QANTAS FREIGHT

SYD FTB T1

TERMINAL MANAGER Robert Brown

QF PERMNT 103 QF ADMIN 10

QF PERMNT 70 QGS STAFF 65

QF PERMNT 71 PART TIMER

7

Operations Manager

ASU NUW TWU

CLERICAL / ADMIN WAREHOUSE TARMAC/MAIL

Jarl

EBA’s, STF # & Work Areas

AJ

Operations ManagerOperations Manager Jarl

FAID/EBA RULES CONSIDERED• No planned shift should exceed 12 hours• No planned shift include overtime generate FAID score

exceeding 80.• Planning working hours not exceed 56 hours including

overtime on 7 consecutive days.• Planned consecutive shifts be limited to 6 with extended rest

period• There must be a 10 hour break between each shifts.• Rosters must avoid 4 consecutive early morning shifts. • Shift start time should always rotate in forward from day to

afternoon to evening /night - AM to PM.

DEMAND PLANNER ROLEJgo

• Verbal Communication and Visual Research • Monitor workload & Manpower time taken to complete task.• Strictly follow the EBA’s rules and Faid score.• Follow Qantas Policy and Procedures on Safety and Training• Approval & Review of various Managers within Terminal.• Review and Consultation with roster committee members.• Communicate with Roster Co-ordinators and Allocators.• Flights and Freighter schedule and type of aircraft load

capacity derive the workload.• Manpower required to perform the workload within our KPI’s.• Create draft roster pattern for each work area & get approval

from Managers and Union Committee.

SAMPLE WARE HOUSE ROSTER PATTERN

Resource Demand Planning Data Analysis Report Comparison

Performed Trend Analysis Report and provided to Duty Managers & Operational ManagersMonthly overall unforeseen overtime cost / kilos analysis. My analysis is from Jul 13 to Jan 14. Using Taurus Reports PDW - cost and iCargo - Kilos. Planned staff roster hours, plus Overtime & HDA hours are required to perform duties on Export & Import meet our KPI’s and it should be proportionate to total kilos.

Analysis report is done on each work areas - Tarmac, Mail Handling, Stores & Clerical areas separately. There is a variance between planned and actual roster. Actual roster is quite high compared to the planned roster. It’s the Pattern that needs to be looked at. We need to maximise resources and minimise overtime cost. Underlying cost is reduced if the overtime is being reduced considerably. I have submitted a new Draft Roster Pattern for all SYDFTB T1 to the Managers as per our current staff level and our operational requirement following EBA & FAID rules but its still not approved by Union leaders

Continuing to work towards my Career Objectives & meet our KPI standardEnsure right people with right skills at the right time and place of workMeet the current demand of customers with the efficient use of LabourMaximise resources while minimize cost.

Consistent management practices for the use and monitoring of overtime would help to ensure transparency and equitable treatment of all employees. The audit analysis on overtime is properly authorized by managers when the work or service is considered essential in each work area.

THE END OF THIS PRESENTATION BY JGO DEMAND PLANNER RESOURCES SYDFTB T1