ARMAGUARD NSW (CLERICAL AND ADMINISTRATIVE) ENTERPRISE AWARD, 2002-2004
INDUSTRIAL RELATIONS
COMMISSION OF NEW SOUTH WALES
Application by Mayne
Logistics Armaguard.
(No. IRC 7101 of 2002)
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Before The Honourable Justice
Glynn
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20 December 2002
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AWARD
TABLE OF CONTENTS
Clause No. Subject Matter
1. Parties
2. Title
3. Incidence
4. Duress
5. Definition
6. Relationship
to Parent Award
7. Disputes
Settlement
8. Code of
Conduct - Policy
9(a) Wage Rates
9(b) Branch
Co-ordinator Allowance
10. Classification
Structure
11. Hours
12. Split
Hours
13. Sunday and
Holidays
14. Casual and
Part-time Employees
15. Overtime
16. Meal Break
17. Meal
Allowance
18. Higher
Duties
19. Terms of
Engagement
20. New Technology
and Work Systems
21. Electronic
Funds Transfer of Wages
22. Training
23. Time Off
In Lieu of Payment for Overtime
24. Confidentiality
25. Commencement
and Duration
26. Declaration
27. Leave
Reserved
28. Anti-Discrimination
Annexure 1 -
Code of Conduct - Policy
Appendix 1 -
Managers/Supervisors
Appendix 2 -
Employees
Appendix 3
Employee Representatives
Appendix 4 -
Collaborative Responsibilities
Annexure 2 -
Supplementary Information to Classification Structure
1. Parties
The parties to this Enterprise Award are Mayne Group Limited
trading as Mayne Logistics, Armaguard, ACN 004 073 410 (the Company) in New
South Wales, the Federated Clerks’ Union of Australia, New South Wales Branch
(the Union) and the employees of the company employed in the classification of
Clerks and Tellers and associated employees defined by the Clerical and
Administrative Employees (State) Award published 14 February 1997 (296 IG 619).
2. Title
This Enterprise Award shall be known as the Armaguard NSW
(Clerical and Administrative) Enterprise Award 2002 - 2004.
3. Incidence
This Enterprise Award shall apply to the classifications of
clerks, tellers and associated employees of Armaguard within NSW.
4. Duress
The parties to this Enterprise Award state that it was not
entered into under any duress from any party.
5. Definition
"Probation" means an initial set period of time (a
maximum of three months) immediately after commencement of employment, in a
particular classification, during which the employee’s conduct and work
performance can be assessed.
In extenuating circumstances, probation may be extended by a
further six weeks to allow the completion of the training program.
6. Relationship to
Parent Award
This Award shall be read in conjunction with the Clerical
and Administrative Employees (State) Award.
This Award shall prevail to the extent of any inconsistency between it
and the Clerical and Administrative (State) Award. Where this Award is silent on any matter then the prevailing provisions
in the Clerical and Administrative (State) Award shall apply.
7. Disputes
Settlement
It is agreed that the provision of uninterrupted quality
service to clients is of paramount importance in the long-term benefit for both
the company and the employees.
All parties agree to abide by the following guidelines in
the resolution of any dispute:
Any contentious matter/issue will be discussed at the
enterprise level between management and the job delegate. Grievances will be responded to as soon as practicable.
If these discussions do not resolve the dispute then
the local organiser will become involved.
If this still does not lead to resolution of
outstanding matters, then officers from the Union and the Company shall become
involved, and if necessary, the matter may be referred to the NSW Industrial
Relations Commission. Any decision by
the Commission shall be accepted by the parties as final, subject to any appeal
process which may be instituted by either party.
Pending the resolution of any matter in accordance with
the above procedure, work shall continue without disruption. The circumstances which applied immediately
prior to the dispute arising shall, as far as possible, apply until final
resolution of the matter.
8. Code of Conduct -
Policy
It is agreed that all employees shall abide by the Armaguard
NSW Employee Code of Conduct which shall be issued to all employees. (See Annexure 1 to this Award)
Any dispute over the application of this clause shall be
dealt with in accordance with clause 7, Disputes Settlement.
9(a). Wage Rates
The wage rates applicable for the duration of the Award will
be as follows:
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Grade
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Payments from 13
December 2002
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Payments from first
full pay period to
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commence on or after
12 December 2003
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Permanent
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Casual
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Permanent
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Casual
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$
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$
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$
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$
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1
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13.16
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15.79
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13.55
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16.27
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2
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14.63
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17.56
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15.07
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18.08
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3
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15.29
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18.34
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15.75
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18.90
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4
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16.58
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19.90
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17.08
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20.49
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5
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18.43
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22.11
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18.98
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22.78
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9(b). Branch
Co-ordinator Allowance
This allowance will be paid on a daily basis of $12 per day
to a grade 5 employee who performs the additional duties of opening and/or closing
their branch as well as undertaking supervisory tasks as assigned by their
Branch Manager. Employees in receipt of
this allowance may be required to hold a gun licence.
