Racist ConvaTec?

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Anonymous said:
http://www.mirror.co.uk/all-about/convatec
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Doesn't surprise me there is abuse is on both sides of the Atlantic. Though I never suffered any racism as a TM (very, very few non-whites in the field with the Con during my years), I observed a lot of corporate inspired bullying--and age discrimination, which were appalling, sickening, and completely condoned by Skillman. ConvaTec, whether US or UK based, was and is a dreadful place to work.
 
The restructuring with two whistleblowers involved. One left the company, one, Vera Jones, stayed. She made a report to R H about the first whistleblower being a sexual predator, just what R H wanted to hear.
 
Anonymous said:
The restructuring with two whistleblowers involved. One left the company, one, Vera Jones, stayed. She made a report to R H about the first whistleblower being a sexual predator, just what R H wanted to hear.
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When V J accepted R H's assurances that it wouldn't be necessary to involve the HR department the conspiracy started.

Conspiracy (crime): an agreement between persons to break the law in the future, in some cases having committed an act to further that agreement.

The conspiracy would ultimately cost the first whistleblower in excess of £2,000,000.00.
 
Anonymous said:
What part did outside companies play in a ConvaTec restructuring?
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N T of Brookfields, offered the first whistleblower a spurious position with his company to lure him away from ConvaTec ahead of a restructuring - a position which to this day has not been filled. Oakfields provided a conduit for the money to fund what was to follow.
 
Anonymous said:
The restructuring with two whistleblowers involved. One left the company, one, Vera Jones, stayed. She made a report to R H about the first whistleblower being a sexual predator, just what R H wanted to hear.
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Music to RH's ears, as the first whistleblower was reporting the fraudulent use of company assets to the HR department.
 
Anonymous said:
Everyone knew what?
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That the first whistleblower had reported wrong-doing to the HR department. There were two meetings. The first between the whistleblower and LC, the second, a follow up meeting when the whistleblower accused the company of not dealing with his complaint. There were four persons present at that meeting. LC, the whistleblower, MS, witness for the whistleblower and SL, witness for the company. LS would later be moved to another Bristol-Myers plant near by. LC would leave the company. Everyone on site knew about the second meeting.
 
But, it gets really complicated. Because apart from the sexual predator accusation and the wrong-doing complaint there was another issue. The whistleblower suggested one of the packaging machines performed so badly it needed blowing up. Had the previous complaint of sexual harassment been music to RH's ears, this was like all his Christmases had come at once. Report to JLM, we have a security problem at Deeside!!
 
Anonymous said:
But, it gets really complicated. Because apart from the sexual predator accusation and the wrong-doing complaint there was another issue. The whistleblower suggested one of the packaging machines performed so badly it needed blowing up. Had the previous complaint of sexual harassment been music to RH's ears, this was like all his Christmases had come at once. Report to JLM, we have a security problem at Deeside!!
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So how much more complicated could it get? Plenty more: There were perceived problems with the engineering department and the inability to correct a decade long problem with the 4x4 Duoderm blister packages - a problem that was created when RH asked SG to enlarge the blisters on the Multivac machine in unit33; bullying in the engineering department of unit 33 and the reported over-exposure of unit 33 engineering personnel to solvents. So this restructuring really could be described as "Cultural", as was confirmed when RH told his neighbour, EC, there was a whistleblower claiming the workforce was being poisoned.

That was the background to the restructuring that RH, former manager of unit 33 Deeside, was put in charge of. Only one problem. We'll come to that in the next post.
 
Anonymous said:
So how much more complicated could it get? Plenty more: There were perceived problems with the engineering department and the inability to correct a decade long problem with the 4x4 Duoderm blister packages - a problem that was created when RH asked SG to enlarge the blisters on the Multivac machine in unit33; bullying in the engineering department of unit 33 and the reported over-exposure of unit 33 engineering personnel to solvents. So this restructuring really could be described as "Cultural", as was confirmed when RH told his neighbour, EC, there was a whistleblower claiming the workforce was being poisoned.

That was the background to the restructuring that RH, former manager of unit 33 Deeside, was put in charge of. Only one problem. We'll come to that in the next post.
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Only problem was, the whistleblower had emailed GR 6 weeks before the restructuring to say he didn't believe the reasons given for having the restructuring. GR replied saying it was to cut costs. About a week before the restructuring the whistleblower emailed JLM at BMS to voice the same concerns. So the question is, would all those people who resigned have still resigned if they thought it was a cultural restructuring and not a cost cutting exercise?
 
Anonymous said:
Only problem was, the whistleblower had emailed GR 6 weeks before the restructuring to say he didn't believe the reasons given for having the restructuring. GR replied saying it was to cut costs. About a week before the restructuring the whistleblower emailed JLM at BMS to voice the same concerns. So the question is, would all those people who resigned have still resigned if they thought it was a cultural restructuring and not a cost cutting exercise?
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JLM would enlist the help of the FBI in the form of TJP. TJP would later go to work for JLM at BMS.
 
Anonymous said:
Only problem was, the whistleblower had emailed GR 6 weeks before the restructuring to say he didn't believe the reasons given for having the restructuring. GR replied saying it was to cut costs. About a week before the restructuring the whistleblower emailed JLM at BMS to voice the same concerns. So the question is, would all those people who resigned have still resigned if they thought it was a cultural restructuring and not a cost cutting exercise?
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JLM responded by asking the head of HR for BMS to contact the whistleblower and ask him to talk to the Corporate Ombudsman. As he'd already written to the Ombudsman on a number of occasions, to no avail, the whistleblower declined the offer.
 
The whistleblower left ConvaTec. For many years he was "contained" by UK and US intelligence agencies much to the detriment of his health. So, that was the anatomy of a "cultural" restructuring - you're left with the ConvaTec we have today.
 


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