ABBOTT AUSTRALASIA PTY LTD CONSENT AWARD 2004-2006
INDUSTRIAL RELATIONS
COMMISSION OF NEW SOUTH WALES
Application by Automotive,
Food, Metals, Engineering, Printing and Kindred Industries Union, industrial
organisation of employees.
(No. IRC 5513 of 2005)
Before The Honourable
Justice Kavanagh
|
4 November 2005
|
AWARD
Arrangement
Clause No. Subject Matter
PART A - GENERAL
1. Purpose
and Application
2. Duration
of Agreement
3. Teamwork
4. No Extra
Claims
5. Key
Performance Indicators
5.1 Warehouse Key Performance Indicators
5.2 Productivity Payments
6. Wage
Rates & Annualised Salaries
6.1 Salary Adjustments
6.2 Annualised Salaries
6.3 Annualised Salary Operation
6.4 Table of Wage Rates
7. Consultative
Process
8. Negotiation
Committee
APPENDIX 1
PART B - FORMALITIES
1. Payment
of Wages
2. Relationship
with Parent Award
3. Contract
of Employment
4. Part-Time
and Casual Employees
4.1 Part-time Employees
4.2 Casual Employees
5. Seniority
6. Hours of
Work and Work Week
7. Work
Schedules
8. Meal
& Tea Breaks
8.1 Meal & Tea Breaks - Normal Work Schedule
8.2 Meal & Tea Breaks - Additional Work Hour Requirements
9. Employment
Security Policy
10. Job
Posting
11. Performance
Appraisals
12. Counselling
Procedure
13. Anti-Discrimination
14. Grievance
Procedures
15. Sick Leave
16. Personal/Carer's
Leave
16.1 Use of Sick Leave
16.2 Unpaid Leave for Family Purpose
16.3 Annual Leave
16.4 Time Off in Lieu of Payment for Overtime
16.5 Make-up Time
16.6 Rostered Days Off
17. Bereavement
Leave
18. Workers'
Compensation Procedure
19. Parental
Leave
20. Public
Holidays
21. Right of
Entry
22. Trade
Union Operations
22.1 Union Membership and Delegates
22.2 Trade Union Training Leave
23. Standing
Down of Employees
24. Period of
Notice
25. Abandonment
of Employment
26. Certificate
of Service
27. Redundancy
Provisions
APPENDIX 2
APPENDIX 3
APPENDIX 4
APPENDIX 5
APPENDIX 6
APPENDIX 7
APPENDIX 8
PART C -
CLASSIFICATION STRUCTURE
1. General
Information
1.1 Introduction
1.2 Description of the Structure
1.3 General Requirements for Each Level
1.4 Summary of Generic Training
1.5 Summary of Roles within Levels
2. Employee
Classification, Training and Assessment
2.1 Employee Classification
2.2 Training and Assessment
3. Classification
Level Requirements
3.1 Classification Level 1
3.2 Classification Level 2
3.3 Classification Level 3
3.4 Classification Level 4
3.5 Classification Level 5
3.6 Classification Level 6
3.7 Classification Level 7
PART
A - GENERAL
1. Purpose and
Application
(a) The Abbott
Australasia Pty Ltd Consent Award 2004-2006 (the "Award") rescinds
and replaces the Abbott Australasia Pty Ltd Site Consent Award 2002-2004
published on 14 March 2003 (338 I.G 784) and all variations of those awards.
(b) The Award
applies to all employees of Abbott Australasia Pty. Ltd at Sir Joseph Banks
Corporate Park, 32-34 Lord Street, Botany employed in classifications contained
in the Award (the "Employees").
(c) The parties to
the Award are:
i. Abbott
Australasia Pty Ltd (the "Company");
ii. The
Australian Workers' Union, New South Wales ("AWU");
iii. The
Automotive Food, Metals, Engineering, Printing and Kindred Industries Union,
New South Wales ("AMWU"); and
iv. The Shop,
Distributive and Allied Employees' Association, New South Wales
("SDA").
(d) The Company
and the Employees acknowledge and support the common objective of sound
employee relations, improved productivity, flexibility, efficiency, quality of
services and of employment, and commit themselves in the Award to those
principles. The parties further
recognise that a mutually beneficial partnership will be essential for future
Company growth and employment opportunity and security.
2. Duration of
Agreement
(a) The Award is
effective from the first pay period on or after 14 January 2005 and shall remain
in force until 30 May 2006. (the "Nominal Term").
(b) The Award will
remain in force following the expiry of the Nominal Term until replaced by a
subsequent award or agreement.
(c) It is the
intention of the Award that future awards/agreements will not require extensive
modification of terms of the Award as it provides the necessary consultative
framework to embrace foreseeable business objectives that may arise. If circumstances arise while the Award remains
in force that have a significant impact on the terms and conditions of the
Award, the parties agree to consult to develop a method of overcoming the
situation.
3. Teamwork
It is the responsibility of Employees to make the Company as
efficient as possible. The parties are
committed to examining work organisation structure and practices at all
levels. To this end, the Award embraces
team based structures and recognises that Employees and management are equal
partners within the team to ensure improved productivity (through the
achievement of overall and departmental key performance indicators). In order to facilitate a "team
work" concept within the warehouse environment, management staff may
assist employees, when needed, in order to aid the achievement of performance
measures. It is understood by all
parties that this assistance is not intended to replace the jobs of employees
covered by the Award.
4. No Extra Claims
The Award provides for a wages plan of progressive increases
during the Nominal Term. The parties
undertake for the period until 30 May
2006 not to raise any further claims, award or over award, including claims
arising from national and state wage cases.
5. Key Performance
Indicators
The fundamental goal of the Award is a commitment to a
process of continuous improvement through the ongoing development of team-based
key performance targets and the continued application of Key Performance
Indicators ("KPIs") as a means of quantifying and ensuring
performance improvement.
5.1 Warehouse
Key Performance Indicators
As part of the Award the warehouse personnel are
committed to monitoring and improving their KPI's. Below are the definitions of the Warehouse Operation KPI's and
their method of measurement. KPI's will
be monitored and performance results displayed, updated monthly and discussed
at regular departmental meetings to ensure the performance is on track and
improving.
The KPI targets are applicable to each of the nominated
three month periods referred to in Clause 5.2 of Part A of the Award.
These KPI's are described below:
A. Receiving
B. Order Despatch
C. Inventory
Accuracy
D. Internal Audit
- Warehouse Inspection
The above KPI's, agreed goals and KPI calculations are
detailed in Appendix 1 of Part A of the Award.
5.2 Productivity
Payments
Productivity Payments, calculated at 2% of the
annualised salary amount for each of the following periods will be paid when
all Warehousing KPI's are met:
(a) 2 February
2005 to 1 May 2005
(b) 2 May 2005 to
1 August 2005
(c) 2 August 2005
to 1 November 2005
(d) 2 November,
2005 to 1 February 2006
(e) 2 February
2006 to 1 May 2006
KPI targets, are applicable for each of the above
nominated periods. Results will be the
average for each individual KPI. The
parties agree to make every effort to achieve the agreed targets/improvements
on current trends in the KPI's.
If in any period all KPI's are not met, a 1%
productivity payment calculated as above will be paid for achievement of agreed KPI targets as follows:
Warehousing
Achievement of both Receiving and Order Despatch
targets = 1%
Achievement of Inventory Accuracy and Internal Audits
targets = 1%
Total achievement of all KPIs = 2%
Employees entitlement to the productivity payment shall
continue to accrue through all leave entitlements as specified in the Award with
the exception of Parental/Carers leave and extended Sick Leave. Employees who
are absent on either Parental/Carers Leave or extended Sick Leave for the
majority of any three month period will have no entitlements under this
provision.
6. Wage Rates &
Annualised Salaries
6.1 Salary
Adjustments
The Award provides for the following adjustments:
For Level 1 - 7 Technicians
For the first full pay period on or after 14 January, 2005
|
2.5% increase
|
For the first full pay period on or after 1 September,
2005
|
2% increase
|
For the first full pay period on or after 1 April, 2006
|
2.5% increase
|
6.2 Annualised
Salaries
All salaries are annualised and have annual leave
loading incorporated into the annualised rate.
In recognition that additional hours over and above a 38 hour work
week regime may be required, the
following salary annualisation formats have been provided:
Option A
This option provides for 3.5 hours calculated at a
penalty of 1.75 to be built into salary.
A maximum of 9.5 hours owing from the minimum can be worked. No more than 30 hours can be accumulated
provided the 130 hours annual minimum is satisfied. A maximum of 208 hours (annually) (four hours per week) has to be
worked before any additional payment over the annualised amount can be
made. If an additional payment is made
it will be at 1.8 times the new annualised rate. This option applies where additional hours have been previously
required. Exceptions to this general
coverage will be considered on an individual's special circumstances.
Option B
This option has no additional hours built in to salary
but is the annualised amount plus annual leave loading.
6.3 Annualised
Salary Operation
The intent of annualising Employees' salaries is to
provide a predictable wages plan whilst also encouraging productivity
improvement. Additional hours, over and
above those provided in the annualised salary options, when required, will be
carefully monitored and periodically reviewed through the Company Steering
Committee (the "Steering Committee"). It is the intention of the Award that these
hours be kept to a minimum. In the
event that volume demands occur or productivity targets are not achieved giving
rise to consistently additional hours being required, the parties agree to meet
to resolve the situation.
In addition to the conditions contained in sub clause
6.2, the following conditions apply:
(a) Shift loading
- shift loading will be based on the annualised rate, prior to overtime
incorporation.
(b) Incorporation
- As if Option A of sub clause 6.2 of this clause was operative.
6.4 Table
of Wage Rates
The following salaries are based on calculations using
the rate as at 1 December 2004 as an original base:
Options
|
Annualised existing
|
First pay period on
|
1 September 2005
|
1 April 2006
|
|
rate at 1 December
|
or after 14 January
|
2%
|
2.5%
|
|
2004
|
2005
|
|
|
|
|
2.5%
|
|
|
|
A
|
B
|
A
|
B
|
A
|
B
|
A
|
B
|
L1
|
-
|
$33,920
|
-
|
$34,768
|
-
|
$35,463
|
-
|
$36,349
|
L2
|
$41,477
|
$35,784
|
$42,514
|
$36,679
|
$43,364
|
$37,412
|
$44,448
|
$38,347
|
L3
|
$44,915
|
$38,749
|
$46,038
|
$39,718
|
$46,958
|
$40,512
|
$48,132
|
$41,525
|
L4
|
$48,770
|
$42,074
|
$49,989
|
$43,126
|
$50,988
|
$43,988
|
$52,262
|
$45,087
|
L5
|
$53,039
|
$45,760
|
$54,365
|
$46,904
|
$55,452
|
$47,842
|
$56,838
|
$49,038
|
L6
|
-
|
$49,772
|
-
|
$51,016
|
-
|
$52,036
|
-
|
$53,337
|
7. Consultative
Process
The parties agree to build on the consultative framework
developed during the negotiation of the Award.
The Steering Committee, established to develop the Award, will continue
as a forum to monitor its application and to generally provide a mechanism for
consultation regarding employee relations matters.
Regular meetings of the Steering Committee will be held,
although the frequency of these meetings may be varied according to need. All issues for discussion are to be placed
as an agenda item one week prior to each meeting.
The Steering Committee will continue to provide a forum for
the discussion of issues relating to the classification structure, training,
career paths and job reviews.
Whilst the parties are committed to the consultative
process, it is recognised that demands change with the demands of our customers
and as such the Company reserves the right to staff its operations in a manner
which it deems appropriate to meet its needs after consultation with the
parties to the Award.
