ARMAGUARD NSW (CLERICAL & ADMINISTRATIVE) ENTERPRISE
AWARD
2000-2002
INDUSTRIAL RELATIONS
COMMISSION OF NEW SOUTH WALES
Application
by Mayne Nickless Limited trading as Armaguard.
(No. IRC 1377
of 2001)
|
The Honourable Justice Glynn
|
9 March 2001
|
AWARD
TABLE OF CONTENTS
|
Subject
|
Clause
|
|
Anti-Discrimination
|
30
|
|
Appraisal System
|
24
|
|
Bonus
|
10
|
|
Casual & Part-time Employees
|
15
|
|
Classification Structure
|
11
|
|
Code of Conduct
|
8
|
|
Commencement & Duration
|
27
|
|
Confidentiality
|
26
|
|
Declaration
|
28
|
|
Definition
|
5
|
|
Disputes Settlement
|
7
|
|
Duress
|
4
|
|
Electronic Funds Transfer of Wages
|
22
|
|
Higher Duties
|
19
|
|
Hours
|
12
|
|
Incidence
|
3
|
|
Leave Reserved
|
29
|
|
Meal Allowance
|
18
|
|
Meal Break
|
17
|
|
New Technology & Work Systems
|
21
|
|
Overtime
|
16
|
|
Parties to the Award
|
1
|
|
Relationship to Parent Award
|
6
|
|
Split Shifts
|
13
|
|
Sundays & Holidays
|
14
|
|
Terms of Engagement
|
20
|
|
Time Off In Lieu of Payment for Overtime
|
25
|
|
Title of Award
|
2
|
|
Training
|
23
|
|
Wage Rates
|
9
|
1. PARTIES
The parties to this Enterprise Award are Mayne Nickless Limited
trading as Mayne Logistics, Armaguard, ACN 004 073 410 (the Company) in New South Wales, the
Federated Clerks’ Union of Australia (NSW Branch) (the Union) and the employees of the company employed in the
classification of Clerks and Tellers and associated employees defined by the
Clerical and Administrative Employees (State) Award.
2. TITLE
This Enterprise Award shall be known as the Armaguard NSW
(Clerical & Administrative) Enterprise Award 2000-2002.
3. INCIDENCE
This Enterprise Award shall apply to the classifications of
clerks, tellers and associated employees of Armaguard within NSW.
4. DURESS
The parties to this Enterprise Award state that it was not
entered into under any duress from any party.
5. DEFINITION
"Probation" means an initial set period of time (a
maximum of three (3) months) immediately after commencement of employment, in a
particular classification, during which the employee’s conduct and work
performance can be assessed.
In extenuating circumstances, probation may be extended by a
further 6 weeks to allow the completion of the training program.
6. RELATIONSHIP TO PARENT AWARD
a) This Award shall be read in conjunction
with the Clerical & Administrative Employees (State) Award. This Award
shall prevail to the extent of any inconsistency between it and the Clerical
& Administrative (State) Award. Where this Award is silent on any matter
then the prevailing provisions in the Clerical and Administrative (State) Award
shall apply.
7. DISPUTES SETTLEMENT
It is agreed that the provision of uninterrupted quality
service to clients is of paramount importance in the long-term benefit for both
the company and the employees.
All parties agree to abide by the following guidelines in
the resolution of any dispute:
* Any contentious matter/issue will be
discussed at the enterprise level between management and the job delegate. Grievances will be responded to as soon as
practicable
* If these discussions
do not resolve the dispute then the local organiser will become involved
* If this still does not lead to
resolution of outstanding matters, then officers from the Union and the Company
shall become involved, and if necessary, the matter may be referred to the NSW
Industrial Relations Commission. Any
decision by the Commission shall be accepted by the parties as final, subject
to any appeal process, which may be instituted by either party.
* Pending the resolution of any matter
in accordance with the above procedure, work shall continue without
disruption. The circumstances which
applied immediately prior to the dispute arising shall, as far as possible,
apply until final resolution of the matter.
8. CODE OF CONDUCT - POLICY
It is agreed that all employees shall abide by the Armaguard
NSW Employee Code of Conduct, which shall be issued to all employees. (Annexure
1)
Any dispute over the application of this clause shall be
dealt with in accordance with Clause 7, Disputes Settlement.
