rfp-nylex-qld-version 1.3
TRANSCRIPT
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STRICTLY CONFIDENTIAL
REquest for Proposal: Nylex Consumer Products - Transport and Warehousing for Queensland.
Issued to: Date: 24 November, 2008Prepared by: Nylex Limited, 137 Warrigal Road, Mentone, Victoria 3194, Australia.Version 1.3
Owners Copyright 2008©
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Contents
1.0 Introduction
2.0 Contract Terms
3.0 Background Information
4.0 The Task
5.0 The Resources
6.0 Rate Structures
7.0 Key Performance Indicators
8.0 Strategic Rollout Program
9.0 Experience and Referees
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1.0 Introduction
1.1 Confidentiality
1.2 Definitions & Terms
1.3 Project Overview
1.4 Summary of Expected Benefits
1.5 Selection Criteria
1.6 Process and Timings
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1.1 Confidentiality
All information contained in this proposal is to remain confidential. All potential Third Party Logistics Providers (3PLs) invited to respond to this Request for Proposal (RFP) will be required to enter into a confidentiality agreement with Nylex Limited (Nylex) in relation to information contained in this proposal. This agreement obliges the recipient to treat this information with utmost confidentiality and not disclose any part of it without the written permission from Nylex.
Contact with other personnel within Nylex regarding this process is strongly discouraged. Any unauthorized attempt to contact other personnel or to obtain information regarding this process outside of the channels provided to each supplier could result in your company’s elimination from the RFP process.
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1.2 Definitions & Terms
The definitions and rules of interpretation contained in this RFP document shall apply. The following words and phrases shall mean:
Nylex Limited - Nylex.
Proposer - Company who submits response to this Request For Proposal (RFP).
Service Provider - Company who is selected in the proposal should that proposal meet Nylex requirements.
Third Party Logistics Provider - 3PL
This document contains information relating to the business and operations of Nylex. This information is confidential to Nylex (“Confidential Information”).
Delivery to you of this document and your examination of its contents constitutes acceptance by you of an obligation to keep confidential such Confidential Information read together with the Confidentiality Agreement already signed, whether or not you choose to respond, and to ensure that such Confidential Information is protected with security measures and a degree of care that you would apply to your own confidential information.
You shall use the Confidential Information only for the purposes of evaluating the transaction referred to in this document and you shall only show this document to your own employees or advisers on a need to know basis . Nylex reserves the right to request any Third Party Logistics Provider/Proposer to return all documentation provided without taking any excerpts or copies thereof.
Nylex, its employees, officers or advisers does not make any representation or give any warranty (express or implied) as to the accuracy, completeness or reliability of any of the Confidential Information. The responsibility lies on the Proposer to satisfy itself concerning the accuracy of all information provided. Through involvement in this RFP process, all Proposers acknowledge and accept Nylex’s right, at its sole and absolute discretion, to select a service provider or service provider's) of Nylex’s choice. Involvement in this process constitutes the Proposer’s acceptance of the outcome of Nylex’s final decision and to accept and bind itself to that decision.
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1.3 Project Overview
This Request for Proposal (RFP) is a request for proposal to providers of warehousing & distribution logistics services in relation to distribution of consumer products in Townsville and Brisbane.
The respondents are invited to submit detailed fully priced proposals for provision of distribution logistics services.
Please provide a total price as well as prices for individual elements (e.g. each warehouse and freight).
It is anticipated that the successful respondent (s) will enter into a contract (s) to provide distribution logistics services to Nylex.
In outsourcing these elements of its distribution network, Nylex is keen to achieve improvements on both service quality and cost.
Importantly, these operations need to be scalable to volume variations over time.
Nylex will not be responsible for any costs incurred by the respondents in preparing, delivering or presenting a response to this RFP.
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1.4 Summary of Perceived Benefits of the Project
The objective of Nylex is to achieve efficiencies in both handling (storage, picking and packing) and transportation (regional or local delivery to customers) that lead to improved service outcomes and lower prices and internal costs for logistics services, through:
Improved service outcomes and lower costs of handling.
Improved service outcomes and lower costs of transportation.
Reduced managerial and administrative overheads.
