CFMEU :: Forestry Division

Equal Opportunity for Women in the Workplace Report for the CFMEU Forest and Forestry Products Division

March 2003 This report outlines the activities and strategies undertaken by the CFMEU Forestry & Furnishing Products Division as part of our Equal Opportunity for Women in the Workplace program for April 2002 – March 2003. This report was facilitated through the National Office of the CFMEU Forestry & Furnishing Products Division through the EEO/AA Officer liaising with Branches and in particular employees to collect the required information. Attached to our report is our 5-year strategic plan and the main section of the survey distributed to all employees of the organisation. Although a reduced percentage response (down by 8%) was received then that which was obtained from the last survey, it nevertheless reflects the efforts of the National Office and Branches to ensure all employees obtain a better understanding of the EEO/AA agenda and its issues. The comparison of the surveys clearly show an improvement in nearly every question relating to EEO/AA and in some questions, the improvement is quite significant, well above what was expected. It is important to note that in respect to our strategic plan we have only targeted 3 of the seven sectors of the industry, they are Sawmilling & Processing, Merchandising, Furnishing and Pulp & Paper. We believe these sectors are initially the more realistic sectors to increase women within the industry. 1) WORKPLACE PROFILE Total employees for the Forest & Furnishing Products Division is 49 (this figure incorporates National Office, NSW Branch, VIC Branch, P&P Branch, TAS Branch, WA Branch, SA Branch and FFTS Branch - SA). Employment Status (full-time, part-time, casual):

2) Analysis Overview The CFMEU Forest & Furnishing Products Division first surveyed employees in 1998 in respect to EEO/AA and did a workplace profile to see how many women were in the union. These exercises highlighted the lack of women in both middle and senior positions within the organisation, lack of knowledge and understanding of EEO/AA issues, shortfalls in respect to the seven employment matters and the domination of women in lower level positions in the union. In 1999 the National Executive recommended the need for a realistic and active strategic plan to positively address the organisational short comings in respect to issues highlighted from the survey. A long term strategic plan was endorsed at the National level, to best address this situation. The most realistic and effective way to progress the strategy was at ground level targeting the rank & file. Our report contains an evaluation of the past two years and includes problems experienced as well as outcomes achieved. 3) PRIORITISING OUR ISSUES The Union firstly addressed the below two issues: Development of Policies that make up the seven employment matters Breastfeeding and the Workplace Promotion, Recruitment and Selection This was an immediate fix, therefore it was the first issue to address. Increase employees level of knowledge and understanding of EEO/AA issues. It was imperative to ensure that the organisation's level of understanding of the issues was evident in order to successfully implement the main part of the five year strategic plan to the membership. Broad Goal Increase the level of participation of women within the Union through a five year strategic plan, starting at the membership and increase the number of women in senior levels of the organisation. To increase women in the union and the level of position they hold we had to firstly identify the barriers that had lead us to the current situation. Once the issues were identified (outlined in the Evaluation part of this report), it was evident that to realistically address them, it could only be done by developing a long term plan, therefore a strategic plan was developed and implemented by the Branches. 4) ACTIONS Attached is an overview of our 5-Year Strategic Plan. The monitoring of the plan is ongoing, and we will report to the EWOA annually as to its progress. 5) Evaluation Over the past two years a number of barriers and problems have been identified and experienced, and although issues are plentifull, we firmly believe that our goal to increase women in the industry and therefore the union remains achievable. Problems and barriers for women before they are employed in the industry are as follows: General perception of the Industry as male dominated Not perceived as safe as other industries Heavy lifting and manual industry Limited, if any career path Shift work Problems and barriers for women once they are employed are as follows: Lack of proper and structured training Lack of multiskilling and job rotation No work flexibility Lack of other women Little or no resources specifically for women Little or no women networks Lack of women union delegates Under resourced union Lack of career path and opportunities Problems and barriers for women employed in the union are as follows: Limited employment opportunities Elected positions by membership Limited career path Little Job rotation Lack of flexibility Lack of women in middle and senior levels Lack of training Lack of support mechanisms for women The abovementioned reflects the main barriers to increasing women in the union and in middle and senior levels of the union. The rationale to targeting the rank & file in the first instance was in order to have any increase of women working in the union we need to have more women working in the Industry. This is due to the fact that positions created or vacant in the union are usually filled by members to assist in the further advancement of their union career paths. The National Executive endorsed the appointment of another Officer to continue addressing the EEO/AA agenda. The Union recognised the importance of the EEO/AA agenda financially and for the first time, endorsed that the Union pay for the Officer, instead of relying on funding, which comes and goes depending on the political environment. Another major difficulty faced during the reporting period was an economic downturn in the Forest & Furnishing Products Industry. The implementation of the GST and slump in the industry created industry restructuring and downsizing which directly effects employment opportunities therefore the turnover, which is usually high for the industry was quite low at times. Loss of funding also effected some Branches, which meant they continued to be under resourced and disadvantaged at different periods throughout the reporting year. The Union can at anytime only be as financial as the membership which is generated from the Branches. The National Office relies on sustentation fees from each of it Branches to remain viable, therefore we believe the appointment of an EEO/AA Officer is a significant demonstration of the union progressing the EEO/AA agenda. Despite the aforementioned problems, we have managed to increase the number of women members and women union delegates in a traditionally male dominated industry. Steps taken by the Union over last two years as part of our Strategic Plan For Rank & File Allocated separate funds to fund training, and in some Branches, women specific training Increased the level of training throughout enterprises in women specific seminars and extensive EEO and Sexual Harassment sessions. Further promotion of Traineeships, encouraging employers to employ women through larger incentives Establishment of further women's committees. These steps have assisted in a small although steady increase of women workers in the industry. The number of women delegates has increased by 2%. Branch level Steps Taken Implementation of newly developed Policies on Breastfeeding and the Workplace, Promotion, Recruitment and Selection and Work Organisation Introduction of job rotation and flexibility to further enhance multiskilling Unofficially, increasing number of women representatives of governing bodies of some Branches as women representatives at the enterprise level increase (women representatives outside AA positions). National Level Steps Taken Development and endorsement of new policies National coordination and monitoring of EEO throughout Branches National coordinated training on EEO/AA for internal officials, officers and staff. On going monitoring of EEO/AA within the organisation Representation on International Women's Committee EEO/AA Officer How did we monitor our strategic plan? The union monitored the strategic plan through regular meetings of National and Branch Executives, Enterprise Consultative Committees and the Site Union Committees, as well as: Surveyed employees of the division Provided feedback sheets after each training session Held formal and informal discussions and meetings with union representatives and other members Accessed statistical information on membership Outcomes achieved. Strategic plan developed and implemented Policies developed and implemented Process and structures in place and working effectively EEO/AA full time Officer Increased awareness, knowledge and understanding of EEO Increased women workers in industry 1% increase of women delegates Increased women in the union (a further 2 women) 6) FUTURE ACTIONS The CFMEU will continue to implement our strategic plan within the timeframes reported and address any further issues and problems that may arise in the mean time. Our workplace profile remains the same, although in all likelihood, our next report will indicate changes to the workplace. We will continue to survey all employees within the organisation on an annual basis to ensure we do things better and improve every year. The CFMEU Forest & Forest Products Division is dedicated to providing and creating opportunities for women to work in the Forest & Furnishing Products Industry and within the union, at all levels.