J. BLACKWOOD AND SON LIMITED STOREMEN AND PACKERS (STATE) AWARD 1994
INDUSTRIAL RELATIONS
COMMISSION OF NEW SOUTH WALES
Review of Award pursuant to Section 19 of the Industrial Relations Act 1996.
(No. IRC 1088 of 2001)
|
Before Commissioner
Patterson
|
18 June 2001
|
REVIEWED AWARD
Arrangement
Clause No. Subject Matter
1. Title of
Award
PART A - PRELIMINARY
MATTERS
2. Parties
to the Award
3. Relationship
to Parent Award
4. Term of
Award
5. No Extra
Claims
6. Review of
Award
7. Aims of
the Award
7A. Anti-Discrimination
PART B - TOTAL
QUALITY MANAGEMENT - CONTINUOUS IMPROVEMENT AND KEY PERFORMANCE INDICATORS
8. Ongoing
Recognition and Commitment to Continuous Improvement
9. Awareness
Training
10. Setting Up
Work Teams
11. Issues to
be Considered by Teams
12. Method of
Dealing with Issues
PART C - HOURS OF
WORK
13. Ordinary
Hours of Work and Afternoon and Early Morning Shifts
PART D -
CLASSIFICATION STRUCTURE
14. Review of
Classification Structure
PART E - WAGE
ADJUSTMENTS
15. Wage
Adjustments
Schedule A - Award
and Variation Incorporated
Annexure A - Guidelines for Work Teams
Annexure B - Business Unit
Annexure C - Continuous Improvement Plan
Annexure D - Summary of Meeting
Annexure E - Agenda for Meeting
1. Title of Award
This Award shall be known as J. Blackwood and Son Limited
Storemen and Packers (State) Award 1994.
PART A
PRELIMINARY MATTERS
2. Parties to the
Award
This Award shall be binding on:
(a) J. Blackwood
and Son Limited at its site located at 13 Cooper Street Smithfield NSW 2164
(hereafter called "the company" of "the business").
(b) The
organisation of employees known as the National Union of Workers, New South
Wales Branch.
(c) All employees
employed by the company who are engaged in any of the classifications specified
in the Storemen and Packers, General (State) Award published 18 August 2000
(317 I.G. 1097), as varied.
3. Relationship to
Parent Award
(1) This Award
shall be read and construed in conjunction with the Storemen and Packers,
General (State) Award.
(2) Where there is
any inconsistency between the abovementioned award and this award, this award
shall prevail to the extent of the inconsistency.
4. Term of Award
(a) This award is made
following a review under section 19 of the Industrial
Relations Act 1996 and rescinds and replaces the J. Blackwood and Son
Limited Storeman and Packers (State) Award 1994, published on 23 February 1996
(290 I.G. 960), as varied.
(b) The award
published 23 February 1996 took effect from the beginning of the first pay
period to commence on or after 24 August 1995 and the variations thereof
incorporated herein on the dates set out in the attached Schedule A.
(c) The changes
made to the award pursuant to the Award Review pursuant to section 19(6) of the
Industrial Relations Act 1996 and Principle 26 of the Principles for
Review of Awards made by the Industrial Relations Commission of New South Wales
on 18 December 1998 (308 I.G. 307) take effect on 18 June 2001.
(d) The award
remains in force until varied or rescinded, the period for which it was made
having already expired.
5. No Extra Claims
There shall be no further claims for wage increases during
the term of this award other than those required to be paid under State Wage
Case principles.
6. Review of Award
The parties agree to review this Award no later than 12
weeks prior to the end of this term. In
context of this review, the parties shall examine both the operation of the
award and the possibilities of entering into a further award.
7. Aims of the Award
(1) Aims:
The parties to this Award are committed to achieving
improvements in productivity, efficiency and flexibility, which in turn will
significantly increase the company’s competitiveness and offer secure and
worthwhile employment for employees.
The company needs to improve and grow so that it
becomes more competitive.
The company had developed a vision of the type of
business it wants and the elements necessary to transfer that vision to a
reality.
The critical elements are:
(a) a customer
service focus;
(b) safe and
rewarding work;
(c) continuous
improvement;
(d) employee
participation;
(e) a total
quality culture;
(f) improved
competitiveness.
