BRS staff put the team first
Page 62
If you've noticed an error in this article please click here to report it so we can fix it.
THE MORE I learn of the National Freight Consortium, the more, it seems to me to be a model for British industry, not excluding the mines. When employees cease to think of themselves as individuals but as members of a team, success surely is almost guaranteed.
BRS Northern is an outstanding case in point. At certain branches established bonus schemes based on individual performance have been replaced by profit sharing at the request of the workers. A third of the branch gross operating profit above the budgeted figure is shared equally among the staff, less an amount for each day's absence from work.
The system is working well and gives everyone, including those for whom it is not easy to devise a fair individual bonus, a stake in the business. In addition, of course, those who bought shares in the NFC enjoy handsome dividends and remarkable capital appreciation.