Extreme Bullying at Pret A Manger / Reliance Brands Ltd. INDIA

Abhishek worked at Prat from May to September. He had high hopes but soon realized things were different. He had a heavy workload and felt unsupported by management. On September 25th, his manager denied him a shift and asked him to write a letter. Abhishek refused and was verbally abused. He did a delivery alone and injured his wrist. He recorded the abuse as evidence. The company didn't take responsibility and fired him. They blamed him for being late, which had never been an issue before. Abhishek explained that his commute was long and sometimes caused slight delays. He sought medical care on his own and shared his story on social media. I am writing on a blog. I used to work for Prater Mager in London, UK. I write on xprat.org. And I came across someone who used to work at Prat in India, the newly opened Prat since 2023. And he has a very, very horrific story of bullying and injury and being treated really, really, really bad. And it's something that, unfortunately, I'm not surprised about, unfortunately, but I'm still very shocked. And I just want, Avi, to just share just how we, you know, how you – I'm just going to speak directly to you – but how you found out about Prat, how you learned about Prat, how you started there, and then, you know, how it started and how it went and how it ended, basically, and how you are. So just share from your heart. Yeah. Thank you for having me. And first, I want to say hi, experts. My name is Abhishek. I used to work at Prat from 9th of May to September 30th. So when I joined Prat, I was having a really high workload with me because this was my first job in a QSR. And I found – QSR meaning customer service, correct? Like QSR? Yeah, quick service restaurant. Quick service restaurant, okay. Yeah. So when I found this job on LinkedIn, I was searching for a position that would allow me to make a positive impact. And when I joined Prat, I was having – I get to know a lot of new things there. But somewhere, I sooner realized the reality was quite different what I was expecting, actually. So when I joined Prat first, I was very excited to part of – like I was thinking forward, like the pressure, the pressure and the job and the management support was not focused on the productivity, either people. So it made me so much stressful involvement for me. And yeah, that's it. So you started – okay, so you had high hopes. You felt really positive. And you didn't – I saw – just for the meet-up, I found Abhishek's story on his Twitter account. And he wrote also – he wrote also on Reddit and on LinkedIn, but I found you on Twitter. And then I searched all the other places. And you did some really nice artwork with the Prat logo on. What was that about? Well, I have made a string art for my band when I joined my company. Yeah. That's taken me five days to complete that. And that I had given them as a random act of kindness. So after that, when I had given them art, everything was good until the things start happening in the September. On 25th September, when I arrived at my shift, my manager denied me. Actually, my manager denied me for the shift and told me to write a letter. When you say letter, what do you mean by letter? Letter – I mean, my manager always used to tell the team members to write a letter for every small thing. Can you give some examples? Yes, yes. For example, if we have came on a shift, he used to say, you have came half an hour late, write a letter, why did you tell us, etc., etc. He wanted everything in writing, basically. He wanted the paper trail. He wanted everything in writing. Yes, he told us to write everything on the paper. And when I refused that, he actually called my RGM, General Manager, Neha Dogra. And after that, they were having a conversation. So my assistant manager told me to go home. But later they changed their mind and asked me to come back on a shift. Oh, man. So that day, we had a delivery at our store. So that time we were six people at the store. But at the end, I ended up doing the delivery alone. So I had to lift the heavy boxes, which made me actually very tired. And I was not feeling well either. After doing the 70% of work, I was feeling so much weak, so much dehydrated and not feeling good. So I just went to the washroom and I haven't checked myself on the mirror. And where I saw my wrist had been dislocated, I was in a really terrible pain. And after that, I cleaned myself with some of tissues, wet tissues, I mean, because I was feeling overheating. Then I went back to the kitchen. I get a glass of water for myself. And I thought I could take a five minute break. So I go upstairs and suddenly my manager comes and he told me to go back to work. Where I explained to him, like, sir, I'm not feeling well. I just need a moment. So I just requested him for a five or ten minute break, which he clearly denied. He threatened me. He started yelling at me and verbally abused me in a Hindi language. Okay. So you posted that. You recorded that audio because you were scared and you did audio recording. And you put that, this is what I found on Twitter. It sounded horrific. It sounded extremely scary. Yeah. So if I didn't... Did you say before, so you worked in the kitchen first before you did the delivery? Yes, I was working in the kitchen and I have been told to take the delivery. Right. How many hours did you work in the kitchen roughly? We were in the three hours, three or four hours. Three hours. Okay. And then you were told to do the delivery. And how long, how many hours roughly did you do the delivery? Well, I have been doing more than a 1.5, I mean, more than a one hour because the delivery, we usually have a weekly. So the boxes is really heavy and we have to shift on the upstairs, like our store is located on the first floor. So we always have to go down to collect the delivery. Up and down. And so you did the delivery, did you say one and a half hours before you started going to the washroom to check the mirror? Yeah. It's been more than a two, I would say it's somewhere in the two hours. So you worked six hours, sorry, five hours. Yeah, five hours I worked. And then two hours doing the delivery, this is five hours, yeah. The delivery work is work of five people, but I was only doing alone. Yeah, yeah. It made me actually, I mean, being in that situation, I'm sorry. Yeah, no, no, don't apologize. Yeah, I mean, I had a situation like this where I did the delivery on my own one morning. So I know exactly what you're talking about. And just for listeners, I had a chat with Abhishek before, so a few things I might just re-ask again. So it was basically you felt, you saw the others were just basically hanging around and they were friends with each other. Yes, yes, they were being friends with each other. My manager using this mobile only. And the paperwork also was done by other team members. So he has been not helping with any of the work. So after the situation, he told me to go, like he told me when he started harassing me mentally, physically. So he told me to go down and complete your work. So respecting that decision, I go down. Being in a pain, I tried to finish my