Day 197 - 07 Dec 95 - Page 56
1 A. You were, normally, if you did not hit a target at one
2 particular time, they would want to know why, what had you
3 not done? Was there something that you should be doing
4 that you could do. You were told: "Well, you got it
5 wrong this wrong; do this, this and this and get it right
6 the next time".
7
8 Q. You were not threatened, were you?
9 A. It depends what you mean threatened -- never
10 physically but there was always lots verbal threatening.
11
12 Q. If you fail to meet a target from time to time there would
13 be a discussion between you and your Supervisor to look
14 and see what the reasons might be, yes?
15 A. Yes.
16
17 Q. If it turned out that there was a perfectly good reason,
18 for some reason there had been a fall in sales or
19 something like that, which was beyond your control,
20 nothing would happen; you would not be threatened with the
21 loss of your job, would you?
22 A. I dispute that. You would not be threatened with the
23 loss of your job, but the threats would be very
24 substantial about gets things -- it was never a case:
25 "Oh, deary me, never mind, you have lost half a per cent
26 there", it would be: "Get your act together, get it
27 sorted out", and it would be -- it would be a very heavy
28 session; it would not just be: "Oh, sorry, do not do it
29 again".
30
31 Q. I could understand that, Mr. Coton, if, as in your case,
32 for most of your time as Manager, you persistently failed
33 to your meet your targets. That I can understand. Do you
34 see what I am saying?
35 A. I was always under pressure to improve them.
36
37 Q. How long have you actually been in business apart from
38 your time in McDonald's, is it another four years since
39 then?
40 A. How long have I been what, sorry?
41
42 Q. In business?
43 A. Since I have left McDonald's?
44
45 Q. Yes, is it four years more?
46 A. Just over four years.
47
48 Q. You know the importance of bottom line costs, do you not?
49 A. Of course I do, yes, but the difference is where I
50 work now is that people are just as important as the sales
51 figure.
52
53 Q. Have you still got page 48?
54 A. Yes.
55
56 Q. Under "People". "Since your interim there has been a
57 distinct lack of progress as far as good crew coming
58 through. Your good crew have become disillusioned and
59 left. Lack of crew numbers may have something to do with
60 this."