8. Negotiation
Committee
For the purpose of negotiating the Award and subsequent
awards/agreements between the Employees, the AWU, AMWU and SDA (together, the
"Unions")and the Company, the Company will recognise a Union
Committee, consisting of no more than two (2) representatives from each of the
Unions (excluding union organisers).
Negotiations, for the most part, will be conducted during
regular work hours. Negotiations will
be conducted by all parties in "good faith" and will continue until
an agreed award has been finalised and filed with the appropriate commission
or tribunal for approval.
Appendix 1
Appendix 1
Terms used throughout this appendix are
defined as follows:
ADD - Abbott
Diagnostics Division Warehouse area:
The department from which Diagnostic Division products are despatched to
customers.
BOP - Basic
Operating Procedure: A documented procedure of the basic operations associated
with work activities.
BPCS - Business
Planning Control System: This is a
database that tracks all incoming raw materials and components; work in
progress, Quality Assurance approvals, finished product and non-inventory items
throughout the manufacturing facility.
Also used to determine what is to be ordered and what is to be produced.
GMP - Good
Manufacturing Practice: the Australian code of Good Manufacturing Practice for
therapeutic goods. A standard by which
we need to comply to be able to produce pharmaceutical products in Australia.
BDC - Botany
Distribution Centre: The department
from which finished goods are despatched to customers.
MSDS - Material
Safety Data Sheet: A document usually
supplied by the manufacturer of a product outlining the nature of the product
and any safety issues and precautions associated with its handling.
PPE - Personal
Protective Equipment: Safety equipment
required to be worn when undertaking work activities that have been deemed to
require such protection.
REW - Request for Engineering Work: A request from any personnel requiring work
to be carried out by the Engineering Department.
Warehousing KPI's
A. Receiving
Definition: From the time the truck is ready to be
unloaded, to put away in the final location. Includes unloading, booking into
BPCS, put away in location. Receiving area will close at 3.00pm for unloading
of trucks.
Area
|
Type
|
Required Time
|
Target
|
ADD/Medisense
|
Airfreight
|
24 hours
|
98%
|
|
Seafreight
|
48 hours
|
98%
|
|
Credit
Returns
|
24 hours
|
98%
|
BDC
|
Airfreight
|
48 hours
|
98%
|
|
Seafreight
|
48 hours
|
98%
|
|
3rd
Party Manufacturers (Purchased)
|
48 hours
|
98%
|
|
Credit
Returns
|
24 hours
|
98%
|
Solvay
|
Purchased
|
48 hours
|
98%
|
|
3rd
Party Manufacturers (Purchased)
|
48 hours
|
98%
|
|
Credit
Returns
|
24 hours
|
98%
|
Non-Inventory
|
All
|
Same day
|
98%
|
|
|
|
98%
|
Measure
Calculation
|
Number of
deliveries received within the required time
|
x 100
|
=
|
|
Number of deliveries received
|
|
|
|
|
|
|
|
|
|
|
|
Percentage received within the required
time
|
|
|
Example: 590
deliveries received by the required time divided by 600 deliveries received x
100 = 98.33%
Purchased
items:- Manual measurement kept by receiving personnel.
Target: 98%
received within the required time.
B. Order Despatch
Definition: All orders for the scheduled date to be
despatched as per the table below
Area
|
Type
|
Printed/made
|
Despatch Day
|
Target
|
|
|
available
|
|
|
ADD
|
All
|
By 3.30pm
|
Same Day
|
98%
|
|
Urgent
Orders
|
By 5.30pm
|
Same Day
|
98%
|
Medisense
|
Orders
|
By 3.30pm
|
Same Day
|
98%
|
|
Warranty
|
By 5.00pm
|
Same Day
|
98%
|
BDC
|
Hospital
|
By 2.00pm
|
Same Day
|
98%
|
|
Wholesalers
|
By today
|
2 days
|
98%
|
|
Representatives
Orders
|
By today
|
2 days
|
98%
|
|
TPM
|
By today
|
2 days
|
98%
|
|
Affiliate
|
By today
|
2 days
|
98%
|
|
Pacific
Island
|
By today
|
2 days
|
98%
|
|
Export
|
By today
|
2 days
|
98%
|
|
Drug
|
By today
|
2 days
|
98%
|
|
Solvay
|
By today
|
2 days
|
98%
|
|
Remote
Warehouse
|
By today
|
2 days
|
98%
|
|
Replenishment
|
|
|
|
Measure
Calculation
|
Number of
Orders despatched within the required time
|
x 100
|
=
|
|
Number of Orders received
|
|
|
|
|
|
|
|
|
|
|
|
Percentage
received within the required time
|
|
|
Example: 3950
orders despatched by the required time divided by 4000 orders received x 100 =
98.75%
Target: 98%
despatched within the required time.
C. Inventory Accuracy and Cycle Count
Definition: Any error that results in the wrong
quantity, wrong product being despatched, and wrong product/quantity being in
the wrong location within the warehouse.
Inventory Accuracy
|
|
Target
|
ADD*
|
K1
|
}
|
99.8%
|
|
K2
|
}
|
|
Solvay
|
K1
|
}
|
99.8%
|
|
K2
|
}
|
|
AI
|
K1
|
}
|
99.8%
|
|
K2
|
}
|
|
|
|
|
K1 - Wrong
product sent
|
|
|
K2 = Wrong
quantity sent
|
|
|
|
|
|
Cycle Count -
Warehouse Stock Accuracy
|
Target
|
AI
|
|
98.0%
|
ADD*
|
|
98.0%
|
Solvay
|
|
98.0%
|
|
|
|
* ADD includes
MediSense
|
|
|
Measure:
Wrong quantity
sent, wrong product sent.
Calculation
|
No. of occurrences of error x 100
|
= Total
|
% error
|
|
Number of lines picked
|
|
|
|
|
|
|
Example
|
99.35%
|
=
|
65 line errors
per month
|
=
|
195 line errors
per quarter
|
|
99.2%
|
=
|
80 line errors
per month
|
=
|
240 line errors
per quarter
|
|
|
|
|
|
|
Cycle Counting
Calculation
|
Number of errors in count x 100
|
= Total
|
% error
|
|
Total counts
|
|
|
|
|
|
|
Target: Inventory
Accuracy - 99.8%, Cycle Count - 98.0%
D. Internal Audits - Warehouse Inspection
Definition: The number of observations received in an
internal audit.
The following
document will be used for all inspections carried out.
WAREHOUSE INSPECTION
Code:
P = Points this section
|
S = Score
|
ITEM
|
P
|
S
|
ACTION REQUIRED
|
|
|
|
|
LIGHTING
|
2
|
|
|
- Adequate illumination
|
|
|
|
- Light fittings clean & in good order
|
|
|
|
ELECTRICAL
|
3
|
|
|
- No broken plugs, sockets or switches
|
|
|
|
- No frayed or damaged electrical leads
|
|
|
|
- No temporary leads on the floor
|
|
|
|
FLOORS, WALKWAYS & AISLES
|
4
|
|
|
- Floors clean of oil, grease & spills / debris
|
|
|
|
- Surfaces-no cracks or holes
|
|
|
|
- Walkways adequately & clearly marked
|
|
|
|
- Walkways & aisles free from obstruction
|
|
|
|
PALLET RACKS / ALIGNMENT
|
4
|
|
|
(Check twice a year in compliance with Abbott
|
|
|
|
IPEP-440.00)
|
|
|
|
- Column legs & horizontal/diagonal supports
|
|
|
|
- Load beams properly assembled
|
|
|
|
- Load beam welds intact
|
|
|
|
- Pallet supported / extender in place
|
|
|
|
PALLETS
|
9
|
|
|
- Pallet locations clearly labelled
|
|
|
|
- No loose bottles on pallets
|
|
|
|
- No mixed batches on same pallets
|
|
|
|
- No different product on top of another product
|
|
|
|
- No ‘pyramids’ in pick area
|
|
|
|
- No loose stretchwrap in ‘pickface area’
|
|
|
|
- Stacked & stored correctly
|
|
|
|
- No broken slats, supports or protruding nails
|
|
|
|
- All pallets contents above shoulder height
|
|
|
|
secured with either shrink wrap/twine/tape
|
|
|
|
FORKLIFT/EQUIPMENT SAFETY
|
8
|
|
|
- Safe driving practices observed
|
|
|
|
- Hand pallet jacks - in good condition
|
|
|
|
- Stretchwrap machine - in good condition
|
|
|
|
- Trolleys in good order / condition
|
|
|
|
- Unobstructed vision at intersections
|
|
|
|
- Road surfaces for forklifts suitable
|
|
|
|
- Forklift truck in good condition & clean
|
|
|
|
- Log books completed, and signed
|
|
|
|
BATTERY CHARGER
|
5
|
|
|
- Area well ventilated
|
|
|
|
- Cables in good condition
|
|
|
|
- Clear access to switch
|
|
|
|
- Adequate signposting (safety glasses etc.)
|
|
|
|
- No metal objects on charger
|
|
|
|
HOUSEKEEPING
|
9
|
|
|
- Materials stored in racks & bins if possible
|
|
|
|
- Floors clean & clear of rubbish/obstruction
|
|
|
|
- Adequate waste disposal/bins emptied
|
|
|
|
- Benches clean & organised
|
|
|
|
- Cupboards clean, contents correct
|
|
|
|
- Notice boards relevant information only
|
|
|
|
- Shelving areas dust free
|
|
|
|
- Goods returned area clean
|
|
|
|
- Outside/Inside dock area clean & tidy
|
|
|
|
PPE
|
2
|
|
|
- Safety footwear compliance
|
|
|
|
- No Stanley Knives to be used (safety cutters
|
|
|
|
only)
|
|
|
|
MANUAL HANDLING
|
3
|
|
|
- Suitable mechanical aids provided & used
|
|
|
|
- Safe lifting techniques observed
|
|
|
|
- Bench heights & space adequate
|
|
|
|
FIRE SAFETY
|
6
|
|
|
- Fire sprinkler obstruction
|
|
|
|
- Fire extinguishers check & labelled
|
|
|
|
- Fire equipment accessible & unobstructed
|
|
|
|
- Fire exits marked & access/egress clear
|
|
|
|
- Fire doors closed & unobstructed
|
|
|
|
- Flammable materials stored correctly
|
|
|
|
SAFETY SIGNS
|
3
|
|
|
- Presence
|
|
|
|
- Position
|
|
|
|
- Suitability
|
|
|
|
FIRST AID
|
4
|
|
|
- First Aid box clearly marked/accessible
|
|
|
|
- Contents adequate, clean & orderly
|
|
|
|
- Emergency numbers displayed
|
|
|
|
- Trained First Aiders available
|
|
|
|
OFFICE
|
3
|
|
|
- Furniture (Desk/chairs/filing cabinets)
|
|
|
|
- Workspace, layout
|
|
|
|
- Housekeeping
|
|
|
|
AMENITIES
|
2
|
|
|
- Clean & well maintained
|
|
|
|
- Adequate soap/towels provided
|
|
|
|
SPILL KITS
|
3
|
|
|
- Adequate signage
|
|
|
|
- Contents tidy/maintained
|
|
|
|
- Kits free from obstruction
|
|
|
|
MSDS (Material Safety Data Sheets)
|
2
|
|
|
- All up to date (none older than 5 years)
|
|
|
|
- MSDS readily accessible to all
|
|
|
|
PROCEDURES
|
2
|
|
|
- BOP’s up to date & available
|
|
|
|
- Check one BOP procedure (name BOP) against
|
|
|
|
actual process
|
|
|
|
TRAINING
|
2
|
|
|
- Training register available
|
|
|
|
- Training up to date
|
|
|
|
TEMPERATURE MONITORING
|
1
|
|
|
- Check that monitors are up to date
|
|
|
|
SCALES
|
|
|
|
- Check the date is within calibration
|
|
|
|
requirement date.
|
|
|
|
Calculation
|
Result/78
|
x
|
100
|
=
|
%
|
|
(78 = the total possible
score)
|
|
|
|
|
|
|
|
|
|
|
Inspections to be
conducted by a member of the Occupational Health & Safety Committee, a
member of the Warehouse [what staff?] and the Warehouse Supervisor/Manager.
