Day 150 - 07 Jul 95 - Page 60
1 they would be taking care of cashing up the tills from the
2 night shift and doing the inventory work. So they would
3 help out as well. But the -- primarily the work for
4 cleaning up would be done by the crew, sure.
5
6 Q. That could well go on until one in the morning, or
7 something like that?
8 A. A couple of hours. So if we shut at 11, 12, 1 o'clock,
9 sure.
10
11 Q. The Senior Supervisor, Tim Taylor, in that paragraph you
12 mention about he did not praise you if you had a too low
13 labour rate, and then you go on to say, "Indeed, I can
14 recall him stressing that labour should be higher and that
15 I should put more people on the shifts."
16 A. Right.
17
18 Q. So why did he say to you that the labour should be higher?
19 A. The idea of continuing to build the business. I think,
20 as I might have mentioned earlier on, that in that balance
21 in terms of determining the right level of people who
22 anticipated business, part of the things that -- part of
23 the education or training that I would get would be to
24 anticipate and build the business. So putting an extra or
25 two extra people on the shift to do top-ups, to go around
26 and make -- coffee top-ups, to go round and make sure that
27 people in the dining area are OK and to improve the
28 atmosphere and level of service was a good way to build
29 business, which is part of my education Tim highlighted to
30 me.
31
32 Q. On some occasions he thought you had too low a labour rate?
33 A. No.
34
35 Q. Well, it seems to imply that from what is said there.
36 A. The idea that it was not too low, i.e. I was
37 under-staffing; he never told me once that I had
38 under-staffed the restaurant. It was more to the idea of
39 looking further ahead as a businessman and improving the
40 business by maybe putting on a few extra people for some
41 after sales service, so to speak, which you would not
42 necessarily do but it is an investment for the future
43 rather than an investment on that particular day. And that
44 is what I took him to mean.
45
46 Q. If you never had -- well, do you ever feel you had a too
47 low labour rate?
48 A. No.
49
50 Q. He never said to you that then, that you had too low a
51 labour rate?
52 A. He never told me that my labour rate -- the labour
53 percentage was too low.
54
55 Q. How do you know that he did not praise you if you never had
56 a too low a labour rate?
57 A. He never praised me for having too low a labour rate;
58 in other words, he did not encourage me to have a low
59 labour rate. In fact, he even stressed to me the idea of
60 putting on extra people as a form of after-sales service,