9. WAGE RATES
The wage rates applicable for the duration of the Award will
be as follows:
|
Grade
|
Payments on Operative Date
(16.03.01)
|
Payments On 12.11.2001
|
|
|
Permanent
$
|
Casual
$
|
Permanent
$
|
Casual
$
|
|
1
|
12.17
|
14.60
|
12.78
|
15.33
|
|
2
|
13.52
|
16.23
|
14.20
|
17.04
|
|
3
|
14.13
|
16.97
|
14.84
|
17.82
|
|
4
|
15.33
|
18.40
|
16.10
|
19.32
|
|
5
|
17.04
|
20.45
|
17.89
|
21.47
|
|
|
|
|
|
|
10. BONUS
A Branch Performance Bonus will be paid in two (2) annual payments
of 1.5% on the full implementation and achievement of measures.
The Branch Performance Bonus will be paid based on:
BONUS
-
* 1.5%
payable for performance improvement year ended 30.11.2001
* 1.5%
payable on 30.11.2002
The payment will be calculated on last year’s actual
earnings for the immediately preceding 12 months, less previously received
bonus payment, rounded to the nearest ten (10) dollars.
BENCHMARK - For the purposes of setting the benchmark the
period of the twelve months ended 30.11.2000 will be used.
MEASURES - The measures to be assessed will be the
Processing Labour per Job.
PERFORMANCE IMPROVEMENT - The performance improvement
required to initiate the bonus payment will be:
* 10% to the nearest whole percent as
the minimum improvement over twelve (12) month period ended 30.11.2001 - 1.5%
* maintenance
of the initial improvement for average year ended 30.11.2002 1.5%.
Any negative impact on service to customers as a result of
unauthorised withdrawal of labour or outside the steps detailed in Clause 6.
Disputes Settlement will incur a 0.25% reduction in the bonus.
A committee will be established to review the branch
performance and will be composed of the Branch Manager, a Branch Supervisor,
the Delegate and Co-Delegate. Monthly
analysis of branch measures will occur to ensure that the improvements are on
target. (In the absence of a committee
member, a nominated representative will be asked to attend).
The committee will agree on and set the benchmark for
measurement at each individual branch.
Graphs and statistics will be updated by the branch manager, placed on
notice boards and discussed at communication meetings.
Payments for employees who have moved between branches would
be pro-rated on branch results and length of employment at each branch. Transferred employees with less than 1
months service at the new Branch prior to the review date will be paid the
bonus applicable to the previous Branch for the period of eligibility. Employees with less than 3 months (12 weeks)
service are ineligible for the bonus payment.
In the event of unforeseen or unusual circumstances
preventing a branch from achieving a 12-month improvement figure, then
improvements from the period in operation will be used to establish an
appropriate bonus.
PAYMENT- Payment of the bonus will be made in the pay week
preceding the pay week that Christmas Day falls.
11. CLASSIFICATION STRUCTURE
|
GRADE
|
EXAMPLES OF POSITION TITLES
|
CHARACTERISTICS
OF THIS GRADE
|
|
1.
|
Entry Level Position
Clerical Assistant
|
- The
employee may work under direct supervision with regular checking of progress.
- An
employee at this grade applies knowledge and skills
to a limited range of tasks. The
choice of actions required
is clear.
- Usually
work will be performed within established routines,
methods and procedures that are predictable, and
which may require the exercise of limited discretion.
|
|
2.
|
Cash for Coin Processor
Enveloper
Deposit Processor
Bulk Packer
ATM Re-bank Processor
Coin Roller
Switch
Data input
|
- The
employee may work under routine supervision with
intermittent checking.
- An
employee at this grade applies knowledge and skills
to a range of tasks. The choice of actions required
is usually clear, with limited complexity in the
choice.
- Work will
be performed within established routines, methods
and procedures, which involve the exercise of
some discretion and minor decision making
|
|
3.
|
Clerk
Coin Processor / Teller
Discrepancy Clerk
|
- The
employee may work under limited supervision with
checking related to overall progress.
