Penalty rates and trading hours – survey of registered clubs in NSW
The Registered Clubs Association of NSW
November / December 2014

Overview

Currently, the Registered and Licensed Club Award 2010 is being reviewed by the Fair Work Commission (FWC) as part of its four-yearly review of the modern awards system. IR legislation is an important consideration for the industry, given the composition of the workforce and the importance of weekend and public holiday trading to the operation of clubs.

ClubsNSW is seeking to better understand the impacts of current penalty rate entitlements on the operations of registered clubs, as well as the potential implications of a change in those arrangements. The purpose of this survey is to collect information from the industry that can be used by ClubsNSW to underpin a submission to the FWC four-yearly review.

The survey consists of three sections:

  • screening questions(this section) – the purpose is to identify the key characteristics of your club – these will assist in classifying the responses and undertaking analysis of the impacts across different areas of the industry
  • survey questions – these are the main questions and seek to understand information about your club’s current operations and operational changes that may occur as a result of changes to penalty rates under different scenarios
  • employment questions – theseare additional questions which seek to understand information about your club’s employment of staff and the economic drivers of decisions to employ more/less staff.

Screening questions

What is the name of your club? / CLUB NAME
In which Local Government Area (LGA) is your club located? / LGA
How much EGM revenue* did your club generate in the last audited financial year? / ANNUAL EGM REVENUE
How many staff does your club currentlyemploy on a headcount basis? / TOTAL NUMBER OF STAFF
Of the staff employed by your club how many are salary earners and how many are wage earners? / TOTAL NUMBER OF SALARY EARNERS / TOTAL NUMBER OF WAGE EARNERS
What was your total expenditure on salaries and wages in the last audited financial year? / TOTAL EXPENDITURE
What type of club do you operate (eg. RSL, sports club, bowling club, golf club etc) / TYPE OF CLUB

* EGM Revenue refers to turnover of electronic gaming machines less winnings paid to player.

Survey questions

Your club profile

When answering the following questions, fill in the total number of hours and EGM revenue earned in the day in question. This may include multiple trading days (for instance any opening hours after midnight on Friday would be included in Saturday trading hours).

Current trading hours / Current staff hours
Total number of hours worked by staff – separated by salary and wage earners / Current EGM revenue
Total of all EGMs within your venue
Salaried staff / Wage earning staff
Monday to Friday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Saturday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Sunday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
New Year’s Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Australia Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Good Friday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Easter Saturday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Easter Sunday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Easter Monday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Anzac Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Queen’s Birthday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Labour Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Christmas Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Boxing Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE

Questions related to Scenario 1

The following questions below seek to understand what your response would be to a change in penalty rates and why you would seek to respond in this way. The change in the current penalty rates arrangements is assumed to be as follows.

Saturday / Sunday / Public Holidays
Current award conditions / 150 percent / 175 percent / 250 percent
Scenario 1 / 150 percent (—) / 150 percent () / 225 percent ()

We are looking to understand how the change in penalty rates would impact your operating hours, staffing and expected revenue from EGMs. For example, as a result of the reduced staffing costs associated with the change in penalty rates you may:

  • take no action;
  • extend your trading hours on days where penalty rates are payable (weekends and public holidays);
  • implement additional employee shifts on weekends and public holidays during existing trading hours; or
  • expand your trading hours on other days.

Please complete your responses to these questions in the boxes below. The remainder of this section seeks specific data reflecting how your operational response to a change in penalty rates would be reflected in total trading hours, staff hours and EGM revenue. The data questions should be completed as follows:

  • Step 1: In the boxes labelled ‘additional trading hours’,indicate the additional number of hours you would expect to stay open compared with the number of hours in ‘your club profile’.
  • Step 2: In the boxes labelled ‘additional staff hours’,indicate the additional number of staff hours you would expect under the adjusted operating times. If you would be likely to add an additional shift, include the total hours of the additional shift.
  • Step 3:In the boxes labelled ‘additional EGM revenue’,indicate the amount of additional revenue you would expect from your venue’s EGMs in dollar terms under the adjusted operating times.

