June 1974 Tony's double life!

page 7

Des wins a handful of cups page 2

Industrial Relations—back to the start page 3

When the Manglers met the Punchers page 8

New 4Save-as-you-earn' share scheme will give staff a bigger slice of the company cake

Shareholders at the company's annual general meeting on June 26 are to be asked to approve a scheme allowing employees to acquire ordinary shares in the company on favourable terms. If the scheme goes ahead JS will be among the first companies in the country to offer such an opportunity to staff.

Under the proposals all full time employees who have completed at least five years' service will be allowed to take part in the scheme, which will be linked to a 'Save-As-You-Earn' contract with a building society.

The scheme works like this:

The company will invite eligible employees to apply for an option to purchase ordinary shares at a price of not less than 90 per cent of the market price in force on the day before the invitation to apply for options.

If an employee is granted an option he enters a 'Save-As-You-Earn' contract with the Alliance Building Society to save a monthly amount which after five years will, together with the bonus, provide enough capital to buy the shares.

After five years the SAYE contract matures and all the savings, together with a bonus equal to 14 months' contributions are repayable.

The employee can then do one of three things:

He can withdraw the money and take up his share option, using the money to pay for it.

He can take his savings in cash.

He can leaving his savings in the building society for another two years and collect an increased bonus at the end of that period.

Income Tax The option scheme is not unfortunately, tax free, al­though the 'Save-As-You-Earn' part of the scheme is.

Tax is only payable at the end of the five year period if the employee exercises his option, and then on the difference in value between the option price and the stock market share price on the date of the exercise of the option.

Under the recent Finance Bill the gain in value will be treated as income rather than as capital gains and income tax will normally be payable on the difference in value at the standard rate, currently 33 per cent.

If the employee sells his shares after exercising his option, capital gains tax is only payable on any gain between the date when the option was taken up and the

date of selling. Under existing laws the

effective rate of capital gains tax is only 16£ per cent, and if the value of the dealings in any one year is less than £500, then the tax will not be payable.

Yield Employees could benefit in two ways from the scheme. First there is the financial benefit from participating in the SAYE scheme, which provides a return equivalent to 23-3 per cent on the total saved. This is a somewhat misleading figure because it assumes that the money was invested as one lump sum rather than contributed in small amounts over a long period of time and in fact the real rate of interest is much higher. The money is provided from an employee's income after tax, but all benefits are tax free.

Secondly there could be a benefit from taking up the share option. If the shares

have decreased in value since the option was granted, the employee hangs on to his nest egg. If they have in­creased, or even remained static in price, additional return can be made by exercising the option even though some tax is payable.

Company secretary Stuart Parker estimates that even if share prices remain static over the five year period the yield from the combined savings and share purchasing scheme would be equivalent to a yearly yield of 11-2 per cent after tax (see table). If the share price was to increase by 50 per cent over the five year period then the yearly yield would be equivalent to 23-6 per cent after tax.

Table two shows the likely yield from the JS scheme from investing £8 per month over five years. In order to test the scheme objectively we asked JS stockbrokers Rowe & Pitman to work out what the return would be

from investing a monthly amount similar to that re­quired for the share option scheme directly in JS shares.

According to them, by saving a sum of £8 per month and investing the money annually in JS shares, at the end of the five year period one would have a shareholding valued at £586 as opposed to the £865 which would accrue under the share option scheme. The com­parison assumes a share grown of 30 per cent and in the case of the direct investing method that all dividends are reinvested and that money is earning 12 per cent on deposit while being accumulated. Brokerage fees and stamp duties are also taken into account.

It cannot be stressed too strongly that the stock market can move down, as it is at the moment, as well as up and that the return may not be as great as that shown in Table one.

Share Price movement

No increase in share price 50°/ 100/J ,, „ ,, ,,

Net Yield after income tax at 33%

11-2 23-6 33-8

Here are five of the unsung heroines who worked behind the scenes at Sutton Coldfield to provide a splendid lunch for branch staff and the army of opening day visitors on June 4.

'We never get in the Journal!' they told our photographer when he visited them. Ladies, we're delighted to rectify the omission.

More about the Sutton Coldfield opening on page 3.

How the money grows: JS offers 500 shares on option

Market price of shares on day of offer Option price (90 per cent of 130p) . . Final cost of shares (500 x 117p) Save-As-You-Earn contract monthly payment

585 74

(90 monthly payments plus 14 months' bonus) Round up monthly payment to nearest whole

Assume at end of five years that share price has increased by 30 per cent and option to purchase is exercised. Shares will now be worth 173p each. Total value of shareholding (173p x 500) . .

Less monthly payments (60 x £8) Gross gain

Tax at standard rate on difference between option value and new share value (£865 and £585)

Net gain

130p 117p £585

£7-90

£800

£865 £480 £385

£92 £293

NOTE: Figures for share prices and growth rates are given for illustration purposes only. If growth is less than that shown then the gains will decrease pro-rata.

If you leave If an employee leaves the

company within three years of his joining the scheme then his option lapses and all he will be entitled to is the benefit of any bonus or interest payable under the SAYE scheme depending on whether he continues with the savings contract or with­draws.

If an employee leaves the company after three years of his joining then he will be entitled to buy as many shares as he has money for in the SAYE scheme should he wish to.

Legislation Included in the general

regulations of the scheme, which was circulated to share­holders before the annual general meeting, was a clause allowing the company to terminate the scheme should it wish to. Explained Stuart Parker: 'This is most impor­tant. If legislation were brought in requiring the c o m p a n y to o p e r a t e a Government scheme to allow employees to acquire shares, then the company might have to terminate the proposed

scheme or merge it with the Government one.

'Whatever happens, termi­nation of the scheme would not affect options already granted.'

Tarnished Why has the company

introduced this scheme at a time when the stock market is in something of a decline and shares generally have a tarnished image?

Said Stuart Parker: 'The board felt in the interests of staff that they should have this opportunity to partici­pate in the company if they wished, particularly when they can, under a scheme like this, participate at no risk at all to themselves. The com­pany has, in fact, done all it can under present legislation to provide the maximum benefits for employees'.

Further details of the scheme and the action staff need to take if they wish to participate will be published at a later date.

Note: This article should be read in conjunction with the letter to shareholders dated 3 June 1974, a copy of which is available at each location.

