Reviewing a Redundancy Decision

Reviewing a Redundancy DecisionIt is rise up established that when reviewing a tautology end the assuranceor courtyard volition enumerate at dickens factors. They are the real(a)ness of the tautology and theprocedure by which it was carried out. The enquiry into each factor is carried out sever on the wholey (Coutts Cars Ltd v Baguley 2001 ERNZ 660 (CA)).Section 103A of the manipulation dealings performance 2000 (the prompt) requires anemployer moldiness, to begin withhand dismissing an employee, show its concerns, all in allow the employeean opportunity to respond and consider the solution with an open sagacity(ss.103A(3)(b) to (d)).That these requirements hang in in the form of a consultation bear upon in a periphrasis setting is corroborate by s.4(1A)(c) of the represent. The affinity wasconfirmed by the salute in Jinkinson v Oceana Gold (NZ) Ltd 2010 NZEmpC 102.The lawcourt of late affirmed in Rittson-Thomas t/a Totara Hills bring up v Davidson1 tha t it is non for the tap (or the Authority) to substitute its own view as to whether a position should be considered redundant (or not). Rather the inquiry should be in accordance with the statutory requirements, that is whether what was done (the ignition and the substantive reasons for it), and how it was done (the process undertaken), was what a clear and probable employer could hire done in all the circumstances at the time of the firing off.2 Section 103A traffic Relations second 2000SubstantiveJustification for emission is addressed in s.103A of the Employment Relations feign 2000 (the exploit), which statesS103A hear of Justificationi. For the purposes of air division 103(1) (a) and (b), the question of whether a lighting or an put to death was justifiable must be determined, on an prey bottom, by applying the shield in subsection (2). ii. The test is whether the employers actions, and how the employer acted, were what a seemly and honest employer could a rrest done in all the circumstances at the time the dismissal or action occurred.63 The Test of Justification requires that the employer acted in a fashion that was substantively and adjectivally ordinaryish. An employer must establish that the dismissal was a decisiveness that a fair and reasonable employer could look at do in all the circumstances at the relevant time.64 In the Employment Law oddball Michael Rittson-Thomas T/A Totara Hills Farm v Hamish Davidson1 Unrep 2013 NZEmpC 39 20 March 2013 (Rittson) his Honour pass Judge Colgan considered that the motor hotel cannot impose or substitute its patronage judgment for that of the employer taken at the time, however54 the Court (or the Authority) must determine whether what was done and how it was done, were what a fair and reasonable employer would (now could) have done in all the circumstances at the time. So the received is not the Courts (or the Authoritys) own assessment but quite an, its assessment of what a fair and reasonable employer would/could have done and how. Those are let out and distinct standards.It is healthful established that when reviewing redundancy purposes the Authority or Court entrust look at two factors. They are the genuineness of the redundancy and the procedure by which it is carried out. The inquiry into each factor is carried out se equivalenceately (Coutts Cars Ltd v. Bageley 2001 ERNZ 660 (CA)).-27 Regarding the justifiability of a dismissal on grounds of redundancy, the starting point is to enquire whether the finis to claim a position redundant was do for graceful business purposes so as to ensure a purported redundancy is not an attempt to legitimatize a dismissal where the predominate reason for termination of calling is for an new(prenominal)(prenominal) reasons.28 As with any allegation of un warrant dismissal, the onus is on the employer to abut that its conclusiveness to quit an employees employment was justified.3 Section 103A Employme nt Relations Act 200029 In Rittson-Thomas 2013 NZEmpC 39 the Employment Court recently say It will be deficient under s.103A, where an employer is challenged to justify dismissal or a disadvantage in employment, for the employer to phrase that this was a genuine business decision and the Court (or Authority) is not entitled to enquire into the merits of it.460 The Court of Appeal instruction of the law regarding the genuineness of a redundancy in GN trail watchword Ltd v Wellington Caretakers IUOW 1991 1 NZLR 151 (Hale) was that An employer is entitled to make his business to a greater extent efficient, as for example by automation, abandonment of unprofitable activities, reorganisation or other apostrophize- relieve steps, no matter whether or not the business would other than go to the wall. A worker does not have a sort out to continued employment if the business can be run much efficiently without him.61 However since Hale was decided, apology for dismissal is now as s tated in the Employment Relations Act 2000 (the Act), which at s 103A of the Act sets out the