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1.5 Selection Criteria
Selection criteria may include the following attributes:
Investment capability
Price of services
Account service
Site location
Experience
Flexibility/reliability of service
Level of overall logistics capability
Service levels and commitment to key performance measurements
Commitment to continuous improvement and gain-sharing practices
Creativity and problem solving ability
Strategic innovation
Base technology expectation
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1.6 Process & Timings
Providers are requested to submit two hard copies and one electronic copy of their proposal as soon as possible.
From these a short list will be drawn up and an invitation to further present will be made after that time.
Submissions should be marked “Private & Confidential” and made to:
Any questions on the content of this document should be directed to:
Tom Evans
Group Logistics Manager
Nylex Limited
3 Healey Road
Dandenong VIC 3194
Tel: 03 9303 1444
Mobile: 0417 354 863
email: [email protected]
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2.0 Contract Terms
2.1 Parties to Contract
2.2 Contract Term
2.3 Services, Scope and Change Control
2.4 Continuous Improvement Program
2.5 Quality & KPI’s
2.6 Pricing
2.7 Termination and Disengagement
2.8 Risk, Shrinkage & Security
2.9 Insurances
2.10 Audits
2.11 Assignment & Sub-contracting
2.12 Compliance with Laws
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2.0 Contract Terms
While the contracts will need to be drawn up they will be expected to feature some special conditions in addition to the standard transport and warehousing conditions included in contracts. These are indicated below. Naturally, Nylex reserve the right to vary these up to the point the contracts are signed.
2.1 Parties to Contract
Nylex and 3PL and Parent Company Guarantor of 3PL.
2.2 Contract Term
Three years from date of signing of agreement.
2.3 Services, Scope and Change Control
Nylex may request adjustment to bring into scope out-of-scope services, or to bring into scope out-of scope products, subject to complying with a change control procedure and subject to agreement of an equitable price adjustment. The change control process will reflect good industry practice and allow for referral for determination by an independent expert if the parties are unable to agree as to a change request.
2.4 Continuous Improvement Programs
The 3PL, at 3PL’s cost, is to actively assist Nylex in feasibility assessment, development and implementation of continuous improvement programs and joint improvement projects to achieve process improvements, including process improvements related to:- costs, productivity and efficiency measures, seeking to reduce future costs to the parties; and enhance the provision of the services to Nylex.
Either party may suggest improvements to the other party at any time. These improvements may be discussed at mutually agreed time. During such discussions, the parties must resolve: whether to implement a suggested improvement as a process improvement; a proposed timetable for implementing the suggested improvement; how the success of the suggested improvement will be assessed; and how any cost savings resulting from the suggested improvement will be shared between the parties.
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2.0 Contract Terms
2.5 Quality and KPIs
Services are to be delivered in accordance with set KPIs. There will be two levels of KPIs – Critical KPI’s, a breach of which will give rise to right of Nylex to terminate contract, as well as right to performance credits, and Operating KPIs, the breach of which will only give rise to right of Nylex to terminate contract if repeated over period or wilful repeated, as well as a right to performance credits.
Indicative KPIs are:
Delivered in Full On Time Accurately (DIFOTA)
Receipt Time of Stock
Pick accuracy
Inventory accuracy
Documentation accuracy
Cost metrics
Product presentation, damage and shrinkage measures
Account service metrics egg customer complaint resolution times etc.
Initial KPIs to be set in contract and subject to monthly performance assessment and formal review with the 3PL monthly during the first twelve months, thereafter quarterly assessment and review.
Parties in month nine (9) to negotiate adjusted KPIs to take effect following first twelve months, subject to dispute resolution if parties cannot agree.
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2.0 Contract Terms
2.6 Pricing
The respondents are invited to submit detailed fully priced proposals for provision of distribution logistics services. Please provide a total price as well as prices for individual elements (eg. each warehouse and freight).
Pricing to be transparent including fixed, variable rates elements etc. A suitable rise and fall mechanism will need to be included. Also a description of the fuel surcharge mechanism including application of rebates, taxes and timings.