Any Questions? Use the Journal's phone-in service on 01-928 3355 extension 2363 for a speedy personal reply.

l(\ns~j /ie/h

TV link gives JS world prices at the touch of a button

Has the Common Market increased our food prices?

Up to the moment informa­tion on international and domestic money markets is now available to JS financial accountants at the touch of a button.

Just installed at Streatham is the receiving end of the Reuter Monitor. This new service by the world wide news agency relays to its subscribers information sup­plied by leading British and world banks.

Looking like a conven­tional television with the addition of a numbered key­board, the monitor is small enough to place on any desk. Yet by using a code, detailed in an accompanying direc­tory, the subscriber can get a direct line through to a computer in the agency's office in Fleet Street.

Investing money The video tape picture

which then flashes onto the screen can then tell watching accountants at Streatham things like rates of foreign exchange , E u r o d e p o s i t s , Eurobonds and domestic money and gold and paper prices to name a few.

Financial accountant Doug Capper explained why JS needs to know the latest rates of exchange and the usefulness of the monitor service: 'From time to time we want to invest surplus money. It's then that we want to select the best interest rates. These are changing all the time.'

' Before we had the monitor, the only way we could get an idea of deposit rates was to telephone selected banks. This was unsatisfactory be­cause the method itself was slow and prevented you from getting an absolutley up-to-date and total picture. It was also unsatisfactory having

Financial accountant Doug Capper touches a button and immediately the latest prices on the international and domestic money markets are flashed onto the TV screen.

several people tied up just collecting data.

'Now by depressing a few buttons we can get the whole picture in next to no time and therefore make the best in­vestment.

Fixing rates 'The same applies when we

are buying commodities on world markets, something we are doing all the time. When buying it's an advan­tage if you can decide whether to fix the foreign exchange rates there and then or to wait until there's a better rate of exchange. In addition to current rates we can get

future rates'. Another advantage of the

machine is its anonymity Using the old system of person-to-person enquiry one effect was often that the enquiry itself could drive the market one way or another.

Because the machine is linked to a computer over an exclusive telephone line it is impossible to tell who the enquiry is from.

'It doesn't need any special training to use' said Doug. 'In fact it is extremely easy to handle. Although it will take a little time to achieve maximum benefit, when it does it will be a cheap investment.'

To what extent is the current upward spiral of food prices caused by our membership of the Common Market and the application of the Common Agricultural Policy? For the general pub­lic the answer might depend on their attitude to the EEC itself, which has been blamed by anti-marketeering politi­cians of every hue, for causing all or most of the food price rises which Britain has suffered over the past two years.

The table below, published by the EEC (Official Journal of the European Com­munities No C39/12), shows the percentage increase in food and beverage prices in the nine Common Market countries compared with those in seven countries out­side the Community. Prices for the non-EEC countries have been taken either from national publications or from the monthly bulletin of the United Nations.

The table shows that food prices in the UK rose at a slower rate than in any country outside the EEC. Looking at price rises within the EEC, prices in the UK rose at a higher rate than those in West Germany, France, the Netherlands, Bel­gium, Luxembourg and the Irish Republic. Only in Den­mark and Italy' did food prices rise at a higher rate than those in the UK.

Stabilizing factor According to the EEC HQ

at Brussels, during the period shown in the table, the Common Agricultural Policy, which fixes the prices for all food grown or produced in the EEC, was a stabilizing factor for food products rather than a source of inflation.

Commodity price increases on world markets were part­icularly sharp during the period 1972/73. Cereals went up by 59 per cent, sugar by 72 per cent and beef by over 20 per cent. In the Com­munity farm price rises were much less sharp, between four and nine per cent for those products.

Prices cushioned The figures shown in the

table are, of course, nearly a year out of date and there have been considerable price increases both in world prices and in prices within the EEC since they were published.

However, the figures do go a long way towards sinking such theories that the EEC is responsible for all, or part of, the rising cost of our food. The figures do, in fact, indicate that membership of the Common Market has to an extent cushioned us from far steeper rises than we in fact suffered.

It is also interesting to note that Australia and New Zealand, where much' of our meat and dairy produce came from at preferentially low prices before we joined the EEC, recorded food price rises during the first half of 1973 of 10-2 per cent and 8-1 per cent, compared with 6-3 per cent in the UK.

Country

The EEC: West Germany France Italy Netherlands Belgium Luxembourg United Kingdom Ireland (1) Denmark

Other countries: Australia (3) Canada Finland Japan New Zealand Spain United States

Increase %

July 1972 Jan 1973

31 41 6-2 5-2 4-3 3 0 5-8 8-5 2-9

3-4 5-3 4-5 4-8 2-6 5-1 3-5

Jan - July 1973 (UK joined EEC

January 1973)

4-3 5-9 7-4 3-3 3-1 31 6-3 4-2 9-7 (2)

10-2 9 0 8-6 7-9 8-1 7-8 9-6

1 For Ireland the figures compare February 1973 to August 1972 and August 1973 to February 1973.

2 Increase partly due to abolition of subsidies for milk products as from 1973.

3 For Australia, quarterly figures for fourth quarter are compared with second quarter of 1972 and second quarter of 1973 is compared with fourth quarter 1972.

Ace players win promotion

Shy Des scoops up a handful of driving skill cups

A winning hand for a winning team. The Sainsbury bridge team, which entered the London Business Houses' league only last September, has been promoted to the third division in the team's first season. The team, pictured above, are (from the right): Gary Pollak, Eric Davies, Steve Burgess, Richard Brown and reserve Roger Bach.

It is the first success for the bridge club which started life less than 18 months ago as something of a social thing. The club meets every Thursday at the Rose and Crown, a pub just around the corner from the old Blackfriars factory, and has about 30 regulars.

'It's still partly a social occasion' says secretary Gary Pollak. 'However, we would like to expand the club to include more members from other offices, the branches and the depots. Perhaps then we could run our own league and organize internal competitions.' If you're interested you can contact Gary at Black­friars on extension 2552.

Des Matthews has mixed feelings about winning an armful of silver cups and qualifying for the finals of the 1974 Lorry Driver of the Year Competition. He loves driving but he hates being the centre of attention.

His reluctance to step into the limelight is such that it took some fast-talking on the part of fellow JS drivers at the contest to persuade Des to even stay around for the prize-giving ceremony. He wanted to slip away un­noticed after hearing the results.

A team of 12 JS drivers from Buntingford depot have entered this annual event sponsored by the magazine Commercial Motor. Eliminat­ing contests are held at centres around the country and the finals are held in September. Des was one of three drivers who took part in the eliminating heat held at South Ruislip on May 19.