work. But I knew that if I reported this, no one would believe me without any proof. So I recorded everything as evidence. Yeah, and that is brilliant. When I saw that, I thought that was brilliant that you did that. I always say to people like I never did that because I was so traumatized anyway. I would keep as many or gather as much evidence as you can. So you checked yourself in the mirror and you saw, wow, there's something with your wrist going on. And then he started to shout at you. And then what happened next? Yeah, after completing my work, after my shift, I went back to my home. I apply ice pack and take care of myself with the bond and the bandages. And when I get home, I didn't share this with my family that time because it was already late at midnight. So after that, I have been in a pain. I was not able to sleep. So I take care of myself. I was taking care of myself only. So after this incident, it was happened on the 25th of September, it happened. And my company discharged me from my job on the 30th of September. And when the situation became known, the company and the people didn't take any responsibility. Yeah, and you went to HR, correct? Yes, the Reliance Band Limited didn't hold any of the accountability, I'm saying, to any of the situation. They've been aware of everything. They have proof. They know everything. They still didn't take any of the action, neither help me with my medical care. So instead of blaming me, they told me, Abhishek, you have been coming late on the shift. But the reason behind sometime I used to come late because it was never happened earlier before. Like past three months, it happened never. Why did it suddenly happen in September? So what never happened? Like my company people, my HR used to told, Abhishek, you have been coming late on shift. You have been taking leave. But this thing never happened earlier before on the past month. So it means you've never been late. You've never been late. Okay. Yeah. So it happened on September because my third of September, it starts happening. So we got the new general manager at our store. So my assistant manager attitude changed to me. And he started harassing me. So I was not able to focus on any of my work. Yeah. Let me just go back. So you have never been late before? Late from I mean, I've been late. Like if I say it's not like we have a 30 days in a month. So I might be getting to a one time only. That might be a metro convent issue because my location to my store is one hour. Yeah. It takes more than one hour to reach there. And how many minutes were you late? It's been like 20 minutes. Yeah. Yeah, 25 minutes maximum. It would be like this. Did you explain yourself? Did you go in and apologize and explain yourself to them? Yes, I have told them. I came from a really far location. And I have a morning shift. We have a Delhi metro subway, I think. So it starts six in the morning. Yeah. Oh, yeah. Oh, yeah. It's six in the morning. And my shift is seven. So it takes one hour, like I said. Right. Oh, wow. It's very tight. Yeah. That's very tight. So I have no convenience. I used to walk far to get to the metro station. Then I take a metro from there and somehow get to reach there. So I always used to be like 7.15, 7.10, like this. Right. Yeah. Oh, okay. So I understand. Yeah, that's very tricky because, oh, no, that's a bummer. Because if you, yeah, so ideally, you know, they should have maybe given you like an hour later shift instead of seven so that you can reach the place. Oh, yeah, that's bad. But was that often? How often roughly were you late? Can you remember? No, no. It's not happened because earlier I said I used to be assigned in a lobby. So before that, I was doing my shift at one. So that time, I used to reach earlier, like if I'm having a shift at one. So I usually reach my store at 12, 12.30. Yeah, yeah, yeah, yeah. Okay. Half an hour before. So it's just the morning shifts that are difficult. The morning shifts were difficult to get. Yeah. But even at noon, I always used to reach the store at half an hour before my shift. Yeah, yeah. I was the same. I did the same. I'm similar. Yeah, yeah, I understand. Wow. Okay, so then you came in and they basically used that. They used your late coming as a reason to fire you. Yes, yes. I was doing really good with my customers. I was doing everything well with my knowledge and also with the customer relationship. Everyone is liking me, but they have no other points. So they made this situation like this person has been coming late, et cetera, et cetera. Yeah, yeah, yeah. Typical. So tell me about your assistant manager because he sounds pretty, pretty nasty. So you're doing very well on the customer side and customers are happy with you, but then they put you in the kitchen or something, right? Yes, they have put me in the kitchen after we had a new general manager at our store. So you had a manager. Who was the other manager before? It was someone else, but he has been transferred to the other store. And he was okay? Yes. We were been working with him like since three months. No issues. Okay. Okay. So then the new manager comes and then all hell breaks loose. And the assistant manager was always the same? Yes, not always, but after that he does have issues. He does have language issues. Like he always used to drag people, location names, what they wear, what they eat. So he does have some issues already. But after the new general manager, he has been more toxic. It went worse. So is he similar? He talks bad about people. So you're saying he talks bad about people. He talks down on them. Our general manager is not aware of this situation, but he has never taken responsibility. She told us to ignore that. Yes, that's bad. That's not leadership. You have to deal with the situation. I have to say, one time when I was working with Craig, this was before everything went horrible. Craig was always difficult and horrible, but that was before my brother died. I had a difficulty with an assistant manager as well. It was a woman. She was constantly on my case, constantly criticizing me. You do this wrong, you do that. Constantly, and I thought, wait, stop it. So I just informed the manager, but she was on holiday at the time. But when the manager came back, and she did the right thing. I mean, the manager was also, she was also very difficult. But she took the assistant manager and me, and we sat down. We talked and cleared the air, and the assistant manager apologized to me. That is the way to do it. Yeah, I mean, that's the order. But not to say, oh, let him go, let him go. No, no, that's toxic. She's toxic as well, basically. Yeah, I mean, the managers and assistants are friends to each other. They will not fight for the team member. Oh, yeah. Either it's wrong or right. It doesn't matter to them. That's the unfortunate thing. I mean, we were talking before, just to explain to people. Tell me a little bit about the situation that what they do with, you know, when you're running out of washing up liquids and stuff like this and the stuff they leave. Yeah, yeah. Yeah, the work culture and the practices here in India was terrible. So there were no real rules being