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The Leyland lesson
Page 4
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e transport industry cannot be insensitive to the dilemma of British yland. While the major issue today touches car — and van — production ?. issue will inevitably reverberate throughout the entire corporation and ly well weaken the structure.
Other chassis manufacturers in Europe have said more than once that the iustry needs a strong British Leyland — a phenomenon we seem to have en denied of late. Leyland's survival depends now on the men on the Dduction line as it always has but now their voice must be heard.
The shop stewards have had their say but a solution to such an important ;ue to the British and European economy must be sought till every avenue s been explored. The time for brinkmanship is over, the issue is now tical.
Management appears to have made its decision and it is difficult to nceive that BL is suggesting 25,000 redundancies either for the hell of it as the easy way out. Each employee must be made aware of the fact, each Jst make his or her own judgement uninfluenced by emotive language or mosphere.
The non intervention of the Government even late in the day should not ! seen as callous disinterestedness. is is a personal issue and there could more like it this winter. We should know the extent of our personal sponsibilities and be masters of ir own destiny.