CSR LIMITED (TRADING AS) THE READYMIX GROUP - SYDNEY CONSTRUCTION
PRODUCTS AND COUNTRY DIVISIONS, QUARRIES ENTERPRISE BARGAINING FRAMEWORK
(STATE) AWARD 1994
INDUSTRIAL RELATIONS
COMMISSION OF NEW SOUTH WALES
Review of Award pursuant to Section 19 of the Industrial Relations Act 1996.
(No. IRC 996 of 2001)
Before Commissioner
Patterson
|
28 June 2001
|
REVIEWED AWARD
PART A
Arrangement
Clause No. Subject Matter
1 Short
Title of Award
2 The Enterprise(s)
3 Parties
to the Award
4 Relationship
to Parent Awards
5 Term of
Award
6 No Extra
Claims
7 Review of
Award
8 Aims and
Objectives of the Award
9 Ongoing
Recognition and Commitment to Building in Quality
10 Awareness
Training
11 Disputes Procedure
12 The Stages
of the Framework
13 The
Business Units
14 Business
Unit Consultative Teams
15 Issues to
be Considered by Teams
16 Method of
Dealing with Issues
17 Completion
of Stage 2
18 Wage
Adjustments
19 No Duress
PART B - Monetary Rates
TABLE 1 - Wage Rates
Annexures A - G
PART A
1. Short Title of
Award
This award shall be known as the CSR Readymix Quarries
Enterprise Bargaining Framework (State) Award.
2. The Enterprise(S)
The award shall apply at all quarrying sites operated by CSR
Ltd trading as The Readymix Group - Sydney Construction Products and Country
Divisions (as set out in Annexure A) in respect of employees covered by the
Quarrying Industry (State) Award.
3. Parties to the
Award
This award shall be binding on:
(a) CSR LIMITED
trading as THE READYMIX GROUP at all Sydney Construction Products and Country
Divisions Quarrying sites as set out in Annexure "A" to this award
(hereafter "the company").
(b) The
organisations of employees known as:
(i) Australian
Workers’ Union NSW Branch;
(ii) Federated
Clerks Union of Australia (NSW Branch);
(iii) Metal and
Engineering Workers’ Union;
(iv) Electrical
Trades Union of Australia (NSW Branch).
(c) All employees
who are engaged in any of the classifications specified in the Quarrying
Industry (State) Award.
4. Relationship to
Parent Awards
1. This award
shall be read and construed in conjunction with the parent award referred to as
the Quarrying Industry (State) Award.
2. Where there
is any inconsistency between the parent award in 1 above and this award, this
award shall prevail to the extent of the inconsistency.
5. Term of Award
1. This award is
made following a review under section 19 of the Industrial Relations Act 1996
and replaces CSR Limited (trading as) The Readymix Group - Sydney Construction
Products and Country Divisions, Quarries Enterprise Bargaining Framework
(State) Award 1994 published on 7 April 1995 (284 I.G. 1274).
2. The award
published on 7 April 1995 took effect from the first full pay period commencing
on or after 4 August 1994.
3. This Award
has been reviewed pursuant to Section 19(6) of the Industrial Relations Act
1996 and Principle 26 of the Principles for Review of Awards made by the
Industrial Relations Commission of NSW on 18 December 1998 (308 I.G. 307). Any changes arising from the Review take
effect on and from 28 June 2001.
4. This award
remains in force until varied or rescinded, the period for which it was made
having already expired.
6. No Extra Claims
Except for general movements in award wages granted by the
Industrial Relations Commission of New South Wales via State Wage Cases, there
shall be no further claims for wage increases during the term of this award,
other than those provided for under State Wage Case principles.
7. Review of Award
The parties agree to review this award no later than twelve
weeks prior to the end of its term. In
the context of this review, the parties shall examine both the operation of the
award and the possibilities of entering into a further award.
8. Aims and
Objectives of the Award
1. Aims
The parties to this award are committed to achieving
improvements in productivity, efficiency and flexibility which in turn will
significantly increase the company's competitiveness and offer secure and
worthwhile employment for employees.
The company business needs to improve and grow so that
it becomes competitive.
The company has developed a vision of the type of
business it wants and the elements necessary to transfer that vision to a
reality.