7A.
Anti-Discrimination
(i) It is the
intention of the parties bound by 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,
age and carer’s responsibilities.
(ii) It follows
that in fulfilling their obligations under the dispute resolution procedure
prescribed by this award the parties have obligations to 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.
(iii) Under the Anti-Discrimination Act 1977, 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.
(iv) 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.
(v) 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.
NOTES
(a) Employers and
employees may also be subject to Commonwealth anti-discrimination legislation.
(b) Section 56(d)
of the Anti-Discrimination Act 1977
provides:
"Nothing in the Act affects any other act or
practice of a body established to propagate religion that conforms to the
doctrines of that religion or is necessary to avoid injury to the religious
susceptibilities of the adherents of that religion."
PART B
TOTAL QUALITY MANAGEMENT - CONTINUOUS IMPROVEMENT AND KEY PERFORMANCE
INDICATORS
8. Ongoing
Recognition and Commitment to Continuous Improvement
The company has committed itself to the introduction of
Total Quality Management - continuous improvement. To obtain the maximum
benefits from a continuous improvement program all employees are committed to
co-operating with the program and implementing continuous improvement
activities. All employees will become familiar with continuous improvement
concepts, and skill through training and involvement in project work.
9. Awareness Training
All employees covered by this award shall be provided with
general awareness training on Total Quality Management - continuous
improvement. The content and providers
of this training shall be mutually acceptable to the parties to this Award.
Wherever practicable, awareness training will be conducted
in ordinary-time hours.
The company shall pay for the awareness training and
employees shall be paid in accordance with the relevant parent award while
attending such training.
The duration and timing of the training sessions should be
structured so as to minimise their effect on the continuous operation of the
company’s activities and customer service.
The parties to this award will use their best endeavours to
complete this awareness training within two to three months from the
commencement of this Award.
10. Setting Up Work
Teams
Work teams (hereafter referred to as teams) should be set up
within two months of the completion of the awareness training discussed in
clause 9, awareness Training.
The work teams shall be set up and operate in accordance
with the work team guidelines set out in Annexure A, Guideline for Work Teams.
11. Issues to Be
Considered By Teams
(1) The parties to
the Award to review the following key performance areas in order to establish
appropriate and agreed key performance indicators so that productivity and
efficiency may be monitored and improved:
Reduction of back orders.
Customer service levels.
Time taken to process orders to be reduced.
Time taken to have stock available for sale after
receipt of stock into the warehouse to be reduced.
Stock availability to be increased.
Credits to be reduced (i.e. line items credited as a
proportion of line items processed).
Sales revenue per employees to be increased.
Pick slips to be processed within the day.
Improvement in the rate of conversion of quotes to
orders.
Improvement in the availability to take sales telephone
calls in the numbers of calls taken.
Improvement in the accuracy level of stock management.
Improvement in the collection of accounts receivable to
reduce DSO’s and the proportion of over 90-day accounts.
Reduction in the expense sales ratio.
Reduction of processing time in microfilming section.
Improvement in response time to customer requests.
12. Method of Dealing
With Issues
(1) Each team
should analyse the issues set out in clause 11, Issues to be Considered by
Teams.
(2) This analysis
should be conducted through the following process.
(a) The tem should
undertake a preliminary analysis of the issues and identify the relevance of
the issues to their section of the business.
(b) The team
should then collect whatever data is relevant to determine the performance/position
of their section of the business in relation to the issues to be addressed.
(c) Having
collated this data, the team should document the current performance/position
of their section of the business (using the form set out in Annexure B) and
identify key areas for improvement.
The team should endeavour to do this within two months
of undertaking its team training.
(d) The team
should then agree on realistic ways of improving the performance/position
targets, for their section of the business and document these changes using the
forms set out in Annexure C - Continuous Improvement Plan.. The team should
endeavour to do this within a further three months.
(e) The forms from
(c) and (d) above must be made available to all employees in their section of
the business through the communication procedure.
(f) proposed
changes should be approved at the level of the section of the business
concerned.
(g) Should any
changes not be agreed to, the team shall meet to discuss any concerns - steps (d),
(e), (f) and (g) may then be repeated.
