Saudi Arabian Flight 763 and Kazakhstan Airlines Flight 1907 collide in mid-air over Charkhi Dadri in India, killing 349 people, the third-deadliest aviation disaster in history.
This was a catastrophic mid-air collision occurred between a Saudi Arabian Airlines Boeing 747 and a Kazakhstan Airlines Ilyushin Il-76 cargo plane near New Delhi, India. This as I was writing to Carole Button with a written warning about her performance as Redgarve Deputy Manager
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The tragic accident resulted in the immediate death of all 349 people on board both aircraft, making it one of the deadliest aviation disasters in history. The collision happened due to communication and navigation errors, highlighting critical air traffic control and safety challenges of the time.
To Carole Button, Written Warning - Performance as Deputy Manager
Carole, You will recall that I recently spoke to you about your performance in supporting Sarah in your role as Deputy Shop Manager
This followed incidents in which both Sarah and I had noticed that your reliability and performance had apparently been adversely affected by your personal problems.
I had recognised that your relationship problems had led to a high level of stress and due allowance had been made for this, even when it led to your not turning up on time for your duties.
Since our conversation, your £100 banking spreadsheet figure error on the 2nd November 1996 has become apparent and it now transpires that a sum of £200 is unaccounted for having been found missing from Shop cash during the period Friday evening the 1st November 1996 to Saturday afternoon the 2nd November 1996.
As I have said in the management memo, this has made this matter particularly difficult to investigate as the errors should have been spotted and resolved at the time, and effort expended until it was.
I repeat here that, during my visit to the shop that afternoon, it appeared particularly badly-organised; outside lights and cigarette cabinet light off, veg. display poor, eggs and chill cabinet un-stocked, drinks fridge untidy and the shelves poorly faced, the worse I had even seen it for some time, so as to indicate that the staff must have been over-run, struggling on competence or lacking diligence.
I had to cancel my own social plans and stay and spend much of Saturday evening working with Louise and Tina to remedy the situation and the shop eventually looked reasonable.
I regard it as the job of Sarah’s deputy to visit the shop with eyes open and to act on any problems seen and, if necessary, stay until they are resolved or make other satisfactory arrangements.
I have spelled out the priorities to be followed by shop staff and the state of the veg and chilled displays is second only to serving the customers.
In relation to other matters, it is still Sarah’s experience even now that you are leaving shop management problems unresolved for her to deal with.
Whilst it is creditable that you are reporting such problems, the situation needs a more constructive and positive performance in bringing solutions to Sarah instead.
If there is any further need for training or direction for you then help us identify it. Upon your first employment and promotion, I confided in you the need to support Sarah fully in view of her long hours and stress and tiredness and your position was specifically created to relieve her.
By bringing your personal problems to work, it is adding to her stress and this is something I cannot tolerate. My style is to be frank and I remain confident that you are capable of doing this job well.
Sarah has repeatedly offered you time off work to solve your personal problems and you have as often declined this opportunity.
Please consider this carefully and take these criticisms to heart so as to render unnecessary any need for further action.