Robert Minkus Email & Phone Number

Sydney, Nsw, Au

Sydney

Lawful Employment Termination SolutionsAward and Fair Work Act Interpretation and AdviceAward Payroll Audit and Underpayment Dispute Claim resolution. Coach and Mentor Managers in Difficult Employment MattersHandle Unfair Dismissal, General Protections, Harasment/Bullying and other Closing Loopholes FWC claims in conciliation and prepare briefs and support for arbitration/determinations. Draft, Negotiation and Finalisation of EA's, MOU's, Indepenedent Contractor Agreements, IFA's and Contracts of Employment.Introduced WFH and Vaccination policies/procedures in response to COVID 19 Health Orders/Directions. Ensured alteration of employment contracts of 100% of employees in several businesses by mutual agreement so vaccination was a term and condition of employment.Restructure/Counselling and disciplinary mattersReview of Fair Work Act 2009 (as amended) and implications Australian Minimum Employment Standards.

Sydney, New South Wales, Australia

Contracted to MyHR on start up of operations in Australia. Reviewed documentation and augmented to meet requiremnets in Australia. Assisted MyHR in obtaining NZ Trade and Enterprise funding for expansion from NZ to Australia. Also managed complex workplace matters for clients. Modification of these T’s and C’s so compliant as required with current regulation post pandemic. Management of employees return from WFH to office based locations. Webinars on Family and Domestic Violence Leave, Disciplinary and Counselling of employees and 2022/23 amendments to Fair Work Act.

Sydney, Australia

12 month contract. Reviewed and restructured HR function and introduced Workplace Drug and Alcohol Policy. Reviewed and coached managers in relation to EA negotiations. HR team for 2000+ employees in Australia and NZ.

Sydney

Contract RoleInvacare Australia was experiencing significant growth and change. For a 11 month period I provided a broad range of services to assist with business change including:- 1. The consolidation of assembly activity from 3 sites to one site in Melbourne. 2. Coaching and assisting Sales and Marketing managers with change in staff roles and responsibilities (including termination of employment). 3. Conduct of interviews between employees and managers in relation to victimization and discrimination within the context of the employee lodging a workers’ compensation claim.4. Managed the closure of a site in Sydney employing mainly CFMEU and AMWU members and negotiated a redundancy package and the process on site to effect the termination of employees over a staggered and staged period to meet the operational requirements of the business without any lost time.

Sydney, Australia

Successful negotiation and Certification of Enterprise Agreements with senior officials of the AMWU & NUW (now UWU). The co-ordination and review of the HR/IR component of the winning $1 Billion DIDS Contract tender for the Australian Defence Force. HR/IR initiatives delivered a competitive advantage that complimented the company proposal. The management and completion of HR/IR due diligence, risk mitigation strategies and transition plans for a number of acquisition targets. Managed the post acquisition induction and transition of 200 employees (mainly white collar IT professionals and support staff) into the Tenix business. To date labour turnover @ 8%. Industry Average approx. 18%. Review and implemented change in the BU HR/IR function and build up of HR/IR capability within BU operational Divisions under a decentralised model. This necessitated the reduction of the function within the BU HO. Identification and development of key organisational capability for Senior/Management Leadership team of Tenix Defence via Performance Management, Succession Planning, Management Development Programs (including 360 Degree Surveys). The review of Succession Planning in the business and the introduction of bi-annual Talent Reviews. The Talent Review ensures effective development and utilisation of the human capital within the businesses leadership team.Review of labour costs in Australian and NZ operations in conjunction with revenue and margin review of contracts