This allowance will increase by 3% on or after the next full
pay period to commence after 12 December 2003 and replaces any additional
payments received by employees as at the commencement date of this Award.
The above rates cover all classifications under this Award
with no over-award payments to be paid.
Any further increase to duties or responsibilities will require a review
of pay rates for the classification and endorsement by the Union and the
Company.
10. Classification
Structure
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Grade
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Examples of
Position Titles
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Characteristics of
this Grade
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1.
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Entry Level Position
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The employee may work under direct supervision
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With regular checking of progress.
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Clerical Assistant
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An employee at this grade applies knowledge and
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skills to a limited range of tasks. The choice of actions
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required is clear.
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Usually work will be performed within established
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routines, methods and procedures that are predictable,
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And which may require the exercise of limited discretion.
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2.
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Cash for Coin Processor
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The employee may work under routine supervision
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Enveloper
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With intermittent checking.
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Deposit Processor
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An employee at this grade applies knowledge and
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Bulk Packer
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skills to a range of tasks. The choice of actions required
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ATM Re-bank Processor
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is usually clear, with limited complexity in the choice.
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Coin Roller
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Work will be performed within established routines,
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Switch
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methods and procedures, which involve the exercise of
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Data input
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some discretion and minor decision making.
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3.
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Clerk
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The employee may work under limited supervision
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with checking related to overall progress.
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Coin Processor / Teller
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An employee at this grade may be responsible for the
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work of others and may be required to co-ordinate such
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Discrepancy Clerk
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work.
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An employee at this grade applies knowledge with depth
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in some areas and a broad range of skills. Usually work will be
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performed within routines, methods and procedures where
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some discretion and judgment is required.
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Assistant to Grade 4 or Grade 5 Clerk.
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4.
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Take-in Teller/
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The employee may be required to work without
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Amalgamating Teller/Teller
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supervision with general guidance on progress and
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outcomes sought.
Responsibility for the organisation of
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ATM Teller
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The work of others may be involved.
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An employee at this grade applies knowledge with
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Administrative Officer
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depth in some areas and a broad range of skills. There
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is a wide range of tasks, and the range and choice of
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Reserve Bank Pool Teller
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actions required will usually be complex.
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An employee at this grade applies competencies
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usually applied within routines, method and procedures
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where discretion and judgment is required, for both self
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And others.
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5.
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NIA Branch Teller
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Responsible and accountable for their own work.
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Exercise initiative, discretion and judgment based on
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Clerical and Administrative
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their skills and knowledge.
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Officer
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The employee may be supervised by management and
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may be responsible for the planning and organisation
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Branch ATM Controller
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of the work of others.
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An employee at this grade applies knowledge with
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substantial depth in some areas and a range of skills
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which may be varied or highly specific. The employee
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may receive assistance with specific problems.
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An employee at this grade applies knowledge and skills
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independently and non-routinely. Judgment and initiative
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are required.
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Perform clerical and administrative duties using more
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extensive range of skills and knowledge.
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May be required to train other employees and
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supervise other clerical staff.
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For supplementary information to classification structure -
see Annexure 2
11. Hours
(a) The ordinary hours
of work shall be limited to eight hours on any one day, Monday to Friday
inclusive, between the hours of 5am and 8pm.
The hours of work shall enable flexibility in the
starting and finishing times within the spread of hours.
(b) For work
outside the span of hours, (Monday to Friday), a loading of 17.5% on the
appropriate classification rate will be paid up to 12 midnight and for work
outside the span of hours, (Monday to Friday), a loading of 20% on the
appropriate classification rate will be paid from 12 midnight to 5 am provided
that work in excess of 8 hours on any shift will receive penalty rates of time
and a half and double time as prescribed in clause 15.
Examples of the application of the loading:
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Start Time
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Finish Time
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Payment
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8 pm
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2 am
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8 pm-12 midnight Classification Rate + 17.5%
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12 midnight- 2 am Classification Rate + 20%
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6 pm
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12 midnight
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6 pm-8pm: Classification Rate
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8 pm-12 midnight: Classification Rate + 17.5%
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8 pm
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4 am
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8 pm-12 midnight Classification Rate + 17.5%
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12 midnight-4 am Classification Rate + 20%
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4 pm
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2 am
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4 pm-8 pm: Classification Rate
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8 pm-12 midnight: Classification Rate + 17.%
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12 midnight-2 am:
Overtime Rate
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4 am
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10 am
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4 am-5 am: Classification Rate + 20%
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5 am-10 am: Classification Rate
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(c) Saturday work
for hours between 8 am and 4.30 pm will be paid at time and a half. All other time worked on Saturday will be paid
in accordance with clause 15(a).
