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Kidd Creek addresses pay equity with one-time wage adjustments.

Kidd Creek addresses pay equity with one-time wage adjustments

Falconbridge's Kidd Creek division in Timmins regards itself as a fully equitable employer, having made one-time wage adjustments totalling $196,000.

John Pappone, manager of employee relations and administration at Kidd Creek, says the company has met its pay equity requirements.

The process involved 2,601 employees at the mine and metallurgical site, as well as employees of Falconbridge Gold Corporation.

As of Jan. 1 Kidd Creek had 103 women employees, mostly in clerical positions, but also in technical and professional positions. The pay equity adjustments were made as of Dec. 23.

"We made the one-time adjustments to take care of it," says Pappone.

Most of the adjustments were made to the salaries of clerical staff. Two historically female positions in production were also evaluated, but there was an adjustment only in the safety supply job.

In the technical area, the female-dominated positions of computer operator and geological technician were evaluated, but it was determined that no adjustments were necessary.

When the plan was decided on, there were questions, but no objections, from affected employees, Pappone notes. "As far as I know, it was well received."

Kidd Creek started to work on its pay equity plan in October 1989, with the formation of a committee for the evaluation of jobs.

"We wanted to ensure we had equal representation on the committee," Pappone recalls.

All interested female employees were invited to submit their names to be considered for the committee.

Sixteen names were submitted, and four were selected in a draw for the eight-member committee. The other four members of the committee were male members of management.

Pappone, who chaired the committee but did not vote on its decisions, says there was co-operation. "We were very pleased."

The process involved a lot of hard work, training and evaluation, he recalls, noting that there were four or five evaluation meetings alone.

"It took 18 months before we got through it," Pappone admits.


Canadian Pacific Forest Products Ltd. has also instituted a pay equity plan for its northwestern Ontario operations.

However, in most cases, no pay adjustments were required, says John Taylor, an employee relations analyst for the Thunder Bay and Dryden operations of the company.

Of the few hundred women among CP Forest's 4,000 employees, only a few in the woodlands and a few in the non-union administrative staff received wage adjustments, Taylor says.

"A real handful, that's all," he says, adding that the number would be probably 20 at most.

"The impact of putting in the pay equity plan was relatively insignificant," Taylor adds.

In fact, in the woodlands group one adjustment was as little as a penny per hour, he notes.

Female-dominated positions in the woodlands operation include cook and baker.

Taylor says the whole process was completed in three or four months.

"It really wasn't an onerous exercise as far as we were concerned," he says, noting that there was good co-operation between management and staff. There were 12 employee groups involved, including non-union staff.

Taylor, who chaired some of the committees, says he did not hear any formal complaints about the decisions from employees, just requests for explanations.
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Title Annotation:Falconbridge Gold Corporation Kidd Creek Div.
Author:Bickford, Paul
Publication:Northern Ontario Business
Date:Apr 1, 1991
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