Labor's Codperative Policy 163 
and fail to get the co6peration of its men in getting 
the most out of the improvements.” 
Otto S. Beyer, Jr., consulting engineer for the 
unions in the conduct of this experiment, has given 
these figures to show how the so-called “B & O Plan” 
of employee relationship worked out for better rail- 
roading: 
“Up to the Fall of 1928, on this road, employees 
had offered 21,900 suggestions for betterment. Of 
these, 18,551 were adopted and are in practice. Of 
the remaining number, 1,145 were still under con- 
sideration. 
“Some 326 suggestions were classified to see who 
benefits from them. Of this number, 168, or 51.5 
per cent, were of primary benefit to management, 51, 
or 15.7 per cent, were of primary benefit to em- 
ployees, while 107, or 32.8 per cent, were of equal 
benefit to both employer and employee.” 
Charles I. Neill, formerly United States Commis- 
sioner of Labor, says that the spirit of the plan is 
as vital and as “revolutionary as the spirit under- 
lying the League of Nations.” 
President Green has said that “no development in 
industrial relations has attracted greater attention, 
here or abroad, than union-management codperation 
initiated on the Baltimore & Ohio Railroad.” In 
March of 1923 the agreement went into effect. It is 
now in force not only in the Baltimore & Ohio shops, 
but in those of the Canadian National Railways, 
Chicago & Northwestern, and of the Chicago, Mil-