Day 204 - 15 Jan 96 - Page 18


     
     1        cost targets?
     2        A.  That is correct, yes.
     3
     4   Q.   And that your targets were -- if you look at your last
     5        paragraph, paragraph 12 ---
     6        A.  OK.
     7
     8   Q.   -- over the page, it says that you considered the targets
     9        were realistic, having been set by Mark Davis and the
    10        Company after careful discussion with you about what the
    11        restaurant was capable of achieving.  The result of that
    12        was that you had no reason to cut corners in order to meet
    13        targets.
    14
    15        If a store is set unrealistic targets, for whatever reason,
    16        whether it is a mistake in calculation or whether it is new
    17        circumstances or something, or what the Company believes is
    18        realistic is in fact unrealistic, how does a Manager
    19        achieve those targets?
    20        A.  I have never been in a position where I have been
    21        unable to achieve certain targets I have been set.  If
    22        I had been unable to achieve them, then there has been some
    23        sort of reason for it, or something along the lines
    24        happened; be it when you do a half month projection for
    25        your profit and loss, if, for instance, you project your MR
    26        (maintenance repair) at a certain poundage, in that period
    27        you might have a freezer break down or whatever it may be
    28        that comes down; grills might go down, whatever may go
    29        down; anything can happen.  If it goes down after the 15th
    30        of the month, you cannot obviously foresee that.  So that
    31        is the only target that I would miss in the way you are
    32        saying.
    33
    34   Q.   If you turn to your PR on the personal style, on the first
    35        page: "Appearance is sometimes wayward" -- I do not know if
    36        that is you or generally -- "the appearance of your
    37        Managers is at times appalling", et cetera, "are all
    38        examples of scruffy managers.  Sort them out."
    39
    40        Is the scruffiness of staff and management an indication of
    41        bad management?
    42        A.  Not at all, no.
    43
    44   Q.   OK.  It is just that that is what Neil Skehel said in the
    45        witness box.
    46        A.  Depending on the service of the Manager, I suppose.
    47
    48   Q.   This date here is 18th December.  Under "Quality", it
    49        says: "Time cards are not used all the time.  Holding times
    50        are not adhered to."  Did you have ever get disciplined for 
    51        that happening in your store? 
    52        A.  No, I did not. 
    53
    54   Q.   Did you have to discipline anybody yourself for that?
    55        A.  No, I did not.
    56
    57   Q.   Then in the last page of that PR it says in the second
    58        paragraph, under "Profit":  "You have already been asked
    59        about control of food account could be better"; and the
    60        paragraph ends:  "Ordering is not always on target,

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