Reckitt Benckiser Employment Relations Deborah Yates, HR Manager

Reckitt Benckiser ANZ lCommercial lSupply lResearch and Development lSupport Departments (HR, Finance, IS) lCommercial lSupply lResearch and Development lSupport Departments (HR, Finance, IS)

Types of Employment Agreements lMonthly staff - individual employment contracts lWeekly staff Øcollective agreements (two separate agreements) ØAwards (6 Awards) Ø4 unions: AMWU, AWU, ETU, Miscellaneous Workers Union lMerchandisers - Australian Workplace Agreements (AWAs) lContractors - contract for service not a contract of service lChanges with WorkChoices lMonthly staff - individual employment contracts lWeekly staff Øcollective agreements (two separate agreements) ØAwards (6 Awards) Ø4 unions: AMWU, AWU, ETU, Miscellaneous Workers Union lMerchandisers - Australian Workplace Agreements (AWAs) lContractors - contract for service not a contract of service lChanges with WorkChoices

Grievance/Conflict Resolution lGrievance procedure aimed at resolving conflict at the lowest possible level. lProcedure is similar for monthly and weekly paid staff. lStep 1 - if comfortable speak with the person who the grievance is with. lStep 2 - if this does not resolve the grievance or person is not comfortable to do this then escalated to their manager. If the employee is a union member than the union delegate would be involved. lStep 3 - if still unresolved then matter would be referred to HR and if appropriate union organiser. lStep 4 - if matter still unresolved may be referred to Industrial Relations Commission. lExample - fitters greasing and oiling (collective), individual lGrievance procedure aimed at resolving conflict at the lowest possible level. lProcedure is similar for monthly and weekly paid staff. lStep 1 - if comfortable speak with the person who the grievance is with. lStep 2 - if this does not resolve the grievance or person is not comfortable to do this then escalated to their manager. If the employee is a union member than the union delegate would be involved. lStep 3 - if still unresolved then matter would be referred to HR and if appropriate union organiser. lStep 4 - if matter still unresolved may be referred to Industrial Relations Commission. lExample - fitters greasing and oiling (collective), individual

Performance Management lGrievances often are a result of performance management. lOur strategy to avoid this is to provide constant, consistent and immediate feedback to our staff. lExpectations relate directly back to our core values Øteamwork Øachievement Øcommitment Øentrepreneurship lGrievances often are a result of performance management. lOur strategy to avoid this is to provide constant, consistent and immediate feedback to our staff. lExpectations relate directly back to our core values Øteamwork Øachievement Øcommitment Øentrepreneurship

Performance Management lBehavioural improvement process (weekly and monthly staff) ØCounselling session ØFirst Warning ØFinal Warning ØDismissal lAt all stages we: Øclearly identify performance concerns Øensure the employee has the opportunity to respond. ØProperly consider their response before any final decision is made. lBehavioural improvement process (weekly and monthly staff) ØCounselling session ØFirst Warning ØFinal Warning ØDismissal lAt all stages we: Øclearly identify performance concerns Øensure the employee has the opportunity to respond. ØProperly consider their response before any final decision is made.

Performance Management lPerformance Development Review (only for monthly staff), ØThere are essentially four parts to the process: ØEmployee Self-Assessment ØManager Assessment ØReviewer input/approval ØFace to face meeting to discuss & agree on final assessment lPDR should not be a surprise. lPerformance Development Review (only for monthly staff), ØThere are essentially four parts to the process: ØEmployee Self-Assessment ØManager Assessment ØReviewer input/approval ØFace to face meeting to discuss & agree on final assessment lPDR should not be a surprise.

Change Management lChange can often cause concern, distress and consequently grievances. (change map) lOur strategy to avoid this is to communicate and consult with the stakeholders as early and as often as possible. lExample : Introduction of full second shift - current. lChange can often cause concern, distress and consequently grievances. (change map) lOur strategy to avoid this is to communicate and consult with the stakeholders as early and as often as possible. lExample : Introduction of full second shift - current.

Introduction of Full Second Shift lCurrent arrangements: single shift with a small second shift lLong term employees used to and like working day shift. lWe communicated as soon as decision was made. lAt initial communication we did not have all the final detail (buy in). lEncourage employees to raise concerns/fears so we can deal with them. lProvide opportunities for consultation and discussion. lCurrent arrangements: single shift with a small second shift lLong term employees used to and like working day shift. lWe communicated as soon as decision was made. lAt initial communication we did not have all the final detail (buy in). lEncourage employees to raise concerns/fears so we can deal with them. lProvide opportunities for consultation and discussion.

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