(d) Generally,
rosters will provide seven days notice of when employees are required to attend
for work, although this may not be achievable in all instances. Shift duration and starting and finishing
times are to be established at each Branch in consultation between the Branch
Manager and the ASU Delegate.
(e) Nominations
for work outside the span of hours Monday to Friday and Saturday is voluntary.
12. Split Shifts
By mutual consent, split shifts for casual employees may be
worked, provided there are at least seven hours worked on that day and one of
the shifts is a minimum of four hours.
When the cumulative periods worked exceed 8 hours on any day overtime
payments are applicable as per clause 15.
13. Sundays and
Holidays
(i) New Years
Day, Australia Day, Good Friday, Easter Saturday, Easter Monday, Anzac Day,
Queen’s Birthday, Eight Hour Day, Christmas Day, Boxing Day and an additional
day’s holiday to be observed pursuant to subclause (ii) of this clause and any
other day gazetted as a public holiday for the State, shall be holidays for the
purposes of this award.
(ii) In addition
to the holidays specified in subclause (i) of this clause, an employee shall be
entitled to one additional day as a holiday in each calendar year. Such additional holiday shall be observed on
the day when the majority of employees in an establishment observe a day as an
additional holiday or on another day mutually agreed between the employer and
employee. The additional holiday is not
cumulative and must be taken within each calendar year.
(iii) Any dispute
concerning the day on which an additional holiday is to be taken by an
employee, may be referred to the Conciliation Committee.
(iv) No deductions
shall be made from the wages of weekly or part-time employees for the week in
which any of the holidays, referred to in subclause (i) of this clause, fall.
(v) For work done
on any of the holidays referred to in subclause (i) of this clause, double time
and one-half shall be paid with a minimum payment for four hours’ work.
(vi) For work done
on a Sunday double ordinary time with a minimum payment for four hours work
shall be paid.
(vii) Where an
employee is absent from the employee’s employment on the working day before or
the working day after a public holiday without reasonable excuse, or without
the consent of the employer, the employee shall not be entitled to payment for
such holiday.
14. Casual and
Part-Time Employees
(a) Casual
Employee
A casual employee shall mean an employee who is engaged
and paid as such, and whose spread of ordinary hours shall be as set out in
clause 11, Hours, and whose rate of pay shall be calculated pursuant to clause
9, Wage Rates, and clause 10, Classification Structure.
(b) Part-time
Employee
(i) A part-time
employee shall mean an adult employee who is employed to work regular days and
regular hours, either of which are less than the number of days and hours
worked by permanent clerical employees, but such days shall not be less than 2
per week and such hours shall not be less than 12 per week.
(ii) The spread of
ordinary hours of work of part-time employees shall be as set out in clause 12,
Hours, and their rate of pay shall be calculated pursuant to clause 9, Wage
Rates, and clause 11, Classification Structure.
(iii) Notwithstanding
anything elsewhere contained in this Award, the provisions of this Award with
respect to annual leave, annual leave loading, sick leave, jury service,
bereavement leave, maternity leave and holidays, shall apply to part-time
employees on a pro rata basis for each employee in proportion to the normal
ordinary hours worked by weekly clerical employees in the section or department
in which the part-time employee is employed.
(iv) Notwithstanding
the provisions of this clause, the Union and an employer may agree, in writing,
to observe other conditions in order to meet special clauses.
15. Overtime
(a) All time worked
outside the ordinary hours of work prescribed by clause 11, Hours, of this
Enterprise Award, shall be overtime and shall be paid for at the rate of time
and one-half for the first two hours and double time thereafter excepting where
another rate is prescribed by this Award, provided that in computing overtime,
each day’s work shall stand alone. In
particular, overtime will be paid for specific periods of time at specific
rates as follows:
between 12 midnight Friday and 8 am Saturday - double
time;
between 8 am and 4.30 pm Saturday - time and a half;
between 4.30 pm Saturday and 12 midnight Sunday -
double time.
(b) When overtime
work is necessary, it shall wherever reasonably practicable, be so arranged
that employees have at least ten consecutive hours off duty between the work of
successive days.
An employee who works so much overtime between the
termination of his/her ordinary rostered work on one day and the commencement
of his/her ordinary rostered work on the next day that he/she has not had at
least ten consecutive hours off duty between those times shall, subject to this
subclause, be released after completion of such overtime until he/she has had
ten consecutive hours off duty, without loss of pay, for ordinary working time
occurring during such absence. If on
the instruction of the employer such an employee resumes or continues work
without having had such ten consecutive hours off duty, he/she shall be paid at
double rates until he/she is released from duty for such period and he/she then
shall be entitled to be absent until he/she has ten consecutive hours off duty
without loss of pay for ordinary working time occurring during such absence.
