Coca-Cola Bottlers, Perth (Performance Improvement) Enterprise Bargaining Agreement 1992
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COCA -COLA BOTTLERS, PERTH (PERFORMANCE IMPROVEMENT) ENTERPRISE BARGAINING AGREEMENT, 1992 No. AG 3 of 1993 . 2 . 3
1. - TITLE This Agreement shall be known as the Coca-Cola Bottlers, Perth (Performance Improvement) Enterprise Bargaining Agreement 1992 No. AG 3 of 1993.
2. - ARRANGEMENT 1. Title 2. Arrangement 3. Parties Bound 4. Principles of the Agreement 5. Date and Period of Operation 6. Relationship to Parent Awards 7. No Further Claims 8. Review 9. Purpose of the Agreement 10. Measures to achieve gains in Productivity, Efficiency and Flexibility 11. Wage Increases 12. Performance Improvement Measures 13. State Standards 14. Not to be Used as a Precedent 15. Negotiating Group 16. Consultation 17. Dispute Settlement 18. Signatories
Appendix - Resolution of Disputes Requirement Appendix A - Improving Employee Relations and Prodcutivity - Policy Statement Appendix B - Productivity Focus Group - Terms of Reference Appendix C - Dispute Settling Procedure Schedule 1 - Projected Wage Increases 1993 - 1994
3. - PARTIES BOUND This Agreement shall apply to an be binding upon - Coca-Cola Bottlers, Perth Metals and Engineering Workers' Union - Western Australia
The Construction, Mining, Energy, Timberyards, Sawmills and Woodworkers Union of Australia - Western Australian Branch Australian Electrical, Electronics, Foundry and Engineering Union (Western Australian Branch) The Federated Miscellaneous Workers' Union of Australia, W.A. Branch
4. - PRINCIPLES OF THE AGREEMENT (1) The parties to this agreement will comply with its terms notwithstanding the provisions of any Award, Order or Industrial Agreement by which they are covered. . 4
(2) The parties to this agreement accept they are bound by the terms of the agreement for its duration. (3) The parties to this agreement are opposed to any applications by other parties to be joined to this agreement. (4) The parties to this agreement shall make application for its cancellation so that it shall cease to have effect on the 2nd day of March 1995.
5. - DATE AND PERIOD OF OPERATION This agreement shall operate for a period of two years on and from the 3rd day of March 1993 and shall remain in force until the 2nd day of March 1995.
6. - RELATIONSHIP TO PARENT AWARDS For the duration of this agreement, the rates of pay within it are in substitution for all the rates and allowances expressed within:
· the Aerated Water and Cordial Manufacturing Industry Award 1975. · The Coca-Cola Bottlers, Perth Order under the Metal Trades (General) Award 1966 No. 13 of 1965 and the Engine Drivers (General) Award No. R 21A of 1977. All other terms and conditions of the respective awards will apply, except where inconsistent with this agreement. During the term of this agreement, any change in the parent award in relation to wages that may make it more favourable than the agreement, will be addressed if/when the agreement is being renegotiated for its next term.
7. - NO FURTHER CLAIMS This agreement provides no further wage increase for its life except when consistent with a State Wage Decision.
8. - REVIEW The parties agree to review the operation of the agreement 18 months after commencement to:- · ensure that it is functioning as intended; and · assess the viability of entering into a further agreement.
9. - PURPOSE OF THE AGREEMENT The parties acknowledge that this agreement will operate to improve the business performance of Coca-Cola Bottlers, Perth and recognise and reward the contributions made by its employees, who will work in a teams-based environment toward the achievement of performance objectives. The Company's Policy Statement of its objectives is in Appendix "A" of this agreement.
