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