(c) This clause
shall apply to casual employees and in such cases overtime shall be calculated
on the casual rate of pay contained in this Enterprise Award.
(d) Notwithstanding
anything contained in clause 11, Hours, of this Enterprise Award, employees
whose fixed hours of employment are less than thirty-eight hours per week, may
be worked without the payment of overtime up to two hours after the fixed
finishing time on any one day, or not more than four days in any calendar
month, or eight days in any two consecutive calendar months; provided that, in
any case, an employee shall not be required to work more than nine hours in any
one day nor more than thirty-eight hours in any one week without the payment of
overtime; provided further that such
nine hours shall be worked between 5am and 8pm Monday to Friday, inclusive.
(e) In computing
overtime, any portion of five minutes shall be reckoned as five minutes and
thereafter in increments of five minutes.
16. Meal Break
(a) Employees
whose ordinary working hours fall between 5 am and 8 pm, shall be allowed a
meal break of not less than thirty minutes nor more than one hour.
(b) An employee,
under no circumstances, shall be required to work more than six hours without a
break for a meal. At the conclusion of
working six hours an employee is to be directed to take a 20-minute break which
will be paid for at the prevailing rate.
17. Meal Allowance
Meal allowance will only be paid if the employee has
completed not less than eight hours on any one day and is required to work
overtime for not less than two or more, after normal finishing time. The quantum of this allowance is adjusted in
accordance with movements in the Clerical and Administrative Employees (State)
Award from time to time.
18. Higher Duties
An employee will be paid at the appropriate rate for the
full shift, if 50%or more of the time worked during that shift is at the higher
grade.
19. Terms of
Engagement
(a) All employees
shall be employed as weekly, casual or part-time employees.
(b) An employer
shall inform each employee as to the terms of his/her engagement, and in particular
he/she is a weekly, part-time or casual employee, employed on day or shift
work.
(c) Where the
Company makes a definite decision that it no longer wishes a clerical job done
by anyone pursuant to clause 39, Redundancy, of the Clerical and Administrative
(State) Award, and as a consequence an employees services are terminated, then
that employee shall be entitled to no less Notice of Termination and Severance
Payment than that contained in the Company policy current at the time of the
making of this Award.
20. New Technology
and Work Systems
New technology and work systems are to be introduced in a
co-operative manner to ensure customer service requirements, safety and
efficiency are maximised. Consultation
with Union representatives, and employee training will occur for all
significant technology and work system changes.
21. Electronic Funds
Transfer of Wages
The Company will make wage payments by means of electronic
funds transfer, on three month’s notice to the employee and the Union.
22. Training
Following consultation between Union representatives, the
employees and the Branch Manager, a training program will be developed, taking
into account:
the current and future skill needs of the branch
the size, structure and nature of the operations of the
branch
the need to develop vocational skills relevant to the
work of the branch, through courses conducted on the job, or by accredited
institutions and providers.
During the Induction of new employees they will be trained
in branch work procedures which will be supported by standardised
documentation.
23. Time Off in Lieu
of Payment for Overtime
An employee may elect, with the consent of the employer, to
take time off in lieu of payment for overtime, on an hour for hour basis, at a
time or times agreed with the employer within 12 months of the said election.
24. Confidentiality
(a) All
information provided to or otherwise obtained by employees regarding Armaguard
operations, procedures, or any other matter, is confidential and is not to be
disclosed to any other person without the consent of the company.
(b) Similarly any
information obtained about Armaguard clients, current or past, is to be
regarded as confidential.
25. Commencement and
Duration
This Award rescinds and replaces the Armaguard NSW (Clerical
& Administrative) Enterprise Award 2000-2002 published 30 November 2001
(329 IG 1156).
This Award shall commence on 13 December 2002 and shall
remain in force until 13 November 2004 with the provision to commence
negotiations by March 2004 on a new Award but no later than six months prior to
the end of this Awards term.
26. Declaration
(a) This
Enterprise Award has been negotiated through extensive consultation between
management, employees and the Union.
The content of the Enterprise Award has been canvassed widely with
affected employees. All parties are
entering into this Enterprise Award with full knowledge of the content and
effect of the document.
(b) The parties declare
that this Enterprise Award:
(i) Is not
contrary to the public interest
(ii) Is not
unfair, harsh or unconscionable
(iii) Reflects the
interests and desires of the parties.
27. Leave Reserved
Leave is reserved to the Union to discuss with the Company
the issue of casual employees entitlements to redundancy benefits.
28.
Anti-Discrimination
(1) It is the
intention of the parties to this Award to seek to achieve the object in section
3(f) of the Industrial Relations Act
1996 to prevent and eliminate discrimination in the workplace. This includes
discrimination on the grounds of race, sex, marital status, disability,
homosexuality, transgender identity, age and responsibilities as a carer.
