STORY - "United we stand"
By Tracey Edstein

When visitors arrive at the Taree site of United Group Rail, one of the first things they notice are group photos of the employees – all 255 of them! This is a clue to the unique nature of this extensive, productive, ambitious and happy workplace! At a time when there is much debate about workplace conditions and sometimes sharp divisions between management and staff, United Group Rail Taree lives up to its name by being – almost all the time – a united team!

This is due in no small part to David Paff, Human Resources Manager and a ‘local boy’. Born and raised in the Manning region, David served for six years in the Australian Air Force, developing at the same time a passion for management systems and principles!

When he left the service, he worked for six years in marketing and sales, then moved to Goninan (as it was then known) as personnel officer and then personnel manager for nine years. At the same time he completed external studies in human resource management
at Charles Sturt University.

David Paff, Geoff Lyon and Wayne Murray

After some years, David took a calculated risk and put his knowledge to the test, managing a recruitment and human resource services business in partnership with an associate. Although he didn’t realise it at the time, he was accumulating experience that would stand him in good stead when the call to return to his former workplace, now United Group Rail, was issued.

At the time there were some 70 employees; now, less than two years later, there are 255. While the workforce has grown considerably, significant efforts have been made to retain the best attributes of the smallest workplace communities: familiarity and camaraderie, flexibility, and a commonality of purpose and commitment.

In industrial terms, employees at United Goninan enjoy above award conditions and remuneration. Why? Because the company has a real commitment to nurturing employees’ skills and personal qualities, recognising that they deal with the whole person, not just a set of skills and a deal of experience.

The payoff here is, firstly, a genuinely happy and caring workplace, where employees have a real concern for each other’s welfare in working hours and beyond. The social club brings people together in a convivial setting, but when the chips are down, they inevitably rally in support. In industrial terms, David has found that excellent workplace relations bring a raft of practical benefits too.

Recently the company was recognised for achieving a million lost time injury-free hours. The absentee rate is remarkably low, and David attributes this to the fact that staff are generally happy to be at work. The fact that productivity has improved markedly is reflected in the increased workforce as cited above. This doesn’t do shareholders any harm either!

There is little staff turnover and in fact, David has noticed a ‘second generation’ of employees emerging. At a time when many young people struggle to find satisfying employment, 24 apprentices are on site.

There is a number of strategies that operate to ensure that communication between labour and management is open, frequent and effective.

Underlining all is the corporate mission statement: At United Group Rail we value our people. Our core values describe who we are, how we do things and how we treat one another .We aim to create a culture which nurtures the creative spirit of each person to strive to achieve their potential.

The endearing Australian film Spotswood (1992) depicts a Melbourne moccasin factory subjected to the recommendations of an ‘efficiency expert’. Manager Mr Ball reminds the expert that, “Work isn’t just about money. It’s about dignity. It’s about treating people with respect.” Mr Paff would agree.

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