2. Business planning in a financial downturn, including alternatives to redundancy 21 September 2009 Alexandra Marriott VECCI Copyright © 2007 VECCI. No part of this publication may be reproduced, stored or transmitted in any form or by any means without the prior written permission of VECCI.

3. “Business planning” What is the significance of business planning? Context: –The introduction of the Fair Work Act 2009 –The Global Financial/Economic Crisis (GFC/GEC) Copyright © 2007 VECCI. No part of this publication may be reproduced, stored or transmitted in any form or by any means without the prior written permission of VECCI.

4. What do we know? Experience of manufacturing industry Skills maintenance vis-a-vis skills shortage Downturn in hours worked but reasonably stable employment A shift in the substance and intention of labour law Copyright © 2007 VECCI. No part of this publication may be reproduced, stored or transmitted in any form or by any means without the prior written permission of VECCI.

5. Planning for the future the interlinking of productivity and flexibility – is key to managing/planning for workforces – and businesses – in the financial downturn; and for the upswing Copyright © 2007 VECCI. No part of this publication may be reproduced, stored or transmitted in any form or by any means without the prior written permission of VECCI.

6. “Flexibility” What do we mean by ‘flexibility’? To what extent is ‘flexibility’ regulated? And – how is this facilitated by the Fair Work Act 2009? Copyright © 2007 VECCI. No part of this publication may be reproduced, stored or transmitted the prior written permission of VECCI. in any form or by any means without

7. Flexibility and the Fair Work Act 2009 Individual flexibility agreements under modern Awards – a new kind of industrial instrument? Enterprise agreements – consultation and flexibility clauses Copyright © 2007 VECCI. No part of this publication may be reproduced, stored or transmitted in any form or by any means without the prior written permission of VECCI.

8. Alternatives to redundancy Reduced working hours – the experience of the automotive components sector Managing leave entitlements New strategies for workforce planning and management Reconsidering/recalibrating human resources practices and policy Copyright © 2007 VECCI. No part of this publication may be reproduced, stored or transmitted in any form or by any means without the prior written permission of VECCI.

9. Staff retention, workforce planning Preserving engagement of staff in the business Reward and recognition Maintaining high-level human resources practises Providing flexible work options on a voluntary basis Communicating a strong vision of the business Copyright © 2007 VECCI. No part of this publication may be reproduced, stored or transmitted in any form or by any means without the prior written permission of VECCI.

10. Conclusions Can we establish a meaningful link between productivity and flexibility in workplace culture, practice, and policy? Orienting business toward a successful future: successful planning is key Avoiding redundancy: sustaining and rewarding an engaged and productive workforce Copyright © 2007 VECCI. No part of this publication may be reproduced, stored or transmitted in any form or by any means without the prior written permission of VECCI.