Day 198 - 08 Dec 95 - Page 22


     
     1        happening at a regular weekly basis.  Something on the
     2        scale of what is happened there was -- is quite extreme.
     3
     4   Q.   Did you ever do it on that kind of scale?
     5        A.  Never on that extreme, which is why most people would
     6        never have noticed that it actually happened because,
     7        obviously, if it is done on a very minor basis over a
     8        course of a time it makes a difference, but on that scale
     9        it is cutting your own death warrant basically because it
    10        is just so severe.
    11
    12   Q.   Thank you.
    13
    14   MR. MORRIS:  You said something when you were talking about
    15        Frank Stanton that you could not absolutely be sure that he
    16        was at the McDonald's Freedom Fighter meeting but he might
    17        have been at something like that later, or something like
    18        that.  Can you just say explain what you mean?
    19        A.  Well, when I first started with the Company, as I say,
    20        as Security Co-ordinator, the Manager then was someone
    21        called Martin Holloway who and then he was Supervisor.  At
    22        that stage because of my development, I was not really too
    23        switched on to what was actually happening within the
    24        store.  It was in the early stages and it is only really
    25        when Frank Stanton became the Supervisor that I became
    26        aware of such things like the pressure to improve things,
    27        the pressure to hit target.  So, all my memories of that
    28        type of thing come from that area, as opposed to prior to
    29        that when it was really sort of like a new job, settling
    30        in, learning who people were, as opposed to anything else.
    31        So, it is really all my memories of any action along those
    32        lines tend to remember people from that area as opposed to
    33        anything beforehand.
    34
    35   Q.   What I am asking is, did you remember specifically any
    36        meetings with Frank Stanton where this kind of thing may
    37        have come up?
    38        A.  Oh, yes, I mean, very -- wanted to succeed very much,
    39        always came over very determined to be the best and
    40         "anything that was actually going to stop us doing that
    41        wanted to be pushed to one side and got rid of, and let us
    42        succeed and be the best".
    43
    44   Q.   I am just doing it in the order as it came up in your
    45        questioning by Mr. Rampton:  You were quoted something from
    46        a performance review which said the store cannot run if it
    47        is chronically understaffed or something like.  You said
    48        something like:  "This is exactly the argument we had", or
    49        something.  Can you just explain?
    50        A.  You would have -- on one hand you would be told to hire 
    51        more crew, improve the service, keep the store looking as 
    52        everybody wanted it and, on the other hand, you would be 
    53        told:  "Your labour percentage is too high, cut back on
    54        your hours, do not have so many people on".  So, you would
    55        have the two -- in one, you would be told to do one thing
    56        but then the pressure was on to do something else, so you
    57        would never actually get the happy medium.  If you had all
    58        the staff, then you could not give them the hours and it
    59        was like that all the time.
    60

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