The critical elements are:
(a) A
Customer Service Focus
(b) Safe
and Rewarding Work
(c) Continuous
Improvement
(d) Employee
Participation
(e) A Total
Quality Culture
(f) Improved
Competitiveness
2. Objectives:
(a) To create a
positive environment to introduce enterprise bargaining into the company's
operations.
(b) To provide
guidance and increase awareness about the enterprise bargaining process.
(c) To improve the
efficiency and productivity of the company by ensuring management and labour
practices are more closely attuned to current and future needs and objectives
of the company.
(d) To develop an
environment of continuous improvement which is conducive to a flexible work
organisation able to respond to changing demands in the market place.
(e) To provide a
climate for employees to develop a broader range of skills thereby maximising
rewards to employees and security of employment.
(f) To benchmark
other organisations that are leaders in the field of increased efficiency and
productivity and where appropriate utilise this information in implementing
change.
9. Ongoing
Recognition and Commitment to Building in Quality
The company has commenced the introduction of Total Quality
Management and is committed to the principles of improving the processes we
employ. To obtain the maximum benefits
from the continuous improvement program all employees are committed to
co-operating with the program and implementing continuous improvement
activities. All employees will become familiar with Building in Quality
concepts and skills through training and involvement in project work.
10. Awareness
Training
All employees covered by this award shall be provided with general
awareness training on enterprise bargaining. The content and providers of this
training shall be mutually acceptable to the parties to this award.
Wherever practicable awareness training will be conducted in
ordinary time hours.
The company shall pay for the awareness training and
employees shall be paid in accordance with the relevant parent award while
attending such training.
The duration and timing of the training sessions should be
structured so as to minimise their effect on the continuous operation of the
company's activities and customer service.
11. Disputes
Procedure
1. A procedure
for the avoidance of industrial disputes and employee grievances shall apply at
all sites covered by this award.
2. The
objectives of the procedure shall be to promote the resolution of
disputes/grievances by measures based on consultation, co-operation and
discussion; to reduce the level of industrial confrontation; and to avoid
interruption to the performance of work and the consequential loss of production
and wages.
3. Any employees
or delegates should obtain permission from their manager or supervisor prior to
leaving their work station to consult with the employer. Such permission shall not be unreasonably
withheld.
All union business, in relation to this procedure,
shall be conducted by the employee in the employers time.
4.
(a) Procedures
relating to grievances of individual employees
(i) The employee
is required to notify (in writing or otherwise) the employer as to the
substance of the grievance, request a meeting with the employer for bilateral
discussions and state the remedy sought.
(ii) A grievance
must initially be dealt with as close to its source as possible, with graduated
steps for further discussion and resolution at higher levels of authority.
(iii) Reasonable
time limits must be allowed for discussion at each level of authority.
(iv) At the
conclusion of the discussion, the employer must provide a response to the employee’s
grievance, if the matter has not been resolved, including reasons for not
implementing any proposed remedy.
(v) While a
procedure is being followed, normal work must continue.
(vi) The employee
may be represented by an industrial organisation of employees.
(b) Procedures
relating to disputes etc. between employers and their employees
(i) A question,
dispute or difficulty must initially be dealt with as close to its sources as
possible, with graduated steps for further discussion and resolution at
higher levels of authority.
(ii) Reasonable
time limits must be allowed for discussion at each level of authority.
(iii) While a
procedure is being followed, normal work must continue.
(iv) The employer
may be represented by an industrial organisation of employers and the employees
may be represented by an industrial organisation of employees for the purposes
of each procedure.
5. There shall
be a commitment by the parties to achieve adherence to this procedure. This should be facilitated by the earliest
possible advice by one party to the other of any issue or problem which may
give rise to a grievance or dispute.
6. Sensible time
limits shall be allowed for the completion of the various stages of the
discussions. At least seven days should
be allowed for all stages of the discussions to be finalised.
7. Emphasis
shall be placed on a negotiated settlement.
However, if the negotiation process is exhausted without the dispute
being resolved, the parties shall jointly or individually refer the matter to
the Industrial Relations Commission of New South Wales for assistance in
resolving the dispute.