10. - MEASURES TO ACHIEVE GAINS IN PRODUCTIVITY, . 5
EFFICIENCY AND FLEXIBILITY (1) All employees will fully utilise all skills to the best of their ability for which they have been trained or in which they are in the process of undertaking training pursuant to the Structural Efficiency Principles contained in the 1988 State Wage Case Decision. . 6
(2) Employees in the Production Area of the business agree:- (a) To undertake such training as may be necessary and as required to enable them to carry out lubrication and greasing duties on the machines not designated for specialised greasing duty and on adjacent conveyor systems. (b) To accept 48 hours notice of the requirement to work on a second shift instead of the day shift. Overtime rates will apply as per the Aerated Water and Cordial Manufacturing Industry Award 1975. (c) To undertake such training as may be necessary to assist tradespersons in line changeovers on each of the production lines. Machines will be modified to allow operators to assist tradespersons in line changeovers using specific tools designated for that job or function. (d) To take staggered morning and lunch breaks as required to allow the continuous operation of all production lines as required. (3) Employees in the Warehouse Area of the business agree:- (a) To improve load or pallet-picking accuracy in the Warehouse Area to 98% or better by 1st January 1993 (measured by pre-checking report). (b) To maintain minimum standards of performance in terms of cases per man-hour handled for the purpose of load-making as follows:- (i) Forklift Operators (load-making): 400 cases per man-hour. (ii) Electric Pallet Truck Operators: 550 cases per man-hour. (Measured by weekly/monthly reports, with results to be posted on the Noticeboards). (4) Employees in the Distribution Section of the business agree:- (a) To check all loads for accuracy prior to entering the Shipping Area (measured by daily/weekly shipping report, with a 98% accuracy target). (b) To give effective customer service in the terms of the Company's training programmes and thereby reduce proven customer complaints (measured by the Delivery Service Manager's daily/weekly report). (c) To effect accurate deliveries of goods to customers (measured by verification and daily/weekly report). (5) Employees in the Engineering Section of the business agree:- (a) To complete work records for their own work, under the general supervision of Engineering staff. (b) To train operators of machines on each production line in assisting tradespersons with line changeovers. (c) To make such minor modifications to equipment as may be necessary to allow Production Operators to assist tradespersons in line changeovers and lubricating and greasing using specific tools designated for that job or function. . 7
(d) The Engineering Employee currently carrying out greasing and lubrication duties will continue to carry out those duties as required and will be responsible for formulating lubricating schedules and monitoring their implementation with the assistance and approval of Engineering staff. The employee will also train operators in the greasing or lubricating of machinery and adjacent conveyor systems. (e) To work in such a way as to allow the continuous operation of lines within a shift. (6) Employees in the Plant Room area of the business agree:- (a) To perform such lubrication and greasing tasks on designated equipment as may be required in the absence of the Plant Greaser. (b) To perform start-up duties on such Production equipment items (e.g. warmers, washer, hot melt systems, etc.) as may be required to facilitate prompt production start-up at the commencement of any production shift. (c) To perform such minor plant and equipment preventative maintenance tasks (e.g. stripping and painting, cleaning, filter servicing, etc.) as may be required in areas pertaining to the plant room and its operation. (d) To work in such a way as to allow the continuous operation of lines within a shift. (7) Employees in the Service Department area of the business agree that:- (a) Each Beverage Tradesperson (including Workshop personnel) will advise the Service Department every morning by 10:00 a.m. if he will not be available to work after 5:00 p.m. that day. (4:00 p.m. in the case of the Workshop). If the Service Department is not notified then it will be assumed that the tradesperson will be prepared to work overtime after 5:00 p.m. that day and the tradesperson will work reasonable overtime as required. (b) Each Beverage Tradesperson (Field Service/Installation) will leave his two-way radio on after the completion of his last call each day and until arrival at home for the purpose of being contacted to work overtime. Management will contact the closest person to the call, or the person who worked in that area that day. (c) Beverage Tradesperson will train QA Personnel (Operators/ Representatives) in carrying out minor maintenance repairs and functions associated with postmix equipment and to assist Beverage Tradesperson in carrying out installation functions. This work to be agreed between the Beverage Tradespersons and QA Personnel in conjunction with Management. (d) In an emergency situation (i.e. where sales personnel cannot be contacted) which requires the urgent delivery of postmix stock to a customer outlet, the Beverage Tradesperson on pager duty agrees to collect and deliver the stock required to the outlet. Contact phone numbers will be supplied for contacting Sales Personnel. (e) QA Personnel will carry out minor maintenance, repair and service function on postmix equipment, subject to appropriate training having been received. This work will be agreed between the Beverage tradespersons and QA personnel in conjunction with Management. . 8