followed. We were told to follow the manager's order. It doesn't matter if it's wrong or right. So, for example, when the soap liquid run out of stock, so manager told us to use the hand wash or do the floor cleaning chemical to clean the utensils. Yeah, that is the worst. So basically, to wash up the dishes that people use to make food. Yeah, yeah. Instead of ordering or even buying some proper washing up, which is food safe, you were told to use hand washing liquid, which is already bad. But even worse, to use floor chemicals. And this is not food safe. Yeah, that's what I said. This is food that everyone has at risk. Right, right, right. And you are talking about also about they were using outside foods and cooking them inside the pet shops. Yeah, the hygiene standard was lacking. And, you know, often we used to get the complaint from the customer, like founding other things, like a plastic, like a box, you know. And also, like I have said, they used to cook meals at home, at the pet kitchen. Yeah. They used to order noodles. We have a, like, how do I say? We have some colleagues, they used to cook outside food, like a popular Indian noodle is Maggi. So they used to order those and cook in the kitchen. Which is not, excuse me, and which is not allowed because it can be contaminated. Yeah, it can be contaminated and it's not allowed. But our managers used to order us to make and, you know, after that, we have to serve the manager first. Oh my goodness. You know what it sounds like? It sounds like they are the kings and the queens and you are like the slaves. Yeah, that's what it is. Oh my goodness. So, okay. And you also said that your assistant manager, is it also the manager as well, asked you for money? Yes. It's not like they have asked for the first time. They asked for the other team member also. Yeah. Like, let me tell you, this mostly happened like a regular purpose. My managers and, of course, the general managers, they are all aware of this situation. They asked team members for the money, but they never returned it. And it's also frustrating, especially when we consider, like, their salary are double and triple what we are earning. Absolutely. What we were earning, actually. Not only that, but out of principle, out of morals, someone who owns more money or someone who is in a higher position to ask someone who is in a lower position to ask for money is absolutely no-go. Yeah. It is. Even morally. Yeah, their salaries are triple double, but they still ask their team members, like, wow. I explained to you before, I was a team leader, and I was looking after my team, and a team member once asked me for money. So, it was a position below me, and that is a different story. But I would never have asked, even if I was in minus, I would have never have asked a team member. I would have never even asked a manager, but I would ask my friends. Friends are for family, but yeah. Yeah, friends is very different. Friends, you all have problems, not a problem. You know, if someone doesn't have money, that's okay. You know, just don't steal, you know, be honest, and you can ask your friends. Yeah, if just someone need a house, that's fine. That's normal. But if the manager kept asking for the team members for all expenses, that is wrong for me. I get it. That is crazy. I also witnessed a situation where my manager would take a snack from a housekeeper's hand and ask team members to get them a tea or food. And, you know, all this was accepted by the cover, by the team members. Yeah, so explain again. So, explain about the housekeeper. When you say housekeeper, is it like the cleaner or someone? Yeah, it's the cleaner, the washroom cleaner. Right, okay. Well, you're lucky because we had to do that ourselves. We had to clean up. Okay, so the cleaner, the house... No, we also used to buy ourselves, but our store was new, so they hired a housekeeper for a while. Yeah, I mean, you're lucky, because normally they don't do that. So, okay, they hired a housekeeper, which is something like a cleaner. But it was not permanent. The housekeeper was there for maybe one or two months. Okay. But the housekeeper had brought their own lunch, correct? Yes, he just get the lunch from somewhere out, and my manager get to see, smacking his hand, he just snatched. Wow. Wow, it was like... So, it's not funny, I'm just shocked. Okay, I'm laughing out of shock, not out of funny. So, he just grabbed... He physically... It's like an assault, or like a... He physically grabbed the... Yes, yes, yes, yes. Oh, my... How did the housekeeper react? He didn't say anything. He was just smiling, I mean, awkwardly. He was just smiling, because that person already... He don't want to get into mess, right? Exactly. He would not ask him to give him back. They abused their power, knowing that you guys were scared, of course. And the other thing, as you said earlier, you guys had to go out and buy some snacks from outside to give to the manager. Yes, the manager personally was paying by us. Oh, my God. Oh, my goodness. Okay, can I ask this question again? I want to record it. Do I have your permission? You don't need to, and I won't do it, if you don't see me. Do I have the permission to send this interview to the Prater-Mager CEO, Paolo Cristo? Yes, please. You can share it with anyone you want. Okay. I just want to get the permission. I want to get it on record, because this is horrific. And I will, with your permission, I will just tag in some journalist. Just that journalist, I'm not going to contact you. I'm not going to do anything, but just to have this out there. No, no, no. I really appreciate whatever you're doing for me, because I didn't get help from my homeland, India. The people here have been to themselves only. The people, my colleagues, no one helped me. But I really appreciate you. You have been taking my interview, and you have been here to help me with my situations also. You want to know the people, what I'm going through. Exactly. I do that because no one has helped me either. Because I know exactly how that is. I know exactly how the situation you're in. I mean, I don't know exactly your, you know, physical stuff. But I know, because I had no help. I went out there on my own, you know. So I just wanted to get permission, because, I mean, I don't know what he's going to do. But the thing is, it needs to be published, needs to be public. And that's something that boggles CEOs, whatever. And I hope, I don't know, I can't promise, I don't know if you're going to do anything. But I hope that, and Pano Cristo, if you're listening to me, I hope that you contact the Reliance people and look at these shops, because there is horrific abuse going on there. And how Abhijek explained to me that they are acting like kings, they're acting like they own everything. And the way they treat the staff, and in this case, like Abhijek, he was very excited, very enthusiastic to work for Pratt. And you lost an amazing person yet again. Over and over. Pratt, you keep losing good people because you keep these toxic, horrific, horrible people in place and in leadership. And you still don't learn your lesson, that's fine. This is not how you make money, this