Target: 98%
PART
B -
FORMALITIES
Notwithstanding arrangements outlined in Part A of the
Award, the following formalities as contained in Part B will apply.
1. Payment of Wages
A. Wages shall be
paid to the Employee by the Company by way of Electronic Funds Transfer
("EFT") at fortnightly intervals i.e. 26 payments per annum.
B. The Company
will (notify) the Employee’s appropriate bank if for any reason the EFT payment
into an Employee's account is delayed.
Upon termination of employment, wages due to an Employee
will, where possible, be deposited on the date of such termination, but no
later than five (5) working days' after termination.
The Company may automatically deduct from wages due to an
Employee any amount authorised by the Employee to do so.
2. Relationship With
Parent Award
This Consent Award shall be read and interpreted wholly in
conjunction with the Parent Award/s, but will prevail over the Parent Award/s
to the extent of any inconsistency.
3. Contract of
Employment
Employees who are not specifically engaged as a casual
employee shall be deemed to be employed
on a full time basis.
4.
Part-Time and Casual Employees
4.1 Part-time
Employees
1. Part-time
employees may be employed as required by the Company.
2. The ordinary
hours of work, exclusive of meal times, shall be the same as those prescribed
for weekly employee but shall be no less than 20 hours per week.
3. Part-time
employees shall be paid at the hourly rate of pay which is one-thirty eighth of
the weekly wage of the appropriate classification.
4. All other
provisions of the Award with respect to annual leave, long service leave, sick
leave, personal/carer's leave, holidays, shall apply to part-time employees on
a pro-rata basis.
5. The Company
will not employ more than 25 per cent of its employees who are covered by this
Award on a part time basis.
6. Notwithstanding
the provisions of paragraphs 1 to 5 of this clause, the Unions and the Company
may agree, in writing, to observe other conditions in order to meet special
cases.
4.2 Casual
Employees
1. Casual
employees shall be paid an hourly rate equal to the appropriate weekly rate
under the Parent Award, divided by 38, plus 20 per cent casual loading
calculated to the nearest half cent.
Casual employees will receive a minimum daily payment of four hours pay.
2. The Company
will not employ more than 25 per cent of its employees who are covered by this
Award as casuals.
3. Notwithstanding
the provisions of paragraph 1 and 2 of this clause the Unions and Company may
agree, in writing, to observe other conditions in order to meet special cases.
4.3
(a) Notwithstanding
the above, no more than 25 per cent of the total hours worked by Employees in any 12 month period shall be worked by
part time and/or casual employees. The
Unions and the Company may however agree to observe other conditions.
(b) Overtime rates
will only be paid to casual and/or part-time employees when they work in excess
of nine and a half hours in a day or 38 hours in a regular work week as
described in Clause 6, Hours of Work and Work Week of Part B of the Award.
5. Seniority
Seniority is defined as the length of an Employee's
continuous service with the Company since their [last] date of hire.
In the event of a promotion, transfer or demotion involving
a change of department, the Employee shall maintain their seniority within
their new department.
In the case of a full time employee being re-employed within
12 months of their departure for the purpose of seniority their length of
employment shall be bridged. It is
understood that this will not permit someone to be paid the same benefit twice.
6. Hours of Work and
Work Week
(A) The regular
work week for permanent full-time employees
will be 38 hours from Monday to Friday inclusive.
1. For permanent
full-time employees who presently enjoy a four day work week, this will
continue. It is understood that a four
day work week can be worked over a Monday to Thursday period or a Tuesday to
Friday period.
2. Part-time
Staff: (See Clause No. 4.1)
3. Casual
Staff: (See Clause No. 4.2)
(B) It is
understood that the Company may be required to modify the work week/work
schedules if operations so require. In
the case that such a change is required the Company will respect the procedure
set out in clause 7, Work Schedules, of Part B of the Award.
(C) Washing up and
walking time will be available to all Employees for the purposes of washing
changing and moving between their work area, changing rooms and exiting the
site at the end of their regular work schedule. The time allocated for this purpose will be a total of 5 minutes
prior to the end of the Employee's work schedule. No Employee is to cease operational activities prior to this
allowable time.
(D) All Employees
will present themselves in their regular work area ready for work in their correct
work attire at the start of their regular work schedule.
(E) All union
related activities conducted during an Employee's regular working hours are to
be approved by the Employee's supervisor/manager. Should a stop work meeting occur, all Employees involved are
required to sign off until the stop work meeting is finished and then sign back
on again. In the case of other union
business not involving a group meeting but requiring external attendance, the
Employee(s) and/or delegate(s) should either sign out and in, or record such
time by other approved time recording methods.
7. Work Schedules
(a)
1. Day: Shall mean a work day commencing not earlier
than 6.00 am but finishing no later than 6.00 pm.
2. Morning:
Shall mean a work day commencing after midnight but before 6.00 am.
3. Afternoon:
Shall mean a work day which finishes after 6.00 pm but before midnight.
4. Night: Shall mean a work day which finishes after
midnight but before 6.30 am.
(b) The time of
commencement and conclusion of a work schedule for an Employee or a group of
Employees, the shift that an Employee is assigned to, or a change to the days
that make up a work week once having been determined, may be varied by
consultation and agreement between the Company and the majority of Employees
concerned, to suit the circumstances of the relevant department. In the absence of agreement pertaining to
such a change the schedule can be modified by the Company if notice is given to the affected
Employees. At all times the Company will
endeavour to provide as much notice as is possible, however not less than seven
days notice must be given. .
(c) Shift
Allowances
i A shift
allowance at the rate of 15% will be paid to Employees who work on a work
schedule as described in sub clause a) 2. and 3. Morning and Afternoon Shift,
of this clause.
ii A shift
allowance at the rate of 20% will be paid to Employees who work on a work
schedule as described in sub clause a) 4 Night Shift, of this clause.
iii The shift
percentage rates for all Employees will be calculated on the base rate
excluding any built in overtime component.
8.
Meal & Tea Breaks
8.1 Meal
& Tea Breaks - Normal Work Schedule
(a) Tea Breaks
(Rest period)
Each permanent full-time employee will be entitled to
two paid rest periods per complete work day.
The Company will schedule the first rest period of 15 minutes prior to
the meal break and the second rest period of 10 minutes after the meal break. The rest period schedule may be modified as
required to coincide with the needs of the department. Individuals scheduled rest periods will be
designated so as to maximise the department's efficiency.
(b) A casual
and/or part time employee will be entitled to be paid rest periods as follows:
Hours Worked
|
Rest Period
|
* First four consecutive hours
|
15 minutes
|
* Second four or more hours
|
10 minutes
|
(c) Meal Breaks
(Day shift)
An Employee who works in excess of five consecutive
hours or more on any regular work day shall be allowed on such day, an unpaid
meal break of 35 minutes. Meal times
will be between 12.00 noon and 1.30 pm.
There will be a minimum of two (2) meal break during this time
frame. An Employee, as described above,
who has not completed their meal break by 1.30 pm will be paid at overtime
rates from 1.30 pm until the completion of their actual meal break. The meal break may be changed as required to
coincide with the needs of the department.
Employees' meal break schedules will be designed to maximise the
department's efficiency.
(d) Meal Break
(Non-Day shift)
An Employee who works in excess of five (5) consecutive
hours or more on a non-day shift on any day shall be allowed a paid meal break
of 20 minutes. The meal break periods will be modified as required to coincide
with the needs of the department.
Employees meal break schedule will be designed to maximise the
department's efficiency.
8.2 Meal
& Tea Breaks - Additional Work Hour Requirements
It may be necessary to work additional hours. Additional hours have, subject to clause
1.1.2 below, been accounted for in the annualised salary package. The following is the meal and tea break
provision when additional hours are required.
1.1.1. When additional
hours are those hours provided for in the annualised salary:
(i) For less than
four hours, a ten minute paid tea break.
(ii) For hours
greater than four hours, a ten minute paid tea break plus a 20 minute paid meal
break (intended for those required to work the majority of a full shift.)
1.1.2. When additional
hours are outside those provided in the annualised salary package:
(i) For less than
four hours, 20 minute paid break.
(ii) For hours
greater than four hours, a ten minute paid tea break plus a 20 minute paid meal
break.
9. Employment
Security Policy
(a) The parties
recognise that over the course of time the mix of jobs and skills required may change.
In the event that an Employee's job is displaced by new technology or
work methods, the Employee will be offered an alternative position where
possible together with the requisite training.
(b) In the event
that suitable alternative employment cannot be provided to Employees who
qualify for redundancy payments, the agreed Redundancy Provisions, referred to
in clause 27 in Part B of this Award will apply.
(c) The parties
acknowledge that redundancy is not a desired effect of the Award.
(d) In order to
ensure the preservation of Employees' jobs it may be necessary for the Company
to put additional work regimes in place quite different to those covered
elsewhere in the Award. If this situation
does arise then sub clause (c) of Clause 2 in Part A of the Award, will apply.
10. Job Posting
Any full-time position that becomes vacant or any new
position created will be posted on the Noticeboard in the Warehouse for a
period of one working week. A copy of
the posting will be given to the appropriate union delegate.
Any Employee who satisfies the pre-requisites of a new
position may apply. Applications must
be in writing and must be submitted to the Human Resources Department within
one working week of the position being posted.
In deciding who is to be assigned the position, the Company
will consider the skills, physical ability and manual dexterity, where relevant
to the nature of the position, and previous work history of the applicants. When all other factors seem to be even, the
Employee with the most Seniority applying for the job shall be appointed. See Clause 5 of Part B of the Award.
11. Performance
Appraisals
The overall performance of a company relies on the
contribution of each employee. A 360
degree team based performance appraisal
system will provide the opportunity to focus on recognition of performance and
development of Employees, including the agreement of practical plans that will
build on a person's strengths and minimise their weaknesses.
The instrument to conduct performance appraisals will be the
"Technician Performance Survey", see Appendices 2 - 8. This performance survey will play a dual
role of appraising performance at an existing level within the classification
structure as well as being a tool for assessing the readiness of an individual
for advancement through the classification structure.
At the time of assessment of an individual for progression
to a higher level, the survey will be conducted, by the team, on the
individual's existing level. Six months
later, the Employee will then be appraised at the new level using that level's
survey criteria. Performance appraisals
will then be subsequently conducted at two yearly intervals.
12. Counselling Procedure
(a) The Company is
committed to handling unacceptable
performance or violations of policies in a fair, equitable and just
manner. To this end, unacceptable
performance or violation of company policies will be dealt with through
progressive and corrective measures.
The Company will attempt to ensure that corrective measures are
commensurate with the severity of the Employee's conduct.
(b) Progressive
Corrective Measures
Corrective measures will be, generally speaking,
progressive, commencing with verbal
discussions, followed by written reprimands, and in the event that efforts at
correction have been ineffective, termination of employment. These processes should be held in privacy
and remain confidential. Generally,
once it has been determined that discipline is required to prevent a recurrence
of the poor conduct, the following steps will be applied:
First step:
Verbal discussions for first occurrence, pertaining to
unacceptable performance or concerning breach of conduct. A notation of this conversation will be duly
placed in the Employee's file.
Second step:
Written reprimand for second occurrence, pertaining to
unacceptable performance or breach of conduct.
A copy of this reprimand will be placed in the Employee's file.