11. - WAGE INCREASES In consideration of the agreement to the implementation of the measures to achieve gains in productivity, efficiency and flexibility specified above, and in the terms of Clause 12. - Performance Improvement Measures, the Company agrees to pay all those employees engaged under the terms of the Aerated Waters and Cordial Manufacturing Industry Award 1975 and the Coca-Cola Bottlers, Perth Order under the Metals Trades (General) Award 1966 and identified above increases of:- . 9
(1) 4.5% in the actual rates of pay and allowances for classifications contained within the said Awards, effective from the date of registration of the agreement; and (2) a minimum of 2% of each employee's actual rate of pay and allowances, 6 months after the date of registration of the agreement; and (3) a further minimum of 2% of each employee's actual rate of pay and allowances in the pay period 18 months after the date of registration of the agreement; The Wage Rates are set out in Schedule One of this agreement. Further, the Company agrees to pay employees an increases of 2.5% in their actual rate of pay and allowances each time the Consumer Price Index (all factors) for Western Australia increases by 2.5%. The published quarterly statistics of the Australian Bureau of Statistics will be used to determine movements in the Consumer Price Index. Any State Wage Case increase related to cost- of-living adjustments would be absorbed into this payment. The quarterly C.P.I. results for the December 1992 quarter will be used as the base to determine movements in C.P.I. during the period of agreement. The pay increase will apply from the beginning of each quarter following the quarter which recorded a cumulative increase of 2.5% in the C.P.I.
12. - PERFORMANCE IMPROVEMENT MEASURES (1) In addition to the wage increase for improvements in flexibility, efficiency and productivity above, the parties agree to the institution of a performance-based gain-sharing system whereby employees will receive performance-related payments. The 2% payments mentioned in subclauses 11(2) and 11(3) above are in respect of anticipated productivity gains to be made through the adoption of a teams-based approach between the Production, Warehouse and Engineering sections of the business and in respect of anticipated productivity-gains in the other areas of the business covered by this agreement. Each of the two 2% payments paid as a minimum recognition of performance improvements will be absorbed into any larger amount calculated as the employee's share of any gain made through increases in flexibility, performance or efficiency. A Productivity-Focus Group will be established, comprising employee and management representatives, to develop performance indices and gain sharing formulae and make appropriate recommendations to the Negotiation Group. The terms of reference of the Productivity Focus Group are in Appendix B of this Agreement.
13. - STATE STANDARDS This agreement shall not operate so as to cause an employee to suffer a reduction in ordinary time earnings or to standards set by the Western Australian Industrial Relations Commission in respect of hours of work, annual leave, long service leave or sick leave.
14. - NOT TO BE USED AS A PRECEDENT This agreement shall not be used in any manner whatsoever to obtain similar agreements or benefits in any other plant or enterprise.
15. - NEGOTIATING GROUP The Negotiating Group which has been established to negotiate this agreement will continue to meet as required but at least quarterly, to discuss matters which may arise from the implementation of the agreement. . 10
The Group consists of Shop Stewards, Union Officials and Management Representatives. . 11
16. - CONSULTATION The parties agree that the best method of ensuring effective consultation with employees will be through mechanisms which involve all employees. Team-based meetings held regularly are considered to be the best way of ensuring two-way communication, a problem-solving approach to issues and a forum for discussion. To aid communication between teams, a Team Overview Group comprising of a representative from each team and senior management will meet regularly to discuss and resolve issues which may arise. The terms of reference are: - (1) Team-based meetings will be held regularly to discuss and resolve matters relating to each team, to communicate company information and to obtain feedback. Minutes of each Meeting will be taken and published. There will be no limit to the Agenda for the Team Meeting provided, however, that there will be no changes to award provisions without the agreement of the relevant Union or Unions. (2) The Team Overview Group comprising team and senior management representatives, will meet monthly for the first 3 months of this agreement and thereafter regularly as required to discuss matters arising from the implementation of the teams-based approach.