(2) It follows
that in fulfilling their obligations under the dispute resolution procedure set
out in this Award the parties will take all reasonable steps to ensure that the
operation of the provisions of this Award are not directly or indirectly
discriminatory in their effects. It
will be consistent with the fulfilment of these obligations for the parties to
make application to vary any provision of the Award which, by its terms or
operation, has a direct or indirect discriminatory effect.
(3) Under the Anti-Discrimination Act 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:
(i) any conduct
or act which is specifically exempted from anti-discrimination legislation;
(ii) offering or
providing junior rates of pay to persons under 21 years of age;
(iii) any act or
practice of a body established to propagate religion which is exempted under
section 56(d) of the Anti-Discrimination
Act 1977;
(iv) a party to
this award from pursuing matters of unlawful discrimination in any State or
Federal jurisdiction.
(5) This clause
does not create legal rights or obligations in addition to those imposed upon
the parties by the legislation referred to in this clause.
Notes:
(a) Employers and
employees may also be subject to Commonwealth anti-discrimination legislation.
(b) Section 56(d)
of the Anti-Discrimination Act 1977
provides:
“Nothing in this Act affects … any other act or
practice of a body established to propagate religion that conforms to the
doctrines of that religion or is necessary to avoid injury to the religious
susceptibilities of the adherents of that religion.”
Annexure 1
Code of Conduct - Policy
(a) Introduction
Armaguard NSW, a division of Mayne Group Ltd is
committed to providing quality service and conducting its business with
efficiency, impartiality and integrity.
This commitment requires that all employees perform their duties at a
high standard and comply with both Federal and State legislation at all times
during their course of employment.
Staff should be aware that a Code of Conduct can
provide assistance for both employers and employees when they are required to
decide what are acceptable standards of behaviour.
Staff should familiarise themselves with the contents
of this Code of Conduct and should ensure they observe its provisions. They should also realise departure from the
provisions of this Code could be grounds for disciplinary action.
(b) Conflict of
Interest
When at work, staff should act in the companies and
general public interest and not in a manner designed primarily to gain unfair
advantage for themselves or other individuals, in areas such as the letting of
contracts or purchasing of goods and services.
Staff should disclose in writing to a senior officer any pecuniary or
other definite interest held by them which could lead to a potential conflict
between personal interest and official duty, e.g. outside employment.
Staff should notify a senior officer when dealing with
relatives and close friends and, wherever possible, disqualify themselves from
the dealing.
Conflict of interest between private activities and
official duties must be resolved in favour of the company.
(c) Acceptance of
Gifts or Benefits
Staff may accept token gifts of benefits, such as a box
of chocolates or flowers from a grateful fellow employee or customer. However, if the gift or benefit is intended
to influence decisions about how work is done, contracts let or goods purchased
(or if it could reasonably be perceived as such), it should not be accepted.
An offer of such a gift should be politely declined and
any unsolicited gift be promptly and publicly returned. Gifts include acceptance of subsidised or
free travel or accommodation arrangements from companies supplying goods or
services. Staff in doubt as to the
appropriateness of receiving such gifts of benefits should refer the matter to
Executive Management for clarification.
(d) Personal and
Professional Behaviour
Staff should refrain from any form of conduct in
relation to other staff or public intended to cause any person offence or
embarrassment.
In the performance of their duties staff:
Should not wilfully disobey or wilfully disregard any
lawful order given by any person having the authority to make or give the
order.
In cases of dispute arising from compliance or
non-compliance with an order, staff may appeal to an Executive Manager against
being required to carry out the order.
However, as far as it is possible and practical, they should comply with
the order until the appeal is heard by senior management or trade union
representative if appropriate.
Should observe the strictest practices of honesty and
integrity, and avoid conduct which could suggest any departure. This may include a duty to bring to notice
dishonesty on the part of other staff.
Should ensure their work is carried out efficiently,
economically and effectively, and that the standard of work reflects favourably
on their organisation. Quality service
and personal appearance are an integral element of our customer service policy.
Should follow the policies of the organisation, whether
or not they approve of these policies.
Should an extreme situation arise in which a staff member finds a policy
at major variance with his or her personal views, the matter should be
discussed with an Executive Manager with a view to having the situation
resolved. If that is not possible, the
staff member should consider requesting transfer to another position in which
the conflict does not arise or, as a last resort, resigning.
Should follow the procedures and guidelines, as laid
down by the organisation for day to day operational and legal requirements.
Must not seek to influence any person in order to
obtain promotion, or other advantage.
(e) Fairness
Staff should deal with issues or cases in a consistent,
prompt, fair and non-discriminatory manner.