Third step:
Written reprimand for third occurrence, pertaining to
unacceptable performance or breach of conduct.
A copy of this reprimand will be placed in the Employee's file.
Final step:
Termination - To be used when repetitive and
progressive corrective measures have proven ineffective or the offence is of a
serious enough nature as to require such action immediately.
Prior to imposing any form of discipline the
Supervisor/Manager will consult with the Human Resources Department. The Human Resources Department will assist
in the process in order to ensure fairness, uniformity and impartiality in the
application of the corrective measures.
It is to be understood throughout the procedure noted
above that the Employee will be invited to present any mitigating factors which
may have a direct impact on the interpretation of the occurrence. The Employee is free to seek counsel from
his/her union delegate and/or organiser at anytime throughout the
aforementioned procedure and/or request that the union delegate be in attendance.
Any reprimands inserted in an Employee's file will be
retained in the employee's official file located in the Human Resources
Department. These inserts will be
withdrawn after one year following insertion unless other offences/reprimands
are committed during this same period.
An Employee may, at any time, review their personal
file in the presence of a member of the Human Resources Department or union
representative if so requested.
Notwithstanding the above the Company shall retain the
right to dismiss any employee without progressive and corrective measures or
without notice for conduct that justifies instant dismissal particularly
conduct which could endanger our customers, place other employees at risk, or
cause wilful damage to our equipment facilities.
13.
Anti-Discrimination
(1) It is the
intention of the parties bound by the 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 as
responsibilities as a carer.
(2) It follows
that in fulfilling their obligations under the grievance procedure prescribed by the Award the parties have obligations to
take all reasonable steps to ensure that the operation of the provisions of the
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 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.
(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 the
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.
14. Grievance Procedures
For the purpose of this section the word
"grievance" means dispute with respect to an interpretation,
violation or enforcement in the application of the Award.
A sincere effort to promptly settle all such grievances
shall be made by all parties.
Any Employee who feels that their rights have been violated
may submit a grievance to the Company.
The Company strongly suggests that at the first stage of the
grievance procedure, the Employee should discuss the grievance with his/her
immediate Manager. If however, the
Employee would prefer to involve their union delegate at this stage, he/she is
encouraged to do so.
If, following discussion with a manager, the grievance
remains unresolved, the Employee and/or union delegate will meet with the
department manager to try to resolve the issue. The department manager will study the issues and relevant details
and render a decision within two work days following the meeting.
If at this stage the grievance is still not satisfactorily
resolved the Employee and/or a Union delegate, can refer the grievance to the
Grievance Committee. The Grievance
Committee will be made up of the following representatives and at all times
there will be an equal representation.
a. The Employee;
b. A union
delegate and/or the Co-Delegate;
c. The
Employee's Supervisor and/or Manager; and
d. The Director
of Human Resources or a delegate of their choice.
The Grievance Committee will meet as soon as is possible
within two work days following receipt of the grievance in order to attempt to
settle the issues. If the Grievance
Committee, after investigation of all of the facts, is not able to develop a
suitable solution, the Director of Operations and/or the Director of Human
Resources or their designates will render a final decision and this within one
day following the above meeting.
In the event of failure to resolve the dispute, the
delegate, the co-delegate together with the union organiser may notify the
Company to arrange a meeting with the intent of reaching a settlement.
If the grievance remains unresolved the Employee may take
steps to have the matter referred to
the Industrial Relations Commission of New South Wales (the
"Commission") for resolution.
The parties agree not to take
any industrial action whilst the grievance procedure is being followed.
Should a settlement not be reached with the assistance of
the Commission, either party may take whatever legal action is considered
appropriate to resolve the matter.
During or following the grievance procedure, the Company and/or the
union may elect to call a meeting of Employees to inform them of the progress
being made.
Grievances between the Company and the Union(s) or a
grievance on behalf of an Employee resulting from their termination may be
submitted directly to the Grievance Committee.
By mutual agreement the time frames noted above may be
modified accommodate to individuals' schedules and/or the seriousness of the
issue giving rise to the grievance.
15. Sick Leave
Annual Entitlement
(a) Sick Leave
An Employee, other than a casual employee who is unable
to work due to personal illness will be entitled to sick leave as follows:
1. During the
first year of employment an Employee will be entitled to a maximum of 76 hour's
of sick leave credits after having completed one month of service.
2. During the
second and each subsequent year of service, an Employee will become entitled to
additional sick leave credits to a maximum of 76 hours.
3. Part time
employees will be eligible for sick leave credits as described in paragraphs 3
and 4 of this sub clause but calculated on a pro rata basis.
4. Sick leave
credits not taken will accumulate from year to year.
5. Sick leave
credits not taken and therefore accumulated prior to the existence of the Award
will be maintained.
(b) The taking of
Sick Leave will be in accordance with the following procedure:
1. An Employee
shall prove to the satisfaction of their Manager that they are unable to attend
work for the day or days of absence before they are entitled to payment.
2. For absences
of three days or more a doctor's certificate must be submitted for payment of
sick pay to be made as well as in the case of a day off before or after a
public holiday.
(c)
1. Absences for
which a claim for Workers Compensation is to be made are not covered by this
section. Such absences are required to
be supported by the appropriate WorkCover medical certification in all cases,
in accordance with the relevant legislation.
2. If a claim
for Workers Compensation is not accepted by Workers Compensation then the claim
will be deemed sick leave and subject to the rules and regulations of this
clause.
(d) Should an
Employee be unfit for their normal duties, upon return to work from any sick
leave or a work accident, they are required to visit with the Supervisor before
proceeding to their area. In the
absence of the, Supervisor, the Employee should report to their Manager. The Employee shall then report to the Payroll
Manager or HR Manager as soon as is practicable thereafter to enable determination
of suitability of selective duties.
For further details regarding sick leave, refer to the
Abbott Sick Leave Policy No. 4.14, as varied from time to time, located in the
Human Resources Policies database within the Document Management System.
16. Personal/Carer's Leave
16.1 Use of Sick Leave
(a) An Employee,
other than a casual employee, with responsibilities in relation to a class of
person as set out in subparagraph (i) of paragraph (c) of this sub clause, who
needs the Employee's care and support, shall be entitled to use, in accordance
with this sub clause, any current or accrued sick leave entitlement, provided
for in clause 15, Sick Leave of Part B of the Award, for absences to provide
care and support, for such persons when they are ill. Such leave may be taken for part of a single day.
(b) The Employee
shall, if required, establish either by production of a medical certificate or
statutory declaration, the illness of the person concerned and that the illness
is such as to require care by another person.
In normal circumstances, an Employee must not take carer's leave under
this sub clause where another person has taken leave to care for the same
person.
(c) The
entitlement to use sick leave in accordance with this sub clause is subject to:
(i) the person
concerned being:
(a) a spouse of
the Employee; or
(b) a de facto
spouse, who, in relation to a person, is a person of the opposite sex to the
first mentioned person who lives with the first mentioned person as the husband
or wife of that person on a bona fide domestic basis although not legally
married to that person; or
(c) a child or an
adult child (including an adopted child, a step child, a foster child or an ex
nuptial child), parent (including a foster parent and legal guardian),
grandparent, grandchild or sibling of the employee or spouse or de facto spouse
of the Employee; or
(d) a same sex
partner who lives with the Employee as the de facto partner of that employee on
a bona fide domestic basis; or
(e) a relative of
the Employee who is a member of the same household, where for the purposes of
this subparagraph:
1. "relative"
means a person related by blood, marriage or affinity;
2. "affinity"
means a relationship that one spouse because of marriage has to blood relatives
of the other; and
3. "household"
means a family group living in the same domestic dwelling.
(d) An Employee
shall, wherever practicable, give the Company notice prior to the absence of
the intention to take leave, the name of the person requiring care and that
person's relationship to the Employee, the reasons for taking such leave and
the estimated length of absence. If it
is not practicable for the Employee to give prior notice of absence, the
Employee shall notify the Company by telephone of such absence at the first
opportunity on the day of absence.
16.2 Unpaid
Leave for Family Purpose
An Employee may elect, with the consent of the Company,
to take unpaid leave for the purpose of providing care and support to a member
of a class of person set out in clause 16.1(c)(i) of Part B of the Award who is
ill.
16.3 Annual
Leave
(a) An Employee
may elect with the consent of the Company, subject to the Annual Holidays
Act 1944, to take annual leave not exceeding five days in single day
periods or part thereof, in any calendar year at a time or times agreed by the
parties.
(b) Access to
annual leave, as prescribed in paragraph (a) of this sub clause, shall be
exclusive of any shutdown period provided for elsewhere under the Award.
(c) An Employee
and the Company may agree to defer payment of the annual leave loading in
respect of single day absences, until at least five consecutive annual leave
days are taken.
16.4 Time
Off in Lieu of Payment for Overtime
(a) An Employee
may elect, with the consent of the Company, to take time off in lieu of payment
for overtime at a time or times agreed with the Company within 12 months of the
said election.
(b) Overtime taken
as time off during ordinary time hours shall be taken at the ordinary time
rate, that is an hour for each hour worked.
(c) If, having
elected to take time as leave in accordance with paragraph (a) of this sub
clause, the leave is not taken for whatever reason payment for time accrued at
overtime rates shall be made at the expiry of the 12 month period or on
termination.
(d) Where no
election is made in accordance with the said paragraph (a), the employee shall
be paid overtime rates in accordance with the Award.
16.5 Make-up
Time
(a) An Employee
may elect, with the consent of the Company, to work "make-up time",
under which the employee takes time off ordinary hours, and works those hours
at a later time, during the spread of ordinary hours provided in the Award, at
the ordinary rate of pay.
(b) An Employee on
shift work may elect, with the consent of the Company, to work "make-up
time" (under which the Employee takes time off ordinary hours and works
those hours at a later time), at the shift work rate which would have been
applicable to the hours taken off.
16.6 Rostered
Days Off
(a) An Employee
may elect, with the consent of the Company, to take a rostered day off at any
time.
(b) An Employee
may elect, with the consent of the Company, to take rostered days off in part
day amounts.
(c) An Employee
may elect, with the consent of the Company, to accrue some or all rostered days
off for the purpose of creating a bank to be drawn upon at a time mutually
agreed between the Company and Employee, or subject to reasonable notice by the
Employee or the Company.
(d) This sub
clause is subject to the Company informing the Unions of its intention to
introduce system of RDO flexibility, and providing a reasonable opportunity for
the Unions to participate in negotiations.
17. Bereavement Leave
(i) An Employee,
other than a casual employee, shall be entitled to three days bereavement leave
without deduction of pay, up to and including the day after the funeral, on
each occasion of the death of a person as prescribed in sub clause (iii) of
this clause. Provided that, if the
Employee claims payment for such leave in excess of two ordinary days, the
employee shall furnish, if required, proof satisfactory to the Company that he
or she attended the funeral.
(ii) The Employee
must notify the Company as soon as practicable of the intention to take
bereavement leave and will, if required by the Company, provide to the
satisfaction of the Company proof of death.
(iii) Bereavement
leave shall be available to the Employee in respect to the death of a person
prescribed for the purposes of personal/carer’s leave as set out in
subparagraph (ii) of paragraph (c) of sub clause (1) of clause 16 of Part B of
this Award, provided that, for the purpose of bereavement leave, the Employee
need not have been responsible for the care of the person concerned.
(iv) An Employee
shall not be entitled to bereavement leave under this clause during any period
in respect of which the Employee has been granted other leave.
(v) Bereavement
leave may be taken in conjunction with other leave available under clause
16(2)-(5) of Part B of the Award. In
determining such a request, the Company will give consideration to the
circumstances of the Employee and the reasonable operational requirements of
the business.