Sydney, Australia

Stabilised the existing AAF management team/workforce essential to ensure the continued profitable operation of the acquired business. Managed offers of engagement to all people in the AAF business. Managed the recruitment of additional managers required with a particular emphasis on sales, customer service and operational management teams. Mitigate loss of key managers with targeted retention initiatives. Normalised remuneration packages and converted the majority of salaried award employees onto common law contracts (including the introduction of a bonus to the top 60 managers that ensured the delivery of necessary financial objectives post TNT acquisition). Identified a superior sales and customer service culture within AAF and initiated the migration of AAF sales, customer service and marketing culture activity into other Divisions of the TNT Group. Ensure remuneration standards including award and other labour costs were based on transport industry and customer service call centre standards instead of airline standards (airline standards approx.30% higher). Negotiated and implemented commercial contracts for 300 AAF contractors. The revised contracts became commercial contracts with business entities as opposed to a collective industrial agreement. Negotiated a national Certified Agreement with senior union TWU & ASU officials (including national agreements for lorry owner drivers/contract carriers). Co-ordinated TNT Policy and Procedure, ACCC, EEO and Anti-Discrimination Training of salaried employees. Successfully managed all industrial dispute matters during a period of major change, when the continuation of freight & customer service operations was critical & the negotiation of cost effective labour arrangements were necessary. Introduced initiatives and procedures to ensure labour cost did not exceed budget.

Sydney, Australia

Ensured Enterprise Bargaining was linked to the budgeting process & ensured tangible labour cost savings were budgeted for in return for wage increases. Devised and implemented a change program for operational management. The program:- 1. Delivered solutions to major operational impediments in the business. 2. Empowered line managers i.e. new communication/teamwork skills & processes/procedures.3. Establishment of collegiate forum that met regularly to check progress against set objectives. 4. Generated turnover of operational staff not supportive of the change program. Reviewed remuneration of award employees and introduced change that resulted in improved efficiency and reduced cost. Finalise Certified Agreements to a consistent national company standard for the business’ customer service and administration/support functions with Snr ASU officials. Took industry lead in negotiations to finalise National transport award with Snr TWU officials in conjunction with other major transport companies and Industry Associations. Executive Councilor of the NSW Road Transport Association. Devised, co-ordinated and managed TNT Express’ response to the TWU and ASU national wage campaigns. No strike action eventuated. Company’s position was not compromised. Ensured negotiations for wage increases were offset by productivity/cost efficiencies and exceeded budget objectives. Agreements were negotiated in the most opportune part of the annual business cycle and in advance of significant profit making months of the year.

Sydney, Australia

Negotiated Enterprise Agreements for customer service, administration and support functions with ASU state branches Negotiated Enterprise Agreements for employees and Yard Agreements for Contract Carriers in TNT divisions on a site-by-site basis with relevant unions. Also managed drafting and certification/registration of these Agreements. Devised and implemented employee/contractor relations' strategies associated with the rationalisation of operations within the express parcel business which assisted the business to turn around from a $13 million loss to a $2 million profit over a 2 year period. Managed finalisation of a site award for a "greenfields site" located at Enfield, Sydney that reduced labour costs by approx 60% ($2.5 M pa.) Managed IR process in the merge of TNT’s largest sites in Australia. This process involved the redundancy of 200 employees and contract carriers without any significant loss of time. Finalised site agreement with the Waterside Workers Federation. 50% reductions in labour costs coincided with TNT’s entry into a high yield Bulk Distribution market. Managed negotiations for a Contract Carrier Agreement in the restructure of TNT Couriers. No time was lost. The changes led to a $1M pa. reduction of operational costs. Successfully defended unfair contract/conduct actions by employees, contract carriers and agents against TNT and instigated procedures to ensure such claims were minimised. Successfully managed resolution of disputes & appeared before Industrial Tribunals.

Sydney, Australia

Represented employers in disputes with stevedoring and maritime unions before IR CommissionAchieved significant reduction in labour cost by removal of inefficient work practicesWorked with senior managers and union officials to realise operational improvement under the Waterfront Reform process1990/91 which resulted in 25% reduction of waterfront labour

Strategic Hr And Negotiation And Conflict Resolution

Activities and Societies: Australian Human Resources Institute Member; Australian Industry Group Member; and Industrial Relations Society.

Bachelor Of Commerce (Bcom), Industrial Relations And Labour Market Economics

Executive Program, Workplace Relations

Education record