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He joined Boots out of university nearly 30 years ago.
他在30年前大學畢業后加入了博姿。
Then he had considered it a “family-run professional firm”.
當時他認為它是一家“家族經營的專業公司”。
And now? “Big Brother, a giant profit-seeking monster.” The gold-plated final-salary pension scheme had been shut, resources cut.
現在呢？“行業老大哥，一個追逐利潤的巨獸。鍍金的最終薪金退休金計劃被關閉，資源被削減。
“There’s such a culture of fear.” That fear comes wrapped in the corporate language of empowerment.
“這里有一種恐懼的文化。這種擔憂被包裹在公司關于授權的語言中。
Targets are “non-negotiable”, and staff who beat them get graded as “legendary”.
目標是“不容商量的”，而超越目標的員工會被評為“傳奇人物”。
A chemist advising a customer – “You know, like I’ve done my entire career,” as one Boots lifer puts it – is now having a “Great Conversation”.
一位給顧客提供建議的藥劑師——“你知道，就像我的整個職業生涯一樣，”正如一位博姿的終身員工所言——現在正在進行一場“很棒的對話”。
If the satisfied customer then compliments the chemist that is now a “Feel Good Moment”
如果滿意的顧客稱贊藥劑師，現在是一個“感覺很好的時刻”
(although in performance plans they are unfortunately referred to as FGMs – so a chemist must notch up, say, five FGMs a week).
（盡管在業績計劃中它們不幸被稱為FGMs——所以化學家必須達到，比如每周5個FGMs）。
This is pure Apprentice-speak, an attempt to turn pharmacists into estate agents, career pedants with a duty of care into hustlers in labcoats.
這純粹是一種學徒式的演講，試圖把藥劑師變成房地產經紀人，把兢兢業業的職業學究變成穿著實驗室外套的皮條客。
Tony played the game at first, but struggled to cope as the staff numbers in his section halved.
托尼一開始也參加了比賽，但由于他所在部門的員工人數減少了一半，他難以應付。
When he complained, the manager classed him a “non-performer” and asked if he would move stores.
當他抱怨時，經理將他歸為“表現不佳的人”，并問他是否愿意搬遷門店。
His pay was frozen and he was subjected to regular performance reviews.
他的工資被凍結，并定期接受績效評估。
(A spokesman from Boots stated: “the health and wellbeing of all our colleagues is, and always has been, a priority for the business.”)
（博姿公司的一位發言人表示：“我們所有同事的健康和幸福一直是公司的首要任務。”）
“There are a huge number of very good pharmacists at Boots,” said Bill Scott, the former chief pharmaceutical officer for Scotland.
“博姿有大量非常優秀的藥劑師，”蘇格蘭前首席制藥官比爾·斯科特說。
“But if my bonus is dependent on the business targets I’ve been set, you are taking away from me my ability to practice my profession for the patient.
“但如果我的獎金取決于我設定的業務目標，那么你就剝奪了我為病人行醫的能力。”
And that’s got to be wrong.” And, he remarked, the sheer size of Boots meant that where it went, the other pharmacy chains and independents would follow.
這肯定是錯的。他還指出，博姿的規模意味著，它走到哪里，其他連鎖藥店和獨立藥店就會跟著走。