is how you lose money. Yeah. And reputation. And, sorry, I was a little bit excited here, not, I mean, upset. But keep talking. Yeah, yeah, yeah. Talk to me about what an assistant manager does with a female customer. Yeah, that's somewhere really creepy. And I, yes, yes, yes, yes. The India Pratt culture is very creepy and uncomfortable, actually, because I have noticed these things because I was in a lobby, and most of the time I have been attending the customers. So one day my managers come, we were having a female customer at our store. When you say my managers, plural, who are they? Like assistant managers. So only one person or several people? Also other, but there is a shift manager also, assistant manager and a shift manager. Okay. So someone like a team leader, correct? More than team leader. Okay, more than team leader, okay. So assistant manager and the assistant manager, okay. Yes. So whenever we have a female customer at our store, they always used to take their order and serve them. And in the, like, it's not like they want to really help them. It's like, like I said, they always being served them because they want to see their body. Yeah. And they want to get them close. In the way of serve, they try to touch their hand and get the smell after when there are no CCTVs. They know where the CCTVs are or not. So they go on a base in that corner and get them. Wow. That is really on the edge of kind of getting really physical, or it's really, really a way for them to know exactly what they're doing. Oh, wow. And there was one time also where one manager snatched a phone from a female colleague. And the other time she was drinking a carbonated drink or like a Coke. Yeah. She was drinking and my manager snatched from this hand and he started drinking. Oh, he sounds like an absolute bully. Like he never does this with the guy. He want to drink that because he told us, like, of course, because she was drinking with the same. Did you get me? Oh, no. I see what you mean. He sounds quite disgusting. So he really wants women's kind of sense. He wants to smell and taste. I see what you mean. Okay. Talk to me again about this situation where someone is going outside and getting a person from the street inside to wear a uniform. Yes. Yes. When we were having a new store launch, the Reliance, maybe a Pratt, they always hire a guy and a girl who promote our brand outside. Where do they hire them from? I don't know. But those people just stay with us for like two or three days. They just promote our brand. They will serve the people, random people, free drinks. And they just share the pamphlet. So they take the Pratt uniform and they basically look like Pratt stuff, but they're not. Yes, they look like Pratt, but they are not Pratt stuff. They're just advertisers. Okay, fair enough. There's nothing wrong with that. Fair enough. But keep talking. Yeah. So when the female advertiser has just returned this uniform to the store, there were people and the manager who just fight for her uniform. So they can just smell it and, yeah, of course, they can just get it. Animals in there, total animals. I mean, you said earlier, the culture. I mean, I really feel for the female workers there, to be honest, for the female staff as well. I really feel for them. You know, I just forgot to tell you one more important thing. Yeah. We have a ball called Joy of Pratt. Oh, yeah. I know what that is. So, you know, my manager used to get the photograph done. I have paid the whole photograph, and I never get the money. And then our manager also used to say, get this thing pinned, that this thing laminate, and they never paid us. Okay. Can you explain again? I didn't get that. What about the photograph? What is that about? Photograph. Like the photographs are post-photograph being by me. So, you make a photograph of yourself? No, no, no, no. Print out, I'm saying. So, you print out. What kind of photograph are you printing out? No, no. For example, my manager, we were having a photo with the group, and he told us to get the print at your local shop, and I will give you money later. Gotcha. And then he doesn't give you the money. Yes. Okay. This guy needs to get more than just fired. I mean, to be honest, it's kind of crystal listening to this. I shouldn't even tell him that because he's going to ruin the brand. He's going to ruin Pratt. He should actually say that. I shouldn't even say anything because this guy is going to ruin Pratt. Yeah, they were really greedy for the money. As a team member, we were working there. They always want us to pay for everything. I want to speak to listeners right now, including Pratt himself. People will say, well, why did you not say anything, and why did you allow them to do this? Well, let me tell you from experience having to bully myself. If you are in a toxic situation, and anyone who has been through world-class bullying or any kind of bullying or harassment or something, and especially if you're in a position lower, you're in a lower position, maybe you're a gentle person, maybe you're a little insecure. There's nothing wrong with that. They abuse that. You are in this environment. In this environment, you are afraid. You are scared. You are nervous. You don't know how to speak up. You don't know how to say, excuse me. People would not, like you said to me, you explained to me yesterday that they would ask you for money, and they would look into your account, into your employee account if you have money. How much money do we have in our account? How much money you have. And you take that money out, correct? Yeah. We take that money out and put somewhere else. So you take money out, you put it in another place, so you can show to your boss, look, I have no money here. Yes, yes. Instead of what we have, and I understand why you did that because you were scared. Yeah, because I already lost somewhere 5,000 rupees. It is somewhere, I don't know how much it would be, but that's a lot of money. So you said 1,000 rupees is about $9? No, no, no, no. That's more than that. Let me just check. Wait. While you check, let me explain further. Yes. People would say, you keep checking. I'm going to talk further. People say, well, why didn't you say anything? Because usually the right thing, of course, the strong thing to say or the right thing to say would be, excuse me, one second, one second. Excuse me, manager. Excuse me, boss. You shouldn't be asking me for money. But, of course, then that would create another big one because it's an extremely toxic place that you're describing here. So instead of that, you just basically wipe out your account and put the money somewhere else to show him, look, I have no money, which is really sad. I mean, oh, wow. I just converted the amount from 5,000. It is somewhere $60. Yes, that's a lot of money, of course, for users. In a country like mine, it's a lot of money. Yes, it is a lot of money. It is a lot of money, especially for people like you and I who are having a phenomenal job. We are the lowest paid. That is a lot of money. But even if it's just six pennies, it doesn't matter. This is the principle. They are not supposed to ask you for money. They're not