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Issue No. 151 | 06 September 2002 |
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Looking for the Light
Interview: Packing a Punch Bad Boss: Basher Takes Back Passage Unions: Five Star Shafting Economics: TINA � Rest In Peace International: Against Bush's "War on Terrorism" Environment: Saving the World History: A Radical Scribe Poetry: With A Little Help From My Friend Satire: Colonel Gaddafi Promotes Himself to General Review: Workplace Dictatorship
The Soapbox The Locker Room Week in Review Bosswatch Women
 Collex Decision is TerribleCharity Begins At Home
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Unions Five Star ShaftingBy Jim Marr
Well, actually, the Hilton's not as posh as it used to be when it attracted the world's A-list to its central city tower bloke. And that, presumably, is why the international chain is ploughing $400 million into extensive renovations. As usual, the big losers, will be the people who make the place tick. A cosmpolitan bunch who, in many cases, have given substantial chunks of their lives to the hotel. House keeping supervisor Liliane Decatoire and chef Leonardo Paungao are typical. Decatoire started at the Hilton not long after immigrating from France. When she walked through the doors for the first time the most common topic of conversation was the infamous bomb blast that had rocked the premises, barely a year earlier. She is saddened and disappointed by the company's attitude to her workmates. When she is sent packing, with her eight weeks redundancy, on November 29, it will be friends, rather than the job, that she misses. "I spoke to my boss just a few minutes ago and I had tears in my eyes," Decatoire told Workers Online this week. "I can't keep myself together. "It's a bit like moving to another country when you have to leave all your friends behind. But, when you're older, it's so much harder. "You would think that after 23 years you would deserve some recongition. Some ot these people have been here for more than half their lives." She says she will survive, she has someone to look after her, but genuinely fears for bread winners paying mortgages or looking after children. And there are plenty of them. Not only is the Hilton adamant about its eight-week redundancy cap but it is denying anything at all to casual staff. Casualisation, of course, is rampant in the hospitality industry and the Hilton has been no exception. Phillipino, Parungao, took his talent to George St in 1983. He is worried for himself, how far the redundancy will stretch and where his next job might come from. "They're talking eight weeks, it's absolutely unfair," he says. "I know finding another job will be hard because, these days, they take so much notice of your age. I suppose that's what really worrries me. "I've enjoyed working at the Hilton. Let's say we're a pretty multi-cultural lot and it's been a good place to meet people. "The age thing, with employers, is the one discrimination I have found here in Australia. Sure, I'm experienced in the industry but I know my age will count against me." Like Decatoire, he feels his years of service entitle him to greater consideration. "They are not closing because they are losing money or their workers have let them down," Parungao says, "They are closing so they can make more money in the long run." As staff became increasingly restive, prior to notification of the November 29 closure, hotel manager, Andrew Flack, provided the following written assurance. "Once we have a final date and plan for the building works to start, the number one priority for the management team and Human Resources department will be to give our people all possible support in working through what it means for them personally and providing lots of practical help towards ensuring a secure future." In practise, this has meant, sticking to the eight week federal redundancy maximum although workers would have been entitled to as much as 16 weeks if they had been employed under NSW terms and conditions. It has also meant denying any redundancy to large numbers of casuals, and ongoing arguments about accrued sick leave and other entitlements. Thus far, the Hilton has rejected claims that current staff have first options on jobs when the establishment reopens. Already, it is clear management will try to use casual, travelling staff to try and frustrate LHMU efforts to gain fair compensation for the people to be ditched in November. Just how this tallies with Flack's pledge to provide "lots of practical help towards ensuring a secure future" remains, to put it mildly, somewhat clouded. Much clearer, is that the Hilton and its 467 staff, are living justification for the ACTU's demand that Abbott and his Government lift maximum federal redundancy payouts.
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