Test of Justification as beingS103A Test of Justification i. For the purposes of section 103(1) (a) and (b), the question of whether a dismissal or an action was justifiable must be determined, on an objective basis, by applying the test in subsection (2).ii. The test is whether the employers actions, and how the employer acted, were what a fair and reasonable employer could have done in all the circumstances at the time the dismissal or action occurred.62 The Test of Justification requires that the employer acted in a manner that was substantively and procedurally fair. An employer must establish that the dismissal was a decision that a fair and reasonable employer could have make in all the circumstances at the relevant time.63 The Employment Court has issued recent decisions in this area which have reexamined the statement of the law in Hale in light of s 103A of the Act.64 In Michael Ri ttson-Thomas T/A Totara Hills Farm v Hamish Davidson Unrep 2013 NZEmpC 39 20 March 2013 (Rittson) the Court referred to Hale and its previous comments close Hale in Simpsons Farms confine v Aberhart 2006 ERNZ 825,842 . His Honour Chief Judge Colgan considered that the Court cannot impose or substitute its business judgment for that of the employer taken at the time, however 54 the Court (or the Authority) must determine whether what was done and how it was done, were what a fair and reasonable employer would (now could) have done in all the circumstances at the time. So the standard is not the Courts (or the Authoritys) own assessment but rather, its assessment of what a fair and reasonable employer would/could have done and how. Those are separate and distinct standards.65 In that gaucherie, the Court was critical of the lack of data admitd to the employee, and held that the employer had not adequately explained why the money saved by the disestablishment of the employees pos ition justified the position being made redundant. The Court strand upon analysis that the employer had been untrue in concluding that there would be a wage saving of 10% per annum, when in fact it was 6%. This threw into doubt the genuineness of and, therefore, the justification for, the dismissal.66 In Brake v Grace Team Accounting Limited 2013 NZEmpC 81 13 may 2013 (Brake) Travis J firmly endorsed Rittson, finding in that case that although the employer claimed that its financial position had deteriorated over the six months the employee had been employed requiring a reduction in salaries, in fact analysis by the Court concluded that the employers figures were incorrect and there had been no sudden deterioration.67 On this basis it was held that the employers justification for the dismissal was mistaken, with the consequence that the dismissal of the employee was unjustified.68 In Catherine Tan v Morningstar Institute of Education Ltd T/A Morningstar Preschool Ltd 2013 NZEmpC 82 16 May 2013 the Court adopted a similar approach. As in the case of the employee in Brake, Ms Tan had been provided with factually incorrect information about the employers financial position. She had been misled into thinking that the redundancy of her position was inevitable when it was not the cost savings were relatively minor and insufficient to have satisfied the employers requirements.26 In its submissions, Checkmate refers to a decision of the Authority BodePatterson v Hammond-Smith and Smith t/a I Love Merino Limited 2013 NZERA Auckland 294 ( Member Anderson ). In that decision, the Authority sets out an excellent summary of the law in consider to redundancy and for the purposes of the present decision, the analysis in Bode-Patterson is adopted without amendment.27 For present purposes, it is exuberant to say that the law requires the Authority to enquire into the genuineness of a redundancy so as to ensure that the redundancy is being activated for proper business pu rposes and not being undertaken for base motives.28 Further, it is important to note that it is not enough for a business owner to plain claim the indispensability to make structural changes they must be prepared to demonstrate that extremity to the satisfaction of the Authority.29 In broad terms then, there are two enquiries that the Authority must make to satisfy itself about the genuineness of the redundancy. The number one is to establish whether the evidence supports the employers contention that there were genuine business reasons for the redundancy and the second is to ensure that there is no base motive underpinning the decision to dismiss for redundancy such as, for instance, a conviction on the neighborhood of the employer that the business would be better off without the incumbent of the role to be made redundant. Attached as it were to that last consideration is an examination of whether there is evidence of mixed motives.30 Dealing first with the underlying genuine ness of the decision to declare redundancy, it is appropriate to remember Chief Judge Colgans observations in Michael Rittson-Thomas t/a Totara Hills