supposed to even ask you if you can put money ahead to buy something for the company and give it back later. No, they have patent cash. That's what patent cash is for. They have money in the safe. They put it out, and then you bring a receipt back, and then they do all the paperwork. I know. I mean, this guy, this shop, well, like I said, I'm going to email Pablo Cristo, but I shouldn't be doing that because this guy is going to ruin that brand. I mean, they are on a good way to ruin that brand. But the problem is I don't want to get any more people hurt, to be honest. I feel for the females. I feel for anyone like you. You're a sensitive guy. You've met really well, and you are really, really excited. Talk to me about the espressos. You were going on your own time on the Internet to learn about espressos and about the beans, the coffee beans. But, yeah, you know, when these things happened with me, I reported these situations on immediately to my management. But the HR response was so much disappointing. Instead of taking any concerns seriously, they shifted the blame for taking leave, et cetera. Like they weren't talking about my health. That time they had been talking about leave. So they totally ignored my harassment as a negative impact that happened. Oh, that's normal. Oh, yeah. They did that with me as well. I mean, they were clear. I had evidence. I mean, they wouldn't even utter the word bullying, except like I explained to you already. I was lucky because one HR person here in London raised a grievance on my behalf and under the bullying. Like she saw I was bullied, basically. But then her superior tricked the whole thing and just whatever, made it disappear. And then the next time the word bullying was mentioned again was in a court document. Because I did sue Pratt. I went to court. I sued Pratt. So the company then always sent the first reply to court. And in that court document, they did say I was bullied. So they know exactly that. They know you're right. But to protect the company, and like I explained yesterday, management, managers take more time and more money to train. And the team members. And the team members. So they rather fire the team members. Because team members are easy to get. Every day you can get a new team member. Yeah, that's what I noticed. Many of the people have been leaving already. They've always been hiring new people again and again. High staff turnover. Yeah, for a reason. Many people already leave. In my store, I was the fourth guy who leaves now. In three months, four people have left at my store. So this is one store only. You can imagine other stores also. How many people have been leaving. Yeah. That's what I'm saying. The guy is destroying. I shouldn't even email the CEO. Because the guy is doing the job. Doing the job. Destroying the company. Fantastic. My concern is for the people. I don't want people to get hurt. The way you have gotten hurt. But you know, in this situation, my mental health took a serious hit. Oh yeah. I mean, I started feeling anxious and depressed due to the constant stress. And you know, the pressure from my manager. It became too hard to focus on my work. And physically, I was not feeling good. I was not aware of my situation either. Until I make a request to my officials. Like when I been to them. I was having a hope they will help me with my situation. But when they denied. And when I asked them what would be the action would be taken on my manager action. They told us. They told me. They wouldn't tell me. It's a company policy. We can't share. What will we take action. Yeah, I know. Let's say that. I know that. I mean. Of course, there is a point. Of course, they cannot share. But they always say that. They said that with me. Like I was bullied for the smallest thing. While a colleague of mine. My peer. Was doing much, much, much, much, much worse things. Yeah. On an ongoing basis. And they said the same thing to me. Because I was being. They tried to put me on target. And I said, wait a minute. Why is this guy not on target? He's doing. Well, we can't tell you because blah, blah, blah. You know, it's privacy. Of course, that's true. But it's all crap. Yeah, it is. Because, you know, the victim should know. My health has been destroyed long term. They do not. They take care of responsibility. Like I should be aware of the person who caused me harm. What action they have been taking. Yeah. That's fair. I. Yeah. Yeah. Oh, yeah. Absolutely. But the sad reality, unfortunately, is especially with Pratt or with any company like that. It will always be people like you and I, people who are on the lowest level. They're going to be the ones. You know, that's why we need more laws. I mean, we have in the UK now, we have a new government. We have the labor government in now. And I'm already hearing really good things. I'm really hearing already what they want to do for the rights for workers to make it better. Because the previous government was horrific. They just took more and more rights away. But the problem is what companies don't understand. And that is something that you will never, I will never understand it. That they're hurting themselves in the long run. They're also hurting the economy because people like you and I, now you are off work. Yeah. So you cannot contribute to the taxes for the economy. So they're actually always hurting themselves in the long run and don't realize it. Not to mention their reputation is getting hurt. Yeah. That's the thing happened to me. When I share on social media, then they decide to talk to me. Earlier, first of all, they were not taking my text. Exactly. They weren't taking my call. They are not replying my text. Yeah. They were not doing anything. When my post has been got viral, people have been speaking and taking stand for the wrong. So that's the reason they have tried to talk to me. Yeah. And talk to me for my name. Who tried to talk to you? The Reliance people have invited me to their head office. And when I've been there, I talked to them and they blamed me. Don't ever go again. Don't ever go again. Have everything only in writing. Don't ever go there again. Because it's on their terms. You're in their terms. You're in their building on their terms. Also, don't do phone calls unless you record them. But don't do phone calls. If they approach you again, everything only in writing. You know, they told me, can they record me? They also recorded me that day. Okay. Did you record as well? No. They recorded only. Okay. I don't know the laws in India. But in England, when someone records us via video, audio, like a company. Yeah. Here in England, we have the right, I would have the right to request that footage under what they call GDPR laws. They are very powerful laws, data protection laws. Now, I don't know if you have anything like that in India. But for example, you can record, but you are a single person. You are not a data. Yeah, they asked for my permission. Can they record me? But, you know, at this conversation, whole conversation, they have been blaming me. Where I kept requesting them for a medical support, counseling, and what action would be taken on that person who caused me