- An
employee at this grade may be responsible for the work of others and may be required to co-ordinate such work.
- An
employee at this grade applies knowledge with depth in some areas and a broad range of skills. Usually
work will be performed within routines, methods
and procedures where some discretion and judgment
is required.
- Assistant
to Grade 4 or Grade 5 Clerk.
|
|
4.
|
Take-in-Teller/ Amalgamating Teller / Teller
ATM Teller
Administrative Officer
Reserve Bank Pool Teller
|
- The
employee may be required to work without supervision
with general guidance on progress and outcomes
sought. Responsibility for the
organisation of the work of
others may be involved.
- An
employee at this grade applies knowledge with depth in some areas and a broad range of skills. There
is a wide range of tasks,
and the range and choice of actions
required will usually be complex.
- An employee
at this grade applies competencies usually
applied within routines, method and procedures
where discretion and judgment is required, for
both self and others.
|
|
5.
|
NIA Branch Teller
Clerical and Administrative Officer
Branch ATM Controller
|
Responsible
and accountable for their own work.
- Exercise
initiative, discretion and judgment based on their
skills and knowledge.
- The
employee may be supervised by management and may
be responsible for the planning and organisation of the work of others.
- An
employee at this grade applies knowledge with substantial depth in some areas and a range of skills,
which may be varied or
highly specific. The employee may receive assistance
with specific problems.
- An
employee at this grade applies knowledge and skills
independently and non-routinely. Judgment and initiative are required.
- Perform
clerical and administrative duties using more extensive range of skills and knowledge.
- May be
required to train other employees and supervise
other clerical staff.
|
Note: A review of the Classification Structure will be
conducted by the Classification Committee and completed by the end of March
2001.
12. HOURS
(a) The ordinary hours of work shall be limited
to eight hours on any one-day, Monday to Friday, inclusive, between the hours
of 5am and 8pm.
The hours of work shall enable
flexibility in the starting and finishing times within the spread of hours.
(b) For work outside the span of hours, (Monday
to Friday), a loading of 15% on the appropriate classification rate will be
paid provided that work in excess of 8 hours on any shift will receive penalty
rates of time and a half and double time as prescribed in Clause 16.
Examples of the application of the loading:
|
Start Time
|
Finish Time
|
Payment
|
|
a) 8pm
|
2am
|
Classification Rate + 15%
|
|
b) 6pm
|
12 midnight
|
6pm-8pm: Classification Rate
8pm-12midnight: Classification Rate + 15%
|
|
c) 8pm
|
4am
|
Classification Rate + 15%
|
|
d) 4pm
|
2am
|
4pm-8pm: Classification Rate
8pm-12midnight: Classification Rate + 15%
12midnight-2am:
Overtime Rate
|
|
e) 4am
|
10am
|
4am-5am: Classification Rate + 15%
5am-10am: Classification Rate
|
(c) Saturday work for hours between 8am and
4.30pm will be paid at time and a half. All other time worked on Saturday will
be paid in accordance with Clause 16 (a).
(d) Generally, rosters will provide seven days
notice of when employees are required to attend for work, although this may not
be achievable in all instances. Shift duration and starting and finishing times
are to be established at each Branch in consultation between the Branch Manager
and the ASU Delegate.
(e) Nominations
for work outside the span of hours Monday to Friday and Saturday is voluntary.
13. SPLIT SHIFTS
By mutual consent, split shifts for casual employees may be
worked, provided there are at least seven hours worked on that day and one of
the shifts is a minimum of four hours. When the cumulative periods worked
exceed 8 hours on any day overtime payments are applicable as per Clause 16.
14. SUNDAYS & HOLIDAYS
(a) New Years Day, Australia Day, Good
Friday, Easter Saturday, Easter Monday, Anzac Day, Queen’s Birthday, Eight Hour
Day, Christmas Day, Boxing Day and an additional day’s holiday to be observed
pursuant to Sub-clause (ii) of this Clause and any other day gazetted as a
public holiday for the State, shall be holidays for the purposes of this award.
(b) In addition to the holidays specified in
Sub-clause (a) of this Clause, an employee shall be entitled to one additional
day as a holiday in each calendar year.