17. - DISPUTES SETTLEMENT Both parties agree to use the disputes-settling procedures agreed to in the Second Tier agreements with the respective unions which are parties to this agreement. The procedure is contained in Appendix C of this agreement.
18. - SIGNATORIES SIGNED ON BEHALF OF:- COCA-COLA BOTTLERS, PERTH
T. Neel
THE METALS AND ENGINEERING WORKERS' UNION
THE AUSTRALIAN ELECTRICAL, ELECTRONICS, FOUNDRY AND ENGINEERING UNION (WESTERN AUSTRALIAN BRANCH
THE CONSTRUCTION, MINING, ENERGY, TIMBERYARDS, SAWMILLS AND WOODWORKERS' UNION OF AUSTRALIA - WESTERN AUSTRALIAN BRANCH
. 12
THE FEDERATED MISCELLANEOUS WORKERS' UNION OF AUSTRALIA, W.A. BRANCH
. 13
APPENDIX - RESOLUTION OF DISPUTES REQUIREMENT
(1) This Appendix is inserted into the award/industrial agreement as a result of legislation which came into effect on 16 January 1996 (Industrial Relations Legislation Amendment and Repeal Act 1995) and further varied by legislation which came into effect on 23 May 1997 (Labour Relations Legislation Amendment Act 1997).
(2) Subject to this appendix, and in addition to any current arrangements the following procedures shall apply in connection with questions, disputes or difficulties arising under this award/industrial agreement.
(a) The persons directly involved, or representatives of person/s directly involved, shall discuss the question, dispute or difficulty as soon as is practicable.
(b) (i) If these discussions do not result in a settlement, the question, dispute or difficulty shall be referred to senior management for further discussion.
(ii) Discussions at this level will take place as soon as practicable.
(3) The terms of any agreed settlement should be jointly recorded.
(4) Any settlement reached which is contrary to the terms of this award/industrial agreement shall not have effect unless and until that conflict is resolved to allow for it.
(5) Nothing in this appendix shall be read so as to exclude an organisation party to or bound by the award/industrial agreement from representing its members.
(6) Any question, dispute or difficulty not settled may be referred to the Western Australian Industrial Relations Commission provided that with effect from 22 November 1997 it is required that persons involved in the question, dispute or difficulty shall confer among themselves and make reasonable attempts to resolve questions, disputes or difficulties before taking those matters to the Commission.. . 14
APPENDIX A Coca Cola Bottlers, Perth IMPROVING EMPLOYEE RELATIONS AND PRODUCTIVITY POLICY STATEMENT
Since Accord Mark I in 1983, there has been a change in focus in industrial relations in Australia. The reform of the workplace has been the principal item on the agenda and successive National and State Wage Cases have given support to this process of change and restructuring. Increasingly, both qualitative and quantitative factors are seen as important in establishing a climate where productivity increases result from the efforts of employees, working both as individuals and as part of a team. At Coca-Cola Bottlers, Perth, changes have been made to the Awards covering our Metal Trades and Aerated Water areas, with the primary emphasis on new classification structures. However, as far back as 1988, we had recognised, in the Second Tier Agreements, that excessive supervision was an unnecessary cost of production and could be a barrier to efficiency. The parties to those agreements committed themselves to work towards increasing the amount of responsibility and accountability given to "shop-floor employees". Since then, not enough has been done to make this happen. We recognised that no matter how good an award or agreement, unless there is commitment from all employees to change, little will occur. In moving from a control to a commitment-driven organisation, our employees must be able to participate in decision-making and be involved in matters which have an impact on their working environment. All employees should have greater control over their work priorities, structure and outputs and accept greater responsibility and accountability. One of the ways in which our employees will achieve greater control over their work will be by working in teams which are more actively involved in problem-solving, decision-making in relation to the daily work, and which measure and test their own