Des ended the day with four silver cups. The other

t w o d r i v e r s , M a u r i c e Lawrence and Dave Tyler were both placed and Maurice received a certificate of merit.

This is the third year Buntingford depot has entered the competition and JS driver and 'team manager/ coach' Gerry Pottinger has high hopes for a winner this time. 'All the drivers at the depot are good; it's the high­way code and other rules and regulations that get some of them. There's so many regu­lations and they keep chang­ing.'

As an ex-railway engine driver Des knew all about mugging-up on rules and regulations and with a police­man in the family he is kept up-to-date about the high­way code. His attention to detail extends to keeping a note of things that happen while he is on the road and, says Ger ry , ' . . . he is building up quite a dossier of informa­tion about driving a big vehicle.'

Showing some reluctance to be snapped Des Matthews poses with the cups he won for his driving skill.

Page 2

'WURNAl Sutton Coldfield is first store to open in its own purpose-built 'Sainsbury Centre'

JS help the Industrial Relations: another new Act ballet at Bristol is on the way in

Above left and above: opening morning scenes at Sutton Coldfield.

other new Act

When the latest JS super­market at Sutton Coldfield, a prosperious suburb north east of Birmingham, opened its doors to the inevitable crowd on Tuesday June 4, none of the waiting customers knew that JS history was being made - they were too busy eulogising over the busy scenes inside as the hard-pressed staff put the last finishing touches to the dressing of the store before it was opened.

But Sutton Coldfield is the first JS store to open in a 'Sainsbury Centre', a com­posite development owned by JS and comprising a six storey car park, five shops plus the JS branch and three 'public' units - a house, a library and a loo.

Naturally enough, JS is the first store to open in the still uncompleted centre. When it is finished certain parts, like the car park and the library, will be handed over and run by the local council.

It is then that a temporary free car parking bonanza for Sutton Coldfield shoppers will end, for the council will be making a charge for

Stars of the ballet outside the

JS has just been promoting the Ballet line.

No, this isn't anything to do with a new brand of tights but an Arts experiment in Bristol, in which Bristol and Bedminster branches took part. It was to do with an Arts Council pilot project which is seeking to widen the audience for the arts in the Bristol area, so that as many people as possible can get pleasure and enjoyment from them.

The Royal Ballet came to Bristol for a fortnight with their main company in April and an advance campaign for 'the Ballet Line' in con­junction with British Rail was mounted. Three weeks before their arrival several thousand leaflets were distri­buted at checkouts in the two branches, as a special public service for the community.

This was seen as an impor­tant element in publicity for the tour, since the Royal Ballet had not been to Bristol for three years and there was no regular ballet audience

parking, which under JS auspices is free.

Future developments in the Sainsbury centre will include one of the biggest JS freezer centres with over 3,000 square foot of sales area, due to open in October.

The branch itself, with 1,820 square metres (19,583 square feet) of sales area, is one of the largest in the Birmingham area and is in the centre of a network of JS shops.

Manager, Peter Purslow previously manager of Erdington and Dunstable, is extremely proud of his new branch and its staff. Looking at the store, packed out within an hour or so of opening he said: 'I am more than delighted with how things have gone. In all my 35 years on the company the last three weeks, tiring and exhausting as they've been, have been some of the most thrilling I have ever experienced. There is a fan­tastic team here; we have opened without a grumble or a cross word from anyone.'

Deputy manager of the branch is Trevor Daniels,

»bile box office at Bristol.

there. In fact, the visit was a success with audiences ranging from 70 per cent for the more modern ballets to sell-outs for 'Sleeping Beauty'.

Research was carried out on the audience on two nights. It showed that nine­teen per cent of all who had first heard of the Ballet's visit through a leaflet had received it via their JS branch. This equalled the number (19 per cent) who had got a leaflet from the theatre itself— the normal way of getting advance information. Tony Miller, director of the Bristol Arts Project said: 'In fact, we think the impact of the JS distribution was even greater than these figures show. The audience (as it often is for ballet) was 70 per cent female and very largely in the ABC1 social class categories. The help we got from the two JS managers and their staffs was clearly very important in getting such good attendance results.'

formerly deputy of Rugby and making his sixth move within the company and the third change of home -something he is still not accustomed to, although he says his wife and children are well used to their mobile life by now.

Upstairs the staff dining facilities must be some of the most sumptuous in the com­pany with carpeted floors, comfortable arm chairs at the democratically round tables and a pleasant vista of trees

A big change on the in­dustrial relations front is expected soon if a new Bill, now in its final committee stage, gets the Royal Assent later this year. The Bill, known as the Trade Union and Labour Relations Bill, had its first reading in Parlia­ment on April 30.

The JS Journal publishes this summary of the Bill's proposals and effects on pre­sent legislation not with preju­dice but simply to outline what the changes will be should the Bill become law.

The last Government brought in the Industrial Relations Act of 1971 and it is this Act that the present administration wants to re­place. Hence the Trade Union and Labour Relations Bill, which should have had its third and final reading in the Commons before the summer recess - that's about mid-July.

Autumn change If it gets through Parlia­

ment it could be on the Statute Book by the autumn of this year. And that's when the changes should start to take place.

The main purpose of the Bill is to repeal the 1971 Act. It does this but re-enacts, with some changes, the part of the 1971 Act that deals with unfair dismissal. It also fills in some of the gaps left by the repeal; in particular it provides legal immunities for those carrying out certain actions in the planning of, or involvement in, a trade dis­pute.

The repeal will abolish a number of features provided by the 1971 Act, namely: • The registration of trade

and roof tops from the curtained windows.

By the end of the opening morning the branch was trading briskly and congratu­lations from customers on the appearance and layout flew thick and fast. One customer clasping her hands together said: 'Its a real red letter day for Sutton - we've been waiting for years for a Sainsburys to open here - and its marvellous.'