PART C
HOURS OF WORK
13. Ordinary Hours of
Work and Afternoon and Early Morning Shifts
(1) The ordinary
hours of work shall be those set out in the parent award, provided that:
(a) For employees
employed prior to 1 November 1991, the ordinary hours of work, exclusive of
meal times, shall be worked between the hours of 6:30am and 6:00pm, Monday to
Friday, by mutual agreement between the employer and the employee(s) concerned,
and;
(i) Afternoon
shift means any shift finishing after 6:00pm and at or before 12:00 midnight.
(ii) Early morning
shift means any shift commencing at or after 4:00am and before 6:30am.
(b) For employees
employed after 1 November 1991 and before 24 August 1995 (date award made), the
ordinary hours of work, exclusive of meal times, shall be worked between the
hours of 6:30am and 6:00pm, Monday to Friday, by the employer giving to the
employee concerned three months notice of the 6:30am to 6:00pm span of ordinary
hours, and:
(i) Afternoon
shift means any shift finishing after 6:00pm and at or before 12:00 midnight.
(ii) Early morning
shift means any shaft commencing at 4:am and before 6:30am.
(c) For employees
employed on or after 24 August 1995, the ordinary hours of work, exclusive of
meal times, shall be worked between the hours of 6:30am and 6:30pm, Monday to
Friday, by the employer giving seven days notice of the 6:30am to 6:30pm span
of ordinary hours, and;
(i) Afternoon
shift means any shift finishing after 6:30pm and at or before 12:00 midnight.
(ii) Early morning
shift means and shift commencing at or after 4:00am and before 6:30am.
(2) The notice
periods referred to in subclause (1) of this clause may be waived or shortened
by agreement between the employer and employee concerned.
PART D
CLASSIFICATION STRUCTURE
14. Review of
Classification Structure
(1) The parties to
this award shall use their best endeavours to review the current internal
company classification structure within six months of the operation of this Award
and develop a new structure.
(2) The objectives
of this process are to:
(a) analyse the
appropriateness of current job classification to the business;
(b) analyse the
appropriateness of current job classification to the business;
(c) develop skills0based
classification structure;
(d) develop a
classification structure that has defined career path opportunities; and
(e) ensure that no
employee will suffer a reduction in their pay as a result of the introduction
of a new structure.
PART E
WAGE ADJUSTMENTS
15. Wage Adjustments
The following wage increases shall apply to all employees in
the classifications covered by the Storemen and Packers, General (State) Award
published 18 August 2000 (317 I.G. 1097), as varied.
(1) From the first
full pay period to commence on or after 24 August 1995 the actual rates of pay
shall be increased by 3.0 per cent.
(2) As from 1
March 1996, the actual rates of pay shall be increased by a final 3.0 per cent.
(3) As from 1
March 1996, the actual rates of pay shall be increased by a final 3.0 per cent.
SCHEDULE A
Award and Variations Incorporated
|
Clause
|
Award/Variation
|
Date of
|
Date of Taking
|
Industrial
|
|
|
Serial No.
|
Publication
|
Effect
|
Gazette
|
|
|
|
|
|
Vol. Page
|
|
Award
|
B3920
|
23 February1996
|
First Pay period on
or after 24 August1995
|
290
|
960
|
|
7A - Anti-
|
|
|
|
|
|
|
Discrimination
|
B8070
|
7 April 2000
|
On and from 3 June
1999
|
314
|
1003
|
ANNEXURE A
Guidelines For Work Teams
Composition of the Work Team
(1) The team
should have a maximum of six members and should be representative of the
section of the business concerned.
(2) The team must
have at least 50 per cent of its members representative of the employees in the
section of the business concerned.
(3) The procedure
for the election/appointment of the company and employee team members should be
determined in each section of the business concerned.
In determination of the team members, consideration
should be given to the:
(a) size of the
section of the business;
(b) different job
classifications in the section of the business; and
(c) any shift
arrangements in the section of the business concerned.
Term of Office:
(1) members
elected or appointed to a team shall hold office for a period of 12 months. It
is the responsibility of each team member to attend all team meetings and to
represent the views and opinions of those people he or she represents.
(2) If a member of
the team ceases employment with the company or can no longer fulfil his or her
responsibilities a new election appointment should be made and an induction
briefing should be arranged for the new member.