productivity. The Company believes that by changing the way in which supervision is exercised and by the formation or work-teams, real and measurable increases in productivity will eventuate. Our employees will be encouraged to put forward ideas to improve the way in which the work is done and develop their skills and abilities both as individuals and as team members. The Company's working philosophy is grounded on its "Mission 2000" Statement. In that statement appears the following:- " We believe in : The appointment of people who understand that our new business strategy relies heavily on the ability to form teams, to make connections, to integrate functions and to engage in co-operative processes; : A culture in which excellence, initiative, personal integrity and ethical behaviour are not only recognised, but rewarded; : The development of a workplace environment designed for the flexibility inherent in today's business world. " In applying these precepts at Coca-Cola Bottlers, Perth, the following steps are seen as essential:- . 15
· Restructuring jobs so that employees are not only responsible for carrying out the job itself, but are also directly involved in controlling the process and in making improvements in the way they perform their jobs; Weekly team communication meetings will take place to provide the forum for the exchange of ideas and information.
· Building employee skills through continuous learning experiences; Training programmes covering issues such as "team building", "effective communication" and"facilitating meetings" will be conducted. The initial programme will include a two day outside training course.
· Involving everyone in the problem-solving, decision-making and planning process; · Communicating effectively so that everyone has all the information they need to do it right the first time. Wherever practical, we will minimise the use of formal communication, recognising that there is no substitute for regular, personal contact;
· An increased focus on qualitative, as well as quantitative issues, recognising the need for continual improvement in both areas. Measures of productivity will be developed with the co-operation of all employees. Where real and demonstrable gains in productivity are made through the efforts of all employees we will develop formulae to recognise and reward those employees. We believe that the quality of working life for our employees will be enhanced as a result of the proposed changes and we are enthusiastically committed to ensuring the best outcomes both for the organisation and for our employees. . 16
APPENDIX B PRODUCTIVITY FOCUS GROUP Terms of Reference The Productivity Focus Group (PFG) will be established by, and will report back to, the Negotiating Group. The PFG will develop recommendations for productivity-indices and the mechanics of a gain-sharing scheme which will encourage employees to improve their performance by sharing the gains made by the Company as a result of those improvements. The PFG will consist of an equal number of employee and management representatives. The following guidelines are to be adhered to:-
· Gains which are due to permanent changes to working arrangements can be expressed as increases in wage rates (e.g. change to hours, spread of hours, shift arrangements, etc.)
· Gains which are made as a result of one-of improvements or achievement of targeted reductions in down-time, wastage, etc., can be expressed as one-of or bonus payments.
· The gain-sharing scheme must encourage team-work. · The productivity-indices and methods of measurement must be meaningful and understood by the employees.
· Productivity targets must be legitimate and achievable. · Employees affected by measures and targets must be involved in their development. · Data collection must be cost-effective and not create a bureaucracy. · All measures and results are to be made known to all employees affected. · Management must demonstrate that it is contributing to the improvements and not undermining the work done by the employees.
· The gains are to be distributed on the following basis:- One-third to employees. One-third to shareholders. One-third to the Company as a return on Capital invested.
· The employees share is to be distributed equitably to all the employees in the area of the business where the gains are made.