Such additional holiday shall be observed on the day when the majority
of employees in an establishment observe a day as an additional holiday or on
another day mutually agreed between the employer and employee. The additional holiday is not cumulative and
must be taken within each calendar year
(c) Any dispute concerning the day on which
an additional holiday is to be taken by an employee, may be referred to the
Industrial Committee.
(d) No deductions shall be made from the
wages of weekly or part-time employees for the week in which any of the
holidays, referred to in Sub-clause (a) of this Clause, fall.
(e) For work done on any of the holidays
referred to in Sub-clause (a) of this clause, double time and one-half shall be
paid with a minimum payment for four hours’ work.
(f) For work done on a Sunday double ordinary
time with a minimum payment for four hours work shall be paid.
(g) Where an employee is absent from the
employee’s employment on the working day before or the working day after a
public holiday without reasonable excuse, or without the consent of the
employer, the employee shall not be entitled to payment for such holiday.
15. CASUAL & PART-TIME
EMPLOYEES
(a) Casual
Employee
A casual employee shall mean an
employee who is engaged and paid as such, and whose spread of ordinary hours shall
be as set out in Clause 12, Hours, and whose rate of pay shall be calculated
pursuant to Clause 9 Wage Rates and Clause 11, Classification Structure.
(b) Part-time
employee -
(i) A part-time employee shall mean an
adult employee who is employed to work regular days and regular hours, either
of which are less than the number of days and hours worked by permanent
clerical employees, but such days shall not be less than 2 per week and such
hours shall not be less than 12 per week.
(ii) The spread of ordinary hours of work of
part-time employees shall be as set out in Clause 12 Hours and their rate of
pay shall be calculated pursuant to Clause 9 Wage Rates and Clause 11
Classification Structure.
(iii) Notwithstanding anything elsewhere
contained in this Award, the provisions of this Award with respect to annual
leave, annual leave loading, sick leave, jury service, bereavement leave,
maternity leave and holidays, shall apply to part-time employees on a pro rata
basis for each employee in proportion to the normal ordinary hours worked by
weekly clerical employees in the section or department in which the part-time
employee is employed.
(iv) Notwithstanding the provisions of this
clause, the Union and an employer may agree, in writing, to observe other conditions
in order to meet special clauses.
16. OVERTIME
(a) All time worked outside the ordinary
hours of work prescribed by Clause 12, Hours, of this Enterprise Award, shall
be overtime and shall be paid for at the rate of time and one-half for the first
two hours and double time thereafter excepting where another rate is prescribed
by this Award, provided that in computing overtime, each day’s work shall stand
alone. In particular, overtime will be paid for specific periods of time at
specific rates as follows:
Between 12 midnight Friday and 8am
Saturday - double time.
Between 8am and 4.30pm Saturday -
time and a half.
Between 4.30pm Saturday and 12
midnight Sunday - double time.
(b) When overtime work is necessary, it
shall wherever reasonably practicable, be so arranged that employees have at
least ten consecutive hours off duty between the work of successive days. An employee who works so much overtime
between the termination of his/her ordinary rostered work on one day and the
commencement of his/her ordinary rostered work on the next day that he/she has
not had at least ten consecutive hours off duty between those times shall,
subject to this subclause, be released after completion of such overtime until
he/she has had ten consecutive hours off duty, without loss of pay, for
ordinary working time occurring during such absence. If on the instruction of the employer such an employee resumes or
continues work without having had such ten consecutive hours off duty, he/she
shall be paid at double rates until he/she is released from duty for such
period and he/she then shall be entitled to be absent until he/she has ten
consecutive hours off duty without loss of pay for ordinary working time
occurring during such absence.
(c) This clause shall apply to casual
employees and in such cases overtime shall be calculated on the casual rate of
pay contained in this Enterprise Award.
(d) Notwithstanding anything contained in
Clause 12, Hours, of this Enterprise Award, employees whose fixed hours of
employment are less than thirty-eight hours per week, may be worked without the
payment of overtime up to two hours after the fixed finishing time on any one
day, or not more than four days in any calendar month, or eight days in any two
consecutive calendar months; provided that, in any case, an employee shall not
be required to work more than nine hours in any one day nor more than
thirty-eight hours in any one week without the payment of overtime; provided
further that such nine hours shall be worked between 5am and 8pm Monday to
Friday, inclusive.
