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Case Studies - TransWater

Enterprise Agreement 1997

TransWater, a subsidiary business of Sydney Water, provides clean fresh water and treats waste water for the Sydney-Illawarra region. Its second enterprise agreement, covering over 660 employees involved in water transport, catchment, dams, sewerage treatment and water filtration plants, was approved by the NSW Industrial Relations Commission in July 1997.

Says TransWater Group General Manager, Warren Hart, "this agreement is the result of a co-operative effort by our people, the unions and management. It builds on the achievements of the first agreement by continuing to tie gains in productivity to employee remuneration. We have struck an agreement which makes it possible to see a direct connection between employees' contribution and the success of the business. It means working smarter and that means both the business and our people stand to gain".

• A compact between managers and employees to generate operational cost efficiencies and increased customer focus at the workplace level
• A range of forums for employees, managers and unions, including focus groups and implementation teams to discuss issues
• A continuation of twelve hour shifts at the business's three major ocean Sewerage Treatment Plants
• A commitment to discuss a competency framework and annualised salaries for production and frontline staff
• Introduction of the Diversity Makes the Difference Program
• Continuing use of four performance indicators developed in their first enterprise agreement
• A pay rise of up to 8% staggered over fourteen months.

According to Australian Services Union Deputy Secretary, John Tierney, a communication forum between management and the union held in November, demonstrates the success of the enterprise agreement. At the forum, management and the union will make a joint presentation to staff, getting feedback on the agreement and getting ideas for the next enterprise agreement.

In 1996, twelve hour shifts, which constitute a major focus of the agreement, were initiated by employees, through their union. After a successful trial at the business's Malabar and North Head Sewerage Treatment Plants (STPs), twelve hour shifts were subsequently implemented at Bondi STP. A wide range of mechanisms have been put in place to monitor the operation of the twelve hour shifts at all three locations.

Employees have been required to maintain "sleep diaries" periodically and TransWater now conducts regular employee surveys. The number of hours of overtime worked is also monitored, as is shift worker access to training.

Occupational health and safety, a key concern in the introduction of the twelve hour shifts has meant the implementation of a range of strict conditions and monitoring procedures. The situation is currently being monitored by the University of Queensland, and a report is expected in the new year.

A series of focus group interviews were conducted late last year with the partners of shift workers. According to Kathryn Leaney, Manager, Human Resources at TransWater, the results indicated that, contrary to popular belief, twelve hour shifts had a positive impact on the families of shift workers at TransWater. According to their partners, shift workers were now able to spend longer periods of time with their families.

Already, significant progress has been made on job design and the development of a competency based classification structure. According to Darren Stephens, Senior Employee Relations Advisor at Sydney Water, once established, the competency based structure will be implemented across the five operational areas with TransWater. The flexibility of the new structure will provide employees with the opportunity to move within and across the business's five operational areas.

As part of TransWater's Diversity Makes the Difference Program, which raises awareness and the appreciation of diversity in the workforce, the organisation plans to organise a regular Bring the Family to Work Day. On this one half day every year, staff will have the opportunity to show their families around their place of work - at the office, local dam or water treatment plant.

On their New DIRections award, Warren Hart sums up the feelings of the organisation "the recognition of the qualities of our enterprise agreement by this award means a great deal to everyone in TransWater and particularly those people involved in shaping and negotiating the agreement. It shows that the hard work over the past two agreements has resulted in an enterprise agreement that will be the envy of other organisations".

"We are proud of our achievements and the successful development of our enterprise agreement continues our focus on business success through achievement. It is doubly pleasing to have this good work recognised by others with this award. We are a small, relatively young business, and we're justifiably proud of this great achievement".