Lets hope there are more like her.

unions. (Although unions may register with the Regis­trar of Friendly Societies to protect their provident and benefit funds.) • The concept of unfair industrial practice, together with the right of an individual to refer such practice to the National Industrial Relations Court. • The Industrial Relations Code of Practice, which sets standards and gives guidance on employment policies and on the conduct of industrial relations. (However, during the Committee stages of the reading of the Bill an amend­ment was carried to re­introduce the Code of Practice as a guideline for good management practice.) • The right in law not to belong to a trade union. • The employer's obligation to disclose certain kinds of information to their em­ployees and to union negotiators. (Future legisla­tion will almost certainly force companies to disclose information to employees and negotiators.) • The provisions for a com­pulsory 'cooling-off' period and a compulsory strike ballot in an emergency situation. • The National Industrial Relations Court - which was set up to deal with cases arising out of the Act. • The Commission of Industrial Relations, which has various enquiry functions under the Act in addition to the task of securing the voluntary reform of indus­trial relations. (However, many of its functions will be taken over by the proposed Conciliation and Advisory Service.)

In its place the new Bill -a comparatively short one -proposes a number of

features. Some are new and some just simply getting back to a pre-1971 situation.

Most of the unfair dis­missal provisions of the I.R. Act will be retained. Additionally, the qualifying employment period for unfair dismissal claims will be re­duced from 104 weeks to 52 weeks, with the maximum compensation limit being raised to £5200.

There will be special unfair dismissal provisions relating to membership or non-membership of a trade union. There will also be a clear distinction between the rights conferred on an employee by his/her membership of an independent trade union - as against membership of a dependent trade union (one which is dominated by the employer).

Closed shop Under the new Bill the

concept of a 'closed shop' will no longer be against the law. Pre-entry closed shops are where a specified union has an agreement with an employer not to allow a per­son to join a company unless he is already a member; post entry closed shops are where the employee must join the appropriate union after his/ her employment has com­menced.

Alternatively, if the parties agree, existing 'agency shop' arrangements, introduced in the 1971 Act and which make possible an agreement by which a non-union person pays a comparable union levy to a charity, will be allowed to continue.

'Agency shops' preserved the right of the individual to opt out of union membership

while ensuring that nobody received the benefits of union negotiations without paying for them.

One of three Other provisions directly affecting strike action are:

Peaceful picketing will be lawful except at a person's home. Courts prohibited from ordering someone to work, so that an individual on strike cannot be com­pelled to return to work.

It will be fair to dismiss an employee for taking part in a strike - as long as he is not being discriminated against in comparison with other strikers, on account of his exercising his trade union rights. (Provisions similar to the above are contained in the 1971 Act.)

Democracy It should be emphasised

that the Trade Union and Labour Relations Bill is only part of a three-phase pro­gramme of government legislation. In this respect the Government is also proposing to pass an Employment Pro­tection Act and an Industrial Democracy Act. It is likely that the Employment Pro­tection Act will give employees more employment rights in relation to such matters as the periods of notice required to be given by the employer; the Industrial Democracy Act may make statutory pro­vision for Worker Directors on Supervisory • Boards and for Works Councils at the

I shopfloor level.

Page 3

Lillian shakes them up in the orchid world

Buntingford's latest craze branches out into models

A retired JS chief clerk is causing a bit of a stir in the orchid world. Mrs Lillian Swift, who worked as a chief clerk for 42 years until the Coulsdon branch closed in 1971 when she retired, has grown a seven foot high Dendrobium Nobile orchid bearing over 80 exquisite white and mauve flowers.

According to the experts, this particular variety of orchid usually grows be­tween two to three feet high and averages about 20 flowers. When the Royal Horticultural Society's Or­chid Committee saw Lillian's beautiful giant at their recent spring show, they promptly gave it a Cultural Award.

Temperamental This is presented at the

judges discretion to a plant that shows a considerable degree of cultural skill on the part of the grower. Orchids have a reputation for being temperamental

and difficult to grow in this country, so the award is a very special feather in Lillian's horticultural hat.

Always a keen gardener, and a one-time cactophile, Lillian became interested in orchids when she was given a plant on her birthday four years ago. Since then she has collected another 93. She keeps some of them in a greenhouse in the garden and some in the sunroom off the kitchen. It was outside the kitchen door that Lillian nurtured her showstopper.

To her it was just another of her orchids; it took a trip to a private garden in Bucklebury, a village in Berkshire, for her to discover it was something of a rarity.

The garden, opened to the public for charity, belonged to Sir Robert (Mr RJ) and Lady Sainsbury, herself an orchid collector of some note. Lillian and her husband got talking to the gardener who looks after Lady Sainsbury's orchids and he spoke to Lady Sainsbury, who came out to

join them. Lady Sainsbury suggested

that Lillian enter her special and unusual orchid in the Royal Horticultural Society's spring show, due to be held the next week in London. When Lillian said she didn't think she could get it there in time, as her husband was working and a seven foot orchid is a tricky thing to move, it was arranged that a chauffer-driven car would pick it up from her home and take it to the show.

Orchids, it seems, must have a name other than their Latin botanical ones, so the RHS took one from the name and address tag on the plant and called it 'Woodmansterne', the village in Surrey where Lillian lives. It will go down in orchid history and all the journals and magazines will carry details and probably a photo­graph of the 'Woodman­sterne' orchid.

'I 'm still a bit dazed by it all' said Lillian. 'I would never have dreamt of putting my orchid in a show like that - I didn't think it was good enough.'

But it certainly was good enough and not just for the RHS show as a few days later it caught the eye of the experts at Sion Park garden c e n t r e . ' W o o d m a n s t e r n e ' picked up a first at the Park's spring show.

Secret What's the secret of Lil­

lian's success with these exotic, tropical plants? 'I don't think I treat them any different to my other plants' she said modestly. 'I do keep them warm in the cold weather. But not too warm or it can get expensive.

'The truth about growing flowers is, I think, that you have got to like them. If you like them, they grow. I don't like cyclamens and I can't seem to grow them at all.'

Railway mania at Bunting-ford depot has taken another turn. Recently a steam rail­way society was formed and has quickly become very popular.

Now a new facet of railway appreciation has emerged: Ken Evans' hobby is collect­ing model railway and he has over 200 models in his collec­tion. On the face of it that might not sound very interesting.

However, if you consider that they are 'O ' gauge (that's much bigger than the com­mon 'OO') and that the locomotives, carriages and trucks are getting scarce (they're not made in any great quantity today) then you begin to realise the reason why Ken is so interested.

Tinplate They are also something

more than that to Ken who works in the hygiene depart­ment at Buntingford depot. To him they are a reminder of the railway's past glory.

Ken has always been fascinated by the railways

but it is only in the last 12 years that he has been collecting vintage tinplate model railway, as it is known in the collectors' world. 'I started to collect as much as I could of the 'O' gauge as a personal and private collection of railways of the past' says Ken.