Farm v Hamish Davidson 2013 NZEmpC 39 (Rittson-Thomas) wherein His Honour had this to sayIt will be insufficient under s.103A, where an employer is challenged to justify a dismissal or disadvantage in employment, for the employer to say that this was a genuine business decision and the Court (or Authority) is not entitled to enquire into the merits of it. The Court (or Authority) will need to do so to determine whether the decision, and how it was reached, were what a fair and reasonable employer would/could have done in all the relevant circumstances.Procedure67 An employer who is proposing to reconstitute its business or any part of its business must not only have genuine reasons for undertaking the restructuring, but must prosecute a fair procedure in respect of make a motioned employees.68 victuals of the Act govern questions of justification for dismissal and, in particular, dismissal by reason of redundancy. Section 4 of the Act addresses the requirement for parties to the employment relationship to deal with each other in severe faith. Section 4(1A)(c) in particular is relevant to a redundancy situation and requires an employer who is proposing to make a decision that will, or is likely to, have an adverse effect on the duration of employment of an employee to provide to the employee affected(i) access to information, relevant to the continuation of the employees employment, about the decision and(ii) an opportunity to comment on the information to their employer before a decision is made. s4 (1A)(i) and (ii).69 In a redundancy situation a fair and reasonable employer must, if challenged, be able to establish that he or she has complied with the statutory engagements of dear faith dealing in s4 of the Act. His Honour Chief Judge Colgan in Simpsons Farms Limited v Aberhart2 2006 ERNZ 825,842 notewor thy that this compliance with good faith dealing includes consultation as the fair and reasonable employer will comply with the lawTurning to process. Section 103A of the Employment Relations Act 2000 (the Act) requires an employer must, before dismissing an employee, raise its concerns, allow the employee an opportunity to respond and consider the response with an open mind (ss.103A(3)(b) to (d) of the Act). That these requirements, in the form of a consultation process, remain in the redundancy setting is expressly confirmed by s.4(1a)(c) of the Act and the relationship between the two sections is confirmed by the Court in Jinkinson v. Oceanagold (NZ) Ltd 2010 NZEmpC 102.The Court of Appeal in Aoraki Corp v McGavin 1998 1 ERNZ 601 stated at page 619, the pursuance proposition. What is crucial, however, is to recognise that the remedy can touch on only to the particular wrong, to what has been bemused or suffered as a case of the particular breach or failure. In this case the p ersonal score is not that the employment was terminated, but that the manner of implementation of the decision to terminate was procedurally unfair.-ConsultationIn Simpsons Farms Limited v Aberhart6 Simpsons Farms Ltd and Aberhart 2006 ERNZ 825 the Chief Judge noted Consultation does not require agreement between the parties however genuine efforts must be made to slightly accommodate the views of the employees and there should be a tendency to achieve consensus7 .-37 Section s.4(1A)(c) of the Employment Relations Act places an obligation on an employer proposing to make a decision that may affect an employees ongoing employment, to provide to a potentially affected employee access to information relevant to its decision and an opportunity to comment on that information before making a concluding decision.38 Further, where an employer is contemplating dismissal on grounds of redundancy, good faith requires an employer to consult with a potentially affected employee about the for tuity of redundancy5 . Simpsons Farms Ltd and Aberhart 2006 ERNZ 82539 The requirements for an employer to provide information, and to act in good faith also assists the Authority in its assessment as to whether the employers decision was what a fair and reasonable employer could have done in all the circumstances.-Provide information55 It is a truism that employers in a restructuring environment are obligated to provide affected staff with access to information, relevant to the continuation of the employees employment, about the decision and an opportunity to comment on the information to their employer before the decision is made s.4(1A)(c) of the Act.56 Those precepts were emphasised in a decision of the Full Bench of the Employment Court in Vice Chancellor of Massey University v. Martin Wrigley Ors 2011 NZEmpC 37 (Wrigley).57 In para.48 of the judgment, the Court says When a business is restructured, the employer will, in most cases, have almost correspond power over the outc ome. To the extent that affected employees may influence the employers final decision, they can do so only if they have knowledge and sagaciousness of the relevant issues and a real opportunity to express their thoughts about those issues. In this sense, knowledge is the key to giving employees some measure of power to adulterate the otherwise overwhelming in have-to doe withity of power in favour of the employer.58 And again at para.55 of the judgment, the Court says The purpose of s.4(1A)(c) is to be found in para.