Martin Furber

When the economic downturn hit the automotive industry, GKN Driveline, a global supplier of vehicle components, suffered an initial 40 per cent drop in orders. With three sites in the UK losing money, the business had to restructure in a way that would reduce costs, drive recovery and make it stronger.Essential to restructuring for recovery was reducing costs in a way that would respect everyone affected and motivate them to help make the change happen. Once we had decided to close down one of our forges in Birmingham and consolidate two other sites in the West Midlands into one, we then had to share the news with our 507 employees. Our aim was to reassure the 386 staff facing redundancy that they would be supported, and prevent those staying from becoming demotivated by sharing a clear vision for a sustainable future business.When we announced the decision, people were naturally angry, frightened and upset. It was important to work with that and give them something positive back. It’s hard when you’re faced with losing your job, and potentially your lifestyle, through no fault of your own.