Timesizing® Associates
[Commentary] © 2004-15  Philip Hyde, The Timesizing Wire, Box 117 Cambridge MA 02238 USA (617) 623-8080 - *Asterisk means "outside this website" -  HOMEPAGE
Downsizing - the beat(ing) goes on...
(and we don't mean case-by-case firings for just cause based on individual performance reviews)
Wake up, America!  While you passively accept them or reward them with stock purchases,
mass jobcuts flatten wages, funnel income ever more tightly & strangle consumer spending.
Below are all examples that made the Wall Street Journal &/or the New York Times &/or the Boston Globe Jan/1999 to Feb/2004 and megadownsizings Feb-Dec/2004, and occasional noteworthy downsizings Dec/2004-present. Downsizings since 2004 appear in the downsizing section under doomdujour our homepage archives.
Already hip to the dumbness of downsizing?  Savor the simplest, most human, sustainable and market-oriented alternative, timesizing.  

10/02/2015  CEOs still regard downsizing as a normal strategy. This page only logs occasional noteworthy downsizings 2005-present - more noteworthy downsizings in that period appear in the downsizing section under doomdujour in our homepage archives -

4/04/2015  CEOs still regard downsizing as a normal strategy. This page only logs occasional noteworthy downsizings 2005-present - more noteworthy downsizings in that period appear in the downsizing section under doomdujour in our homepage archives -

6/26/2014  CEOs still regard downsizing as a normal strategy (scan down prior to 12/08/2004 for inclusion of all megadownsizings in major newspapers and prior to 2/10/2004 for inclusion of all downsizings in major newspapers) -

2/12/2014  CEOs still regard downsizing as a normal strategy (scan down prior to 12/08/2004 for inclusion of all megadownsizings in major newspapers and prior to 2/10/2004 for inclusion of all downsizings in major newspapers) -

12/24/2013  CEOs still regard downsizing as a normal strategy (scan down prior to 12/08/2004 for inclusion of all megadownsizings in major newspapers and prior to 2/10/2004 for inclusion of all downsizings in major newspapers) -

12/20/2012  CEOs still regard downsizing as a normal strategy (scan down prior to 12/08/2004 for inclusion of all megadownsizings in major newspapers and prior to 2/10/2004 for inclusion of all downsizings in major newspapers) -

12/05/2012  CEOs still regard downsizing as a normal strategy (scan down prior to 12/08/2004 for inclusion of all megadownsizings in major newspapers and prior to 2/10/2004 for inclusion of all downsizings in major newspapers) -

12/30/2011  CEOs still regard downsizing as a normal strategy (scan down prior to 12/08/2004 for inclusion of all megadownsizings in major newspapers and prior to 2/10/2004 for inclusion of all downsizings in major newspapers) -

7/23/2011  statewide downsizing of government employees (scan down prior to 12/08/2004 for inclusion of all megadownsizings in major newspapers and prior to 2/10/2004 for inclusion of all downsizings in major newspapers) -

4/15/2011  economywide downsizing in US via outsourcing to China -

3/07-08-09/2010  economywide downsizing -

2/21-22/2010  massive economywide downsizing (scan down prior to 12/08/2004 for inclusion of all MEGA corporate downsizings in major newspapers, and prior to 2/10/2004 for inclusion of ALL corporate downsizings in major newspapers) -