18. Workers'
Compensation Procedure:
Refer to Workers Compensation Policy number 6.6, as varied
from time to time, located in the Human Resources Policy Manual and the Basic
Operating Procedure No. HR-0280, as varied from time to time, for claim
procedure.
19. Parental Leave
Refer to Parental Leave Policy Number 4.17, as varied from
time to time, located in the Human Resources Policy Manual for additional
benefits.
20. Public Holidays
(a)
1. An Employee
shall be entitled, without loss of pay, to the following public holidays that
fall during their regular work schedule: New Year's Day, Australia Day, Good
Friday, Easter Saturday, Easter Monday, Anzac Day, Queen’s Birthday, Labour
Day, Christmas Day and Boxing Day, and all other days gazetted as Public
Holidays for the State of New South Wales.
2. Employees
whose work schedule is Tuesday to Friday will receive a total of the same
number of public holidays as an employee whose work schedule is Monday to
Thursday.
b) Picnic Day
In addition to the public holidays prescribed, one
Picnic Day covering all Employees will be mutually agreed between the Company
and the Unions annually.
c) Absence on
Working Day Before of After
An Employee must be in attendance both the working day
before and the working day after the holiday that they are entitled to in
clause a).1. of this sub clause in order to be paid for such holiday unless
otherwise agreed to.
21. Right of Entry
See Industrial Relations Act 1996.
22.
Trade Union Operations
22.1 Union Membership
and Delegates
The Company recognises the Unions, as the unions
responding to the Award.
The on-site union/s shall provide to the Company a list
of accredited union delegates, co-delegates or "stand-in"
representatives. Such lists may be
amended from time to time as the case may be.
Such persons shall within reason and when possible be allowed the
necessary paid time during working hours, to interview union members, union
officials and to meet with Company officials on matters affecting persons
represented by the union. The
delegate's and/or co-delegate's manager will be advised prior to the conducting
of any union business that will necessitate their departure from their work
area.
The Company, when requested, will make every reasonable
effort to provide a suitable area to conduct legitimate union business.
Delegates will attempt to ensure that any union
organised meeting is arranged to occur during Employees' scheduled breaks so as
to avoid disruption to the Company's operations. In calling a stop work meeting the union will attempt to minimise
the affects on other Company activities.
Union delegates, co-delegates or their representatives required to
attend union business apart from approved training (refer to clause 22.2 of
Part B of the Award) will do so at no cost to the Company unless specifically
requested by the Company to attend.
22.2 Trade Union
Training Leave
(i) A union
delegate, co-delegate or representative shall upon application in writing by
the union be granted up to five days leave with pay each calendar year,
cumulative to a maximum of ten days to attend trade union training courses and
seminars.
"Trade union training courses and seminars"
include those conducted:
1. By or with the
support of the Australian Trade Union Training Authority or accredited union
courses.
2. By or under
the auspices of an on-site union, the scope, content and level of which are
designed to promote good industrial relations and industrial efficiency.
The notice to the Company shall include details of the
date(s) upon which the course is to be conducted.
(ii) The granting
of such leave shall be subject to the Employee or the union giving not less
than one week's written notice of the intention to attend such course or such
lesser period as may be agreed between the Company, the union and the Employee
concerned.
Provided that the taking of such leave shall be
arranged so as to minimise any adverse effect on the Company's operation.
(iii) Leave of
absence granted pursuant to this clause shall count as service for all
purposes.
(iv) Each Employee
on leave approved in accordance with this clause shall be paid all ordinary
time earnings, applicable allowances and shift loadings which normally become
due and payable during the period of leave.
(v) The Company
shall not be required to pay the cost of travel to and from the place where such
courses are conducted and/or any other costs during
such leave.
(vi) Leave granted
will not incur any additional payment to the extent that the course attended
coincides with any other period of paid leave granted pursuant to the Award.
23. Standing Down of
Employees
In the event of a stoppage of work for any reason outside
the Company's control, the contract of employment may be continued, in which
case the Company's liability for payment shall be suspended for the duration of
the stoppage of work, provided that two working days' notice shall be given to
Employees prior to such suspension.
24. Period of Notice
a) A fortnightly
paid employee who wishes to terminate their employment with the Company must
give a minimum of two week's notice. If
such an Employee chooses to leave before the completion of the required notice,
they must first obtain approval from the Company to do so. In this circumstance, payment will be up to
the agreed termination date and all time worked during the notice period will
be paid for. Such resignation may be
withdrawn by mutual agreement within the period of notice.
b) In order to
terminate the employment of a fortnightly paid employee, notice by the Company
will at least meet minimum notice provisions outlined in the Federal
Workplace Relations Act 1996 requirements at the time of termination, or
payment in lieu of such notice.
c) In the case of
employee misconduct, the Company will terminate the employment of such Employee
by use of the Counselling Procedure. An
employee who feels that their rights have not been respected can submit their
case as set out in clause 14, Grievance Procedures of Part B of the Award.
25. Abandonment of
Employment
The Employee has the responsibility to notify the Company of
absence from work. If after two working days the employee remains absent
without prior notification, the Company will:
a) make an effort
to contact the person; and
b) notify the
union delegate of the absence.
When contact is made, a satisfactory explanation must be
given by the Employee. If no contact
has been made after a working week, the Employee will be deemed to have
abandoned their employment. Such cases
will be reviewed on an individual basis and will not set a precedent for other
cases.
26. Certificate of
Service
An Employee on termination of employment and upon request,
will be given a certificate of service by the Company stating the period of
their service and nature of their employment.
A separate certificate of training will be given upon request for
training accomplished during the employment period. Application for references should be made to the Human Resources
Department.
27. Redundancy
Provisions
As per the provisions of HR Policy No. HR4.7 located within
the Human Resources Policies database within Document Management, as varied
from time to time, after consultation of the parties before implementation.
Appendix 2
ABBOTT AUSTRALASIA
PTY LTD - Abbott International Division
Technician
Performance Survey - Level 1
INTERPERSONAL
(PEOPLE) SKILLS
|
Name:
|
Participates in Team Activities
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays
this
|
Displays
this
|
|
|
Behaviour
|
Behaviour
|
Pulls own weight in the team
|
|
|
|
Contributes in team meetings
|
|
|
|
Accepts team goals as own
|
|
|
|
Lets others know what is happening
|
|
|
|
Lets others know when they are doing
something unsafe
|
|
|
|
Brings safety issues to attention
|
|
|
|
Communicates with internal
partners/customers
|
|
|
|
Listens carefully to others
|
|
|
|
Understands needs of internal
partners/customers
|
|
|
|
Talks in a positive way to others
|
|
|
|
Is sympathetic to difficulties of others
|
|
|
|
Respects individual differences
|
|
|
|
Is open and honest with others
|
|
|
|
Supports & Develops Others
|
|
|
|
Helps prepare for the next person
|
|
|
|
Is approachable
|
|
|
|
Is friendly & co-operative
|
|
|
|
|
|
|
|
DECISION MAKING/PROBLEM SOLVING
|
Identifies & Solves Problems
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays
this
|
Displays
this
|
|
|
Behaviour
|
Behaviour
|
Recognises & corrects simple or obvious
errors in routine work
|
|
|
|
activities
|
|
|
|
Seeks assistance if necessary
|
|
|
|
Is alert to recurring problems
|
|
|
|
Works without close supervision
|
|
|
|
Identifies & reports faults or defects
|
|
|
|
|
|
|
|
ORGANISATION, PLANNING & TIME
MANAGEMENT
|
Organises Resources & Time
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays
this
|
Displays
this
|
|
|
Behaviour
|
Behaviour
|
Communicates well with internal
partners/customers
|
|
|
|
Organises routine task activities to meet
the plan
|
|
|
|
Completes daily allocated work activities
efficiently
|
|
|
|
Provides information,
services & materials correctly & on time to
|
|
|
|
internal partners/customers
|
|
|
|
Checks sets of information (e.g. batch
numbers, expiry dates,
|
|
|
|
weights, signatures) against each other,
ensuring the information
|
|
|
|
is accurate and complete
|
|
|
|
Appendix 3
ABBOTT
AUSTRALASIA PTY LTD - Abbott International Division
Technician
Performance Survey - Level 2
INTERPERSONAL (PEOPLE) SKILLS
|
Name:
|
Participates in Team Activities
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays
this
|
Displays
this
|
|
|
Behaviour
|
Behaviour
|
Pulls own weight in the team
|
|
|
|
Contributes in team meetings
|
|
|
|
Accepts team goals as own
|
|
|
|
Lets others know what is happening
|
|
|
|
Acknowledge efforts of others
|
|
|
|
Lets others know when they are doing
something unsafe
|
|
|
|
Brings safety issues to attention
|
|
|
|
Handles conflict in a sensitive manner
|
|
|
|
Communicates with internal
partners/customers
|
|
|
|
Listens carefully to others
|
|
|
|
Understands needs of internal
partners/customers
|
|
|
|
Talks in a positive way to others
|
|
|
|
Is sympathetic to difficulties of others
|
|
|
|
Respects individual differences
|
|
|
|
Is open and honest with others
|
|
|
|
Supports & Develops Others
|
|
|
|
Is happy to train others in new skills
|
|
|
|
Helps prepare for the next persons
|
|
|
|
Is approachable
|
|
|
|
Is friendly & co-operative
|
|
|
|
Gives constructive feedback
|
|
|
|
Encourages others to express ideas
|
|
|
|
|
|
|
|
DECISION MAKING/PROBLEM SOLVING
|
Identifies & Solves Problems
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays
this
|
Displays
this
|
|
|
Behaviour
|
Behaviour
|
Back-checks details leading up to problems
|
|
|
|
Seeks assistance if necessary
|
|
|
|
Is alert to recurring problems
|
|
|
|
Looks for signs of problems
|
|
|
|
Thinks problems through before acting
|
|
|
|
Suggests possible solutions
|
|
|
|
Passes on experience to others
|
|
|
|
|
|
|
|
ORGANISATION, PLANNING & TIME
MANAGEMENT
|
Organises Resources & Time
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays
this
|
Displays
this
|
|
|
Behaviour
|
Behaviour
|
Ensures smooth shift changeovers
|
|
|
|
Communicates well with internal
partners/customers
|
|
|
|
Organises routine task activities to meet
the plan
|
|
|
|
Thinks ahead to reduce errors and delays
|
|
|
|
Completes routine work
|
|
|
|
Shares responsibility to meet targets
|
|
|
|
Provides information,
services & materials correctly & on time to
|
|
|
|
internal partners/customers
|
|
|
|
Appendix 4
ABBOTT AUSTRALASIA
PTY LTD - Abbott International Division
Technician
Performance Survey - Level 3
INTERPERSONAL (PEOPLE) SKILLS
|
Name:
|
Participates in Team Activities
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays this
|
Displays this
|
|
|
Behaviour
|
Behaviour
|
Pulls own weight in the team
|
|
|
|
Contributes in team meetings
|
|
|
|
Accepts team goals as own
|
|
|
|
Lets others know what is happening
|
|
|
|
Acknowledge efforts of others
|
|
|
|
Lets others know when they are doing something unsafe
|
|
|
|
Brings safety issues to attention
|
|
|
|
Handles conflict in a sensitive manner
|
|
|
|
Communicates with internal partners/customers
|
|
|
|
Listens carefully to others
|
|
|
|
Understands needs of internal partners/customers
|
|
|
|
Talks in a positive way to others
