JBHT » Topics » People

These excerpts taken from the JBHT 10-K filed Feb 27, 2009.

People

 

We believe that one of the factors differentiating us from our competitors is our service-oriented people.  As of December 31, 2008, we had 14,667 employees, including 10,022 company drivers, 1,197 mechanics and 3,448 office personnel.  We also had arrangements with more than 900 independent contractors to transport freight in our trailing equipment.  None of our employees is represented by unions or covered by collective bargaining agreements.

 

People



 



We
believe that one of the factors differentiating us from our competitors is our
service-oriented people.  As of December 31,
2008, we had 14,667 employees, including 10,022 company drivers, 1,197
mechanics and 3,448 office personnel.  We
also had arrangements with more than 900 independent contractors to transport
freight in our trailing equipment.  None
of our employees is represented by unions or covered by collective bargaining
agreements.



 



These excerpts taken from the JBHT 10-K filed Feb 29, 2008.

People

 

        We believe that one of the factors differentiating us from our competitors is our service-oriented people.  As of December 31, 2007, we had 15,795 employees, including 11,129 company drivers, 1,177 mechanics and 3,489 office personnel.  We also had arrangements with 1,084 ICs to transport freight in our trailing equipment.  None of our employees are represented by unions or covered by collective bargaining agreements.

 

        While we experienced improvements in 2007 relative to the past few years, our industry has periodically had a difficult time attracting and retaining enough qualified truck drivers.  It is also common for the driver turnover rate of individual carriers to exceed 100%.  It has been our practice to compensate our drivers at an above-average level in order to attract a higher caliber of experience and minimize turnover.  While we have not, to date, experienced significant operational disruptions due to driver shortages, we expect the costs to recruit, train and retain company drivers and ICs will continue to rise in the foreseeable future.

 

People



 



        We believe that one of the
factors differentiating us from our competitors is our service-oriented
people.  As of December 31, 2007, we
had 15,795 employees, including 11,129 company drivers, 1,177 mechanics and
3,489 office personnel.  We also had
arrangements with 1,084 ICs to transport freight in our trailing
equipment.  None of our employees are
represented by unions or covered by collective bargaining agreements.



 



        While we experienced
improvements in 2007 relative to the past few years, our industry has
periodically had a difficult time attracting and retaining enough qualified
truck drivers.  It is also common for the
driver turnover rate of individual carriers to exceed 100%.  It has been our practice to compensate our
drivers at an above-average level in order to attract a higher caliber of
experience and minimize turnover.  While
we have not, to date, experienced significant operational disruptions due to
driver shortages, we expect the costs to recruit, train and retain company
drivers and ICs will continue to rise in the foreseeable future.



 



This excerpt taken from the JBHT 10-K filed Feb 28, 2007.

People

We believe that one of the factors differentiating us from our competitors is our service-oriented people.  As of December 31, 2006, we had approximately 17,150 employees, including 12,423 company drivers, 1,175 mechanics and 3,548 office personnel.  We also had arrangements with 1,107 ICs to transport freight in our trailing equipment.  None of our employees is represented by unions or covered by collective bargaining agreements.

Our industry has periodically had a difficult time attracting and retaining enough qualified truck drivers.  It is also common for the driver turnover rate of individual carriers to exceed 100%.  It has been our practice during the past few years to compensate our drivers at an above-average level in order to attract a higher caliber of experience and minimize turnover.  During 2006 and 2005, we increased company driver and IC compensation in order to attract and retain an adequate supply of qualified drivers.  While we have not, to date, experienced significant operational disruptions due to driver shortages, we expect the costs to recruit, train and retain company drivers and ICs will continue to rise in the foreseeable future.

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This excerpt taken from the JBHT 10-K filed Mar 10, 2006.

People

 

We believe that one of the factors differentiating us from our competitors is our service-oriented people. As of December 31, 2005, we had approximately 16,370 employees, including 11,758 company drivers. We also had arrangements with 1,310 ICs to transport freight in our trailing equipment. In addition, we employed 1,170 mechanics and 3,439 office personnel at the end of 2005. None of our employees is represented by unions or covered by collective bargaining agreements.

 

Our industry has periodically had a difficult time attracting and retaining enough qualified truck drivers. It is also common for the driver turnover rate of individual carriers to exceed 100%. It has been our practice during the past few years to compensate our drivers at an above-average level in order to attract a higher caliber of experience and minimize turnover. During 2005, we increased company driver and IC compensation in order to attract and retain an adequate supply of qualified drivers. While we have not, to date, experienced significant operational disruptions due to driver shortages, we expect

 

6



 

the costs to recruit, train and retain company drivers and ICs will continue to rise in the foreseeable future.

 

This excerpt taken from the JBHT 10-K filed Mar 11, 2005.

People

 

We believe that one of the factors differentiating us from our competitors is our service-oriented people.  As of December 31, 2004, we had approximately 15,850 employees, including 11,483 company drivers.  We also had arrangements with 1,301 ICs to transport freight in our trailing equipment.  In addition, we employed 1,072 mechanics and 3,295 office personnel at the end of 2004.  None of our employees are represented by unions or covered by collective bargaining agreements.

 

Our industry has periodically had a difficult time attracting and retaining enough qualified truck drivers.  It is also common for the driver turnover rate of individual carriers to exceed 100%.  It has been our practice during the past few years to compensate our drivers at an above-average level in order to attract a high caliber of experience and minimize turnover.  During 2004, we increased company driver and IC compensation in order to attract and retain an adequate supply of qualified drivers.  While we have, to date, not experienced significant operational disruptions due to driver shortages, we expect costs to recruit, train and retain company drivers and ICs will continue to rise in the foreseeable future.

 

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