Day 107 - 24 Mar 95 - Page 08
1
2 Q. OK, we were refused it. Did you have access to
3 documentation?
4 A. I did not ask for documentation.
5
6 Q. Again I think that was refused?
7 A. Again having been instructed by you it would not be
8 provided in any case.
9
10 Q. Did you talk to crew members?
11 A. No, I only spoke to the manager.
12
13 Q. The manager was with you at all times?
14 A. Except for a few moments when he had other duties to
15 attend to. I was accompanied by the Health & Safety
16 Officer throughout the period for McDonald's -- or one of
17 them.
18
19 Q. What, from Regional Office or something?
20 A. From Head Office, yes.
21
22 Q. So you did not get a chance to talk to the staff about
23 their concerns or operational views -----
24
25 MR. JUSTICE BELL: What does this matter?
26
27 MR. MORRIS: I think it is relevant in terms of whether -----
28
29 MR. JUSTICE BELL: He said that he did not. Why are you
30 starting again? That is what I am asking.
31
32 MR. MORRIS (To the witness): What food safety checks did you
33 see?
34 A. I asked for the unit manager to demonstrate the routine
35 calibration/temperature control on the burger operation.
36 I looked at the equipment, I saw it demonstrated, and had
37 explained to me the full procedure carried out.
38
39 Q. Did you see any finished cooked product testing while you
40 were there?
41 A. No. Not carried out in the sense that -----
42
43 Q. For example, internal temperature checks of burger or
44 breaking open of burgers?
45 A. No, no, I was not there during the time during which
46 that was carried out. It was very much a dry
47 demonstration, if you take my point. I was shown how the
48 equipment was used.
49
50 Q. When you say it was a quiet period, were you informed about
51 whether during the busy period more staff would be present?
52 A. I did ask about that. I made marginal reference to it
53 earlier. The situation described was that there are
54 various sets of equipment, and they try to keep, try to
55 keep the same rough rate of throughput through each set of
56 equipment, so that if it gets busier they up and up new
57 sets of equipment and put more staff on the line. So, the
58 staffing will vary virtually hour to hour to cope with
59 fluctuations and demand.
60