(e) In computing overtime, any portion of
five (5) minutes shall be reckoned as five (5) minutes and thereafter in
increments of five (5) minutes.
17. MEAL BREAK
(a) Employees whose ordinary working hours
fall between 5am and 8pm, shall be allowed a meal break of not less than thirty
minutes nor more than one hour between the hours of 11am and 2.30pm.
(b) An employee, under no circumstances,
shall be required to work more than six hours without a break for a meal. At
the conclusion of working six hours an employee is to be directed to take a
20-minute break, which will be paid for at the prevailing rate.
(c) The employer and employee may, by mutual
agreement, alter the commencing time of the break, outside the hours specified
in Sub-clause (a).
18. MEAL ALLOWANCE
Meal allowance will only be paid if the employee has
completed not less than eight hours on any one day and is required to work
overtime for not less than two or more, after normal finishing time. The
quantum of this allowance is adjusted in accordance with movements in the
Clerical & Administrative Employees (State) Award from time to time.
19. HIGHER DUTIES
An employee will be paid at the appropriate rate for the
full shift, if 50% or more of the time worked during that shift is at the
higher grade.
20. TERMS OF ENGAGEMENT
(a) All
employees shall be employed as weekly, casual or part-time employees.
(b) An employer shall inform each employee
as to the terms of his/her engagement, and in particular he/she is a weekly,
part-time or casual employee, employed on day or shift work.
(c) Where the Company makes a definite
decision that it no longer wishes a clerical job done by anyone pursuant to Clause
39, Redundancy, of the Clerical and Administrative (State) Award, and as a
consequence an employees services are terminated, then that employee shall be
entitled to no less Notice of Termination and Severance Payment than that
contained in the Company policy current at the time of the making of this
Award.
21. NEW TECHNOLOGY & WORK
SYSTEMS
New technology and work systems are to be introduced in a
co-operative manner to ensure customer service requirements, safety and
efficiency are maximised. Consultation
with Union representatives, and employee training will occur for all
significant technology and work system changes.
22. ELECTRONIC FUNDS TRANSFER
OF WAGES
Because of the changing nature of the industry, the Company
may seek to make wage payments by means of electronic funds transfer, on three
(3) month’s notice to the employee and the Union.
23. TRAINING
Following consultation between Union representatives, the
employees and the Branch Manager, a training program will be developed, taking into
account:
- the current
and future skill needs of the branch.
- the size,
structure and nature of the operations of the branch.
- the need to develop vocational skills
relevant to the work of the branch, through courses conducted on the job, or by
accredited institutions and providers.
During the Induction of new employees they will be trained
in branch work procedures, which will be supported by standardised
documentation.
24. APPRAISAL SYSTEM
The appraisal system will be reviewed and implemented within
nine (9) months of the date of registration of this Award
25. TIME OFF IN LIEU OF PAYMENT
FOR OVERTIME
An employee may elect, with the consent of the employer, to
take time off in lieu of payment for overtime, on an hour for hour basis, at a time
or times agreed with the employer within twelve (12) months of the said
election.
26. CONFIDENTIALITY
(a) All information provided to or otherwise
obtained by employees regarding Armaguard operations, procedures, or any other
matter, is confidential and is not to be disclosed to any other person without
the consent of the company.
(b) Similarly any information obtained about
Armaguard clients, current or past, is to be regarded as confidential.
27. COMMENCEMENT AND DURATION
This Award shall commence on and from 16 March 2001 and
shall remain in force until the thirteenth of November 2002 with the provision
to commence negotiations on a new Award no later than three (3) months prior to
the end of this Awards term.
This Award rescinds and replaces the Armaguard NSW (Clerical
and Administrative) Enterprise Award 1998-2000 published 19 May 2000 (315 I.G.
901).
28. DECLARATION
(a) This Enterprise Award has been
negotiated through extensive consultation between management, employees and the
Union. The content of the Enterprise Award has been canvassed widely with
affected employees. All parties are
entering into this Enterprise Award with full knowledge of the content and
effect of the document.