2.7 Termination and Disengagement
Usual industry termination conditions and events will be included in the contract. Termination for breach to be subject to right to remedy remediable breach within 14 days. Change of management control or ownership of 3PL to be termination event.
Nylex to have right to terminate the agreement if a competitor of Nylex acquires a substantial interest in or effective managerial control of 3PL. Nylex to also have the right to terminate without penalty if 3PL or an affiliate of 3PL directly or indirectly acquires a substantial interest [20 percent or more ownership] or effective managerial control of a direct category competitor.
3PL’s failure to meet a Critical KPI, or repeated failure to meet Operational KPIs, to be ground for termination by Nylex.
Disengagement process to be specified in the contract and in agreed Disengagement Plan to provide sufficient opportunity for Nylex in the event of termination for any reason by either party, to continue business at the 3PL’s location(s) for a period of time without business interruption in order to accommodate an orderly transfer to another location to conduct the distribution of Nylex’s Products.
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2.0 Contract Terms
2.8 Risk, Shrinkage and Security
3PL responsible for all stock losses or shrinkage of Products from acceptance.
3PL to be responsible for and bear cost of replacement (at wholesale cost) and cartage of replacement items of Product reasonably attributed by Nylex to actions or omissions of 3PL or persons for whom 3PL is responsible.
3PL’s transport vehicles and facilities to be designed and regularly checked so that they ensure continuous security and integrity of Products.
Title in Products remains with Nylex at all times.
2.9 Insurances
3PL to procure and maintain, at 3PL’s expense, until 12 months after expiry or termination of the Term, the following minimum coverage (and ensure that interest of Nylex is noted on policies):
Type of Insurance Limits of Liability (min)
Public Liability Insurance $20m
Workers Compensation Must comply with relevant state legislation requirements
Note: Public liability insurance should cover losses resulting from 3PL’s negligence or breach of duty of care.
All insurance policies shall provide Nylex with thirty (30) day’s advance notice of cancellation. 3PL to provide Nylex with copies of certificates evidencing such coverage within thirty (30) days of signing a final agreement, no later than fifteen (15) days before the commencement of services or work, and thereafter annually in advance.
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2.0 Contract Terms
2.10 Audits
Nylex to have right to audit processes and financial information of the 3PL(s) to ensure compliance with this agreement.
2.11 Assignment and Sub-contracting
No assignment by 3PL without consent. Change of ownership or control of 3PL is deemed assignment.
Sub-contracting by 3PL permitted subject to due performance by sub-contractor (including customer satisfaction measures in the case of transport contractors). 3PL fully responsible for performance or non-performance of sub-contractors.
2.12 Compliance with Laws etc
3PL must comply with laws, regulations, standards and codes of industry practice, COR and environmental and OH&S policies of Nylex.
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3.0 Background Information
Nylex Limited (NLX) is a diversified industrial company. The company has three core groups: Consumer Products (lifestyle), Industrial Products and Solutions.
The company listed on the ASX in 1987. Prior to 1996, Nylex’s sole activity was a 50% interest in BWAC. The company embarked on growth through acquisition, starting with AH Plant Hire in 1996. This was followed by expansion into textiles and the automotive industry. In 2001, the company restructured its operation and in 2002, the textiles division was divested. In 2004, Austrim Nylex (ARL) was renamed Nylex and divested a number of its businesses in the Automotive Division.
Nylex has a diverse range of operations. Nylex Consumer Products is a leading supplier of a broad range of garden and hardware products to the Hardware and Home Improvement markets, with leading market brands. The company has also established a Nylex Water Solutions business, capitalising on the increasing need for water conservation.
In line with the company's broad range of operations, Nylex has a wide customer base. Customers of Nylex s Consumer Products include hardware retailers and wholesalers. Customer base of the Industrial Products division is spread across builders, water authorities and councils.
For further information please refer to www.nylex.com.au
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4.0 The Task
4.1 Key Activities
4.2 Product & Inventory
4.3 Distribution & Transfers
4.4 Receiving
4.5 Storage
4.6 Inventory Control
4.7 Transport
4.8 Returns
4.9 Minor Rework
4.10 Service Levels
4.11 Information Systems
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4.0 The Task
4.1 Key Activities
This currently involves receiving, storage, handling and distribution for Brisbane and Townsville. The processes described below are the current methods of operation and should only be used as a guide to the task requirements and not as a prescription of how the task is to be accomplished in the future. Nylex is keen to have their work approached in an innovative way that demonstrates the pursuit of continuous improvement principles.