· The P.F.G. may use the services of an external facilitator approved by the Negotiating Group. . 17
APPENDIX C DISPUTE SETTLING PROCEDURE The parties acknowledge that consistent with the need to encourage harmonious Industrial Relations, they have a mutual responsibility to formalise a Dispute Settlement Procedure which in time, and given any necessary refinements, will make Strikes, Bans and Work Limitations unnecessary. 1. A. The provisions of this Procedure shall apply to the parties to this Agreement. B. With the intention of this procedure to reduce disputes which are liable to cause stoppage of work and loss of earnings, it is agreed that every endeavour will be made to amicably settle any dispute which may arise. 2. A. The Unions and their Members will not take any Industrial Action during the course of Dispute Settlement Procedures provided that where the Union and its members believe the final response of the Company following exhaustion of all procedures is unsatisfactory, they reserve the right to take Industrial Action. B. The Company commits itself to maintain the status quo and not to take any action during the course of the Dispute Settlement Procedure, except where it believes that following the exhaustion of all procedures the final response of the Employees is unsatisfactory they reserve the right to take that action deemed necessary. C. Where any dispute or grievance arises, the following procedure shall apply - (i) The Employee and/or Shop Steward is entitled to and shall raise the matter with the appropriate Foreman or Supervisor. (ii) If the matter remains unresolved the Employee and/or Shop Steward shall be given permission to discuss the matter with the Company Departmental Head. (iii) If the matter is not resolved the Shop Steward shall be provided with facilities to make contact with an Official of their Union. (iv) If the matter is still unresolved a Meeting should take place within twenty- four (24) hours between the Union Official, Employee and/or Shop Steward and Local Management. (v) If the matter remains unresolved then a further Meeting shall take place within a period of twenty-four (24) hours from the expiration of the time stated in previous paragraph hereof between a Union Official, Employees and/or Shop Steward and Senior Management and other Company Representatives in an endeavour to resolve the problem. (vi) If any of the meetings referred to in paragraph C, hereof do not take place within the time specified then both parties are relieved of the obligation of complying with the procedure set out in that paragraph, provided that every reasonable endeavour had been made to ensure that the Meeting took place. (vii) In the event of an Employee being subject to disciplinary action for serious and/or wilful misconduct, the Employer will ensure the Employee is notified of the full details for the reason for that action. Should the Employee elect to take up this matter with their Union, the Union may give notification within twenty-four (24) hours to the Employer if it contends that there are reasons why the action was unjustified. . 18
(viii) This procedure shall not - (a) Preclude either party notifying the relevant Industrial Tribunal. (b) Preclude the rights of Employees to cease work in regard to matters involving Health and Safety. (c) Apply to disputes which are the result of decisions of the Trades and Labour Council of Western Australia or the Australian Council of Trade Unions which are to apply on a State or nationwide basis, or disputes which are the result of political or social questions being policies of the Union/s on matters effecting the Union Membership nationally or which are the consequence of Government Policy or Direction. (d) Apply with regard to incidents where it is necessary for the Company to "stand down" Employees due to factors beyond its control - such as disruption resulting from interruption involving third parties such as with other Unions, energy supplies, etc. . 19
SCHEDULE ONE PROJECTED WAGE INCREASES 1993 - 1994 AERATED WATERS AND CORDIAL MANUFACTURING INDUSTRY AWARD 1975:
Current 4.5% 2% 2% (1992) 09.12.92 09.06.93 09.06.94
Grade 1 $385.40 $402.74 $410.80 $419.00
Grade 2 $410.00 $428.45 $437.00 $445.76
Grade 3 $430.50 $449.87 $458.87 $468.05
Syrup Makers $430.50 $449.87 $458.87 $468.05
$15.00 $15.00 $15.00 $15.00 (Premium)
COCA-COLA BOTTLERS, PERTH ORDER UNDER THE METAL TRADES (GENERAL) AWARD 1966:
Current 4.5% 2% 2% (1992) 09.12.92 09.06.93 09.06.94
C14 $385.00 $402.32 $410.37 $418.58 C13 $396.00 $413.82 $422.09 $430.54 C12 $408.50 $426.88 $435.09 $444.13
C10 $459.20 $479.86 $489.46 $499.25 C9 $482.70 $504.42 $514.51 $524.80 C8 $506.00 $528.77 $539.34 $550.13 C7 $529.50 $553.32 $564.40 $575.70 Boiler $425.90 $445.06 $453.97 $463.04 Attendant Tool $ 9.20 $ 9.61 $ 9.80 $ 10.00 Allowance . 20
This Agreement was made at PERTH in the State of WESTERN AUSTRALIA this 9TH DAY OF DECEMBER, 1992.