1/07/2010  economywide downsizing -

7/28/2009  economywide downsizing -

7/23/2009  economywide downsizing -

6/04/2009  economywide downsizing -

4/12/2009  economywide downsizing -
  1. The ripple effect of 400 layoffs - Following the ripples between an Etobicoke factory and a 70-year-old woman in Trinidad, THE TORONTO STAR, A1.
    [Click *here for The Ripple Effect: Interactive Graphic - Trickle-down economics: The economic turbulence created when Owens-Illinois closed.]
    Stephen Harris delivers flowers for 20 florists in the Hamilton area and has felt the effects of the closure of a glass container plant in Etobicoke. [photo caption]
    How does an economy crash? It takes more than plant closures and company layoffs, even dozens of them. It is the secondary fallout from those closures - usually unseen, often far away - that wreak true havoc.
    A factory closes its doors in Etobicoke, a 70-year-old woman shortens her grocery list in Trinidad.
    A machinist loses his job in Oakville. A Mississauga hairstylist loses a colouring session. A restaurateur loses a weekly dinner, a travel agent loses a yearly booking, a charity loses a monthly donation.
    On Sept. 30, the world's largest manufacturer of glass containers, Owens-Illinois Inc., closed its plant on Kipling Ave. in Toronto. About 400 employees lost their jobs.
    They made more than $20 per hour preparing Owens-Illinois containers to be filled with food, juice and alcohol. Many have only high school diplomas; many are immigrants. In a city in which manufacturing jobs have become endangered, their futures are uncertain.
    But they are not the only victims of the shutdown. The Kipling plant did business with the makers of boxes and machines, with electrical contractors and trucking companies. Its employees spent on restaurant dinners and after-work drinks, vacations and gifts, homes and cars.
    The closure of the plant was not the butterfly wing-flap that caused calamitous damage to a seemingly unconnected firm.
    Yet, in ways big and small, obvious and imperceptible, it affected dozens of recession-battered companies: multinationals like Ford, from which laid-off Amey Liddell was planning to buy a new sedan; local manufacturers like Oakville's Northpoint Industries, which annually sold the plant about $300,000 worth of packaging equipment; stores like Jean's Flower Shop, which lost about $150 when six laid-off workers bought a single funeral bouquet together instead of each purchasing their own.
    The struggles of Jean's Flower Shop hurt Stephen Harris, whose company delivers its bouquets. The struggles of Steve's Delivery hurt its six employees. Their struggles affect the golf courses they play, the airlines they fly, the contractors they hire.
    "If we start cutting ... it's like a chain reaction," says Jorge Gonzalez, a former forklift operator at the Owens-Illinois plant.
    This is the ripple effect: the layoff-to-cutback, cutback-to-layoff cycle that connects unwitting strangers as it produces and sustains a recession.