harm. That was my only concern there. Okay. Just as a rule of thumb for you, for me, for everyone who's listening. If a company invites you to speak to them in their head office or on their turf, do not go. One turf for one. Okay. Do not even get permission for recording. And if they do somehow record, you record as well, kind of thing. Do some research on the laws, on data protection laws in your country, wherever you are. Like I said, in Europe, we have the powerful GDPR. They're called General Data Protection Regulations or something like that. Yes, yes. And they are very powerful. So I can go out on the street, for example, and I can video record anyone in a public place. It's not against the law. There's nothing they can do. They cannot request that footage. It's my footage. I can do, yeah. But I can go out, and there is a CCTV camera, and I can request. I can first find out, okay, who owns the CCTV? Is it the government? Is it a shop? Is it a business? And I can request. If I'm in that footage, I can request that footage. Yeah. Yeah, yeah. So maybe if you can do some homework, some research, what you love on that in India, and then you can request that footage as well. But, okay, I understand what you did. Don't worry. But if they do that again, don't go. No, no. I will go there. Yeah. They have been protecting that person. I get to know that. Yeah, yeah. No, it's okay. It's fine. It's fine. Yeah. You know, I also want to give the people advice. Yeah. I have been going through this, but it's very important to share with other people. Everyone, please, if you are facing any of the harassment or unsafe conditions that you work with, please, please talk to your family, friends. Seek external support also from the company. But I'm not sure they would help you or not, because in my situation, they didn't help me. But I expect you and your family, they would definitely help you. Yeah. And you should not go through this alone, because I'm not emotionally strong person. I, of course, indeed, people with myself, they are people who actually consider to reaching external organization also. When they have been not getting justice, they go to labor court and all the social media it is. And we have a dedicated blog and a website. We have been experts at ORG. So they are willing to help us with every of the situation also. They share our story and they let the people know what the threat and the other company it is. Like the all reviews, the all feedback that on the website, it's all genuine and real. I'm also a victim. I want them to share my story to the other people who know what I've been going through. And I have all proof with myself. So who does speak Hindi? Who doesn't either speak Hindi? Either get the video translated to the English language and share with everyone else. Yeah. So what you are mentioning, I'm actually the only one who runs my blog. We are not several people. I'm the only one. So you are experts at ORG. So I basically, I can post anything on my blog, if there's anything you want to share as well. And so I collected all the reviews because five, six years, no one was believing me. And I said, okay, all right. Yeah. I want to take my word for it. Here are some other people. And you know, you have, I'm pretty sure you have made a lot of efforts to go a different kind of platform. You always been searching for the people, for the reviews, their feedback, right? Yeah, exactly. It takes time. It takes effort a lot. So I really respect that. And, you know, by sharing my story, I have a hope to raise awareness about my situation and that actually exists like a workplace, like that. Yeah. I want to encourage other people who have been suffering and do the stink out and not feeling like isolated. Exactly. Of course, my goal is this. I want to see the changes in the workplace. Either it's a threat, either it's any of the company, they should prioritize the employee safety and well-being, I mean. Yeah. But knowing threats, forget it. I mean, like we talked about it, you know, the woman who was stuck in a freezer for almost three hours, two hours, 45 minutes. This is something, I mean, they're now arranged for another company to do some kind of whatever, safety, whatever. But it always takes someone to either die or almost die or, excuse me, rather in threat, it always takes something that has happened to become public. Because even the customers who have died in threats, once, you know, they got injured, threats still didn't do anything. They only started slowly when it became public. And in these days, unfortunately, the only way to get, you know, a little bit of change or to get the attention or to raise awareness is to put it out publicly. Be it by yourself, by myself, journalists, whatever it may be. That's the only thing that, and don't think that it doesn't have impact. It has a lot of impact, believe you me. Because I tell my story, then you tell your story, then another person told their story, and there's another one. You know, it all adds up. And, you know, I've seen on LinkedIn, for example, I've seen you have a lot of really, really great comments from people, a lot of good support. So imagine, so that person, and this is what happened with me, and I see the statistics on my website every day. I know how many people read my stuff, yeah? So you have someone, so I'm telling a person, I'm going out and I'm telling one person, and that one person goes home and tells three other people. And they're really, it's not bad, I thought Fred was a good company. Oh, no, no, no. And then these three people talk, you understand, so it's like a, and it goes on and on and on. When people try to discuss... I genuinely want to know, like, if these cases continuously happen, like if these cases are happening in the large of the number, of course, the single case is also important, but I mean it is, if these things continuously happen, who would take the responsibility of it? Like, no action would be taken on Fred? No action would be taken. The reality, unfortunately, is unless something so horrific will happen, I'll give you an example. This is an example. Okay, recently, let me give you two examples, also for the listener. Recently, I've seen on Twitter a very good news that South Korea has now introduced a law that when the boss or the company or the boss, the immediate boss fires the person that got bullied, they can go to prison or be fined. That's a new law. That's fantastic, that's fantastic. But most countries don't have this kind of law. There's another story that happened about 10, 15 years ago in France. There was a France, a telephone company called, like, France Telecom or something like that, and they bullied their staff so horrifically that about 15 people died by suicide. It was so, so bad. People died by suicide, yeah? And it took about 10, 15 years. People went to court and went to court and went to court and kept fighting and kept fighting and now the former CEO and some other leaders are in prison. But unfortunately, you always have to take a really horrific thing for something like, I mean, I was really impressed when the South Korea announced the new law. Yeah, that's a new big thing. So