(f) Public
Comment and Disclosure of Official Information
Individuals have the right to make public comment and
openly debate political and social issues not related to Company activity. However, staff should make it clear that
other than in the course of duty or when giving evidence in court, they are not
making an official comment nor speaking as Armaguard employees representing an
official position of the company.
Contents of official documents or privileged knowledge
may only be released by staff with the authority to do so and personal opinions
should not be offered in place of facts.
Official information must not be used for personal
gain, for example to obtain rewards from a successful tenderer supplied with
inside information.
(g) Use of
Official Resources
Staff should ensure that resources, funds, staff or
equipment under their control, are used effectively and economically in the
course of their duties for the purpose of Armaguard business. Official facilities and equipment include,
for example, typing facilities, photocopiers and computers.
Requests to use resources outside of core business, for
example to aid in a charitable activity, should be referred to an appropriate
senior employee.
Unless permission has been granted, staff must not use
the services of other staff or official facilities for private purposes. Where there are specific directions on the
use of official facilities for private purposes or conditions for their use,
these must be strictly complied with.
(h) Patents
If an employee makes an invention which has an
application to his or her official duties, matters relating to patent rights
must be submitted through the State Manager.
This is a highly complex field of law, eg whether invention took place
in working time or the employee’s private time. Employees who consider they have a legitimate right to patents
would be well advised to detain independent legal advice.
(i) Volunteer
Fire Fighting and State Emergency Services
Staff wishing to join the Volunteer Fire Brigade or
State Emergency Service are required to make application. Such applications may be approved provided
the State Manager is satisfied that no undue inconvenience to the facility will
result. Any remuneration received for
this work may be retained.
(j) The Employee
as a Private Employer
Where an employee acts as a private employer of others,
approval must be sought where such activities have the potential to conflict
with official duties or where it may be seen to be arising from their official
duties.
(k) Employee
Relations
It is essential to the effective management of
Armaguard that all employees understand their responsibilities and
accountabilities. These
responsibilities and accountabilities in regard to the Code of Conduct are
detailed in Appendix 1 - Managers/Supervisors, Appendix 2 - Employees, Appendix
3 - Employee Representatives and Appendix 4 - Collaborative Responsibilities
respectively.
(l) Security of
Official Information
All staff are to ensure that confidential and sensitive
documents cannot be accessed by unauthorised persons. Such papers should be
retained in secure storage overnight or when otherwise attended. Managers are responsible for seeing that
premises are secure and that suitable arrangements are in place to maintain
security of confidential and sensitive documents, including transferring these
by hand when necessary.
The deliberate release of confidential documents or
information to unauthorised persons constitutes a serious offence.
Appendix 1
Managers/Supervisors
Managers/Supervisors are responsible for the overall control
of their operations, particularly employee relations.
To this end Managers/Supervisors should:
Establish and maintain effective working relationships.
Ensure employees have an excellent understanding and carry
out their Employee Relations responsibilities.
Maintain high standards of behaviour and performance
and take necessary steps to deal with any breaches of those standards.
Take appropriate steps to provide relevant training for
employees in the competencies expected of them.
Ensure that workplace health, safety and welfare
standards are effectively maintained.
Provide appropriate feedback as a means of enhancing
employee performance both collectively and individually.
Ensure that the provisions of the relevant Award and
Enterprise Awards are adhered to.
React and respond to any potential areas of friction
and dispute at an early stage and inform the next level of management, as
appropriate.
Be honest and fair with other employees and treat them
with respect and dignity.
Ensure that Company operational, administrative and
security policies and procedures, are understood and followed by all employees.
Provide counselling, training and where necessary, take
disciplinary action.
Be receptive to the concept of collaboration and open
communication.
Appendix 2
Employees
All employees, full time permanent, part-time permanent or
casuals are expected to:
Apply their best endeavours to the performance of the duties
and responsibilities they are employed to carry out.
Contribute positively to the achievement of work
objectives in their work areas.
Accept responsibility for self improvement by
participating positively in relevant training and to provide training to others
where appropriate.
Adopt work practices that promote the objective of a
safe and healthy workplace.
Adopt a co-operative team approach compatible with the
needs of the Industry/Division/Depot.
Comply with all lawful and reasonable instructions.
Undertake work which is ancillary to or peripheral to
their normal functions providing training to do the work has been undertaken.
Maintain professional, courteous and helpful standards
in dealing with customers and the public.
Take reasonable care of Company equipment and assets,
to prevent loss or damage and immediately report any loss or damage to their
supervisor or manager.
Appendix 3
Employee Representatives
The employee representative or delegate is an employee
elected by his/her fellow employees to represent employees within each work
place. The delegate is an important
link in the Company communication process and is encouraged to build a
constructive working relationship with managers/supervisors in the interests of
effective employee relations.
In the performance of their duties, delegates must:
Represent the view and interests of all employees they
represent.
Ensure that they and fellow employees understand and
follow agreed dispute resolution procedures.