The following provides a list of the principal activities in warehousing and distribution functions that the Third Party Logistics Provider would be required to undertake:
Pallet & carton receiving
Container unloading
Receiving and checking incoming product
Break bulk for national distribution
Staging, putaway and storage
Inventory management
Cyclic stock counts sufficient for audit
Picking, packing and order assembly
Minor rework and value adds
Dangerous goods handling and distribution (minor)
POS & non standard items for distribution
Consolidation of orders and loads for transport
Invoicing and dispatch preparation
Dispatch scheduling and documentation
Dispatch loading
Transport to customer
Delivery as directed
POD capture and filing
Returns and credits – transport and warehouse processing\
KPI development and reporting
All statutory and regulatory requirements related to the operation and management of the warehouse and transport operations are the responsibility of the Third Party Logistics Provider.
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4.0 The Task
4.2 Product & Inventory
Townsville Inventory & Product .xls – shows the product lines & volumes that are to be stored in Townsville. This represents a significant rationalisation of the current inventories & product lines in this location.
Brisbane Inventory & Product .xls – shows the product lines & volumes that are to be stored in Brisbane. This represents a significant rationalisation of the current inventories & product lines in this location.
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4.0 The Task
4.3 Distribution & Transfers
Townsville Orders.xls – details all typical deliveries to be made from this warehouse.
Brisbane Orders.xls – details all typical deliveries to be made from this warehouse.
Customers.xls – details all customer delivery addresses for cross reference to order files.
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4.0 The Task
4.4 Orders
Townsville Orders.xls – shows details of orders, at line level, to be picked in this location.
Brisbane Orders.xls – shows details of orders, at line level, to be picked in this location.
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4.0 The Task
4.5 Receiving
Product Receiving - Product received must be checked and data reported for quantity (part or full delivery), arrival time, arrival date, damage and compared with expected receipt. Any discrepancies or damaged product must be reported to Nylex .
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4.0 The Task
4.5 Storage
Product in storage is generally housed in staged block stacking, select pallet racking or shelving.
Generally, the product is stored and handled on standard hire pallets or plane pallets. The 3PL will be expected to manage, control and pay for pallets used in the warehousing and distribution operations. Nylex will not incur any costs associated with the hire of pallets.
The storage facilities must demonstrate the ability to:
Ability to maintain product integrity, without degradation, especially in high storage locations.
Protection of product from exposure to inclement weather and direct sunlight.
Prevention of the ingress of dirt and dust minimised by the closure of roller doors when not in use.
Continually maintain the internal and external areas of the facility in a clean and sanitary state.
Pest control program in place.
Medium level site security, fully alarmed.
Housekeeping and hazards inspections to be performed as per ISO 9000 requirements.
Fire/Smoke detection protection system.
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4.0 The Task
4.6 Inventory Control
The role of inventory control and management to be undertaken by the 3PL will include:
Control of product and operations to meet FIFO requirements.
Performing cycle counts of stock.
Ensuring actual inventory levels are visible to Nylex on a timely basis.
All stock for dump/recycling to be authorized by relevant Nylex manager.
All product dispatched from warehouse to be accompanied by relevant paperwork.
Accurate data entry on receipt of product, dispatching orders and generating documentation.
Product damaged or lost by the 3PL will be charged at replacement cost to the service provider.
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4.0 The Task
4.7 Transport
Wrapped pallets of product must be kept dry and free from damage during transport processes.
The 3PL will ensure that a electronic signed POD (hard copy/ or electronic) is received for all deliveries and returned to Nylex in a timely (at the end of the run/real-time) manner. Consignments are to be tracked throughout the delivery process. All drivers are to be contactable throughout the delivery process. Current policy dictates that payment for transport is made after a POD is received.
Transport vehicles must be of suitable configuration to protect product from inclement weather and deterioration throughout the transport process. Fully enclosed vehicles only are to be used for the transport of any product.
