In 2004 they invested £3 billion in renovating stores, refurbishing distribution systems and upgrading IT systems as part of their business transformation program which led to the development of four fully automated distribution depots costing £100m each. There has been widespread criticism of the program's implementation and its failure to effectively increase efficiency. Subsequent poor sales and outrage over director bonuses/payouts led to an investor revolt that ousted then CEO Sir Peter Davis. The new CEO put in place a three-year recovery plan entitled 'Making Sainsbury's Great Again', which was widely welcomed by staff, investors and customers despite short-term redundancies of administrative/management staff. The bad PR was offset by the hiring of 3,000 factory workers to address the key problem of getting stock onto shelves in a timely manner. The sales turnover target was to increase by £2.5 billion by the end of the 2008 reporting period. This target took into account the reduction of the dividend to offset the cost of increasing quality and price