartedly agree that the ideal case would be zero sales,”
said Jim House, North Sea Region vice president and managing
director. “Although that is not the situation, overall this is a very
good outcome for the Aberdeen community and in terms of
discouraging smoking among our employees.”
Apache Chairman and CEO Steve Farris visits with
Juri Gelovani, M.D., Ph.D., at the Center for Advanced
Biomedical Imaging Research.
level and to personalize treatment by determining a tumor’s
responses within days, not weeks. In 2010, Apache made a
five-year, $1 million pledge to support MD Anderson’s stateof-the-art advanced imaging center as well as to provide
funds for its critically important data management efforts
and preventative care.
Several Apache regions as well as the corporate office have made
health care and medical research priorities in outreach activities:
z
In Houston, Apache first committed $500,000 to the
University of Texas MD Anderson Cancer Center in 2005,
inspired by the experiences of August Lau, senior scientist
in Exploration and Production Technology, who overcame
lymphoma through treatment at MD Anderson. Steve Farris,
Apache chairman and CEO and member of the cancer
center’s Board of Visitors, directed the donation to support
development of the Center for Advanced Biomedical Imaging
Research (CABIR) at the Red and Charline McCombs Institute
for the Early Detection and Treatment of Cancer. CABIR
supports computer modeling and imaging algorithms – not
unlike the seismic imaging Lau and his colleagues use to
find oil and gas – to detect cancer activity at the molecular
z
In Alberta, Apache Canada has committed $48,000 over
three years to help fund cancer research through the Alberta
Children’s Hospital Childhood Cancer collaborative – Blood and
Marrow Transplant (BMT) and the Applied Experimental and
Therapeutics programs.
z
Recently, Apache’s Argentina Region donated a high-end
Ultrasound system to the Rio Grande hospital in the Tierra
del Fuego province. This new system is capable of doing
many different types of ultrasound and Doppler examinations
providing high-quality images that increase accuracy of
diagnosis.
z
In Australia, Apache’s commitments have multiple facets,
including a longstanding relationship with the Telethon Child
Health Institute, where Apache recently extended support for
a specific child brain cancer research project that now totals
nearly $400,000, and to assist with the institute’s collaboration
with MD Anderson.
z
The Australia Region also funded the Liaising, informing and
Networking for Carers (LINC) Program since the program
started in 2010. LINC provides advocacy and case coordination
for families caring for children with life-limiting illnesses and/
or complex medical needs. The program works by referring
carers and families to support organizations so they gain
access to planned and emergency respite, practical help
at home, counseling, social support, financial help, career
opportunities and education and training.
He converted one of the Mustangs to run on compressed
natural gas (CNG) and is exploring redesigns that will allow
CNG to burn more efficiently to boost power and range.
Besides restoring old Mustangs, King has devoted much
of his spare time to the Boy Scouts and has served as a
Scoutmaster. In recent years, he has become active for the
third time in the organization with his grandsons.
And what’s in King’s future? For a man who once built a
200-pound, 6-foot-tall robot with a guidance system and
camera, the sky is the limit – as long as it involves simplifying
and solving complex problems.
“I can’t wait to see what I’ll be doing next,” he says.
22
Published for employees of
Apache Corporation by the
Public & International Affairs
Department
Editor: LISA NUTTING
Art director:
LORRAINE RICHARDSON
Contributors:
BILL MINTZ
JOHN ROPER
DAVID PLESA
MEREDITH FRASIER
ANNE HEDRICH
Regional contributors:
Cairo: MARK AVERY
Calgary: PAUL WYKE
Lafayette: JOEL PLAUCHE
Perth: DAVID PARKER
Tulsa: MATT WATSON
To contact Explore
Email: [email protected]
Telephone: 713.296.7279
Fax: 713.296.6452
Intranet: news.apachecorp.com
Internet: www.apachecorp.com
Suggestions for story ideas and
improvements are welcome.
apache corporation
2000 Post Oak Boulevard, Suite 100
Houston, Texas 77056-4400
713.296.6000
www.apachecorp.com
HELPING HANDS
Vernon Tyger, Bob Shelby and Marcy
Green take a break during Apache
Houston’s Habitat for Humanity building
project held the third week of May. About
100 employees volunteered, and Apache
covered one day off per employee.
Shelby, center, served as team lead.