(b) The parties
declare that this Enterprise Award:
(i) Is not contrary to the public interest
(ii) Is not unfair, harsh or unconscionable
Reflects the interests and desires of the parties.
29. LEAVE RESERVED
Leave is reserved to the Union to discuss with the Company the
issue of casual employees entitlements to redundancy benefits.
30. ANTI-DISCRIMINATION
(1) It is the intention of the parties to
this award to seek to achieve the object in section 3(f) of the Industrial Relations Act 1996 to prevent
and eliminate discrimination in the workplace. This includes discrimination on the grounds of race, sex,
marital status, disability, homosexuality, transgender identity and age.
(2) In fulfilling their obligations under
the dispute resolution procedure set out in this award the parties will take
all reasonable steps to ensure that the operation of the provisions of this
award are not directly or indirectly discriminatory in their effects. It will be consistent with the fulfilment of
these obligations for the parties to make application to vary any provision of
the award, which, by its terms or operation, has a direct or indirect
discriminatory effect.
(3) Under the Anti-Discrimination Act 1997 it is unlawful to victimise an
employee because the employee has made or may make or has been involved in a
complaint of unlawful discrimination or harassment.
(4) Nothing in
this clause is to be taken to affect:
(a) any conduct or act which is specifically exempted from
anti-discrimination legislation;
(b) offering or providing junior rates of pay to persons under 21
years of age;
(c) any act or practice of a body
established to propagate religion which is exempted under section 56(d) of the Anti-Discrimination Act 1977;
(d) a party to this award from pursuing
matters of unlawful discrimination in any State or federal jurisdiction.
(5) This clause does not create legal rights
or obligations in addition to those imposed upon the parties by the legislation
referred to in this clause.
SIGNATORIES
This Enterprise Award is made on the ninth day of February
2001.
Signed for and on behalf of
Mayne Nickless Limited
(trading as
Mayne Logistics, Armaguard) ...........................................................................
In the presence of ...........................................................................
Signed for and on behalf of
Federated Clerks’ Union
of Australia (NSW Branch)
.........................................................................
In the presence of ...........................................................................
Annexure 1
CODE OF CONDUCT - POLICY
(a) Introduction
Armaguard NSW, a division of Mayne
Nickless Ltd is committed to providing quality service and conducting its
business with efficiency, impartiality and integrity. This commitment requires that all employees perform their duties
at a high standard and comply with both Federal and State legislation at all
times during their course of employment.
Staff should be aware that a Code
of Conduct can provide assistance for both employers and employees when they
are required to decide what are acceptable standards of behaviour.
Staff should familiarise
themselves with the contents of this Code of Conduct and should ensure they observe
its provisions. They should also
realise departure from the provisions of this Code could be grounds for
disciplinary action.
(b) Conflict of
Interest
When at work, staff should act in
the companies and general public interest and not in a manner designed
primarily to gain unfair advantage for themselves or other individuals, in
areas such as the letting of contracts or purchasing of goods and
services. Staff should disclose in
writing to a senior officer any pecuniary or other definite interest held by
them which could lead to a potential conflict between personal interest and
official duty, e.g. outside employment.
Staff should notify a senior
officer when dealing with relatives and close friends and, wherever possible,
disqualify themselves from the dealing.
Conflict of interest between
private activities and official duties must be resolved in favour of the
company.
(c) Acceptance
of Gifts or Benefits
Staff may accept token gifts of
benefits, such as a box of chocolates or flowers from a grateful fellow
employee or customer. However, if the
gift or benefit is intended to influence decisions about how work is done,
contracts let or goods purchased (or if it could reasonably be perceived as
such), it should not be accepted.
An offer of such a gift should be
politely declined and any unsolicited gift be promptly and publicly
returned. Gifts include acceptance of
subsidised or free travel or accommodation arrangements from companies
supplying goods or services. Staff in
doubt as to the appropriateness of receiving such gifts of benefits should
refer the matter to Executive Management for clarification.
(d) Personal and
Professional Behaviour
Staff should refrain from any form
of conduct in relation to other staff or public intended to cause any person
offence or embarrassment.
