Slowly he realised that what he had lost with them was a point of reference for his achievements. From his earliest recollection, he had performed for
It had been their valuation that had given him the definition of ‘a success’, which he so readily accepted. He did not realise how much he had been cushioned by their unfailing response to his achievements.
With them gone, he could now only be assessed by the harsher standards of ‘the outside world’.
At work, the second half of 1980 also proved a sticky period, though Graham Marshall did not feel his own position was challenged. There was just a general malaise throughout the company.
Partly, it was financial. The recession was well-established and, though the oil companies suffered less than other industries, wage rises were curbed and the national unemployment figures made everyone twitchy about their job security.
The situation was not improved by the fact that Crasoco had recently employed a firm of Management Consultants to assess the company from top to bottom. This had an unsettling effect, there was much talk of the likelihood of redundancies following their report. Graham, who had seen a few such investigations come and go without making more than cosmetic changes, remained unworried.
He had his problems, but he managed them with his customary skill. He was busy with commitments to an increasing number of meetings and other responsibilities that George Brewer now shirked, and he found that the whole business of moving house had taken more of his energy than he would have anticipated. He got very tired, but he coped.
Also, increasingly, he had the challenge of bumptious underlings to deal with. One of the effects of the recession had been to restrict job movement in the more obvious channels of promotion, so more young men had followed his course into the Personnel Department. It was inevitable that these were people with similar skills and ambitions to his own. And inevitable that they would try, as he had done, to outmanoeuvre their superiors. At forty, Graham found he had a whole pack of men ten years younger snapping at his heels.
But he felt confident that he was wilier than they were. Most would burn themselves out, lower their sights and settle at their present level. A few would achieve promotion.
The most promising of them was called Robert Benham. He had joined Crasoco three years previously from an American-based oil company. Before that he had worked for an electronics firm and he had a background of computer training. He was bright and ambitious, though he lacked
George and Graham’s public-school finish. He spoke with a flat Midland accent and lacked humour. But to everything he did he brought great application and aggression. He played squash on the company court every Tuesday lunchtime and apparently sailed in his spare time.
A good Personnel Officer, Robert Benham might, Graham reckoned, in ten years or so, be in line for his job as Assistant Head of Department. For that reason, he sponsored and encouraged the younger man. When he took over as Head of Personnel, Graham knew that he would need the support of such proteges. And when he masterminded the changeover to the new computer system, he would require specialist help.
Early in 1981 the Management Consultants’ report was submitted to the Board of Directors.
Its main criticisms were that the British division of Crasoco was too insular in outlook, insufficiently aware of the oil industry’s world picture, and overstaffed at some levels.
To the surprise of all, and the consternation of many, it became clear within a month that this time the consultants’ recommendations were going to be heeded. The report, coinciding with the recession, made the company determined to trim down their staff. In spite of rearguard action by the unions and the staff association, there would be redundancies and early retirements.
Anxious weeks followed this announcement, but still Graham Marshall did not worry. He was confident of his abilities and knew his value to the company. He was the best Assistant Head of Department they had had for years.
His confidence proved justified. As ever, because they were closest to the decision-making, the management side suffered least in the cuts.
The only major casualty in the department was George Brewer, who was asked (though the question was not one which would accept any answer but yes) to take an early retirement.
Graham Marshall breathed more easily. The delays of the last few months were over and the continuing road to success lay open before him. He would get the job a year earlier than he had anticipated.
In March George Brewer’s post was duly advertised, and Graham duly submitted his application. There were other candidates, but all younger and less experienced, with less years of service to the company. George Brewer was on the selection board, and at the interview virtually said that Graham was the obvious man for the job. David Birdham, the Managing Director, asked some searching questions about the Personnel Department’s future, and Graham’s answers, without overt disloyalty to George, implied that he was prepared to make substantial changes. He left the boardroom after much bonhomous smiling and handshaking.
He felt as if he had just been admitted to the company’s most exclusive club, and, although he had never doubted it, knew that the job was his.
CHAPTER THREE
So when, on the Thursday after the board he received a call from George Brewer’s secretary, Stella Davies, to pop up for a drink before lunch, Graham had little doubt what the summons was about.
He entered the outer office confidently and exchanged a little banter with Stella. She was particularly forthcoming that morning. Attractive divorcee in her forties, Graham found himself wondering — not for the first time — if she went with the job. And how far she went with the job.
His confidence was, as ever, increased by the sight of his boss. George had been ageing fast in the last few years, as the precipice of retirement drew nearer. The recent decision, which had brought him so suddenly to its brink, had had a devastating effect. He looked an old man, confused and afraid, as he sat in his swivel chair and fiddled with a paper knife. His lapels were sprinkled with ash from his constant stream of cheap cigarettes. Graham felt the atavistic surge of superiority that youth will always feel as age withdraws from the contest.
George acceded to Graham’s offer to get the drinks. His confused state, and the eagerness with which he put the proffered Scotch to his lips, suggested that it was not his first of the morning.
Hmm, Graham found himself reflecting, if old George is hitting the bottle, the sooner he’s moved on and I take over, the better.
‘Cheers,’ he said.
George Brewer echoed the toast, belatedly, since half his drink was already gone. He reached in his pocket for a cigarette and placed it sadly in his mouth. Graham leaned forward and lit it with his gold lighter, which bore the initials G.M. (an atypically expensive twenty-first birthday present from his parents).
‘Good of you to come up, Graham.’
‘No problem.’
‘No.’ George swayed restlessly in his chair. Cigarette ash dropped unnoticed on to his lap.
‘You know, Graham, I don’t mind telling you, I don’t like the way the company’s going. Don’t know what management’s up to.’
‘I agree they’ve given you a pretty shabby deal, but. .’
‘Oh, me,’ George shrugged, as if dismissing a cause beyond redemption. ‘I’m not talking about me. I’m talking about everything. . No, from my point of view, I’m glad to be getting out. Don’t like the look of the future. The oil won’t last much longer, apart from anything else.’
‘There’s still a bit,’ Graham consoled. ‘And the company’s putting a lot of money and research into alternative fuels.’
‘Yes, yes, I suppose so. .’
George seemed very low. Retirement was frightening him sick. Since the death of his wife, he seemed to have no resources outside his work. One of those who could be dead within a year from sheer inactivity, Graham reflected. He was quite fond of old George, but the thought didn’t shock him. Since his parents’ deaths, he had been increasingly conscious of how expendable people were.