8. In order to
allow for the peaceful resolution of grievances and disputes the parties shall
be committed to avoiding industrial action including stoppages of work,
lock-outs or any other bans or limitations on the performance of work while the
above procedure is being followed.
9. The employer
shall ensure that all practices applied during the operation of the procedure
are in accordance with their obligations under the Occupational Health and
Safety Act 1983 (NSW) and consistent with established custom and practice at
the workplace.
12. The Stages of the
Framework
The enterprise bargaining framework comprises two distinct
stages:
Stage 1
This stage is represented by the content of this award
and establishes the broad framework, guidelines and administrative matters
relevant to the enterprise bargaining process, concluding with the approval of
this award the granting of the first stage increase of two percent. This will
then be followed by the implementation of Clause 11 "Awareness
Training".
In addition, the establishment and training of the
consultative teams in the business units in accordance with Clause 15
"Business Unit Consultative Teams" and Annexure "G"
Guidelines for Consultative Teams. The
parties to this award shall endeavour to complete this stage as soon as
possible after the date of registration.
Stage 2
This stage deals with the implementation of Stage 1 at
the various business units, concluding with the identification and
implementation of performance indicators, measures and targets and completion
of a Continuous Improvement Plan. The parties to this award shall endeavour to
complete this stage as soon as possible, after satisfactory completion of
Stages 1.
13. The Business
Units
The business units are set out in Annexure "A".
14. Business Unit
Consultative Teams
Each business unit shall establish a consultative team
(hereafter the "team") to implement this award and finalise Stage 1
and Stage 2 of this award. The
structure, composition and operation of the consultative teams is attached as
Annexure "G".
15. Issues to be
Considered By Teams
1. A commitment
is given to review the following key result areas in order to establish where
appropriate, agreed performance indicators so that productivity and efficiency
may be defined and monitored:
(a) Reduction
in turnover and absenteeism.
(b) Reduction
in time lost (industrial, accidents).
(c) Plant and
equipment productivity and availability.
(d) Down
time and equipment stoppages.
(e) Wastage,
scrap and rework (including call-backs, call outs etc).
(f) Teamwork
and increased flexibilities.
(g) Environmental
performances.
(h) Skills
and training.
(i) Production
and maintenance costs.
(j) Product
quality and consistency.
(k) Customer
service.
2. A commitment
is given to investigate systems of work, to recommend and implement as
appropriate productivity and efficiency improvements in relation to:
(a) Management
systems
(b) Quality
systems.
(c) Engineering
systems.
(d) Planning
methods.
(e) Supervisory
methods.
(f) Technical
areas.
(g) Administration
systems.
(h) Trades
and Non - Trades areas.
(i) Production
and quarrying areas.
(j) Job
responsibility and performance measurement.
3. In addition,
the team shall develop a continuous improvement plan. The parties agree that the award will not be affected by the
development of the Continuous Improvement Plan, provided that award variation
may occur to give effect to the Continuous Improvement Plan, when there is
agreement between the employer, the employees and the relevant union/s for such
an award variation.
16. Method of Dealing
With Issues
1. Each team
must analyse the issues set out in Clause 15.
2. This
analysis should be conducted through the following process:
(a) The team
should undertake a preliminary analysis of the issues and identify the
relevance of the issues to the business unit.
(b) The team
should then collect whatever data is relevant to determine the business units
performance/position in relation to the issues to be addressed.
(c) Having
collated this data the team should document the current performance/position of
the business unit (using the form set out in Annexure "D" to this
award) and identify key areas for improvement.
(d) The team
should then negotiate realistic ways of improving the business unit's
performance/position in the immediate to short term and document these changes
using the forms set out in Annexure "E" to this award.
(e) By utilising
the procedures outlined in subclause 2 of this clause the team shall also
develop a program for improving the business unit's performance/position on a
longer-term basis which shall be documented using the pro-forma Continuous Improvement
Plan set out in Annexure "F" to this award.
(f) The forms
from (c), (d) and (e) above must be made available to all employees through the
communication procedure.
(g) Proposed
changes must be approved at business unit concerned.
(h) Should any
changes not be agreed to, the team shall meet to discuss any concerns - step
(d), (e), (f) and (g) may then be repeated.