In the performance of their duties
staff:
* Should not wilfully disobey or
wilfully disregard any lawful order given by any person having the authority to
make or give the order.
* In cases of dispute arising from compliance
or non-compliance with an order, staff may appeal to an Executive Manager
against being required to carry out the order.
However, as far as it is possible and practical, they should comply with
the order until the appeal is heard by senior management or trade union
representative if appropriate.
* Should observe the strictest practices
of honesty and integrity, and avoid conduct, which could suggest any
departure. This may include a duty to
bring to notice dishonesty on the part of other staff.
* Should ensure their work is carried
out efficiently, economically and effectively, and that the standard of work
reflects favourably on their organisation.
Quality service and personal appearance are an integral element of our customer
service policy.
* Should follow the policies of the
organisation, whether or not they approve of these policies. Should an extreme situation arise in which a
staff member finds a policy at major variance with his or her personal views,
the matter should be discussed with an Executive Manager with a view to having
the situation resolved. If that is not
possible, the staff member should consider requesting transfer to another
position in which the conflict does not arise or, as a last resort, resigning.
* Should follow the procedures and
guidelines, as laid down by the organisation for day to day operational and
legal requirements.
* Must
not seek to influence any person in order to obtain promotion, or other
advantage.
(e) Fairness
Staff should
deal with issues or cases in a consistent, prompt, fair and non-discriminatory
manner.
(f) Public
Comment & Disclosure of Official Information
Individuals have the right to make
public comment and openly debate political and social issues not related to
Company activity. However, staff should
make it clear that other than in the course of duty or when giving evidence in
court, they are not making an official comment nor speaking as Armaguard
employees representing an official position of the company.
Contents of official documents or
privileged knowledge may only be released by staff with the authority to do so
and personal opinions should not be offered in place of facts.
Official information must not be
used for personal gain, for example to obtain rewards from a successful
tenderer supplied with inside information.
(g) Use of
Official Resources
Staff should ensure that
resources, funds, staff or equipment under their control, are used effectively
and economically in the course of their duties for the purpose of Armaguard
business. Official facilities and
equipment include, for example, typing facilities, photocopiers and computers.
Requests to use resources outside
of core business, for example to aid in a charitable activity, should be referred
to an appropriate senior employee.
Unless permission has been
granted, staff must not use the services of other staff or official facilities
for private purposes. Where there are specific
directions on the use of official facilities for private purposes or conditions
for their use, these must be strictly complied with.
(h) Patents
If an employee makes an invention,
which has an application to his or her official duties, matters relating to
patent rights must be submitted through the State Manager. This is a highly complex field of law, eg
whether invention took place in working time or the employee’s private time. Employees who consider they have a
legitimate right to patents would be well advised to detain independent legal
advice.
(i) Volunteer
Fire Fighting and State Emergency Services
Staff wishing to join the
Volunteer Fire Brigade or State Emergency Service are required to make
application. Such applications may be
approved provided the State Manager is satisfied that no undue inconvenience to
the facility will result. Any
remuneration received for this work may be retained.
j) The
Employee as a Private Employer
Where an employee acts as a
private employer of others, approval must be sought where such activities have
the potential to conflict with official duties or where it may be seen to be
arising from their official duties.
k) Employee
Relations
It is essential to the effective
management of Armaguard that all employees understand their responsibilities
and accountabilities. These
responsibilities and accountabilities in regard to the Code of Conduct are
detailed in Appendix 1 - Managers/Supervisors,
Appendix 2 - Employees, Appendix 3 - Employee Representatives and Appendix
4 - Collaborative Responsibilities
respectively.
l) Security of
Official Information
All staff are to ensure that
confidential and sensitive documents cannot be accessed by unauthorised
persons. Such papers should be retained
in secure storage overnight or when otherwise attended. Managers are responsible for seeing that premises are secure and that
suitable arrangements are in place to maintain security of confidential and
sensitive documents, including transferring these by hand when necessary.
The deliberate release of
confidential documents or information to unauthorised persons constitutes a
serious offence.
Appendix 1
MANAGERS /
SUPERVISORS
Managers/Supervisors are responsible for the overall control
of their operations, particularly employee relations.