(ii) which requires the employer to restrain the employees an opportunity to comment before the decision is made. That opportunity must be real and not limited by the extent of the information made available by the employer. emphasis addedConsultation77 The law on consultation in a redundancy setting is well settled. An employer contemplating a restructure which affects an employee or employees must engage with those employees in good faith such that the employee has a straightforward opportunity to engage in the process, be aware of the issues capricious the employer, and, amongst other things, suggest alternatives that the employer may not have thought of or may not have fully worked up.-Good faith38 flush if a redundancy is decided upon for genuine business reasons if the justification for the redundancy is challenged by an employee the employer must be able to prove to the Authority that the decision made and how it was reached was what a fair and reasonable employer could have done in the circumstances that existed at the time3 Section 103A Employment Relations Act 2000.. In applying the tests under s.103A of the Employment Relations Act 2000 (the Act), Chief Judge Colgan of the Employment Court has recently explained that54 It will be insufficient under section 103A, where an employer is challenged to justify a dismissal or disadvantage in employment, for the employer simply to say that this was a genuine business decision and the Court (or the Authority) is not entitled to enquire into the merits of it. The Court (or the Authority) will need to do so to determine whether the decision, and how it was reached, were what a fair and reasonable employer would/could have done in all the relevant circumstances. 4 Michael Rittson-Thomas trading as Totara Hills Farm v Davidson 2013 NZEmpC 3939 Genuine consultation with an affected employee is required.RemediesSection 123(1)(a) to (c) of the Act provides as follows (1) Where the Authority or the court determines that an employee has a personal grade, it may, in settling the grievance, provide for any 1 or more of the following remedies (a) reinstatement of the employee in the employees former position or the placement of the employee in a position no less advantageous to the employee (b) the reimbursement to the employee of a sum equal to the whole or any part of the wages or other money lost by the employee as a result of the grievance (c) the payment to the employee of compensation by the employees employer, including compensation for- (i) humiliation, injustice of dignity, and injury to the feelings of the employee and (ii) loss of any benefit, whether or not of a monetary kind, which the employee might reasonably have been expected to obtain if the personal grievance had not arisen. donationSection 124 of the Act, requires that where the Authority has determined that an employee has a personal grievance, the Authority must consider the extent to which the actions of the employee contributed towards the situation that gave rise to the personal grievance and remedies are to be withheld or reduced where there has been contribution or flaw on the part of the employee.-Loss of remSection 123(1)(b) provides that an employee dismissed unjustifiably may be reimbursed a sum equal to the whole or any part of the wages or other money lost by the employee as a result of the grievance.In Aoraki Corporation v McGavin9 the Court of Appeal held that in the a bsence of a contractual stipulation, the cosmopolitan practice as to the period of notice does not support resort notice in excess of one month.If a redundancy is found to be genuine as I have in this matter, and a personal grievance for unjustified dismissal is upheld on grounds of procedural unfairness, remedies are confined to the distress caused by the way the redundancy was handled, rather than the loss of the job itself-Reimbursement of Lost Wages52 Employees are under a duty to subside their loss and in this case there was insufficient evidence presented to the Authority to support the fact that Ms Whaanga had made a real effort to mitigate her loss. As Chief Judge Colgan made clear in Allen v Transpacific Industries Group Ltd (t/a Mediasmart Ltd) (2009) 6 NZELR 530, par 78 dismissed employees are not only under an obligation to mitigate loss but to establish this in evidence if called upon. This will require, in practice, a detailed account of efforts made to obtain emplo yment including dates, places, names, copies of correspondence and the like.53 Ms Whaanga has not established evidence to support her efforts to mitigate her loss and in these circumstances I find that there is no compensation for lost wages is payable to her.