  2. A look inside ... the ripple effect, by Daniel Dale and Brett Popplewell, THE TORONTO STAR, A8-9.
    Owens-Illinois Inc., the world's largest manufacturer of glass containers, shut down its plant on Kipling Ave. on Sept. 30, 2008, throwing about 400 employees out of work. Those employees now are struggling to make do with less money in their pockets, in turn affecting other businesses such as restaurants, car dealers, hair salons and delivery services. Some have even had to stop sending money to relatives in their native lands [oh horror! - their native lands may have to 'find their own feet' and stand on their own feet in the ecological age - parasitizing other economies does not sound like a sustainable strategy]. [photo caption]
    How does an economy crash? It takes more than plant closures and company layoffs, even dozens of them. It is the secondary fallout from those closures — usually unseen, often far away — that wreak true havoc. A look inside ...
    When the Owens-Illinois plant on Kipling Ave. shut down last September, Oakville's Northpoint Industries lost about $350,000 in annual revenue.
    Northpoint, a 22-employee manufacturer of automatic packaging equipment, was also hurt by the closure of two other Owens-Illinois plants in Canada last year. It eliminated its afternoon shift in December, laying off seven employees.
    "I think of that as seven families," says vice-president operations John Ingleson.
    With business down between 25 per cent and 30 per cent, Northpoint cannot afford to fill vacant positions, says founder and vice-president manufacturing Steve Constantin, 43.
    The loss of business also means that Constantin, a married father of three, has cut his personal spending.
    "I'm just like anybody else. I'm trying to protect everything I have ... and your employees are going through the same thing, so it's not like you want to be flaunting things or doing things or enjoying yourself and going places while they're suffering or you're making cutbacks."
    The trucks of Hamilton's Fluke Transportation Group made between 10 to 15 deliveries per day from the Owens-Illinois plant to bottling companies across the GTA.
    When Fluke executives learned of the pending shutdown, they sought new customers to minimize the damage. Six months after the plant ceased operating, Fluke vice-president Kevin Hagen said business was still down about 4 per cent. He later said the company had managed to replace the lost business.
    "There certainly is a ripple-down effect," says Hagen. "When our customers go down, we go down."
    The company did not lay off any of its 140 drivers, but reduced spending in other ways. Plans to hire new drivers and buy new trucks have been postponed.
    "We're trying to hang on and be responsible in whatever way we can," Hagen says.
    "That means three-year-old trucks which might have been turned in for new trucks by now are being driven on into their fourth year."
    In the 30 years he has operated The Musket Restaurant, Helmut Enser has never seen his business this bad.
    "We're still here, but sometimes the people, they are not," says the German-born restaurateur.
    At lunchtime on St. Patrick's Day – traditionally a busy day for bars – there were only four people in the German-themed pub and eatery. A short walk from the plant, it had been well used by Owens-Illinois employees.
    "I had to cut back on my staff's hours by about 20 per cent," says Enser, 67, as his wife serves a meal prepared by his son to one of the customers. "With a big business like Owens-Illinois gone, you feel it very fast. All of a sudden you're down."
    With revenue also down 20 per cent, Enser orders less food. His 17 servers, cooks and other staff take home fewer tips.
    December was the slowest month he can remember. It did not help that The Musket lost one more piece of business that month – the annual Owens-Illinois Christmas party.
    Every weekday, about 15 Owens-Illinois employees walked a block to Buns Master for lunch. "Even if they each spent $5, so $75 a day, that added up over a week," says owner Shafiq Jamani, 29.
    With sales down 30 per cent, Jamani has reduced his monthly purchasing of food supplies from $30,000 to $18,000, hurting his suppliers. And he eliminated eight to 10 hours from the weekly schedules of four employees. He and wife Shama, who works with him, have also begun "penny-pinching" in their personal lives.
    "Retail is totally different now. Growing up, I worked for my father and my uncle. They were able to buy a house, afford a mortgage, buy a Honda Accord (with) cash. Now we're buying on finance. If we're buying a mattress, we're financing."
    He loves his job. But he has reconsidered the long-term ambitions he held when he bought the store in 2005, now contemplating a "three-to-five-year game plan to build up the business and then sell.
    "I would like to renovate ... but I don't have the cash to do it."
    Danijela Cabraja, 29, was laid off from Owens-Illinois last June. Her husband, 36-year old John Muzzatti, received a pink slip from the plant three months later.
    "My husband and I were talking about having kids. That was put on hold," she says.
    So too were basement renovation plans, a spring trip to Croatia and countless smaller purchases. All told, Cabraja and Muzzatti figure they have withheld more than $10,000 they would normally have poured into the economy – money they used to spend at businesses like Jack Astor's, their favourite restaurant, Ren's Pets Depot, where they bought treats for their bulldog, and Home Depot, where Muzzatti acquired supplies for the now-postponed renovation.
    When a former colleague's daughter died last month, Cabraja, Muzzatti and four other former workers from the plant jointly bought a $100 bouquet of roses and carnations from Jean's Flower Shop in Hamilton. In better times, they would have made separate purchases.
    "We would normally have spent $250 for everybody," says Cabraja.