How would your club respond to a reduction in penalty rates on Sundays and Public Holidays?How quickly would the club expect to respond to any change in penalty rates?
RESPONSE
What factors determine how your club would respond to a reduction in penalty rates on Sundays and Public Holidays?
RESPONSE
Additional trading hours / Additional staff hours
Total number of additional hours for all staff – separated by salary earners and wage earners / Additional EGM revenue
Total number for all EGMs
Salaried staff / Wage earning staff
Monday to Friday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Saturday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Sunday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
New Year’s Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Australia Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Good Friday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Easter Saturday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Easter Sunday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Easter Monday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Anzac Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Queen’s Birthday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Labour Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Christmas Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Boxing Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
How many additional staff in terms of headcount would you expect to employ due to the changes in operating hours outlined above? / ADDITIONAL STAFF (SALARY) / ADDITIONAL STAFF (WAGE)

Questions related to Scenario 2

The following questions below seek to understand what your response would be to a change in penalty rates and why you would seek to respond in this way. The change in the current penalty rates arrangements is assumed to be as follows.

Saturday / Sunday / Public Holidays
Current award conditions / 150 percent / 175 percent / 250 percent
Scenario 2 / 125 percent () / 150 percent () / 225 percent ()

We are looking to understand how the change in penalty rates would impact your operating hours, staffing and expected revenue from EGMs. Complete your responses similarly to the questions for Scenario 1, as indicated earlier. For those questions seeking a free text response, if your answer is the same as for Scenario 1, please complete the text box by writing “as above”.

How would your club respond to a reduction in penalty rates on Weekends and Public Holidays? How quickly would the club expect to respond to any change in penalty rates?
RESPONSE
What factors determine how your club would respond to a reduction in penalty rates on Weekends and Public Holidays?
RESPONSE
Additional trading hours / Additional staff hours
Total number of additional hours for all staff – separated by salary earners and wage earners / Additional EGM revenue
Total number for all EGMs
Salaried staff / Wage earning staff
Monday to Friday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Saturday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Sunday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
New Year’s Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Australia Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Good Friday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Easter Saturday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Easter Sunday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Easter Monday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Anzac Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Queen’s Birthday / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Labour Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Christmas Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
Boxing Day / TRADING HOURS / TOTAL STAFF HOURS (SALARY) / TOTAL STAFF HOURS (WAGE) / TOTAL EGM REVENUE
How many additional staff in terms of headcount would you expect to employ due to the changes in operating hours outlined above? / ADDITIONAL STAFF (SALARY) / ADDITIONAL STAFF (WAGE)

Employment questions

This section consists of additional questions which seek to understand information about your club’s level employment and drivers of those decisions.

This information will be used to improve ClubsNSW’s analysis of the impact of registered club operations on the NSW economy over time.

FY 2010 / FY 2011 / FY 2012 / FY 2013 / FY 2014
How much EGM revenue did your club generate each year? / ANNUAL REVENUE / ANNUAL REVENUE / ANNUAL REVENUE / ANNUAL REVENUE / ANNUAL REVENUE
What was your total expenditure on salaries and wages each year? / EXPENDITURE / EXPENDITURE / EXPENDITURE / EXPENDITURE / EXPENDITURE
Staff headcount* / FY 2010 / FY 2011 / FY 2012 / FY 2013 / FY 2014
What was the average number of full time staff employed by your club? / FULL TIME STAFF / FULL TIME STAFF / FULL TIME STAFF / FULL TIME STAFF / FULL TIME STAFF
What was the average number of permanent part time staff employed by your club? / PART TIME STAFF / PART TIME STAFF / PART TIME STAFF / PART TIME STAFF / PART TIME STAFF
What was the average number of casual staff employed by your club? / CASUAL STAFF / CASUAL STAFF / CASUAL STAFF / CASUAL STAFF / CASUAL STAFF
What was the average number of trainees and apprentices employed by your club? / TRAINEES AND APPRENTICES / TRAINEES AND APPRENTICES / TRAINEES AND APPRENTICES / TRAINEES AND APPRENTICES / TRAINEES AND APPRENTICES
What was the average number of salaried staff employed by your club? / SALARIED STAFF / SALARIED STAFF / SALARIED STAFF / SALARIED STAFF / SALARIED STAFF
What was the average number of wage earning staff employed by your club? / WAGE EARNING STAFF / WAGE EARNING STAFF / WAGE EARNING STAFF / WAGE EARNING STAFF / WAGE EARNING STAFF

* Staff numbers should be recorded on a headcount basis

What are the main factors that you consider when making decisions around increasing the level of employment within your club?
RESPONSE
What are the main factors that you consider when making decisions around decreasing the level of employment within your club?
RESPONSE
What is the amount of time required to implementemployment decisions within your club?
RESPONSE

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