The National : THE NATIONAL Issue 2 2009
utes of time stopped. This occurred every Wednesday morn- ing. Even when we changed the delivery day to accommodate a short week before Easter he made this stop on the Thursday morn- ing. Interestingly, we had taken the first hour’s work from him to get him back to the plant early. He had a bitch how he had to ‘go like a cut snake’ to get back just in time to knock off. When we down loaded the GPS we discovered that he visited one of the calls that we had another driver cover for 20 minutes. He was not authorised to go there! Then he visited his usual stop for 48 minutes after driving 7.5 kw from the route. (I was choking over the Easter Eggs we had given.) I wondered what line we could take to recover the lost productivity generated by such conduct. My calculations put a figure of around $7,500 per year in lost wages and on costs. Then there are the vehicle running costs for extra mileage. If you run a fleet of vehicles, imagine what your bottom line could be loosing! We were asked by the local Police whether we would like to press charges for unauthorised criminal misuse of a vehicle. I wonder how it would have gone had we pursued that line? How would a company go if their vehicle was clamped for hooting or excessive speed? Speaking to the local constabulary it appears we would be without that vehicle for one week. To make matters worse, we discovered that the driver had been trying to make up time by speeding. The GPS unit had logged speeds up to 156km/ph in 100km/ph zone. Where would the company stand legally if there was an accident that injured or killed an innocent person or persons? What OHS&W issues would come from such an accident? Are we not responsible for the people that we employ? Are we not responsible for their actions? This vehicle had over the last 3 years achieved at best 8 km per litre of fuel. Two months after dismissing the driver we are now achieving 10 km per litre. A 25% better performance simply because the guts are not being flogged out of the vehicle. As an employer you must stay a step ahead of your employees quest for modern technology and their ability to try and be smarter. The cost of our GPS unit was $153. Money well spent as we have been forced to address several areas that were being abused. If we allowed it to continue we would have given our blessing to payroll fraud, malingering, time wasting, speeding, criminal misuse of a vehicle, possible criminal activity and more. Ah! Technology, it is an asset. Use it, progress your business and improve your bottom line. Thank you. MANAGING WORKCOVER CLAIMS FROM A LEGAL PERSPECTIVE Judy Stone, EMA In 1997 EMA Consulting was established to provide services and products to employers across all States of Australia. Our clients vary from sole traders and partnerships through to some of Australia’s largest organisations, public and private. EMA operate offices in Melbourne and Adelaide providing services to clients in the areas of Industrial Relations, Occupational Health and Safety and Work Injury Management. THE AUSTRALIAN NATIONAL DRYCLEANER & LAUNDERER, VOLUME 59, #2 2009 47 Darryl Hirth, Andrew and Kerry Aberley (South East Laundry) talk about the meaning of life with Steve Callinan (Alsco) and Tony Colyer (Tony Colyer Ltd.) Their Sunday morning group had the topic Physical. Some plan to lose 10kg. Kerry has already lost 12kg and is entering her first City to Bay Walk! Others planned to maintain or regain their physical fitness.
THE NATIONAL Issue 1 2009
THE NATIONAL Issue 3 2009