    Every month for 10 years, Jorge Gonzalez sent $400 home to his mother in El Salvador. It allowed the 65-year-old widow to buy food, medicine, clothes, electricity, water and anything else she needed to survive.
    After his September layoff, Gonzalez had to halve his remittance.
    "She's having a tough time," Gonzalez, 44, says of his mother. But so is he.
    With a 2-year-old son and a 10-year-old daughter, Gonzalez has been forced to cut back on his grocery bills, toys for his children and insurance on his car.
    If he does not find work soon, he will have to make further reductions. But he is concerned his cutbacks are hurting others.
    "If we start cutting ... it's like a chain reaction," he says. "For maybe every 1,000 people who cut their cell phone maybe someone will lose their job for that. That's not good."
    When Gonzalez was working, he dined every week with friends and colleagues at Astoria Shish Kebob House on Danforth Ave. No longer.
    After Dynese Rothwell was laid off from Cooper Automotive and then lost a subsequent job at Ajax Precision Manufacturing, she decided to find work outside the auto industry. "I wanted something with more stability."
    In 2007, she was hired by Owens-Illinois.
    That job gone, Rothwell, 41, no longer visits her dentist: without benefits, she cannot afford him. She gets her hair cut at the Young and Beauty Spa every two months rather than every three weeks.
    She no longer plans to buy a Honda sedan at a local dealership. And because she will not be able to make her annual trip to Trinidad, from which she emigrated in 1988, she will deprive Mississauga Travel of a regular customer.
    She plans to attend college to train as a worker for a social agency, but her outlook is gloomy.
    "You need something to look forward to and you realize you have nothing. There aren't many avenues for you right now."
    Her stress is compounded by her worries about her mother and sister in her native Trinidad, whom she supported with $100 weekly remittances. Those have stopped.
    Dynese Rothwell's 70-year-old mother Grace lives in the central Trinidad town of Couva. She supports a 43-year-old daughter, who is unable to work for health reasons.
    The $100 she received weekly from Rothwell helped pay for food and other essentials.
    "She's understanding. She understands I can't afford it anymore," says Rothwell, who immigrated to Canada in 1988. "But it makes things more difficult for her."
    Rothwell describes her mother, who does not work, as poor. With Rothwell out of work, she is substantially poorer.
    Samuels suffered a minor stroke last year. She has high blood pressure.
    Rothwell worries that she will not be able to help her sister if her mother falls seriously ill.
    "I'm hoping and praying nothing happens. It's a little bit overwhelming."
    Managers at Astoria Shish Kebob House on Danforth Ave. say fewer regulars are sitting down for meals. Regulars like Jorge Gonzalez.
    The downward trend is "nothing dramatic," says director of operations Peter Keris. The restaurant has not cut employees' hours. But it has refrained from hiring staff for the summer, its busiest period, and now buys less pork from supplier J&W Foods of Scarborough.
    Steve Trougakos, part-owner of J&W Foods, says revenue is flat – but that this is only because the company managed to find new restaurant clients in the past year.
    "Otherwise, we'd be down. Our old customers are down about 10 per cent, that's for sure. Astoria is one of them. A lot of restaurants are feeling the pinch. We would be too if we hadn't expanded."
    Declining sales to restaurant customers like Astoria, however, have forced the company to buy less meat from supplier Olymel of Montreal, which ships pork to J&W Foods direct from its Cornwall slaughterhouse.
    "Funeral business is not down, particularly," owner Bill Dalton says with a chuckle, "because people are still going to die in a recession."
    But fewer people are buying flowers for birthdays and anniversaries, "things that are maybe not a necessity." Overall business is down 10 per cent, forcing him to begin to consider reducing employees' hours.
    "If it stays like this much longer," he says, "we're going to have to make some serious changes."
    Dalton acquired the shop about 40 years ago from his mother, the Jean of its name. Four of his 14 employees have worked there more than 25 years.
    "A big family," says Dalton.
    But one facing difficult new pressures in a city in deepening economic trouble.
    U.S. Steel Canada, formerly Stelco, announced a "temporary" closure of its Hamilton mill in early March.
    "When the announcement came," Dalton says, "everybody started saying, 'Oh, jeez, what's going to happen to me?' That's when we really noticed that our day-to-day business wasn't there."
    Which meant less business for the company that delivers its bouquets.
    The transmission in one of Stephen Harris's delivery vans broke in early March. He will not get it fixed, and he will not rush to buy another van.
    "I'm not hard-pressed to replace it," he says, "because of how things are going."
    Harris, 60, and his six employees deliver flowers for 20 shops in and around Hamilton. He is paid per delivery; when Jean's Flower Shop suffers, so does his.
    Since December, he says, business is down 20 per cent from the same period last year.
    His 10-year-old company once had four drivers on the road daily. Because he now needs only three, sometimes two, he has eliminated eight to nine shifts per week and laid off one part-time employee.
    His three remaining part-timers are Stelco pensioners working so they can "take an extra holiday, or pay for their golf." They will not experience hardship, he says, if he makes further cutbacks. And the positions of his three full-timers are secure.
    But his seasonal business will get worse before it gets better.
    "After Mother's Day," Harris says, "it really falls off."

