Electricity, Water and Utilities
Electricity, Water and Utilities
1. Insulting 2% pay offer
Evoenergy is using the pandemic as cover to insult workers with the worst pay offer put to a vote in more than 30 years
2. Every substantial worker claim rejected
Management refused to listen or negotiate, rejecting every substantial
3. Call-out payments slashed
Management wants to dump the longstanding agreement on the standalone provision for call-outs. This would cut pay and disadvantage workers
4. Income Protection rights slashed
Evoenergy will force you to take 20 days sick leave before accessing Income Protection – this is double what it is now
5. All allowances frozen for 3 years
The real value of all your Allowances will decline: ELA, On-Call, Meal & more
6. Removal of the Attraction & Retention Allowance for new employees
This would make new workers second-class and sow division in the future
7. We deserve & can achieve better!
You deserve much better than this insulting offer. Vote NO to send management back to the bargaining table
Send a strong message to Evoenergy: Vote NO to defend our hard-won conditions, now and for the future. Let’s stick together for the better outcome you deserve.
More information: contact your ETU delegate or ETU organiser Matt McCann firstname.lastname@example.org 0416 236 646
21. Skills shortage tasks (tower refurbishment) has the ability to be brought back in house through training, how is this not a more practical approach to an evident problem?
22. Ausgrid has proposed to include running of new aerial conductors by contractors, given that there have been numerous occasions where contractors have ignored cable indications (ABC) and only checked phasing rather than correct identification as well as phasing could create significant problems particularly during storm events. How would Ausgrid ensure excellence in delivery from contractors?
23. How would the outsourcing of defect rectification works apply when most defects requiring rectification come from contract delivered works (excluding the aged/weathered assets)?
34. We find it quite ironic that Ausgrid have outsourced (Pegasus) the policing and verification of competency of contractors, more money wasted.
35. Ausgrid could save millions of dollars by doing away with contracting altogether and moving staff from contract works to design and engineering arms of the business to increase work output to be delivered to the field services arm.
36. In the first consultation (Dial In) it was stated that that this consultation is independent of any other transformation programs, we argue that it is directly bound to the assurances given at the restructuring committee that contracting out was not an avenue Ausgrid would pursue after current contracts ran out. Ausgrid argued and distributed material that Ausgrid as a network business would "simply perform less work" requiring a smaller workforce. To say we are now too far behind to complete works ourselves indicates Ausgrid is either lying/hiding figures or there is pressure from external parties to renew contracts.
37. What services suit external companies? If there is a need for a certain service, then training should be the first priority to deliver these services.
38. Why would Ausgrid want to waste money/potentially waste money on a theory that end to end delivery by external contractors could deliver positive project outcomes when we have proven positive outcomes internally?
39. We are very concerned that "testing market capabilities " is very important to Ausgrid, this appears to be a business that wants to win the Tour de France without pedalling a bike (reap benefits of owning a distribution network without the outlays of staffing overheads to maintain it).
40. The contracts for tower refurbishment were put in place in 2016, between then and now there has been plenty of time to train under-utilised staff in performing this task (knowing these contracts would eventually expire). Why has training not been given any thought or priority given considering the amount of time Ausgrid has had to develop its business to maximise efficiency unless its goal is purely to outsource.
42. Ausgrid have expressed that they need these contracts in place at the expiration of old contracts, why is there a rush? If there is no works for a contractor to perform then there is going to be no urgency for a contracting company to mobilise a workforce in a major event.
43. It was mentioned that Ausgrid need these contracts to deliver adequate response in major events, how much would a contract to 'stand by' cost the company? Also, what kind of 'reserve' numbers are we looking at having contractors deploy?
44. Given the unpredictability of major events (could be the entirety of contract without one) what level of work would be guaranteed to a contractor (if zero I would think their 'stand by' fee would be astronomical) to ensure they had the required amount of staff to ably assist Ausgrid staff in such events?
45. For Contractors to work on the network they are required to hold current mandatory training requirements. Ausgrid's training section has been decimated in previous restructures and the recent C0VID19 has seen class sizes dramatically reduced and cross contamination across regions has restricted people travelling out of area for training. How does Ausgrid propose to train contractors given that some of the training requirements are in house only?
46. Ausgrid recently extended its grace period for expired quals to three months as they cannot keep up with the demand for its internal staff. How will Ausgrid train external contractors?
47. Has Ausgrid talked to their workforce about how to do more in house? Poor communication and poor planning have meant the workers being underutilized have many suggestions for improvements in efficiencies but are not being heard or worse, ignored. Workers are ready and willing to work to reduce backlog of works, including working alternate hours, overtime, training to enable multiskilling for work outside their classification or day to day role etc. to prevent the need for overflow works. These are all things that Ausgrid management could be doing and thinking for themselves about how to run an efficient and productive business by maximising the in house work by their highly skilled workforce.
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