Act in an honest and fair manner when dealing with
other employees, supervisors and managers, as well as treat them with respect
and dignity.
Assist in ensuring that work place health, safety and
welfare standards are effectively maintained.
Be responsible and mature in problem solving and
organisational issues.
Understand that their appointment does not entitle them
to any special privileges or security of employment over and above other
employees.
Appreciate that they are employed and paid to perform duties
within the business and the representative role is a secondary role only.
Accept that payment of wages for time spent on Union
activity, is based on criteria’s such as:
obtaining prior approval
duration
reason
nature of the activity is directly related to Armaguard
and it’s workforce
normal hours performed by the delegate must not be
affected by way of delay while the delegate is away from the work place on
Union business.
Be receptive to the concept of collaboration and open
communication.
Appendix 4
Collaborative Responsibilities
The achievement of effective employee relations is a joint
responsibility of management and employees.
A great deal depends on how well Manager, Supervisor, Leading Hands and
Delegates work together to ensure sound employee relations.
In particular there is a need for Managers and Supervisors
to take a positive view of their working relationship with delegates. Well trained and motivated delegates are an
invaluable resource in promoting constructive workplace relationships.
To ensure a successful relationship with delegates all
Managers and Supervisors should ensure that all delegates are:
Informed and are aware of relevant matters at all
times.
Appreciative and familiar with each other’s role.
Notified and involved in dealing with issues at an
early stage, rather than after the event.
Encouraged to play a constructive role in employee
relations by being provided sufficient scope to liaise with employees.
Conversant with the latest training, employee relations,
industry and management practices.
Conversant with overall strategies and directions of
the Company and industry as well as the need to maintain a competitive position
in the market.
Annexure 2
Supplementary Information to Classification Structure
A tool to assist with the determination of grade payments.
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Grade 1
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Examples
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Entry level position
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Trainee position for Grade 2 level (Refer clause 5 of EBA)
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Trainee clerical officers
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Trainee cash processors
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Grade 2
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Cash Processor
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Deposit/cash processing, customer deposits
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Deposit Prepper
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Preparation of deposits for faster cash processing
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Payback Processor
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Cash for Coin
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ATM Rebank Processor
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Counting of ATM cash returns
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ATM Packer
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Packing of ATM canisters
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Bulk Packer
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Packing of client orders (outwards) e.g. paybacks
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Floats Processor
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Shell canisters, Coles Changemasters, general floats
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Enveloper
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Enveloping of customer payrolls
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Coin Roller
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Rolling and bagging coin
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Coin Processor
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Counting and running coin through machine
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Clerical Assistant
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Data input, switch/phones, basic office duties
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Training*
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Training for a Grade 3 position
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Grade 3
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Deposit/CHIP Controller I
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Data input of deposits into CHIP program. Work
prioritisation.
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Coin Teller I
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General coin duties.
Balancing of coin holding. General reporting.
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Discrepancy Clerk I
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Processing discrepancies.
Arranging settlement method with client.
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General Reporting.
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Office Assistant/Clerk
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General office duties. Assisting Grade 4 or 5 Clerical
Officers.
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Branch Teller Assistant
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Checking, packing and sealing of customer cash/coin
orders. Loading
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VMS Assistant
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of coin breaks.
Requires basic understanding of Branch/VMS Teller
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procedures and able to assist with balancing.
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Assistant Amalgamating Teller
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Assistant to amalgamating teller. Preparing deposits and
assist with
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workflow. Able to
assist with balancing.
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ATM Assistant
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Checking, packing and sealing of ATM canisters.
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Training*
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Training for a Grade 4 or 5 position
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(*) Note: Training period may be over a period of 2 to 12
weeks, with a review process in place.
The review
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process is established prior to commencement of training.
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Grade 4
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Deposit/ CHIP Controller II
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Additional responsibilities to CHIP Controller I.
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e.g. Delegation and reconciliation of work. Fully in control of able to
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workflow. Possesses a good knowledge of branch operations
and
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solve most problems.
Authorised to sign.
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Coin Teller II
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Additional responsibilities to Coin Teller I
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e.g. Management of Reserve Bank Coin. Maybe required to work
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closely with Branch Teller. Overseas various coin
holdings. Possesses
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a good knowledge of branch operations and able to solve
most
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problems.
Authorised to sign.
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Discrepancy Clerk II
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Additional responsibilities to Discrepancy Clerk I.
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e.g. Control of surpluses tin. Reporting, liaising with management.
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Required to maintain high standard of customer
service. Good
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problem solving skills and possesses a good knowledge of
branch.
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operations
Authorised to sign.
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ATM Teller
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Responsible for overseeing and balancing incoming and
outgoing
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ATMs. May be required to have own cash holding. Possesses
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a good knowledge of branch operations and able to solve
most
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problems. Authorised to sign.