4/11/2009  economywide downsizing -

1/23/2009  economywide downsizing -

3/08(sat.)/2008  2 economywide downsizing articles -

  1. Sharp drop in jobs adds to grim economic picture - Fed offers new low-cost loans for banks as credit tightens and stocks fall - Even the usual optimists on Wall Street concede that there's big trouble, by Edmund Andrews, NYT, front page & A9.
    WASHINGTON, D.C. - The worst fears of consumers [=consumer base], investors [=investment crowsnest] and Washington officials [=puppetshow - again we ignore employees and job seekers = the employment basement] were confirmed on Friday, as deepening paralysis on Wall Street collided [ah, paralysis, being stationery, can't "collide" with anything, Ed] with stark new evidence of falling employment and a likely recession.
    In a report that was far worse than most analysts [=cheerleaders] expected, the Labor Dept. estimated that the nation lost 63,000 jobs in February. It was the second consecutive monthly decline, and the third straight drop for private-sector jobs....

  2. End to the good times (such as they were), by David Leonhardt, NYT, front page.
    If history is a reliable guide [and what else do we have?!], the recession of 2008 is now unavoidable.
    The dismal jobs report released Friday showed overall employment to be lower than it was three months ago. Every time such a slump has occurred since the early 1970s, a recession has followed - or already been under way.
    And if the good times have really ended, they were never really than good to begin with. Most American households are still not earning as much annually as they did in 1999, once inflation is taken into account. Since the Census Bureau began keeping records in the 1960s, a prolonged expansion has never ended without household income having set a new record.
    [But unlike previously, every one of those records since 1970 was based on the wage-stagnation-motivated, spreading, further-wage-depressing, child-neglecting phenomenon of the two-income family with both parents working.]
    For months, policy-makers [WHAT policy making do they do? - they only have ONE policy = interest rate cuts - how much "making" can that take???] and Wall Street economists [what do these cubicle-fillers get paid for???] have been predicting [=praying, there's nothing of scientific prediction here], and hoping, that the aggressive [ooh, sooo macho! but still floppy] series of interest rate cuts by the Federal Reserve would keep the economy growing, despite the housing bust. But the prospect seemed to diminish almost by the hour on Friday: 8:01 a.m. - Fed announced yet another measure to unlock the credit markets...
    8:30 - Labor Dept. released the poor jobs report... Even the one 'good' news in the report was a mirage. Unemployment fell to 4.8% from 4.9 in Jan., but only because more people stopped looking for work and thus were not counted as unemployed by the government.\.
    8:31 - economists at JPMorgan Chase reversed last week's assessment that the economy was still growing and said a recession appeared to have started earlier this year...
    9:30 - markets opened and stocks fell, recovered and fell again - S&P500 closed down 0.8%....
    Over the last year, the number of officially unemployed has risen by 100,000, but even that comes with a caveat: there are also 600,000 more people who are working part time because they could not find "full-time" work [our quotes], according to the Labor Dept....
    [So shorter hours is happening anyway, but in the worst, wage-zeroing, market-weakening way instead of the best, wage-raising, market-strengthening way.]

3/26/2006  1 economywide downsizing article -

3/23/2006  1 downsizing of 13,000 jobcuts made it into La Presse of Montreal -

3/01/2006   2 downsizings, totaling 3000 +? lost jobs , in WSJ &/or NYT -
  1. Cable & Wireless PLC, WSJ, D4.
    ...unveiled a recovery plan for its struggling UK operation that includes cutting as much as half of the unit's workforce.
    [Their first mistake = cutting employees and associated markets instead of working hours per employee.]
    The UK fixed-line telecom company...plans to reduce significantly the number of customers it serves in the UK as part of a realigning of the business to focus on large corporate customers and public institutions.
    [Their second mistake = cutting customers directly. With recovery plans like this, who needs suicide plans? Every other lazy corporation is focusing on large customers too - competition there is gaining intensity, while small markets are becoming totally unserved. And public institutions? They require tax revenues to grow - and meanwhile all these moronic CEOs are trying to avoid paying taxes. This "recovery" plan is actually a recession plan.]
    C&W...expects to cut its UK headcount from 5500 to 3500 or even 2500 within the next 4-5 years and plans to reduce its customer base to about 3,000 large customers from 30,000 at the end of February....
    [So, cuts of up to 5500-2500= 3000 jobs - which in turn will have a recochet effect on their large customers and make them smaller.]
    CEO John Pluthero....
    [Pluto, god of death. This aptly named CEO is making a hero of Pluto, and the planet of that name has recently been demoted from planet status.]

