1 - Manufacturing Industry – Industrial relations/ Major Project
2 - Manufacturing Industry – Industrial relations/ Major Project
3 - Manufacturing Industry – Industrial relations/ Major Project
4 - Tertiary Education Property/ Business Advisory
5 - Financial Services Industry – Industrial relations/ Employee relations
Manufacturing Industry – Industrial relations/ Major Project
The Grey Group's initial engagement by a large manufacturer was to advise on the management of a complex construction project during a period of unrestrained union activism in Victoria.
To achieve the best outcomes with the unions we first had to align the interests of all stakeholders including the client, a Swiss based contractor, a German based contractor, an Australian builder and an Australian mechanical and electrical installer. All contracts had different commercial drivers.
The Grey Group developed and implemented an alignment process which allowed for focused negotiations with the unions and cross project considerations to be discussed in a ‘client interest environment.’
Although the construction project was a difficult project in its own right, our client also had to transfer the workforce to a new location and introduce new and appropriately flexible working arrangements. An additional complexity existed in that some of the unions were involved in both the construction and relocation/EBA negotiations.
Having observed The Grey Group’s performance on the construction project, we were asked to join the working group on the shutdown of the existing facility. The client, up to that stage, had been taking internal HR and external legal advice and negotiations were stalled.
The Grey Group provided an alternative analysis which produced new strategy considerations and a negotiation process that produced a very positive outcome for the client.
The Grey Group was engaged by a large vehicle manufacturer initially to assist with advice on a commercial building project.
After preliminary examination of risk it was quickly apparent that the major risk (in another division of the company) was the installation of new and upgraded equipment on a major product line, using a variety of mechanical, electrical and crane hire contractors.
It was essential for the installation to be completed during a defined window provided by a scheduled production close down. The implications of the production line not being ready for operation at the end of the scheduled close down period were significant as it would shut down a division of the operations.
Concurrent works, including an upgrade of its testing track and the construction of a new office complex also needed to be managed so that there was no opportunity for unions to cause disruption across activities.
The Grey Group worked closely with the client’s legal advisers and, in the background, with key union leaders to achieve project goals.
By being involved at the planning stage of the project, The Grey Group was able to contribute its practical general management and construction knowledge and industrial relations expertise to facilitate the installation being completed and commissioned to allow production to recommence as scheduled.
In addition to assisting with this project, The Grey Group assisted the client with internal alignment processes and worked with the internal HR department to leave a legacy of knowledge for future projects.
Manufacturing Industry – Industrial relations/ Major Project
The Grey Group is currently advising a listed manufacturing company on a large facility upgrade project and on two other projects for related entities.
All are brownfields construction projects in the early stages of implementation.
These are highly complex and multifaceted project for which we have already provided contract analysis, internal/external IR environment analysis and contractor selection and coordination advice.
The Grey Group is assisting to manage the divergent interests of all stakeholders, including providing strategic advice and support to work with two sets of different contractors working on adjacent sites. As the unions on both projects are the same, the challenge is to acknowledge the unity of interest of the entities, along with occasionally differing objectives, whilst maintaining clear separation of the projects from an external perspective.
Tertiary Education Property/ Business Advisory
A University wished to review the operation of a remote campus and explore options for improving its return on investment.
A number of performance and political issues were considered sensitive.
The Grey Group was retained to provide an independent view of operations, building usage and potential for further development of or disposal of the facility. This included a review of the allocation of resources, a high level Project management plan for the possible restructure of existing arrangements and a detailed evaluation of options available to the University to improve the viability of operations.
Following the acceptance of our review findings The Grey Group was asked to identify potential purchasers for the facility. This was successfully done and the University sold the facility at a satisfactory price and relocated its operations with minimal fuss. The input from The Grey Group was instrumental in the success of this process.
Financial Services Industry – Industrial relations/ Employee relations
A large financial services company was seeking to align its employment conditions and practices following a range of diverse acquisitions and mergers. The challenge was to reconcile the concept of all employees ‘working’ for the one organisation with the fact that there were several employing entities and a variety of industrial instruments.
The Grey Group was engaged to assist senior management by advising on strategy, identification of issues, Board briefing, communications with various internal and external stakeholders and implementation of a successful strategy.
Drawing on its extensive management, legal and industrial experience, The Grey Group developed a strategy that included:
The Grey Group’s holistic advice, issues identification and strategy development enabled the organisation to make a fully informed and strategic decision about how to address the employment issues which arise when numerous companies with divergent employment practices are brought together in one large organisation.
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