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Amalgamating Teller
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Responsible for checking and amalgamating deposits counted
by
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Cash Processors.
Balancing of cash holding. Good problem solving
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skills and possesses a good knowledge of branch
operations.
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Authorised to sign.
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VMS Teller
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Responsible for checking and balancing incoming and
outgoing cash
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within the VMS System.
Reporting and liaising with management.
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Possesses a good knowledge of branch operations and able
to solve
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most problems. Authorised
to sign.
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Cash Controller
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Coordinates workflow. Troubleshooting, problem solving,
training.
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Possesses a good knowledge of branch operations and able
to solve
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most problems.
Assistant to Branch Cash Coordinator/Supervisor.
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Authorised to sign.
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Branch Teller
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Teller No.1 who is fundamentally responsible for
processing
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customer change/coin orders and balancing cash holding.
Reporting
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and liaising with management. Able to solve most problems.
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Possesses a good knowledge of branch operations.
Authorised to
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sign.
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Clerical Officer I
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Additional responsibilities to Office Clerk/Assistant.
Required to
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have in depth knowledge of accounts and able to solve
problems
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with clients. Has
skills to perform most tasks required for the smooth
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running of the office. Possesses a good knowledge of
branch
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operations and able to solve most problems. Input and
assistance
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with payroll and bundy cards. Authority to sign.
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OH&S/Rehabilitation Officer
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Overseeing and implementing the new "Safety Map
Procedures".
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Ensuring branch complies with OH&S standards.
Coordinates
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meetings.
Responsible for open and new claims and ensuring
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rehabilitation is conducted to achieve "back to
normal work"
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productivities. Requires good understanding of branch
operations.
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Required to liaise with doctors and management. Good
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administrative, communication and organisational skills
required.
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Authorised to sign.
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Training*
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Training for a Grade 5 position
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(*) Note: Training period may be over a period of 2 to 12
weeks, with a review process in place. The review
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process is established prior to commencement of training.
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Grade 5
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(Grade 5 roles do not incorporate any supervisory or
disciplinary accountabilities)
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Branch Cash/Systems Coordinator
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Team Leader. Responsible for rostering coordination of
internal staff.
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Required to control workflow and ensure daily objectives
are
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achieved. Required to train troubleshoot and solve complex
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problems. Reporting and analysing function. Able to
identify and
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assess situations provide solutions and improve systems
and
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implement them. Customer service oriented. Possess
comprehensive
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understanding of branch operations. Good organisational
and
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communication skills required. May be required to hold a
gun license
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and open or close the branch. Authorised to sign.
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Clerical Officer II
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Able to run office without supervision.
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Comprehensive knowledge of accounts and other accounting
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systems required. Required to coordinate fellow clerical
staff
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and workflow. Required to train, troubleshoot and solve
complex
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problems. Able to identify and assess situations provide
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solutions and improve systems and implement them. Ensures
high
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standard of customer service is maintained. Possess
comprehensive
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understanding of branch operations. Good organisational,
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communication and administrative skills required. May be
required
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to hold a gun license and open or close the branch.
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Authorised to sign.
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Introduction Of New Technology
The introduction of new technology inevitably changes the
way things are done. Positions fade out as new ones come in. In these situations,
there may be an impact on how these new positions are graded. An ongoing Grading Committee is established
to review these situations as they arise.
This committee should also be utilised in the event of a dispute or when
there is an apparent ad hoc situation within a particular branch.
Ad hoc Positions - Branch Specific Positions
These positions can often be the responsibilities of
managers or supervisors in smaller branches.
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Airport Coordinator - Grade 5
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Responsible for coordinating and preparing daily
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inward and outward flights. Able to communicate
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and liaise with customers, field security officers,
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dispatch and road crew. Planning of run sheets.
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Requires very good understanding of branch
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operations and security requirements. Customer
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service orientated. Manual charging of clients.
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Good organisational, communication and
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administrative skills required.
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Authorised to sign.
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ATM Co-ordinator - Grade 5
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Position may exist in branches with large
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ATM holdings. Responsible for overseeing and
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running ATM area. May required to roster and
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Co-ordinate staff with in area. Required to control
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workflow and ensure daily objectives are achieved.
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Required to train, troubleshoot and solve complex
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problems.
Responsible for configuration settings,
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combination keys and liaising with CSA. Following
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Up of missed services. Customer service orientated.
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Possess comprehensive understanding of branch
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operations. Good
organisational, communication
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and administrative skills required.
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Authorised to sign.
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Branch Teller II - Grade 5
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Same duties as Teller 1 but with additional
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responsibilities as per Cash Co-ordinator.
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Authorised to sign.
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L. C. GLYNN J.
____________________
Printed by
the authority of the Industrial Registrar.