Pilkington Brothers is by any token a highly successful manufacturing company. From its centre in St Helens, Lancashire, this 150‐year old glass company has in the past few decades expanded very rapidly. It is now a large and complex international business. Pilkington have plants in Canada, Australia, India, South Africa, Mexico, Argentina, New Zealand, and Sweden. The company is a technological pace‐setter. Glass manufacturers the world over use Pilkington‐developed processes on licence. Although still essentially glass‐producers, Pilkington have by expansion, acquisition and merger, diversified into optical glass, fibreglass, and toughened vehicle‐glass, for example. What is more, this family firm seems to have managed the process of ‘going public’ with a great deal of skill. It survived the bitter and damaging strike of 1970 emerging two years later with improved profitability. Future prospects are to all appearances excellent. Pilkington always enjoyed, and still enjoys, amongst their own employees at every level and widely amongst the British public, a high reputation as employers who treat their employees with decency and consideration, and as pioneers of modern management techniques. The strike, by common consent, certainly tarnished that image, but it still persists strongly, especially in St Helens. Certainly, senior managers of the company strive honestly and vigorously to restore and to maintain the company's reputation.
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1 February 1974
Review Article|
February 01 1974
Organizational Development at Pilkington Available to Purchase
Tom Lupton;
Tom Lupton
Professor of Organizational Behaviour and Deputy Director of the Manchester Business School
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Allan Warmington
Allan Warmington
Senior Research Fellow with Professor Tom Lupton's research team at Manchester Business School
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Publisher: Emerald Publishing
Online ISSN: 1758-6933
Print ISSN: 0048-3486
© MCB UP Limited
1974
Personnel Review (1974) 3 (2): 4–7.
Citation
Lupton T, Clayton T, Warmington A (1974), "Organizational Development at Pilkington". Personnel Review, Vol. 3 No. 2 pp. 4–7, doi: https://doi.org/10.1108/eb055250
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