|
|
|
|
Is sympathetic to difficulties of others
|
|
|
|
Respects individual differences
|
|
|
|
Is open and honest with others
|
|
|
|
Supports & Develops Others
|
|
|
|
Is happy to train others in new skills
|
|
|
|
Helps prepare for the next person
|
|
|
|
Is approachable
|
|
|
|
Is friendly & co-operative
|
|
|
|
Gives constructive feedback
|
|
|
|
Encourages others to express ideas
|
|
|
|
Provides a source of consultation
|
|
|
|
|
|
|
|
DECISION MAKING/PROBLEM SOLVING
|
Identifies & Solves Problems
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays this
|
Displays this
|
|
|
Behaviour
|
Behaviour
|
Back-checks details leading up to problems
|
|
|
|
Seeks assistance if necessary
|
|
|
|
Detects errors or problems in routine work activities
|
|
|
|
Decide on appropriate solutions
|
|
|
|
Corrects the situation without assistance
|
|
|
|
Keeps supervisor informed of problems & actions
|
|
|
|
Passes on experience to others
|
|
|
|
|
ORGANISATION, PLANNING & TIME MANAGEMENT
|
Organises Resources & Time
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays this
|
Displays this
|
|
|
Behaviour
|
Behaviour
|
Ensures smooth shift changeovers
|
|
|
|
Communicates well with internal partners/customers
|
|
|
|
Prioritises tasks without supervisory assistance to meet
deadlines
|
|
|
|
Thinks ahead to reduce errors and delays
|
|
|
|
Organise materials, supplies or equipment needed to
complete
|
|
|
|
work activities effectively
|
|
|
|
Advises supervisor of anticipated needs in specific areas
|
|
|
|
Provides information, services & materials correctly
& on time
|
|
|
|
to internal partners/customers
|
|
|
|
Appendix
5
ABBOTT AUSTRALASIA
PTY LTD - Abbott International Division
Technician
Performance Survey - Level 4
INTERPERSONAL (PEOPLE) SKILLS
|
Name:
|
Participates in Team Activities
|
Needs some
|
Usually
|
Always
|
|
Development
|
Displays this
|
Displays this
|
|
|
Behaviour
|
Behaviour
|
Co-ordinates the activities of team members
|
|
|
|
Allocates tasks where necessary
|
|
|
|
Provides assistance where necessary
|
|
|
|
Lets others know what is happening
|
|
|
|
Acknowledge efforts of others
|
|
|
|
Lets others know when they are doing something unsafe
|
|
|
|
Brings safety issues to attention
|
|
|
|
Handles conflict in a sensitive manner
|
|
|
|
Communicates with internal partners/customers
|
|
|
|
Listens carefully to others
|
|
|
|
Understands needs of internal partners/customers
|
|
|
|
Talks in a positive way to others
|
|
|
|
Is sympathetic to difficulties of others
|
|
|
|
Respects individual differences
|
|
|
|
Is open and honest with others
|
|
|
|
Supports & Develops Others
|
|
|
|
Is happy to train others in new skills
|
|
|
|
Helps prepare for the next person
|
|
|
|
Is approachable
|
|
|
|
Is friendly & co-operative
|
|
|
|
Gives constructive feedback
|
|
|
|
Encourages others to express ideas
|
|
|
|
Provides a source of consultation
|
|
|
|
|
DECISION MAKING/PROBLEM SOLVING
|
Identifies & Solves Problems
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays this
|
Displays this
|
|
|
Behaviour
|
Behaviour
|
Back-checks details leading up to problems
|
|
|
|
Seeks assistance if necessary
|
|
|
|
Detects errors or problems in routine work activities
|
|
|
|
Decide on appropriate solutions
|
|
|
|
Corrects the situation without assistance
|
|
|
|
Keeps supervisor informed of problems & actions
|
|
|
|
Passes on experience to others
|
|
|
|
|
ORGANISATION, PLANNING & TIME MANAGEMENT
|
Organises Resources & Time
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays this
|
Displays this
|
|
|
Behaviour
|
Behaviour
|
Communicates well with internal partners/customers
|
|
|
|
Prioritises tasks without supervisory assistance to meet
deadlines
|
|
|
|
Thinks ahead to reduce errors and delays
|
|
|
|
Organise materials, supplies or equipment needed to
complete
|
|
|
|
work activities effectively
|
|
|
|
Advises supervisor of anticipated needs in specific areas
|
|
|
|
Provides information, services & materials correctly
& on time
|
|
|
|
to internal partners/customers
|
|
|
|
Appendix
6
ABBOTT AUSTRALASIA
PTY LTD - Abbott International Division
Technician
Performance Survey - Level 5
INTERPERSONAL (PEOPLE) SKILLS
|
Name:
|
Participates in Team Activities
|
Needs some
|
Usually
|
Always
|
|
Development
|
Displays this
|
Displays this
|
|
|
Behaviour
|
Behaviour
|
Schedules, co-ordinates & monitors the activities of
team
|
|
|
|
members to meet work requirements efficiently
|
|
|
|
Allocates tasks where necessary
|
|
|
|
Provides assistance where necessary
|
|
|
|
Lets others know what is happening
|
|
|
|
Acknowledge efforts of others
|
|
|
|
Lets others know when they are doing something unsafe
|
|
|
|
Ensures the safety of others in the department
|
|
|
|
Handles conflict in a sensitive manner
|
|
|
|
Communicates with internal partners/customers
|
|
|
|
Listens carefully to others
|
|
|
|
Understands needs of internal partners/customers
|
|
|
|
Liaises with other departments to direct or monitor
activities
|
|
|
|
Is sympathetic to difficulties of others
|
|
|
|
Respects individual differences
|
|
|
|
Is open and honest with others
|
|
|
|
Supports & Develops Others
|
|
|
|
Conducts on-the-job training of team members
|
|
|
|
Organises specialist training resources as required
|
|
|
|
Establishes training & development plans for team
members
|
|
|
|
Is friendly & co-operative
|
|
|
|
Gives constructive feedback
|
|
|
|
Encourages others to express ideas
|
|
|
|
Provides a source of consultation
|
|
|
|
|
|
|
|
DECISION MAKING/PROBLEM SOLVING
|
Identifies & Solves Problems
|
Needs some
|
Usually
|
Always
|
Identifies serious or complex problems
|
|
|
|
Interprets patterns of information to reach solutions
|
|
|
|
Implements appropriate solutions using supervisory advice
&
|
|
|
|
assistance where required
|
|
|
|
Corrects the situation without supervisory assistance if
|
|
|
|
appropriate
|
|
|
|
Decides on appropriate solutions
|
|
|
|
Keeps supervisor informed of problems & actions
|
|
|
|
Passes on experience to others
|
|
|
|
|
|
|
|
ORGANISATION, PLANNING & TIME MANAGEMENT
|
|
|
Organises Resources & Time
|
Needs some
|
Usually
|
Always
|
|
|
|
Development
|
Displays this
|
Displays this
|
|
|
|
|
Behaviour
|
Behaviour
|
|
|
Communicates well with internal partners/customers
|
|
|
|
|
|
Prioritises tasks without supervisory assistance to meet
|
|
|
|
|
|
deadlines
|
|
|
|
|
|
Plans and organises all of the resources required to
complete
|
|
|
|
|
|
scheduled work within area
|
|
|
|
|
|
Provides information, services & materials correctly
& on time
|
|
|
|
|
|
to internal partners/customers
|
|
|
|
|
|
|
|
|
|
|
Appendix 7
ABBOTT AUSTRALASIA
PTY LTD - Abbott International Division
Technician Performance
Survey - Level 6
INTERPERSONAL (PEOPLE) SKILLS
|
Name:
|
Participates in Team Activities
|
Needs some
|
Usually
|
Always
|
|
Development
|
Displays this
|
Displays this
|
|
|
Behaviour
|
Behaviour
|
Schedules, co-ordinates & monitors the activities of
team
|
|
|
|
members to meet work requirements efficiently
|
|
|
|
Allocates tasks where necessary
|
|
|
|
Provides assistance where necessary
|
|
|
|
Lets others know what is happening
|
|
|
|
Acknowledge efforts of others
|
|
|
|
Lets others know when they are doing something unsafe
|
|
|
|
Ensures the safety of others in the department
|
|
|
|
Handles conflict in a sensitive manner
|
|
|
|
Communicates with internal partners/customers
|
|
|
|
Listens carefully to others
|
|
|
|
Understands needs of internal partners/customers
|
|
|
|
Liaises with other departments to direct or monitor
activities
|
|
|
|
Is sympathetic to difficulties of others
|
|
|
|
Respects individual differences
|
|
|
|
Is open and honest with others
|
|
|
|
Supports & Develops Others
|
|
|
|
Conducts on-the-job training of team members
|
|
|
|
Organises specialist training resources as required
|
|
|
|
Establishes training & development plans for team
members
|
|
|
|
Is friendly & co-operative
|
|
|
|
Gives constructive feedback
|
|
|
|
Encourages others to express ideas
|
|
|
|
Provides a source of consultation
|
|
|
|
|
DECISION MAKING/PROBLEM SOLVING
|
Identifies & Solves Problems
|
Needs some
|
Usually
|
Always
|
Assumes responsibility for decisions required in the
day-to day
|
|
|
|
running of the work without supervisory assistance
|
|
|
|
Anticipates or predicts potential quality problems or
issues
|
|
|
|
Interprets patterns of information to reach solutions
|
|
|
|
Implements appropriate actions to correct situations and
to
|
|
|
|
ensure quality requirements are met in the future
|
|
|
|
ORGANISATION, PLANNING & TIME MANAGEMENT
|
Organises Resources & Time
|
Needs some
|
Usually
|
Always
|
|
Development
|
Displays this
|
Displays this
|
|
|
Behaviour
|
Behaviour
|
Communicates well with internal partners/customers
|
|
|
|
Prioritises on-going competing activities without
supervisory
|
|
|
|
assistance to meet deadlines
|
|
|
|
Plans and organises all of the resources required to
complete
|
|
|
|
Scheduled work within area
|
|
|
|
Provides information, services & materials correctly
& on time
|
|
|
|
to internal partners/customers
|
|
|
|
Plan and organise specific activities within the department
|
|
|
|
Co-ordinate information to ensure specific requirements
are met
|
|
|
|
Appendix
8
ABBOTT
AUSTRALASIA PTY LTD - Abbott International Division
Technician
Performance Survey - Level 7
INTERPERSONAL
(PEOPLE) SKILLS
|
Name:
|
Participates in Team Activities
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays
this
|
Displays
this
|
|
|
Behaviour
|
Behaviour
|
Schedules, co-ordinates & monitors the
activities of team
|
|
|
|
members to meet work requirements
efficiently
|
|
|
|
Allocates tasks where necessary
|
|
|
|
Provides assistance where necessary
|
|
|
|
Lets others know what is happening
|
|
|
|
Acknowledge efforts of others
|
|
|
|
Lets others know when they are doing
something unsafe
|
|
|
|
Ensures the safety of others in the
department
|
|
|
|
Handles conflict in a sensitive manner
|
|
|
|
Communicates with internal
partners/customers
|
|
|
|
Listens carefully to others
|
|
|
|
Understands needs of internal
partners/customers
|
|
|
|
Liaises with other departments to direct or
monitor activities
|
|
|
|
Is sympathetic to difficulties of others
|
|
|
|
Respects individual differences
|
|
|
|
Is open and honest with others
|
|
|
|
Supports & Develops Others
|
|
|
|
Conducts on-the-job training of team
members
|
|
|
|
Organises specialist training resources as
required
|
|
|
|
Establishes training & development
plans for team members
|
|
|
|
Is friendly & co-operative
|
|
|
|
Gives constructive feedback
|
|
|
|
Encourages others to express ideas
|
|
|
|
Provides a source of consultation
|
|
|
|
|
|
|
|
DECISION MAKING/PROBLEM SOLVING
|
Identifies & Solves Problems
|
Needs
some
|
Usually
|
Always
|
Assumes responsibility for decisions
required in the day-to day
|
|
|
|
running of the work without supervisory
assistance
|
|
|
|
Anticipates or predicts potential quality
problems or issues
|
|
|
|
Interprets patterns of information to reach
solutions
|
|
|
|
Implements appropriate actions to correct
situations and to
|
|
|
|
ensure quality requirements are met in the future
|
|
|
|
ORGANISATION, PLANNING & TIME
MANAGEMENT
|
Organises Resources & Time
|
Needs
some
|
Usually
|
Always
|
|
Development
|
Displays
this
|
Displays
this
|
|
|
Behaviour
|
Behaviour
|
Communicates well with internal partners/customers
|
|
|
|
Prioritises on-going competing activities
without supervisory
|
|
|
|
assistance to meet deadlines
|
|
|
|
Plans and organises all of the resources
required to complete
|
|
|
|
scheduled work within area
|
|
|
|
Provides information, services &
materials correctly & on time
|
|
|
|
to internal partners/customers
|
|
|
|
Plan and organise specific activities
within the department
|
|
|
|
Co-ordinate information to ensure specific requirements
are met
|
|
|
|
PART
C - CLASSIFICATION
STRUCTURE
1. General
Information
1.1 Introduction
The primary aim of the Company's Classification
Structure (the "Classification Structure") is to provide a sound
framework for developing individuals to a required level of competency within
the various levels provided in a fair and equitable manner. The Structure is
based on competency, rather than the more traditional method of classifying work
which is based mainly on job titles or qualifications.