Team Training:
(1) Once each
section of the business has established its team shall undertake at least a
single day training session which shall concentrate on:
(a) the role and
operation of the team; and
(b) basic
continuous improvement skills.
Team Meetings:
(1) Each team
shall schedule regular meetings. Such meetings should occur at a time that minimises the disruption to the section
of the business but also allows team members to play a focused and active role
in the meetings.
(2) Team meetings
shall be attended without loss of pay by team members.
(3) The team
should agree on the standard length of team meetings; however, such length may
be varied to suit the circumstances of the section of the business concerned.
Team Meetings - Team Leader:
(1) Each team
should elect a team leader. The position of team leader should rotate between a
management and employee team member on an agreed basis.
(2) It is the team
leader’s responsibility to ensure that the meeting is run in accordance with
the agenda and that each team member is given a reasonable opportunity to
express their views during meetings.
(3) It is also the
team leader’s responsibility to ensure that the meeting procedure is fair to
all members of the team.
Team Meetings - Minutes Taker
(1) Each Team
shall elect a member for the purpose of recording minutes of each team meeting,
preparing and distributing agendas.
(2) Minutes should
be recorded on a minute sheet as set out in Annexure D, Summary of Meeting.
(3) Minutes should
be agreed on by the team at the conclusion of each meeting and signed by the
minutes taker and team leader as a true and correct record of the meeting.
Team Meetings - Agenda:
(1) Every team
meeting must be structured around an agenda as set out in Annexure E, Agenda
for Meeting.
(2) All team members
have the right and a responsibility to submit agenda items.
(3) The agenda,
minutes from the previous meeting and any relevant background
material/documentation shall be circulated within a reasonable time, but not
less than three working days prior to team meetings, to allow for preparation.
Team Communication:
(1) Each team
shall establish a procedure for regularly communicating about the team’s
activities with employees and management in the section of the business
concerned.
(2) The communication
procedure should be structured to suit the section of the business concerned.
(3) The objective
of the communication procedure is to ensure that everyone in the section of the
business has a good understanding of the team’s s activities, providing them
with an opportunity to participate in the process through their representatives
in the team.
ANNEXURE B
Business Unit
|
BUSINESS UNIT
|
|
|
|
|
WHERE WE ARE NOW:
|
|
|
|
CURRENT PERFORMANCE/POSITION IF THE BUSINESS UNIT
|
|
|
|
|
|
ISSUES:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ANNEXURE C
Continuous Improvement Plan
|
BUSINESS UNIT
|
|
|
OPPORTUNITY FOR
|
DATA COLLECTION
|
IMPROVEMENT GOAL
|
PERFORMANCE
|
|
IMPROVEMENT
|
REQUIRED
|
|
INDICATOR
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ANNEXURE D
Summary of Meeting
|
DIVISIONS:
|
DATE:
|
|
TEAM/PROJECT NAME:
|
NEXT MEETING DATE:
|
|
LEADER:
|
FROM
|
am/pm
|
|
TEAM MEMBERS
|
TO
|
am/pm
|
|
|
LOCATION:
|
|
APOLOGIES:
|
|
OBJECTIVE OF
MEETING:
|
|
NO.
|
AGREED ACTION
|
BY WHOM
|
BY WHEN
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ANNEXURE E
Agenda of Meeting
|
DIVISION:
|
DATE OF MEETING:
|
|
TEAM/PROJECT NAME:
|
TIME:
|
|
LEADER:
|
FROM
|
am/pm
|
|
TEAM MEMBERS
|
TO
|
am/pm
|
|
|
|
|
|
|
OBJECTIVE OF MEETING:
|
|
NO.
|
ITEM
|
WHO
|
TIME
|
EXPECTED OUTCOME
|
|
1
|
REVIEW THIS AGENDA
|
|
|
AGREEMENT ON AGENDA
|
|
2
|
REVIEW MINUTES OF LAST MEETING
|
|
|
ACTIONS COMPLETED OF CARRIED FORWARD.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
DATE, TIME AND LOCATION OF NEXT MEETING:
|
|
|
MEETING EVALUATION:
|
|
|
|
|
|
|
|
|
|
R. J. PATTERSON, Commissioner.
____________________
Printed by
the authority of the Industrial Registrar.