Day 167 - 02 Oct 95 - Page 26


     
     1   Q.   So, policies have to be adhered to?
     2        A.  Yes, they should do.
     3
     4   Q.   So do Supervisors and people higher up in the Company take
     5        action, or taught to take action, if policies are not
     6        adhered to?  For example, if a crew person infringes one of
     7        the identified policies and how to behave, whatever, they
     8        are disciplined -- if it is gross misconduct they can be
     9        sacked on the spot -- does that same kind of power rest
    10        with the people above the level of management, again it is
    11        the management?
    12        A.  For the Area Supervisors and Operations Managers?
    13
    14   Q.   Yes.
    15        A.  It depends on the incident or the issue of the policy,
    16        or the practice, I suppose, but, yes, they have -- are
    17        taught to take action.
    18
    19   Q.   What I am saying is, if Managers do not adhere to the
    20        policies set by the Company after you have trained them,
    21        and they have all the documents in front of them in their
    22        store and have the Operations and Training manual as well
    23        and everything, and they do not adhere to policies, would
    24        there be disciplinary action?
    25        A.  I would have thought usually there would be, depending
    26        on the policy that had been infringed, or it may be
    27        counselling that is required rather than some form of
    28        discipline.
    29
    30   Q.   When you Train Managers, when you did train Managers, did
    31        you teach them to adhere to policies of the Company?
    32        A.  Yes.
    33
    34   Q.   Did you have any system at Hamburger University for
    35        monitoring nationally or even in selected regions whether
    36        policies were being adhered to by Managers?  Was there any
    37        follow up?
    38        A.  That was not directly my responsibility as, when I was
    39        in training, it is always the responsibility of the
    40        Operations Department to monitor their own restaurants.
    41        So, they would monitor their Managers and the policies
    42        within their restaurants themselves.
    43
    44   Q.   But if you want to know the effectiveness of what you are
    45        teaching, presumably, you would have to have some kind of
    46        feed back from Operations on whether you are being
    47        successful or unsuccessful in generating the kind of
    48        Operations that you want, you hope to get; so did you get
    49        feed back?
    50        A.  We had feed back at the end of our training courses 
    51        from each student.  We also had regular meetings with 
    52        Operations people.  We were Operations training.  We were 
    53        all from an Operations background.  I attended many of the
    54        Operations Managers' meetings on a regular basis, and we
    55        discussed training needs within a region, within a group.
    56        Everyone within the Training Department spent time, as well
    57        as teaching and preparing and presenting, going out into
    58        restaurants and seeing where and how they could help a
    59        particular Manager, a group of restaurants or implementing
    60        new programmes.  So we had very good communication with the

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