  2. [unspecified cuts]
    British American Tobacco PLC, WSJ, D4.
    ...closed two factories last year.
2/2/2006   2 downsizings, totaling 1,020 lost jobs , in WSJ &/or NYT -
  1. Job cuts and falling ad sales send Tribune profit down 38%, Bloomberg via NYT, C6.
    The Tribune Co., publisher of The Los Angeles Times and The Chicago Tribune...cut 900 jobs and is closing a plant as advertisers defect to the Internet and newsprint costs rise. Sales of both newspaper and broadcast ads declined....

  2. Paramount cuts 120 jobs after merger, by David Halbfinger, NYT, C6.
    Paramount Pictures, the unit of Viacom Inc. that agreed to acquire DreamWorks SKG for $1.6B, [has] completed the deal and [is] laying off about 120 workers. The largest cuts will be in Paramount's domestic distribution staff. The largest cuts will be in Paramount's domestic distribution staff.
    25 mid-level Paramount workers in several departments were dismissed on Wed.; another 95 or so are expected to be let go next week, out of a total of 2,000 Paramount employees....

1/31/2006   [From here up throughout 2006, as we did throughout 2004 below, we are going to try to select one or two big downsizings per month to merely give a hint of the continuing devastation of the global economy and particularly the American part of it under the constant battering from the suicidal policies, currently dear to business schools and CEOs, in terms of downsizing, outsourcing, contract evasion and pension looting, with never the obvious connection made with the deactivation of consumers and the weakening of the consumer base, and with the whole banquet table of Jimmy Jones-style koolaid rationalized and dignified with ridiculous overcitation of Schumpeter's phrase, "creative destruction," which has since been extended into "crisis management" and "disaster capitalism" in which destruction is quietly but actively fostered and exploited for further unlimited concentration of income and wealth, regardless of system-destabilizing and -shrinking effects.]
2 downsizings, totaling 8,205 lost jobs , in WSJ &/or NYT -
  1. Kraft plans to cut jobs and plants - Dining out hurts company growth, by Melanie Warner, NYT, C1.
    Americans are spending more at restaurants and less at the supermarket. Now Kraft Foods, the world's second-largest food company, is paying the price.
    Kraft...announced a second revamping yesterday, one that would eliminate 8,000 jobs, or 8% of the workforce, and close 20 plants. The overhaul comes on top of 5,500 layoffs and 19 plant closures that were announced two years ago....
    [Well, here are 8,000 people and their dependents who will slow down their spending now in both restaurants and supermarkets.]

  2. Time Inc. to cut 100 more jobs as it focuses on web business, by Katharine Seelye, NYT, C7.
    Time Inc., after eliminating 105 jobs just before Christmas, is moving to cut about 100 more, including up to 10 at its flagship, Time Magazine.
    [Total 205.]
    Both editorial and business-side employees are being cut at several of the company's domestic magazines. About 40 business-side employees were notified yesterday that they were losing their jobs, as were 26 editorial employees who are not in the Newspaper Guild.
    About three dozen other editorial employees who are protected by the Guild are being offered buyouts ad will have until Feb. 13 to decide whether to accept them. If not enough Guild-protected people take the buyouts, there will be layoffs, executives said. The company employs about 13,400 people....
    Two of the titles most affected will be Time and Money magazines. But there will be cuts across the board, including at other Time Inc. brand names like Fortune, Sports Illustrated, and Real Simple....