Now his collection ranges from small trucks to an immaculate scale version of a 'Duke of York' loco. He also has an extensive collec­tion of private owners trucks.

At today's market prices Ken's collection is worth nearly £500 but Ken doesn't like to talk about money values. In fact two of his pieces he considers to be priceless.

One, a Great Western Railway 'clerestory' coach, was made in 1908. It is so called because of a ridge along the top of the carriage consisting of windows similar to the clerestory of a church building. The other is a London North Western Rail­way dining car complete with tables, chairs and passengers inside.

Being 'O' gauge it is not an easy thing to lay out and

Ken's collection would fill a hall so there's certainly not enough room in his home - a new chalet on the edge of Royston. However, Ken hopes to lay the track out permanently in his back garden. When he does it will make two railways at the back of his house for the Cambridge to London line runs within a few yards of his back fence!

Junk tour 'Friends say I bought this

house deliberately because it's near the railway' laughs Ken 'but it isn't true.'

Like all dedicated collec­tors Ken likes nothing better than to renovate a rusty truck or carriage. This often entails hours of patience especially if lettering is involved.

Getting hold of the models, other than going to dealers, is difficult. One source is junk shops and it's not unusual to find Ken in one searching to add to his collection. He even arranges his holiday itinerary to fit in a tour of the junk shops!

Retirement? It's just the end of an act, says George

'It's jolly hard work. I don't think you'll be able to stand it.' That's what George Marshall, Charlton depot's project control manager was told when he applied for a job with JS.

But he did stand it and now, 47 years later, George has just retired from the company. 'It was hard work on the receiving gang at Blackfriars for ten hours or more every day unloading goods' he recalls. 'But hard or not it was a bad time for employment and you con­sidered yourself lucky to have a job.'

Since then George has done a variety of jobs, in what has now evolved into the depot division, working at Blackfriars, Union Street (where he stayed for over 30 years), Sail Street (the old motor engineers depot),

Basingstoke and Charlton. 'People never did one job

in those early days' he ex­plains 'they just did what was going. You quickly be­came a Jack-of-all-trades.'

When Charlton was on the drawing board he joined the planning committee at Clapham where he was able to draw on his extensive knowledge of perishables

distribution. About a year after the depot opened he was made project control manager and deputy depot manager.

As project control man­ager, a unique position in JS, he has been responsible for making alterations in the warehouse layout. But George, by nature a modest man, likes to make it clear that many people have been involved in the improvements.

Enormous change Of his 47 years with JS,

George says it has been a very happy experience. Apart from the enormous change in the business two other things stick in his mind. 'I'm very proud of the fact that I've worked for all four generations of the Sainsburys'

he says 'although I saw the founder only once.

'That was when I was a lad at Blackfriars. I was having my lunch break around the side of the building when the timekeeper, an officious man called Baxter, came hurrying round telling us to stand up. A few moments later Mr J J walked by.'

The other memorable event for George is when he turned up for work in Union Street one morning during the Second World War only to find the street sealed off. 'A bomb had scored a direct hit on the factory' George re­members. 'Amazingly enough no one was killed.'

Among the many going away gifts he received was one surprise. He was pre­sented with a silver tea set, at the depot's fishing section's annual prizegiving, by senior

shop steward Charlie Salt-house. 'We've had many battles' says George 'but as Charlie said at the presenta­tion they were all part of work and had nothing to do with personal relationships.

Next stage And at another presenta­

tion George had a cake made for him by depot chef Eric Seiloff with the theme of 'curtain up'. 'It was most appropriate' says George 'because of my association for many years with the Stamford Players. Also, as somebody said: retirement isn't the end of the play but just the end of an act.'

And George's next act, after his official retirement from JS, is to continue as a consultant.

Page 4

the understanding ear A JS Branch personnel officer has to be a saleswoman, nursemaid, sympathetic ear, businesswoman, administrator, diplomat and a social worker. Diane Hill spent a day with Marie Brown, BPO at Central Luton to see how she manages it.

'I engaged all these people?' Marie Brown asked herself, amazed at the dozens of JS staff crowded about her. The place was the canteen at Central Luton branch. The time was those nail-biting moments on the open­ing morning before staff 'meet the public' for the first time.

Marie had indeed engaged all those people, well most of them anyway, as part of her job as a branch personnel officer, BPO for short. Al­though Marie has been a BPO since she joined the company in 1969 she par­ticularly remembers that first morning at Central Luton three years later. It showed so graphically just what her job is all about - people.

'I had been so busy inter­viewing and arranging things it wasn't until I saw every­body together in the canteen before the store opened that I realised just how many people I had seen and talked to and worried about during the past weeks.'

Look after them BPO's look after grades

one to five and at a branch like Central Luton, with a sales area of over 1600 square metres (over 17,000 square feet), that adds up to well over 200 people. Marie takes care of Bury Park (Luton), Harpenden and St Albans as well as Central Luton, her biggest branch. But as plans to have a BPO at every big branch of JS get under way she will soon have only Central Luton to look after.

'Looking after branch staff' is a good way of des­cribing a BPO's job. Recruit­ing staff is important but, for Marie anyway, making

sure existing staff are happy is a vital part of her job. It needs someone who knows about and understands what working in a busy JS store is like, its pitfalls as well as its advantages.

Welfare Marriage brought Marie

to live in Luton in the early fifties. Her husband has small engineering firm. They now live in Kensworth, a small village near Whipsnade about seven miles outside Luton. The gentle lilt in her voice reveals her Welsh origins.

After her marriage she ranged around for a job that suited her and eventually decided on welfare work with the local education authority. 'The work' she says 'was interesting and re­warding. I visited about 14 high schools in the Luton district, talking to children and parents about things like absenteeism or problems in the home that affected school work.'

A blizzard brought her to work for JS. When Marie got a type of frost-bite, after being stranded in a snow drift while on her way to visit a school, her doctor suggested she changed jobs.

Doctor's orders 'He thought a job with less

travelling would be a good idea' she explained 'also working with children in trouble you tend to get very involved and this can be a strain after a few years.'

She decided to take her doctor's advice. Luckily a JS advertisement for BPO's attracted her. She applied

and got the job. Marie has managed to avoid blizzards but she is as busy as ever ' . . . and I love every minute.'