in your case, you were bullied and fired. I was bullied and fired. So your assistant manager and manager can go to prison. That's South Korea right now. That's good news. Yeah. That was my job, it wasn't a bad thing. When my manager was abusing me and he made me so much uncomfortable with my physical health, they told me why did I call the cops that time. And they were right somewhere also. I should definitely ask for the help of the people. Yeah. Who asked you that? Who asked you, why did you call the police? My family. My family. My sibling, my sister, she told me that. She was so much angry because she understands. She understands Hindi. So the language he had been speaking, that was so much wrong in my mind. Yeah, I understand her anger. I understand her anger. But also for listeners, what I want to say, please guys, everybody, do not ask why questions. Do not ask, why did you not call the police? Why did you not stop working there? Like I explained before, if you are under this kind of environment and you are really, the mental health of this day, you know how you hear sometimes women who are in a relationship with a violent man who beats her or rips? And people always say, why didn't you leave him? It's not that simple because you... Yeah, you don't know her situation. Yeah, you are so broken down. You are mentally so broken down. You are scared. You don't know who to turn to. That's what I said. I used to cry alone in my washroom. You know, one time I was crying in balcony. Then there is a customer come there to, come at balcony to smoke. And he get to see me there. And I just run away from that situation. And it was so much awkward for me. And you said before, you mentioned before that when you complained to your manager or to someone, they said, oh, this is all normal. Just get on with it. Correct? Yeah. They told me to focus. It's normal. It happens everywhere. Exactly. And so what they are doing is, it's a trick. It's a very typical trick. And people say that to me all the time. Not all the time, but sometimes. They say something like, oh, this is not only happening in Pratt. And I say, okay, and that makes it right. It doesn't, first of all, it doesn't make it right. Secondly, I'm talking about Pratt because I have my knowledge about Pratt. I can't talk about McDonald's. People have to talk about McDonald's. Okay? So it's a trick to, if you are young or you're insecure, it's nothing wrong with being insecure. You're insecure and then you believe, oh, no, I have nowhere to go. I don't know what to do. And that is the whole mental cycle, the psychology behind it. And this is why I say to people, please do not say to people, why didn't you call the police? Why didn't you call for help? Why didn't you stop? Do not ask the why question. The only why question that we should ask is, why are you bullying your staff manager? Why are you stealing money? Why are you taking money? That is the question you have to ask. Yeah. So, yeah, I mean, your story is pretty powerful and pretty horrific. And I will edit this and then put this on podcast. Yeah. And also, I want to take some name, people name who are responsible for my situation. General Manager Neha Dogra is responsible for my health. And I'm saying again, wait. You said what? Just wait, wait. I'm going to take the people name who is actually responsible for my situation. Yeah. I mean, a brief explanation of what they did as well. So, she basically is the general manager. And since she's there, it's extremely toxic. And she said to you, well, just go on with it. This is normal kind of thing. When you complained about the assistant manager, yeah? Correct? Yes. Yes. Yes. Yeah. So, you know, I also been leaked to the Reliance Brand Limited about my injury. And they didn't offer me any medical counseling. I reached them on October 4th. I mailed and I mentioned the person who harassed me, asking for their termination and the medical support. So, after the 30th of October, inside of addressing my concern, they invited me to their office, like I said. But I was the only who blamed for taking these. We have no conversation about the manager behavior and the difficulties he made before. Yeah. The difficulties he made. Yeah. That was their trick. They basically tricked you. They got you in and you should have actually taken a witness. They should have told you you are allowed to take a witness. They tricked you and then they recorded you. And then, so, in hopes that in the future they can say, oh, it's your fault. But it doesn't work because the only way now is just to go public. That's the only way to bring it out public. Now, I'm going to tag these people who are responsible. The Reliance Brand Limited, Prater Mongeau and Neha Dogra. Sorry, I would say again. Yeah. These are the people and the organization who is responsible for my condition. Reliance Brand Limited, Prater Mongeau, General Manager Neha Dogra, Assistant Manager Shailaja and the HR Department, Kanika Kapoor and Bharti Goyal. These are the people who is responsible for my health and I have shared my situation with them. But they have been protecting the person who caused me harm. And I don't know why. The individual, that individual impacted me so, I don't know how should I say this. But, friend, someone has made me panic. Like, now I'm being scared to go with the other, other service. Like, I might not be joining Hospitality Lane any soon now. Yeah, I understand. Yeah, I know exactly what you're saying. If you have anxiety, I know exactly what you're talking about. My experience made me very returning to the hospitality industry, I'm saying. I mean, I have seen how poor management practices can lead to the toxic management, I'm saying. And I believe there is need to be fundamental changes in how employees are being treated in this industry. Absolutely. And I would, I would be hesitant to consider similar roles in the future. Yeah, absolutely. I mean, I, like I told you yesterday, I worked in the hospitality industry since I was 16 years old, many years. In three countries, in all kinds of things, from hotel to bakery to bar, wine bar to pub to press to other places. I've never experienced anything as bad and as horrific as Pret-a-Manger. And I'm exactly the same. I have decided already, I will never, ever, ever work in hospitality ever again. I just, I'm not going to do it. I mean, it's a different thing if you maybe have a little family business or you have a really good friend or... Yeah, yeah. They have a little, they have a little cafe. That's fine. But I'm talking about anything like this organized masses, corporations, absolutely not anymore. Never. Never. I would, I would recommend to people. I mean, I have... Yeah, you know, these are just fancy restaurants. In reality, they are so, so much bad. Yeah, yeah, it's fast food. It's just, it's a facade. It's a package. You know, you know, you have a gift, you have a box with a gift for your birthday. Yes, yes. And the box is really, really ugly, but you wrap really beautiful paper around it. That's exactly what it is. It's just like, I always describe Prater Magère as a rotten egg that is painted like an Easter egg. You have beautiful