To this end Managers / Supervisors should:
* Establish
and maintain effective working relationships.
* Ensure employees have an excellent
understanding and carry out their Employee Relations responsibilities.
* Maintain high standards of behaviour
and performance and take necessary steps to deal with any breaches of those
standards.
* Take appropriate steps to provide
relevant training for employees in the competencies expected of them.
* Ensure
that workplace health, safety and welfare standards are effectively maintained.
* Provide appropriate feedback as a
means of enhancing employee performance both collectively and individually.
* Ensure
that the provisions of the relevant Award and Enterprise Awards are adhered to.
* React and respond to any potential
areas of friction and dispute at an early stage and inform the next level of
management, as appropriate.
* Be
honest and fair with other employees and treat them with respect and dignity.
* Ensure that Company operational,
administrative and security policies and procedures, are understood and
followed by all employees.
* Provide
counselling, training and where necessary, take disciplinary action.
* Be
receptive to the concept of collaboration and open communication.
Appendix 2
EMPLOYEES
All employees, full time permanent, part-time permanent or
casuals are expected to:
* Apply their best endeavours to the
performance of the duties and responsibilities they are employed to carry out.
* Contribute
positively to the achievement of work objectives in their work areas.
* Accept responsibility for self
improvement by participating positively in relevant training and to provide
training to others where appropriate.
* Adopt
work practices that promote the objective of a safe and healthy workplace.
* Adopt
a co-operative team approach compatible with the needs of the
Industry/Division/Depot.
* Comply
with all lawful and reasonable instructions.
* Undertake work which is ancillary to
or peripheral to their normal functions providing training to do the work has
been undertaken.
* Maintain
professional, courteous and helpful standards in dealing with customers and the
public.
* Take reasonable care of Company
equipment and assets, to prevent loss or damage and immediately report any loss
or damage to their supervisor or manager.
Appendix 3
EMPLOYEE
REPRESENTATIVES
The employee representative or delegate is an employee elected
by his/her fellow employees to represent employees within each work place. The delegate is an important link in the
Company communication process and is encouraged to build a constructive working
relationship with managers/supervisors in the interests of effective employee
relations.
In the performance of their duties, delegates must:
* represent
the view and interests of all employees they represent.
* ensure that they and fellow employees
understand and follow agreed dispute resolution procedures.
* act in an honest and fair manner when
dealing with other employees, supervisors and managers, as well as treat them
with respect and dignity.
* assist
in ensuring that work place health, safety and welfare standards are
effectively maintained.
* be
responsible and mature in problem solving and organisational issues.
* understand that their appointment does
not entitle them to any special privileges or security of employment over and
above other employees.
* appreciate that they are employed and paid
to perform duties within the business and the representative role is a
secondary role only.
* accept
that payment of wages for time spent on Union activity, is based on criteria's
such as:
- obtaining
prior approval
- duration
- reason
- nature
of the activity is directly related to Armaguard and it’s workforce
- normal hours performed by the
delegate must not be affected by way of delay while the delegate is away from
the work place on Union business.
* be
receptive to the concept of collaboration and open communication.
Appendix 4
COLLABORATIVE
RESPONSIBILITIES
The achievement of effective employee relations is a joint
responsibility of management and employees.
A great deal depends on how well Manager, Supervisor, Leading Hands and
Delegates work together to ensure sound employee relations.
In particular there is a need for Managers and Supervisors
to take a positive view of their working relationship with delegates. Well-trained and motivated delegates are an
invaluable resource in promoting constructive workplace relationships.
To ensure a successful relationship with delegates all
Managers and Supervisors should ensure that all delegates are:
* Informed
and are aware of relevant matters at all times.
* Appreciative
and familiar with each other’s role.
* Notified
and involved in dealing with issues at an early stage, rather than after the
event.
* Encouraged to play a constructive role
in employee relations by being provided sufficient scope to liaise with
employees.
* Conversant
with the latest training, employee relations, industry and management
practices.
* Conversant with overall strategies and
directions of the Company and industry as well as the need to maintain a
competitive position in the market.
L. C. GLYNN J.
____________________
Printed by the authority of the Industrial Registrar.