Her previous job however has given her work at JS extra depth. Young girls seek her out for sympathy and advice about boyfriends, mums who 'don't under­stand' them and things that niggle them at work. Women juggling with looking after a family and a full-time job find her grasp of how difficult things can get sometimes a real boon. Branch manage­ment also make use of her understanding ear to talk out staff problems.

Recruiting for the new branch opening at Letch-worth last month kept her busy. The JS recruiting van is usually set up in the car park of a local pub or hotel and two or three BPO's take it in turns to man it. They also man a desk in the local Job Centre (the new name for the Labour Exchange).

'Going around with the recruitment van is a good way of finding out about the district and the sort of jobs that are about. When things are slow it's also a good way of catching up on paperwork' says Marie.

Redundancies at a bacon factory at Letchworth quickly filled the clerical vacancies and had several young men asking for butchery work.

Full of concern she says: 'I feel sorry for them. They have been used to big money working in the factory and most of them have young families and a mortgage. A drop in salary is a disaster. JS may not be able to offer the same money, nobody in the food retail trade could, but I can offer them security'.

When interviewing for new staff Marie believes it's no good glossing over things you think they might not like about the job. The long hours on a Friday for instance. 'If you don't point out the pitfalls at the be­ginning you waste every­body's time. Training a new girl is expensive if she leaves after a couple of weeks because she doesn't like the hours.'

School-leavers, sometimes with their mothers, nervous and unsure of themselves are soon put at ease by Marie's gentle approach. With a few questions she quickly assesses whether they would be happy with JS or whether JS would be happy with them.

'Asking to have a look at their last school report usu­ally sorts out the doubtful ones. If it's good they come back. If it isn't they don't' comments Marie.

Nail biters Nail-biters are tactfully

told to come back when they have broken the habit. People with skin problems or eczema are asked for a letter from their doctor saying it is not catching.

'Working with food the company can't afford to employ anyone who bites their nails or has a skin infection' she explains.

During a day Marie has to cope with all sorts; mums whose families have grown­up; widows looking for a 'little part-time job ' ; school children who want to work on Saturdays and keen young men who want a career in the food trade; and others who pop in for a chat or to say how pleased they are

that a new Sainsbury's is opening in the town; or just that 'they always shop at Sainsbury's'.

Back at the branch Marie has a constant battle with a telephone that never stops ringing and piles of messages. Her appointment book is full days before her visits. She divides her time between welcoming new starters, inter­viewing new staff and sorting out any problems that may have arisen since her last visit.

Trouble at home Staff know which are her

days at the branch and usually save any questions until then. It may be that she is on hand to quell hysterics in the ladies or dish out headache pills to some­one feeling a bit low.

Cashiers stop her to ask about a job for a neighbour; mothers ask about their daughters. Proud fathers are likely to dash in with snap­shots of new babies. Marie is totally immersed in the life of the branch all the time she is there. When a wife goes into hospital Marie knows. If there is trouble at home Marie is there to see what can be done. 'I think it's important for a BPO to remember everyone's name' says Marie who sees her concern for staff as part of her job.

Small and slim, she man­ages to offer maternal advice without being 'motherly'. She looks the career woman she is. Her individuality shows in her preference for a 'real' handkerchief edged with lace rather than the paper variety most of us switched to long ago.

To George Rand, manager

Left: Marie Brown takes a break from one of her recruiting sessions in the J S caravan. Above: at Central Luton Branch with manager George Rand, one of the first managers in the company to work with a female branch personnel officer. 'I soon realised her worth', he said.

at Central Luton, Marie is 'fantastic'. He sees a BPO's role as one of complementing the manager and as far as he is concerned it is a role Mrs Brown fulfils perfectly. Full of praise he says: 'I have never seen her lose her temper. I trust her judgment when I have to deal with bad time-keepers and other matters that may need disciplinary action.'

When George Rand was manager at Bristol in the middle sixties his branch was one of the first to have a BPO. 'At first I was reluctant to hand over this part of a manager's job to a woman. But I soon realised her worth. Now I probably expect her to do too much. A good BPO is a real asset.'

Through the BPO a man­ager can settle points about the wearing of jewellery, un­suitable clothes or shoes and excessive make-up. She can also act as a buffer between a member of staff and management as she can see both sides.

Helluva day 'Being a BPO can be a

frustrating job' says Marie. 'You can have one helluva day and go home wondering what you have done with the time, as on the face of it it seems to be precious little.

'Then you think back. It could have started with taking a sick girl home. Then hours on the telephone to get staff from other branches to fill a temporary gap to keep a department up to strength while someone is away. And in between times there's interviews, paperwork, how the pension scheme works, remembering new "rates of p a y . . . '

Page 5

Ken Wood's golfers spend a day on top of the world

Keen golfers in area general manager Ken Wood's domain had a rare opportunity to roam all over one of the best golf courses in Berkshire, Goring & Streatly, on April 13 on the occasion of the first and, one hopes, annual, Ealing area Golf Tournament.

Eighteen players and a handful of supporters turned out on a blustery Monday when they might have been enjoying a rest to brave the wind and the rain on what in that part of Berkshire passes for the roof of the world.

In spite of the comment by one American wag that 'Golf is a darn good way to ruin a pleasant walk in the countryside' all of the players seemed to enjoy the exercise, the competition and the chance to meet colleagues away from the bustle of branch life.

The winner of the competition was Bill Stephens from Kilburn , who just pipped Ted Spriggs of Holloway by two points. Two points behind him, with 35 was David Hampshire, Mr Wood's PA.

Brian Shuel, whose personality and photographs will be known to many JS Journal readers, took advantage of a chance to perform at the other end of the camera and came in fourth, with the same score as David, but pipped by a technicality in the rules.

Nancy Hayward from Bracknell took the honours for the ladies with a commendable 34, followed by Elizabeth Bacon, who has since left South Harrow, and Mary Keylock, again from Bracknell.

'So far as we know', said Ken Wood after the game, 'We're the only area which goes in for this sort of thing. If any other team from the company would like to meet us for a game we'd be delighted to take up the challenge'.

Far left: Sometimes you quietly plop the ball down the ho le . • • . . . and sometimes you take an almighty swing at it, as Brian Shuel demonstrates (left). Below: area-general manager Ken Wood follows through with professional ease.

Above: The three intrepid golfing ladies. From the left, Mary Keylock, Elizabeth Bacon and Nancy Hayward.

