Cuts at Chesapeake were difficult, but necessary

by The Oklahoman Editorial Board Published: October 10, 2013
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UNCERTAINTY makes for a difficult working environment. What Chesapeake Energy Corp. did Tuesday in letting go about 640 employees in Oklahoma City marked the end of a period of uncertainty for the company and the beginning of an era of uncertainty for the affected workers.

It had to be done.

Doug Lawler, on the job as Chesapeake's CEO only since mid-June, did what he had to do to make Chesapeake “a competitive, productive, strong and vibrant company for decades to come,” as he put it.

Chesapeake's workforce was unsustainable. Major shareholders began demanding changes at the company months ago. A new chairman and new CEO made it their first priority to shore up the firm's viability. The shareholders who financed Chesapeake's spectacular growth in recent years had a right — an obligation — to insist on a new direction for a large company with humble beginnings in 1989, the year Oklahoma City marked its centennial.

Oklahoma City will suffer along with the terminated employees. Despite the vibrancy of other domiciled energy firms here, the city can't easily absorb such a large reduction in force. Some former Chesapeake employees likely will have to relocate. As tough as that will be for the employees, their families and their friends, it's preferable to losing the company altogether.

The positive side of this reduction in force is that Chesapeake will still have 6,000 workers in Oklahoma, 3,500 of them in Oklahoma City. Restructuring should result in a company attractive to shareholders. We have every confidence Chesapeake will grow again from a new starting point. “I believe we have all the elements in place to be a sustainable, strong, growing enterprise,” Lawler said.

Enterprise. The word means a business activity directed at making a profit — not maintaining employment at a certain level if that level can't be justified.

To those invoking the populist argument that these layoffs affect only the underlings and not the executives, we can only say that Americans with a pension plan or 401(k) have a powerful, vested interest in the viability of companies in their portfolios. Their share prices are critical elements in the value of retirement plans. And good stewardship is critical to share prices.

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by The Oklahoman Editorial Board
The Oklahoman Editorial Board consists of Gary Pierson, President and CEO of The Oklahoma Publishing Company; Christopher P. Reen, president and publisher of The Oklahoman; Kelly Dyer Fry, editor and vice president of news; Christy Gaylord...
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