Competency can be defined as the skills, knowledge and
behaviours necessary to perform work to specified standards.
A competency-based classification structure therefore
organises work and rewards employees according to the skills, knowledge and
behaviours needed to perform the required work.
Employees benefit through a more structured and defined
system to prepare them for the more challenging work for the future.
The Company benefits through a structured organisation
of work which clearly defines the competencies required to meet Company goals,
more efficient employee performance, and flexibility of resources to meet the
changing needs of customers.
Purpose of This Document
The purpose of this document is to provide all
personnel involved with an understanding of:
the Classification Structure,
the nature of the work occurring at each level, and
how employees develop their skills.
1.2 Description
of the Structure
CLASSIFICATION LEVELS
The Classification Structure has seven levels Level 1
(entry level) through to a Level 7.
Each level has clearly defined competency requirements which are
different from levels above and below.
The higher the level, the more complex the work requirements.
Classification of work is based on careful analysis of
the education, training, knowledge, responsibilities, communication skills,
work context and technical skills required in each position. Positions of similar overall complexity are
grouped together in the same level.
GENERIC TITLES
In order to encourage more effective work practices,
all employees are referred to as Technicians.
Differences in roles within the classification levels will be identified
by generic role titles, for example, Technician Level 3 -Warehousing.
SKILL FLEXIBILITY
To maintain the needed skill flexibility, Employees
will continue to be required to perform any work for which they are trained and
competent. This will apply both within their current level and at lower
classification levels.
MULTI-SKILLING
Generally, Employees will be encouraged and recognised
for becoming multi-skilled across different roles within their particular
functional stream.
In addition, and where relevant, Employees will be
given opportunities to multi-skill within the Warehousing environment. This is of particular benefit to both the
Company and Employees where:
there is a logical development of skill from one level
to another, or
there are skill requirements between levels, allowing
an Employee to receive recognition for applying his/her skills more broadly.
REVIEW OF ROLES
Employees will continue to participate in programs
designed to improve quality and efficiency. It is therefore likely that roles
will naturally evolve over time as Employees become more skilled and
responsible in their work.
Given the requirement for Employees to undertake a
period of training and consolidation of skill it is not anticipated that significant
changes to job roles will be necessary other than those agreed. In this respect role reviews will be
conducted, on a needs basis. To ensure
that roles continue to be classified fairly, these will be carried out by any
two Employees involved in each role and having knowledge of the role/s being
reviewed, a Management representative, a union representative and an HR
representative.
CASUAL EMPLOYEES
Casual employees will continue to be provided through
external agencies on a needs basis.
Casual employees will not be classified in the
Classification Structure. However, casual employees, will be given
opportunities to apply for a permanent position should a vacancy arise. In this case, if successful, the employee
will be assessed and classified into the appropriate level.
EMPLOYEE APPEALS
As Employees move onto and work within the
Classification Structure, there needs to be provision for those people who feel
that they wish to appeal a process or issue. The Appeals Procedure will
address:
appeals concerning assessment of competency; and
appeals concerning classification of roles.
In each case, the Employee should try to resolve the
concern through discussion with:
(i) the person who
has been directly working with them on assessment, or classification of a
role, then
(ii) the current
immediate Manager, then
(iii) the union
representative, then
(iv) the HR
representative.
1.3 General
Requirements for Each Level
Classification.
Level Requirements Cover What is Typically Needed to Perform the Work in
Roles Classified at a Particular Level. the Requirements Include:
Qualifications and/or experience;
Training; and
Competency requirements.
QUALIFICATIONS AND EXPERIENCE
Qualifications:
Include any formal educational or vocational
qualifications or licensing typically needed to perform the work in a
particular position.
Experience:
This refers to any previous experience needed, gained either
at a lower level in the Company, or in a similar field in another company.
TRAINING
Two types of training will be provided to allow
Employees to meet the required competencies in their respective roles and
within their classification levels.
Generic Training:
This refers to training which is relevant to competent
performance in all roles within a classification level. Generic training will
support the more specialised on-job training and will cover such areas as
OH&S, Quality, Teamwork, GMP etc. Where possible, this training will be an
accredited programme.
On-Job Training:
This type of training is provided to allow Employees to
achieve the required standard of competence in the particular tasks associated
with their respective roles.
COMPETENCY REQUIREMENTS
Generic Level Competencies:
Within each level, there are some competencies that
need to be achieved in all positions Classified at that level. These include,
for example, the type of responsibility and decision-making expected and the
level of communication, documentation and technical skills needed.
Competencies required at each level are listed in
Clause3, Part C of this Award.
Position Competencies:
Following the completion of relevant generic and on-job
training, Employees will be expected to perform their work to specified
competency standards. These will vary according to the nature of work in each
role.
1.4 Summary
of Generic Training
Generic training is based on a ‘building block’ approach
- each level building on the skills developed at the previous level. For this reason, employees will be required
to undertake generic training modules (as they become available) for all levels
up to and including the level at which they are classified
LEVEL
|
GENERIC TRAINING MODULE
|
|
|
1
|
ABBOTT INDUCTION PROGRAM
|
2
|
NUMERACY AND CALCULATION as
required
|
|
BASIC COMPUTING SKILLS
|
|
MATERIALS HANDLING
|
3
|
HAZARDOUS CHEMICALS
|
|
IATA DANGEROUS GOODS COURSE
|
|
MAN-UP FORKLIFT
|
|
Warehouse Certificate offered
if business need requires same
|
4
|
INTERMEDIATE COMPUTING SKILLS
|
|
Warehouse Certificate offered
if business need requires same
|
5
|
TIME MANAGEMENT
|
|
PLANNING SKILLS
|
|
SUPERVISORY/COACHING SKILLS
|
|
ROOT CAUSE ANALYSIS
|
6
|
DATA ANALYSIS/ROOT CAUSE
ANALYSIS
|
7
|
TO BE DEFINED
|
|
TERTIARY QUALIFICATIONS AS
REQUIRED
|
1.5 Summary of Roles within Levels
LEVEL
|
WAREHOUSING
|
1
|
Warehouse Technician
|
2
|
Warehouse Technician
|
3
|
Warehouse Technician
|
|
Receiving Technician
|
4
|
Multi-skilled Warehouse Technician
|
5
|
Warehouse Technician
|
6
|
To be Defined
|
7
|
To be Defined
|
2.
Employee Classification, Training and Assessment
2.1 Employee Classification
THE STRUCTURE
Each
Employee is classified into the Classification level which most closely
represents their level of competency.
As a result of the original job re-design process,
there were additional tasks to perform in each of the roles. This means that Employees are required to
undertake training to be fully competent in their roles.
To remain in a particular classification level,
Employees are expected to consistently demonstrate the required level of
competence.
Generic and Job Specific training will be undertaken by
the Employee and once competency is established the Employee will be classified
within the appropriate level of the structure.
Vacancies at each level will be advertised in writing
and Employees will be selected against relevant criteria.
Where there is a requirement to appoint a person from
outside the Company, the initial classification level will generally be one
level below the level of the role until the person is assessed as meeting all
requirements.
An Employee who is required by the Company to do work
carrying a lower rate than his/her ordinary classification shall suffer no
reduction in pay in consequence thereof.
An Employee engaged for more than two (2) hours during
one day or shift on duties carrying a higher rate than their ordinary
classification shall be paid the higher rate for such day or shift. If for two (2) hours or less during one day
or shift the employee shall be paid their normal rate for the time so worked.
2.2 Training and Assessment
TRAINING
Employees will all have the opportunity to receive
training in areas that are new to them, or where they feel they would like
additional understanding about a process.
Delivery of Training:
Employees will be trained by an appropriate person.
This will vary according to what the need is, but training will be conducted
by, for example, Employees who are already assessed as competent in the process
or task, or other appropriate staff members.
ASSESSMENT GUIDELINES
Aim of Assessment:
The aim of an assessment is to determine whether an
Employee is fully competent in their work, or whether some additional training
is needed in one or more areas.
Conduct of the Assessment:
To help ensure a fair assessment, the following people
need to be involved:
the Employee being assessed
the immediate Supervisor/Manager
an accredited assessor (either another Employee who is competent
in the tasks being assessed - may require different people for different parts
of the work or an external assessor).
When the Employee is Assessed as Fully Competent:
Once an Employee has been assessed as competent, the
Supervisor/Manager will confirm such competence by Personnel Instruction to the
Human Resources Department for classification onto the new level with
commensurate pay rate.
When the Employee needs some Additional Training:
In this case, the Supervisor/Manager needs to clearly
identify and record what additional training is needed. A time for the training to occur should then
be agreed by the Supervisor/Manager and the Employee. On completion of the training, that aspect of the work should
then be re-assessed.
ONGOING EMPLOYEE DEVELOPMENT
All support, acknowledgement and provision of training
will occur to ensure all personnel have the necessary skills to complete their
specific role.
3.
Classification Level Requirements
3.1 Classification Level 1
Employees entering the Company at this level will
undertake structured training to enable them to develop competence in basic
operations in [Manufacturing] or Warehousing roles.
QUALIFICATIONS AND EXPERIENCE
Minimum of 1 month on the job training required within
this role before eligible for assessment of competence.
Basic literacy and numeracy to specified criteria
Forklift Permit/Licence (where required)
TRAINING
GENERIC LEVEL 1 TRAINING
Abbott Induction Programme
ON-JOB TRAINING
Complete all necessary on-job training to achieve the
level of competency required in all work specified for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 1 COMPETENCIES
Responsibility
Understand and correctly apply GMP
Determine the most effective method and sequence of
completing work activities within established procedures
Ensure the quality of own work output
Work effectively under routine supervision
Recognise and correct basic problems/errors in routine
activities
Organise routine, allocated task activities to
efficiently meet work requirements
Knowledge
Acquire a basic, general knowledge about The Company,
including major products
Acquire a working knowledge of other roles within the
work area
Acquire a basic knowledge of machinery, materials,
products used in own work
Communication
Work effectively in a team environment
Understand and complete basic documentation accurately
and to specifications
Occupational Health & Safety
Understand and correctly apply workplace safety
procedures
Maintain a clean and tidy work area using appropriate
agents as specified
TYPICAL LEVEL 1 ROLE COMPETENCIES
The following summaries are not intended to be complete
descriptions of the work required in each position. They are included simply to
give an indication of the types of tasks likely to be performed. Employees are
required to demonstrate competence in the following role:
Warehouse Technician:
Pick and pack orders, operate range of mobile equipment,
complete despatch documentation,
operate shrink wrapper and strapping machine (if required), correct
transfer and delivery of goods between areas, complete basic despatch
documentation and calculations, basic computing and checking of orders.