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4.0 The Task
4.8 Returns
The 3PL will be responsible for handling and transport of returns.
4.9 Minor Rework
The 3PL will be required to perform minor rework of receipted product (e.g. external painting of screws, cutting of lengths of fabric/films etc ).
4.10 Service Levels.
Warehousing Service Levels
There are three main criteria for warehouse dispatch.
Dispatch of product to meet delivery time/date requirements.
Orders at drop level, are accurate by product and quantity and include correct documentation.
Product is undamaged and presented at a high standard.
The 3PL is to ensure rapid response to Nylex and their customer inquiries and requests. A senior account service person should be available to liaise with Nylex on a day to day basis for customer service and management enquiries.
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4.0 The Task
Transport Service Levels
Transit time service levels from dispatch to customer delivery need to meet delivery windows and must not exceed delivery cut off times. E.g.:
4.11 Information Systems
Nylex use SAP as its corporate system to monitor and run their existing warehouse and transportation operations. Access to these systems will be made available to the successful 3PL to provide all necessary warehouses and transport information support.
If your proposal intends to use additional IT systems (such as a WMS) please describe these systems in detail, including required interfaces, transfer file formats and benefits.
Delivery Location Despatch Location Order Cut Off Pick & Deliver Melbourne Metro Somerton 1 PM Next Day Sydney Metro Somerton 1 PM Next Day Adelaide Metro Somerton 1 PM Next Day Regional Victoria Somerton 1 PM Next Day Regional NSW Somerton 1 PM Second Day Regional SA Somerton 1 PM Second Day Brisbane Metro & Coast Somerton 1 PM Second Day Townsville Somerton 1 PM Fourth Day Regional QLD Somerton 1 PM Fourth Day NT Somerton 1 PM Fifth Day TAS Somerton 1 PM Third Day Townsville Region Townsville 1 PM Next Day Far North QLD Townsville 1 PM Second Day Brisbane Metro & Coast Brisbane 1 PM Next Day Regional QLD Brisbane 1 PM Second Day North Island NZ Auckland 1 PM Next Day South Island NZ Christchurch 1 PM Next Day
Note: Orders that are in the system at the order cut off need to be picked & despatched that day.
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5.0 The Resources
Current resources involved in Nylex’s distribution operation in Queensland are provided below. 3PL may consider at their complete discretion the opportunity to secure existing property resources and knowledge in developing their proposed solution.
Property
People
Nylex has some eight (8) staff directly involved in its Queensland distribution operations.
Plant
All warehouses have significant select racking, forklifts & miscellaneous items.
Site AddressTotal Area
SQM
AreaOfficeSQM
AreaWarehouse
SQM
Fasteners Warehouse% of Area
Approx.Fasteners
SQM
HENDRA Unit 1, 400 Nudgee Rd Hendra QLD 4011 4,600 1,000 3,600 30% 1,080
TOWNSVILLE 12-14 Carmel St Garbutt QLD 4814 1,086 75 1,011 30% 303
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6.0 Rate Structures
6.1 Fixed Costs
6.2 Variable Costs
6.3 Rate Structure Adjustment
6.4 Rate Structure Scalability
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6.0 Rate Structure
All elements of the warehousing and transport services as described in the section 4 “The Task” are assumed to be included in the rate schedule unless specifically nominated as excluded.
The 3PL is encouraged to include comprehensive descriptions of:
6.1 Fixed Costs
Storage cost to be on a per pallet basis.
6.2 Variable Costs
Essentially these are the costs directly related to the volume of the task, i.e., labour, consumables, etc.
Activity based rates by volume.
6.3 Rate Structure Adjustment – Rise & Fall
3PL is to nominate their preferred method for contract rate structure adjustment including rise and fall parameters and indices.
6.4 Rate Structure Scalability
Nylex expect the proposal and rate structure to be scalable to meet the developing profile of Nylex’s business model over time. In terms of either expansion or contraction.
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7.0 Key Performance Indicators
Working with the selected Third Party Provider Nylex will be seeking to develop operating Key Performance Indictors (KPI’s) that are achievable and measurable.
