By Kenneth V. Porter
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Found agreed that a change of work and environment should prove a satisfactory way of dealing with the matter and arranged the transfer. Frazer's new foreman, Alec Baker, was a man in his midforties. A skilled craftsman, he expected high standards from his men. He was aware of the reasons for Frazer's transfer but kept the information to himself. Frazer was introduced to his new workmates, shown the type of work on which he would be engaged and set to work with Joe Brice, an older man. Brice noted a certain slackness in Frazer's work and told him that Baker was prepared to accept only the best.
Either the supervisors were reluctant to enforce the management's edict or the operatives were proving too skilful in avoiding their surveillance. After a further two months had elapsed with no noticeable im- 43 provement, Mallinson called another meeting of his departmental heads to which Rudland was again invited. He reviewed the situation and said that stronger and more effective measures were obviously necessary. A variety of suggestions were canvassed and two proposals were eventually accepted : firstly, that security guards should be appointed who would be instructed to search any employee suspected of taking cigarettes or other company property from the factory and who would carry out spot checks each day; secondly, that a closed-circuit television system should be installed in the Production, Packaging and Despatch Departments.
He had a quick, intelligent mind and was a keen union man. He had not been approached by O'Leary but had first heard of the incident with the Boatswain from Pat Doyle who had apparently been told of it by O'Leary and had advised him to have a word with Briggs about it. O'Leary had appeared indifferent as to the outcome of Mackintosh's action and made no move to see the Shipboard Liaison Representative. Briggs therefore contacted O'Leary who refused to discuss the matter, apart from muttering that he objected to being called 'an idle Irish bastard'.