News in brief Letters People

A cost of living rise for all employees of £1.20 per week, or 3p an hour for part time staff, has been given by the company. The rise will add another £100,000 per month to the company's wage bill.

Eight bikini-clad girls on 7S0 cc Matchless motorcycles are just one of the entertainments planned for Buntingford depot's Gala Day on July 13. This year's summer spectacu­lar will be opened by England and Leicester goalkeeper, Peter Shilton, who will also kick-off a five-a-side match

between local schoolboy footer-demons.

Anyone can take a stall (hiring fee is £1 and what-you-take-you-make) and everyone is welcome to join in the fun on the day. Details from Vic Cope at Bunting-ford.

A gilt medallion was awarded to Ken Allemandy, manager of staff planning retail divi­sion by the Institute of Training Officers. Ken's paper on predicting learning times for manual operations was judged to be the best paper published in the Institute's Journal during the year.

This is Cyril Grandfield, pro­duce manager at Taunton, with a rather large cod he caught off Watchet pier. This magnificent fish provided delicious cod steaks for some of the branch staff, and also landed him with the task of teaching local schoolkids how to get the same results with rod and line.

From Bill Allen, SSA I have noticed in recent issues of the JS Journal that reports have been published where senior officials of the com­pany - and even directors -have been referred to by their Christian names.

While we all understand that barriers between staff are both unnecessary and inhibiting, I do feel this is going too far. After all, they are in positions of authority and responsibility and it seems wrong and completely false for this unnatural familiarity to be used in the written sense, while we all know that in real terms this would be unwise and un­welcome.

My early training at board­ing school was such that I find it hard to accept that this type of approach is acceptable as even the house­master always insisted in being addressed as 'Sir'.

It would be interesting if the views of other members of the staff could be aired through your columns.

Letters are welcome. Don't forget you can dictate one by using the Journal's phone-in service on Blackfriars exten­sion 2363.

Long Service Congratulations to the fol­

lowing employees on receiv­ing their long service awards: 25 years

J B Newman, E W Bull, F G Powell, R A Harden, B T Ramm, E W Park, J D Danbrey, D T Ewington, G F Twitchett, R W Burville, P F Cross, E A Davis. 40 years: B T Cooksley, W E Bayford, R W Byers, Mrs K M King.

Retirements F Charlie White retired on May 4 as reserve meat manager at Chichester but spent most of his 45 years' service at Bognor where he rose to head butcher. He joined the company in 1930 at 128 Kilburn. Miss Dorothy Larbey retired on May 31 after 31 years' service. She started in the retail sales and two years later set up the mechanised department. After a brief spell at the Bramshott she returned to head office and at retirement was section head of salaried staff data. Mrs Kathie King, who started her JS career as a despatch

clerk at Worthing in 1934, retired from financial accounts at Streatham on May 31. In between she served as a clerk at 66 Brighton, 3 Hove, 147 Balham, Catford Hill, Rushey Green and Becken-ham. Reginald J T Flack had served 45 years with the company when he retired from the motor engineers department at Basingstoke on May 17. He joined as a welder in 1929, became a skilled fitter in 1944 and a leading hand in 1948. He transferred to Basingstoke in 1964. Miss Rose L J Bull retired on May 25 as a saleswoman at East Grinstead. She joined the company in 1939. Cyril Peck retired from the company in December last year. He joined as a delivery boy in 1928 and after working in a number of branches in the west London area -he eventually rose to become head Butcher at 165 Haver-stock. When that branch closed in 1973 he moved to Swiss Cottage for the last few months of his career.

The following employees have also retired; length of

service is shown in brackets: Miss M Gregory (21 years)

John Preston (12 years) Mrs M Fackrell (11 years) J C Moule (11 years) Mrs D M Keeble (10 years) Mrs V G Tidmarsh (9 years) Mrs Janet Roser (9 years) Mrs R Critchlow (8 years) Mrs E Haragan (7 years) Mrs N I Hewett ( 6 years) Mrs L M Dawe ( 4 years) Mrs F S Collett ( 4 years).

is published every four weeks for employees of J Sainsbury Limited Stamford House Stamford Street London SE1 9LL Telephone: 01-928 3355 ext2804

Editor: Richard Gaunt Assistant editor: Eddie Manly Editorial assistant: Diane Hill

Designed by JS Design Studio

Printed in England by Alabaster Passmore and Sons Ltd, Maidstone

Page 6

FEATURE

Tony's double life Going to Cliftonville, Kent, for your holidays? Then perhaps you may not be getting very far away from JS after all - for if you're staying at Arden Lodge, in Surrey Road, you will find that 'mine host' is a JS design engineer, Tony Turner, who works in the mechanical handling section at Clapham.

Tony's double life is no secret to his colleagues but how he came to be running a seaside guest house intrigued the JS Journal. So we zoomed off down the M2 to find out - and to get a whiff of the ozone!

Cliftonville, up the hill from brasher Margate, is a staid-looking town of terraced Victorian and Edwardian solid houses, most of which have become guest houses and hotels. Surrey Road hoteliers, however, obviously want to create their own image: they have a put up a brightly illuminated name sign at the junction of the road with the main street.

Different image Halfway along the road is

Tony's place - Arden Lodge - distinguishable by its gay tables and sun-umbrellas out­side on the forecourt.

'Welcome to Arden Lodge' says Tony as he opens the door. Looking very smart in a white jacket, he leads the way in past a comfortable lounge complete with soft chairs, books, games and a colour television and down a tastefully decorated hall and into the dining room.

This is quite something. Not what you might expect to find in what, after all, looks to be an average guest house from the outside. On the contrary, the dining room with its modern pine-faced walls, pine furniture, warm-coloured lights and soft background music, could pass for a cosy 'expensive' restau­rant. 'As you can see, we're trying to get away from the traditional guest house image' says Tony.

His blond-haired wife, Nola, busily preparing lunch in the adjacent kitchen, takes up the story of how they came to buy themselves a guesthouse.

'It was a bit sudden. We had lived in Welling (a South London suburb) all our married life when a friend told us that a friend of his was selling this place. Without seeing it we told him straight away that we wanted it.'

A lot to be done Tony continues: 'Then we

came down to have a look. It was in a poor condition and obviously needed a lot of work doing on it but it was just what we wanted.'

Tony and Nola had not had any previous experience in running a guest house up to that time yet they felt quite certain it was for them.

'We've always done a lot

of entertaining, dinner parties and the like' said Nola 'so coming into this business has just been extending our hobby. We also used to do a certain amount of catering in our spare time.'