Performance measurement will be agreed after discussion with Nylex and the 3PL. Nylex is open to recommendation for incentive/penalty programs based on service performance.
Nylex and the 3PL will work together to structure a reporting system that will provide timely information useful to both parties.
Measurement Reporting Requirements
Management reporting arrangements that Nylex wish to adopt with the selected 3PL will be negotiated and agreed prior to commencement. Nylex has several reporting functions that will remain as described in this section. All potential providers are invited to propose their specific reporting function where they perceive additional benefits to both parties.
Daily Status Reports
A brief daily report:
Products received
Delivered in Full On Time Accurately (DIFOTA)
Service failures
Nylex require a brief on the above activity on a daily and weekly communication.
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7.0 Key Performance Indicators
Typically Key Performance Indicators (KPIs) would be developed to include:
Typical KPI Indicators
Delivered in Full On Time Accurately (DIFOTA)
Receipt Time of Stock
Pick accuracy
Inventory accuracy
Documentation accuracy
Cost metrics
Product presentation, damage and shrinkage measures
Account service metrics e.g. customer complaint resolution times etc.
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8.0 Strategic Rollout Program
8.1 Implementation Phases
8.2 Implementation Plan
8.3 Contingency/Risk Minimisation
8.4 Technology Development
8.5 Business Rules
8.6 Network Innovation
8.7 Account Service
8.8 Meetings and Reporting
8.9 Existing Service Providers
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8.0 Strategic Rollout Program
8.1 Implementation Phases
The implementation is viewed as a critical element. This will require a carefully co-ordinated plan to achieve the transition by the 15th December 2008.
8.2 Implementation Plan
Nylex wish to understand the 3PL’s approach to implementation of the service. In your response please outline the 3PL’s approach to this issue and the implementation plan generally.
8.3 Contingency/Risk Minimisation
Nylex is keen to ensure that the 3PL selected is capable of supporting their operations, not only in Queensland, but also nationally if required. Please describe your approach to contingency planning and risk minimisation as part of your proposal.
8.4 Technology Development
Nylex wish to ensure that in the delivery of the service that all the relevant value added is captured. As such, Nylex is keen to ensure that the selected 3PL is capable of identifying and delivering appropriate leading edge technology in materials handling, transport and information. This approach must evolve and continue for the term of the contract.
The 3PL’s are encouraged to describe their approach to technology development and how benefits, such as, productivity, accuracy and cycle times may be improved through the implementation of suitable technology.
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8.0 Strategic Rollout Program
8.5 Business Rules
Within the first three months of the contract the Nylex and 3PL will draft and agree a set of standard operating procedures for the contract. These will specifically address the various business rules relating to the delivery of the service and liaison procedures associated with logistics services through a single infrastructure.
8.6 Network Innovation
Nylex is keen to ensure that the selected 3PL has a proactive and innovative approach to identifying and implementing network improvements. The 3PL’s are encourage to describe their approach to network innovation and provide previous examples of successful innovation programs.
8.7 Account Service
The 3PL should describe its account management methodology as part of its proposal, including specific responsibilities and reporting lines within the account service organisational structure.
8.8 Meetings & Reporting
During the implementation phase and for the first six months of the contract Nylex will meet with the selected 3PL on a regular monthly basis. Thereafter, this may revert to a quarterly basis to review the performance of the services. Regular operational meeting will be scheduled according to the stage of implementation and the perceived need of those co-ordinating day to day operations. Reporting requirements are yet to be determined. However, it is envisaged that a series of reports will be required on a regular cycle. These are likely to be daily, weekly and monthly, and will relate to the KPI’s and progress on various projects.
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9.0 Experience and Referees
Nylex will select a 3PL that is well qualified to provide for its needs. Therefore, RFP responses should include detailed information regarding the company, its experience, current customers, resources and personnel.
RFP responses should also include at least three relevant referees that may be contacted as part of the assessment process.
Additionally, potential 3PLs should provide details relating to the following processes:
Account Management
Contact Reviews
Flexibility & Reliability of Service
Warehousing Processes
Transport Processes
Continuous Improvement Program
Shared Savings
Industrial Relations
OH&S Policies