12/10/2005  1 overview:

10/21/2005  3 downsizings, totalling 3400 +? jobcuts, made it into a regional paper today:

  1. Ford posts $284m US loss, has announced 2750 layoffs, plans 'significant' plant closings (Ottawa Citizen.E2)
  2. Imperial Tobacco to snuff out Ontario plants - 650 jobs lost as Montreal company moves cigarette production to Mexico from Guelph (555) & Aylmer (80), & Montreal QC (Ottawa Citizen.E2)
  3. Sears Canada slips into the red - first qtrly loss in over 3 years on costs to fire unspecified # of employees & pay for stock-based compensation (Ottawa Citizen.E2)

9/06/2005  1 downsizing of 10,000 jobcuts made it into t (NY Times):

9/02/2005  1 downsizing of 35 jobcuts, made it into t (NY Times):

6/28/2005  2 downsizings, totalling 7700 potential, unspecified actual, jobcuts made it into u (USA Today):

  1. 7700 jobcuts threatened as autoparts supplier Lear plans to move 5 N.American & Euro plants to cheap-labor countries (u.1B) - never mind effect on diminished consumer base
  2. unspecified jobcuts & high unemployment protested by 10,000s of S.Africans in Johannesburg (u.5A)

6/27/2005  1 downsizing of unspecified jobcuts made it into a regional paper:

5/24/2005  1 downsizing of 4000 threatened jobcuts made it into regional papers:

5/19/2005  1 downsizing of unspecified jobcuts made it into the Toronto Globe&Mail:

5/14/2005  2 downsizings, totalling 472 actual, 26000 potential, jobcuts that made it into j (WSJ) or t (NYT):

  1. 472 jobcuts by Alaska Airlines as ramp services outsourced to Menzies Aviation Grp (t.B4)
  2. Pentagon urges closing of bases, cutting 26,000 jobs - 180 sites listed - opposition is intense (t.front page)

5/13/2005  1 downsizing of 150 jobcuts made it into t (NYT):

5/12/2005  1 downsizing of 2500 jobcuts made it into t (NYT):

3/23/2005  3 downsizings, totalling 4400 jobcuts that made it into j (WSJ) or t (NYT):

  1. 12% workforce cut (2100 jobs) as Bank of Ireland counters decline in profits from lending & meets growing competition by trimming employee-consumers, instead of just trimming 12% of its workweek (55 minutes a day for everyone, including top executives), re-investing overtime savings in overtime-targeted training & hiring, & keeping everyone together working, earning & buying 90% as many wireless services as before (t.C4)
  2. 2000 jobcuts by Alcoa (t.C4)
  3. 300 cuts when Pfizer cuts Holland Mich. plant in late 2006 (t.C4)

12/08/2004   1 megadownsizing, totaling 4,440 lost jobs in NY Times (t) -

11/24/2004   1 megadownsizing, totaling another 7000 lost jobs in NY Times (t) and Wall St Journal (j) -
  • 10% workforce cut (7000 jobs) as Cingular Wireless trims costs (& consumers) after buyout, instead of just trimming 10% of its workweek (58 minutes a day for everyone, including top executives), re-investing overtime savings in overtime-targeted training & hiring, & keeping everyone together working, earning & buying 90% as many wireless services as before (t.C1>8, j.C16)

    10/08/2004   1 megadownsizing, totaling 7000 lost jobs in Wall St Journal (j) -

  • 12% more workforce cut (7000 jobs lost) as AT&T retreats from consumer market, instead of just cutting 12% of its workweek (to five 7-hour days for everyone, including executives), re-investing overtime savings in overtime-targeted training&hiring and keeping everyone together working, earning and buying 88% as many phone services as before (j.A1>2)

    9/03/2004   1 megadownsizing, totaling 1000 lost jobs in NY Times (t) -

  • 1000 US jobcuts as VF Jeanswear moves to production from Texas to Mexico by Dec.31, closing 2 plants & shrinking 2 others (t.C3)

    8/12/2004   1 megadownsizing, totaling 3300 lost jobs in Wall St Journal (j) -

  • 3300 jobcuts as Sears Roebuck & Co. of Hoffman Estates IL 'gains efficiency' (j.B6) - is it efficiency when it involves cutting your own best markets? does the 'efficiency' of current mgmt practice require suicide?

    8/09/2004   1 economywide downsizing story, uncounted in roll-ups, in (j) Wall St. Journal &/or (t) NY Times - missing earlier and later dates are handled entirely on current homepage or archive pages) -