All this happened four years ago and within three months of being told about the house the Turners - Tony, Nola, and children Lisa and Nigel (who are now eight and six) had given up suburbia for the seaside life.

It cost £3000 Since then Tony and Nola

have completely redecorated, rewired (with the help of JS colleague Bob Carlow) and refurnished the house. They've also built a chalet in the garden which they use for their living quarters in the holiday season. 'Alto­gether we've spent about £3,000' reckons Tony. 'Come and have a look at what we've done.'

The tasteful decor of the hall continues to the upstairs landing. 'It's the only wall we never needed to re-paper' says Tony. 'We' in fact, really means Nola for she does all the wallpapering!

The bedrooms, four family rooms and two smaller ones, are similarly furnished: com­fortable beds, soft carpets, pleasant furnishings and modern wash basins. Every­where looks bright and clean. The bathroom and toilet have been fitted throughout - most of the work being done by Tony.

Downstairs again the sound of voices comes from the lounge. 'I've a wine-makers'

Top: Three plates expertly balanced on his arm, Tony serves lunch at his guest house in Cliftonville. Above: Tony and his wife Nola outside Arden Lodge. Right: Back to the drawing board - where Tony is best known to his colleagues at Clapham.

club staying for three days' says Tony opening the door of the cellar.

Down in the small cellar, converted by Tony from a real 'coal-hole' there's a deep freezer and rows of bottled tinned provisions on shelves that seem to be familiar 'Recognise the shelves?' asks Tony. 'Yes, they're genuine Sainsbury's. They came straight from an old service shop where I bought them quite cheaply.' Somehow it's nice to see that a bit of old JS is still serving a useful purpose.

Also in the cellar is a model

railway layout belonging to Tony's boy, Nigel. 'During the season we are a bit tight for living space. It can't be helped in a small guest house' explains Tony. 'However, there are compensations for the children. Besides the sea and the beaches, they have their holidays abroad and are able to attend a private school.

'Our ambition is to b*y a hotel with about 24 bedrooms - small enough to keep the personal touch. Not only would it be easier to run - you are then able to employ lots of staff - but it will give us

our own permanent accom­modation.'

Despite the long hours -Tony rarely gets to bed before midnight and he has to leave before 6.30 in the morning for JS - if they do buy a hotel it will not be nearer to London: 'We really like it here in Cliftonville' says Tony. 'Especially Surrrey Road. If you have any problems the other hoteliers soon come round to help. Although we're all rivals everyone is so friendly and in the off-season there's a fantastic social life.'

Back in the kitchen, Nola

is putting the finishing touches to the lunches. With a variety of people staying mostly for two weeks at a time how does she organise her catering?

'I work a fortnightly menu' says Nola 'so that someone staying a fortnight doesn't get the same meal twice. We stick to fairly plain meals because we found that where half the people thought our exotic menus were smashing the others didn't like them. You must cater for everyone.'

Journal recipe She adds: 'Mind you, we

do have a couple of favourites which everyone likes and as it happens both came from the JS Journal. One is navarin of lamb which was published in the Journal several years ago.'

What about the guests themselves? Do Tony and Nola ever have any difficult problems to cope with? 'Well, we have had illnesses' recalls Tony. 'In the four years we've been running Arden Lodge we've had to cope with af kidney collapse and five heart attacks.'

It is now half past one and Tony goes off to do the J Arthur Rank bit with the dinner gong.

As its echoes die away guests come into the dining room and take their seats. Nola starts preparing the desserts and Tony expertly begins serving the lunches carrying four plates at once. It's a long way from the drawing board at Clapham.

Page 7

No punches pulled in Manglers' five-a-side victory at Harlow

• " • ' • • • • y ' • - • • • • • • - • : . • • - •

: • : • . •• • • ;

v - ' :-'.- •'••:?:• ""•; : ' : : : : " ' :

Above — no, it's not one of those avant garde ballets, but a scene from the Hoddesdon depot five-a-side football tournament a few seconds after the kick-off of one of the eliminating games.

Right — one of those pain­fully accurate shots that looks as if it's going to go all the way home. Left — here they are the victorious Manglers (light shirts) and the other finalists, the Punchers, in a moment of calm after the final.

When Martin's Manglers met the Produce Punchers in the final of Hoddesdon depot's five-a-side soccer tournament at Harlow sports centre on May 19, the consequence was. . . a narrow win for the Manglers by one penalty goal.

The final marked the culmination of a hard afternoon's indoor football for eight teams from the depot. Everyone on the depot was represented from the top (depot manager Derek Graham turned out to play a very nifty game for the Nash Knobblers) right down to the lads on the warehouse floor.

The large crowd which turned up from the depot to watch were unstinting in their appreciation and very vocal in their criticism of the players' antics on the floor of the sports hall.

As the high point of the afternoon, the final was a tense battle between the Manglers and the Punchers.

After an exciting match, in which the Manglers were two up shortly after half time, the final score line was evens following two swift goals from the Punchers' Alf Revelly.

A penalty play-off was necessary to decide the game -which after a few tense moments was won by the Manglers.

Derek Graham presented the shield to Martin Palmer, the Manglers' captain. A special prize donated by the depot manager for the 'man of the match' in the final was won by Alf Revelly.

The most tired man of the match must have been administration manager Derek Hargreave, who had run untold miles refereeing most of the afternoon's matches.

Jed knocks 'em for six in holiday single wicket contest

Associate member Jimmy Simpson smashes the ball for a six during the final. Brian Allen, in the gully, can only look on.

It was a spot-on forecast at Dulwich on Bank Holiday Monday when fellow cricket­ers told Jimmy Simpson and Jed Shah that the finalists in the single-wicket contest would be between the two Js.

They were right except that they made Jimmy the favourite to win. Jed, a stores section leader in purchasing accounts at Streatham, proved them wrong.

For Jed it was a day of personal triumph. After the contest he said: 'Although Jimmy and I are good friends - we play together every Sunday in the Griffin team -it was just great beating him.

'Especially as I had been looking forward to the con­test since last year when I had to retire after cutting my hand.'

Altogether 16 contestants took part in this fast moving annual contest held this year in perfect weather conditions.

How wasn't he! Contest winner Jed Shah effortlessly clips the ball to the off -made a slip Keri Walters of Charlton depot was ready behind the stumps.

but just in case he

Page 8