Day 150 - 07 Jul 95 - Page 13

     
     1        A.  A guy called Tim Taylor.
     2
     3   Q.   I will just read out what I have got, which is the
     4        operations hierarchy, just to confirm or not (as the case
     5        may be) whether that was the same when you were around:
     6        You then have an Operations Manager, Market Manager,
     7        Regional Manager, Vice President Regional Manager, Senior
     8        Vice President, Chief Operations Officer?
     9        A.  That is right.
    10
    11   Q.   It was the same when you were ----
    12        A.  Yes, it is -- it was rather.
    13
    14   Q.   Could you just tell us (and this time if you could tell us
    15        in some detail because it is important) as to the functions
    16        that you perform, the role that you had as Area Supervisor
    17        in those years?
    18        A.  Right.  Primarily, I guess, I would be the, probably
    19        business adviser to the Restaurant Managers, and the idea
    20        being using my previous experience as a Restaurant Manager
         to help them develop their own businesses, in effect.  So
    22        not only would I be closely involved with the operations,
    23        the day-to-day operations, alongside the Restaurant
    24        Manager, but I also would, as part of my responsibilities,
    25        be involved with the administrative side of it.
    26
    27        So, as part of that hierarchy, if you like, I would have to
    28        carry out, I think at that time it was quarterly audits,
    29        whether they were Human Resources, financial audits,
    30        training audits, to ensure that the restaurant was going
    31        the right way to help the Manager plan their hiring
    32        requirements.
    33
    34        So, if I was trying to break up a typical day, for example,
    35        I might spend an hour on the paper work side, maybe looking
    36        at a training audit, looking at petty cash reconciliation,
    37        the profit and loss in the restaurants, and I might spend
    38        an hour going around on the equipment side, maybe with the
    39        Manager or primarily the Restaurant Manager or the shift
    40        Running Manager, to ensure that the equipment worked
         properly, that we had enough spares, that we had an ongoing
    42        maintenance, or the restaurant had an ongoing maintenance
    43        programme, and then probably the remaining part of the day,
    44        five or six hours, working on the floor to see how that
    45        training, perhaps in the administrative side of it, was
    46        reflected actually on the floor, in reality, to work
    47        alongside in the dining area, on the front counter or in
    48        the kitchen with the crew and assistant managers.
    49
    50   Q.   Was part of your responsibility to consider under 18 
    51        people? 
    52        A.  Part of those Human Resources checks, for want of a 
    53        better word, I would have to make was to make sure that in
    54        terms of legal requirements the restaurant, in terms of its
    55        hiring and work practices, was following all the laws laid
    56        down, so to speak.
    57
    58   Q.   We will come back to that.  You had the Colchester store
    59        and you had the Clacton store?
    60        A.  Yes.