SIGNED ON BEHALF OF:- COCA-COLA BOTTLERS, PERTH
T. Neel
THE METALS AND ENGINEERING WORKERS' UNION
THE AUSTRALIAN ELECTRICAL, ELECTRONICS, FOUNDRY AND ENGINEERING UNION (WESTERN AUSTRALIAN BRANCH
THE CONSTRUCTION, MINING, ENERGY, TIMBERYARDS, SAWMILLS AND WOODWORKERS' UNION OF AUSTRALIA - WESTERN AUSTRALIAN BRANCH
THE FEDERATED MISCELLANEOUS WORKERS' UNION OF AUSTRALIA, W.A. BRANCH
. 21
V A R I A T I O N R E C O R D Coca-Cola Bottlers, Perth (Performance Improvements) Enterprises Bargaining Agreement 1992 No. AG 3 of 1993 Delivered 17/03/93 at 73 WAIG 2039 Consolidated at
CLAUSE EXTENT OF ORDER OPERATIVE GAZETTE NO. VARIATION NO. DATE REFERENCE
1. Title As Delivered AG 3/93 16/03/93 73 WAIG 2039 2. Arrangement As Delivered AG 3/93 16/03/93 73 WAIG 2039 Ins. Appendix - Resolution... 693/96 16/07/96 76 WAIG 2768
3. Parties Bound As Delivered AG 3/93 16/03/93 73 WAIG 2039 4. Principles of the Agreement As Delivered AG 3/93 16/03/93 73 WAIG 2039 5. Date and Period of Operation As Delivered AG 3/93 16/03/93 73 WAIG 2039 6. Relationship to Parent Awards As Delivered AG 3/93 16/03/93 73 WAIG 2039 7. No Further Claims As Delivered AG 3/93 16/03/93 73 WAIG 2039 8. Review As Delivered AG 3/93 16/03/93 73 WAIG 2039 9. Purpose of the Agreement As Delivered AG 3/93 16/03/93 73 WAIG 2039
10. Measures to achieve gains in Productivity, Efficiency and Flexibility As Delivered AG 3/93 16/03/93 73 WAIG 2039 11. Wage Increases As Delivered AG 3/93 16/03/93 73 WAIG 2039 12. Performance Improvement Measures As Delivered AG 3/93 16/03/93 73 WAIG 2039 13. State Standards As Delivered AG 3/93 16/03/93 73 WAIG 2039 14. Not to be Used as a Precedent As Delivered AG 3/93 16/03/93 73 WAIG 2039 . 22
15. Negotiating Group As Delivered AG 3/93 16/03/93 73 WAIG 2039 16. Consultation As Delivered AG 3/93 16/03/93 73 WAIG 2039 17. Dispute Settlement As Delivered AG 3/93 16/03/93 73 WAIG 2039 18. Signatories As Delivered AG 3/93 16/03/93 73 WAIG 2039
Appendix - Resolution of Disputes Requirement Ins. Appendix 693/96 16/07/96 76 WAIG 2768 (1),(6), Del. (7) 2053/97 22/11/97 77 WAIG 3079 Appendix A - Improving Employee Relations and Prodcutivity - Policy Statement As Delivered AG 3/93 16/03/93 73 WAIG 2039 Appendix B - Productivity Focus Group - Terms of Reference As Delivered AG 3/93 16/03/93 73 WAIG 2039 Appendix C - Dispute Settling Procedure As Delivered AG 3/93 16/03/93 73 WAIG 2039 Schedule 1 - Projected Wage Increases 1993 - 1994 As Delivered AG 3/93 16/03/93 73 WAIG 2039