3.2 Classification
Level 2
QUALIFICATIONS AND EXPERIENCE
Minimum of 3 months on the job training required within
this role before eligible for assessment of competence
Basic literacy and numeracy to specified criteria
Forklift Licence
TRAINING
GENERIC LEVEL 2 TRAINING
NUMERACY AND CALCULATION as required
BASIC COMPUTING SKILLS
MATERIALS HANDLING
ON-JOB TRAINING
Complete all necessary on-job training to achieve the
level of competency required in all work specified for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 2 COMPETENCIES
Responsibility
Understand and correctly apply GMP
Determine the most effective method and sequence of
completing work activities within established procedures
Apply quality checks to the work of others/work processes
Work effectively under routine supervision
Recognise and correct basic problems/errors in routine
activities and, where authorised, decide and implement an
appropriate solution
Organise routine, allocated task activities to
efficiently meet work requirements
Knowledge
Acquire a basic, general knowledge about The Company,
including product range
Understand roles in other departments that directly
impact on own work activities
Acquire a basic knowledge of machinery, materials, products used in department
Communication
Work effectively in a team environment
Provide on-job training of Level 1 Technicians in
specific tasks
Understand and accurately complete required
documentation on standard forms
Occupational Health & Safety
Understand and correctly apply workplace safety
procedures
Maintain a clean and tidy work area using appropriate
agents as specified
TYPICAL LEVEL 2 ROLE COMPETENCIES
The following summaries are not intended to be complete
descriptions of the work required in each position. They are included simply to
give an indication of the types of tasks likely to be performed. Employees are
required to demonstrate competence in the following role:
Warehouse Technician
As for Level 1 plus
access and input data on computer, organise transportation, assist
training lower level technicians, order layout for pallet stacking.
3.3 Classification
Level 3
QUALIFICATIONS AND EXPERIENCE
Minimum of 6 months on the job training required within
this role before eligible for assessment of competence
Basic literacy and numeracy to specified criteria
Forklift Licence
TRAINING
GENERIC LEVEL 3 TRAINING
HAZARDOUS CHEMICALS
IATA DANGEROUS GOODS COURSE
MAN-UP FORK LICENCE
Warehouse Certificate offered if business need requires
same.
ON-JOB TRAINING:
Complete all necessary on-job training to achieve the
level of competency required in all work specified for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 3 COMPETENCIES
Responsibility
Understand and correctly apply GMP
Determine the most appropriate resources and approaches
to achieve required outcomes, both in routine and non-routine work activities
Identify existing quality problems and implement
corrective action
Work effectively under general supervision
Detect and solve problems in routine activities without
assistance
Organise materials, supplies, equipment needed to
complete work activities
Knowledge
Acquire a basic, general knowledge about The Company, including
product range
Understand roles in other departments that directly
impact on own work activities
Acquire an in-depth knowledge of machinery, materials,
products or work systems
Communication
Work effectively in a team environment
Provide on-job training of lower level Technicians in
specific task activities
Maintain detailed written and computerised records
accurately and to specifications
Occupational Health & Safety
Understand and correctly apply workplace safety
procedures
Maintain a clean and tidy work area using appropriate
agents as specified
TYPICAL LEVEL 3 ROLE COMPETENCIES
The following summaries are not intended to be complete
descriptions of the work required in each position. They are included simply to
give an indication of the types of tasks likely to be performed. Employees are
required to demonstrate competence in one of the following roles:
Warehouse Technician
As for Level 2, plus pick slip printing, complete cycle
(stock) counts and reconciliations, confirm adjustments, complete product
returns, review and write BOP's, assist
in training of lower level Technicians, actioning of Requests for Engineering Work (REW's).
Receiving Technician
As for Level 2, plus receive inventory, eg. Bottles,
caps, labels, cartons, shippers, raw materials etc, and non-inventory goods
into warehouse, complete quality checks on receipt of goods, complete
calculations and documentation for incoming goods, assist in training lower
level Technicians, QA incoming sampling as needed, review and write BOP's,
actioning of Requests for Engineering Work (REW's).
3.4 Classification
Level 4
QUALIFICATIONS AND EXPERIENCE
Basic literacy and numeracy to specified criteria
Minimum of 9 months on the job training required within
this role before eligible for assessment of competence
Forklift Licence
Man-Up Fork Licence
IATA Dangerous Goods Course
TRAINING
GENERIC LEVEL 4 TRAINING
INTERMEDIATE COMPUTING SKILLS
Warehouse Certificate may be offered depending on
business needs.
ON-JOB TRAINING
Complete all necessary on-job training to achieve the
level of competency required in all work specified for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 4 COMPETENCIES
Responsibility
Understand and correctly apply GMP
Determine the most appropriate resources and approaches
to achieve required outcomes, both in routine and non-routine work activities
Identify existing quality problems and implement
corrective action
Work effectively under general supervision
Detect and solve problems in routine activities without
assistance
Organise and plan own daily work activities, including
co-ordination of resources if necessary, to efficiently complete scheduled work
activities
Knowledge
Acquire a sound knowledge of the structure of the
Company
Understand roles in other departments that directly
impact on own work activities
Acquire in-depth knowledge of relevant machinery,
materials, products, work systems
Communication
Co-ordinate activities of team members
Provide effective on-job training of lower level
Technicians in specific task activities
Provide detailed report or analysis, ensuring clear and
accurate presentation
Occupational Health & Safety
Understand and correctly apply workplace safety
procedures
Maintain a clean and tidy work area using appropriate
agents as specified
TYPICAL LEVEL 4 ROLE COMPETENCIES
The following summaries are not intended to be complete
descriptions of the work required in each position. They are included simply to
give an indication of the types of tasks likely to be performed. Employees are required to demonstrate
competence in the following role:
Multiskilled Technician
Two Level 3 Roles
plus supervise all KDC warehousing functions, prioritise
orders and allocate to staff, control receipt of local and imported finished
goods, decide on transportation, complete pallet stock counts and
reconciliations, organise operating supply requirements and record and report
issue, interact with all systems in warehouse, complete all documentation to
sign off, provide daily manifest and warehouse statistics on volumes,
turnaround times, error rates, co-ordinate wall to wall stock-take ensuring
count finalised, supervise forklift
instruction and maintain record of all permit/licence holders, assist in
training of lower level technicians.
3.5 Classification
Level 5
QUALIFICATIONS
AND EXPERIENCE
Two Year TAFE Course (Part-time) or equivalent
Minimum of 3
years previous experience with a minimum of 9 months on the job training
required within this role before eligible for assessment of competence.
Forklift Licence
TRAINING
GENERIC LEVEL 5 TRAINING
Time management
Planning skills
Supervisory/coaching skills training
Root cause analysis
ON-JOB TRAINING
Complete all necessary on-job training to achieve the
level of competency required in all work specified for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 5 COMPETENCIES
Responsibility
Understand and correctly apply advanced GMP
Assume responsibility for decisions which have a
significant impact on the department
Identify existing quality problems and implement
corrective action
Work effectively under general supervision with
responsibility for the organisation, planning and conduct of the majority of
work within the section
Identify and solve complex problems and interpret
information to implement solutions
Plan and organise the resources needed to efficiently
complete scheduled work within the section, including effective co-ordination
of people, materials and machines/equipment
Knowledge
Acquire a sound knowledge of the structure of the
Company
Understand an in-depth knowledge of all roles within
the department
Acquire in-depth knowledge of relevant machinery,
materials, products and work systems
Communication
Provide effective team leadership, including scheduling
and monitoring team activities
Provide/monitor effective on-job training of lower
level Technicians in all work activities
Prepare operating procedures and/or a detailed
proposal, report or analysis, ensuring clear and accurate presentation
Occupational Health & Safety
Assume responsibility for the safety of others in the
work section
Maintain a clean and tidy work area using appropriate
agents as specified.
TYPICAL LEVEL 5 ROLE COMPETENCIES - The following
summaries are not intended to be complete descriptions of the work required in
each position. They are included simply to give an indication of the types of
tasks likely to be performed. Employees are required to demonstrate competence
in one of the following roles:
Previous level requirements plus
Plan and organise resources, monitor daily output to
align with KPI measures, co-ordination of overtime and casual hours, supervise
correct loading of transport, inventory control supervising all stock control
locally and third party warehousing, root cause analysis to reach solutions on
problems and make recommendations and or solutions, team coaching, liaise with
other departments on issues as raised, specialist training resources training
and development plans, assist in recruitment.
3.6 Classification
Level 6
QUALIFICATIONS AND EXPERIENCE
Literacy and numeracy to specified criteria
Minimum of 12 months on the job training required
within this role before eligible for assessment of competence
Forklift Licence
TRAINING
GENERIC LEVEL 6 TRAINING
DATA ANALYSIS/PROBLEM SOLVING
ON-JOB TRAINING
Complete all necessary on-job training to achieve the level
of competency required in all work specified for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 6 COMPETENCIES
Responsibility
Understand and correctly apply advanced GMP
Determine the most appropriate resources and approaches
to achieve required outcomes, both in routine and non-
routine work activities
Predict potential quality problems from patterns or
analyses, implement corrective action
Work effectively under general supervision within the
scope of the role
Identify and solve complex problems and interpret
information to implement solutions
Plan and organise specific project or requirement to
efficiently meet requirements
Knowledge
Acquire a sound knowledge of the structure of the
Company
Understand roles in other departments that directly
impact on own work activities
Acquire in-depth knowledge of relevant machinery,
materials, products, work systems
Communication
Co-ordinate activities of team members
Provide/monitor effective on-job training of lower
level Technicians in specific task activities
Provide detailed report or analysis, ensuring clear and
accurate presentation
Occupational Health & Safety
Assume responsibility for the safety of others in the
work section/department
Maintain a clean and tidy work area using appropriate
agents as specified
TYPICAL LEVEL 6 ROLE COMPETENCIES - MANUFACTURING (the
manufacturing stream has been removed from the remainder of the award. is this
classification still relevant?)
The following summaries are not intended to be complete
descriptions of the work required in each role. They are included simply to
give an indication of the types of tasks likely to be performed. Employees are
required to demonstrate competence in one of the following roles:
TO BE DEFINED
3.7 Classification Level 7
Level 7 provides a transition level for those employees
selected by the Company to build on their Level 6 skills and where possible progress
through to a staff position. (This may be either a Manufacturing role or a
Technical role).
QUALIFICATIONS AND EXPERIENCE
Minimum of 3 years on the job training required within
this role before eligible for assessment of competence.
Forklift Licence (where required)
Tertiary qualifications as required
TRAINING
GENERIC LEVEL 7 TRAINING
Employees classified at Level 7 will be required to
undertake and successfully progress through a relevant, accredited tertiary
course.
ON-JOB TRAINING
Employees will be required to undertake appropriate
on-job training. The nature of this training will depend upon the specific role
needed.
COMPETENCY REQUIREMENTS
All employees classified at this level will need to develop
high level skills in such areas as:
quality assurance/technical systems
data analysis
computing (knowledge of range of systems and software)
trouble shooting (problem identification and problem
solving)
planning/scheduling functions
people/team management
continuous improvement programmes
departmental representation
overseeing of work systems or projects
TO BE DEFINED
T. M. KAVANAGH J.
____________________
Printed by
the authority of the Industrial Registrar.