colors on that egg, but on the inside it is rotten and it stinks. It absolutely, the stench, once you open it, you just, no. It's usually true. It is, it is a facade. Like we talked about the mystery shopper. The Prater has extremely strict mystery shoppers. And you have to smile. If you don't smile, you don't get the bonus. And then you get peer-managed and you get bullied. Yeah. And, you know, and everybody thinks, oh, the Prater are so happy. No, that is all a trick. That is all a facade. But, you know, somewhere I'm very glad the effort, the loyalty, the everything I have been putting for the Prater, it's good. The people who don't deserve it, they made me, they removed me without asking me. It's like my choice. It's good. If they have removed me, that's great. They can take care of the thing by themselves. Exactly. That's what I keep saying. Exactly. That's what I keep saying, that Prater, or even any company, it doesn't matter who is like this. They have no, how they lose always the good people. I have seen so many good people leave. I have seen, and I was very, very successful also as a team leader, you know, and they are so stupid. Yeah, I have told them in their face, you lost the star. Oh, yeah, of course. Of course. They only think from 12 to noon. They only think of the immediate situation. It's like a bunch of psychopaths, a bunch of psychopathic narcissists who don't think into the future. I think we have to build something up. You know, to build a company or a reputation takes a very long time. And to rip it down goes very fast. Yeah, but you know, that's the reason. Prater just completed one year in India. Yeah. Exactly. Yeah. Oh, no, it won't. This is why I said I actually should not email Prater Cousteau because they're going to destroy themselves. But I care too much about people. And the way you've got her, there are other people. They do this to other people. And especially the females. I'm worried about the women there, you know. By the way, this disgusting assistant, this guy is disgusting. I'm sorry. Yeah, that person's name is Amantri Vedi and Prahlad Jadhi. These are the two managers. These are the both guys. And they have been talking so much nonsense about the women that they're behind. Yeah. And the one guy who was just for contact, for people, in that audio, you posted that audio on Twitter and other places. He shouts at you so horrifically. Yeah. I was shaking. Assistant manager. Yeah, I was shaking when I heard that. And I don't understand him. I mean, I was, like, shaking. Yeah, he was screaming and he was just saying that. Yeah, anybody can feel that. He was getting close to you, was about to hit you or put a chair on you. Yes, yes, yes. And you can hear that. You can hear it in the audio. I can hear a chair. I can hear something being moved. And I thought, oh, oh. You know, before that, before that conversation, when we were in the kitchen, he told me to go home. Do you remember? He told me to write a letter and I told him that I would not write. Then he told me to go home. Then he called me back again. Yeah. So when I was leaving, he put this hand on my shoulder and he pushed me back. Yeah. I would not go. That's assault. I'm sorry. That's a physical assault. You don't put hands on people. It's serious. Yeah, this guy's bad. He's, I mean, anyway, the story's out. I mean, do you feel, do you feel afraid of him? No, not, not anymore. I'm not afraid of anyone else now. I just want my country people and everyone else in the world. What the practice practice is not a really good organization. Neither the company. They show themselves as a good brand. They show them as a happy team, happy customers, but they don't care about team. They don't care about customer either. They just want their profit. Yeah, I know. I know. Absolutely. Totally. I request everyone else. Don't go to such a fancy restaurant. You will not get that service, which you are expecting. Let this brand not support. I request people to do rate negatively because I am also going through something. There are some people who have not even speaking. They have quit their job without sharing their situation with anyone else. Yeah, because they are afraid. They are totally afraid. I always say to people, like when people criticize me. Oh, this is everywhere. Or print is so great or whatever. I said, well, if a company, if a multi-billion pound company looks too good to be true, take a closer look. Always do your own research. Think for yourself. Take a closer look. If something looks too perfect or too good, just look closer. Now, Abhishek, do you want to say something in Hindi? You're welcome to say something in Hindi to your people and then just take it away. Yes, I would definitely say. People in my country did not help me. But a person living in the UK. I don't know where he saw my tweet, but he helped me so much. And today he is also giving me an interview for this thing. I will say thank you very much for this thing. And. That's it. That's it. OK. I will crop that. Can you just briefly translate what you said? I just request. Tell my people. I have. I was lost. My hope at the end. And somewhere I get to see a text from a person who I didn't know. That's you. And I thank you. And I let the other people know. Not go at that. And that's I want to share in the reality it is with them. Yeah, that's great. Fantastic. I always say to people everywhere. Please support your small local businesses. So if you have a small Indian local or even another country doesn't matter. Italian doesn't matter. It's small local family business. Support them. Give them your money. Yes. The Big Guns Reliance. You know, the owner of Reliance Bank. He's the richest man in India. Correct? Yes. He's a billionaire. He's a billionaire. Yeah. And now Pratt & Mager are owned by the second richest family in Germany. Family in the UK. You too. Yeah. No, no, no. In Germany. In Germany. In Germany. Oh, yes. In Germany. Yes. They have been bought out since 10. Not 10 years. I'm sorry. Since like six years. So they are the second richest family in Germany. Own Pratt. And now Reliance. One of the richest people. In India. In India. Yeah. So you. These people have already enough money. They destroy. They destroy customers. They destroy workers. They destroy the environment. You. Even McDonald's. I don't go to McDonald's. I don't go to Starbucks. I go to the small people. I give them my money. That's all I'm saying. You know. That's why we have a really lot of street food. In China. Beautiful. I haven't never been. But what I see on like YouTube. You have. You must have beautiful food and beautiful markets. Like all these markets. And you support those people. You support those people. You support those people. You support those people. You support those people. You support those people. You support those people. You support those people. You support those people. You support those people. You support those people. You support your own people. Your small people. Forget the big guns. They just hurt you. And yeah. I think. Yeah. Thank you for sharing your story. I'm going to edit it. Put that up. Yeah. 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