17. Completion of
Stage 2
1. Having
undertaken the process in Clause 17 the team must forward the forms from Clause
17 (c), (d) and (e) to the company office at Parramatta care of the Department
of Human Resources and the relevant unions.
2. The parties
to this award will then meet to arrange for the forms referred to in the said
paragraphs. (c), (d) and (e) to be collated and formally approved either by the
Industrial Relations Commission (NSW) or by variation to this award (such
choice shall be determined by the company) and for the Stage 2 wage adjustment
to be approved, which shall be an increase in the ordinary weekly rate of pay
of three percent.
3. Upon approval
of the Stage 2 wage adjustment the improvement changes contained in paragraph
(d) of subclause (2) of clause 16 shall be implemented and put into practice and
ongoing consideration shall be given to the Continuous Improvement Plan.
4. The teams and
parties to this award shall endeavour to complete Stage 2 six months from the
date of commencement of this award.
18. Wage Adjustments
The following wage increases shall apply to employees in the
classifications covered by the parent award referred to in clause 2, The
Enterprise(s).
Wage rates at Stage 1, as set out in Column 2 of Table 1 -
Wage Rates, of Part B, Monetary Rates, shall take effect from the first pay
period to commence on or after 4 August 1994 and shall remain in force for a
period of twelve months.
Stage 2 wage adjustment of three percent following approval
by the Industrial Relations Commission of New South Wales by variation to this
award or, by approval of the Commissioner of Enterprise Agreements of New South
Wales (such choice shall be determined by the company).
19. No Duress
No party has entered into this award under duress.
PART B - Monetary Rates
Table 1 - Wage Rates
Classification
|
Column A Former
Base Rate Per Week
$
|
Column B First
Increase 2%
$
|
Rock Drill Attendant
|
424.20
|
432.70
|
Amenities Attendant
|
424.20
|
432.70
|
Labourer Pick Shovel
|
424.20
|
432.70
|
Fixed Plant Attendant
|
431.30
|
439.90
|
Shot Firer’s Attendant (Greaser, etc)
|
431.30
|
439.90
|
Driver Motor Vehicle Class 1
|
429.90
|
438.50
|
Driver Motor Vehicle Class 3A
|
441.20
|
450.00
|
Driver Motor Vehicle Class 3B
|
445.20
|
454.10
|
Control Room Operator - Grade C
|
451.30
|
460.30
|
Operator, Remote Control Room - Grade B
|
475.20
|
484.70
|
Operator, Remote Control Room - Grade A
|
485.10
|
494.80
|
Weighbridge Operator - Grade B
|
461.80
|
471.00
|
Weighbridge Operator - Grade A
|
484.10
|
493.80
|
Storeman
|
461.70
|
470.90
|
Operator, Mobil Crane up to 5 tonnes
|
464.70
|
474.00
|
Operator, Mobil Crane over 5 tonnes and up to 10 tonnes
|
475.90
|
485.40
|
Operator, Mobil Crane over 10 tonnes and up to 20 tonnes
|
482.90
|
492.60
|
Operator, Mobil Crane over 20 tonnes
|
488.90
|
498.70
|
Operator, Track Mounted or Mobile Air Drill less than 750
cfm
|
497.00
|
507.00
|
Operator, Track Mounted or Mobile Air Drill 750 cfm and
over.
|
507.20
|
517.30
|
Operator, Track Mounted or Mobile Hydraulic Drill Less
than 95kw
|
497.00
|
507.00
|
Operator, Track Mounted or Mobile Hydraulic Drill 95kw and
Over
|
507.20
|
517.30
|
Operator, Suction Dredge
|
431.00
|
439.60
|
Operator, Cutter Suction Dredge
|
488.90
|
498.70
|
Mechanical and Electrical Tradesperson
|
507.20
|
517.30
|
Mechanical and Electrical Tradesperson (Experienced)
|
527.00
|
537.50
|
Mechanical and Electrical Tradesperson Special Class
|
530.80
|
541.40
|
Mechanical and Electrical Tradesperson Special Class
(Experienced)
|
551.30
|
562.30
|
Electronics Tradesperson
|
602.10
|
614.10
|
Operator, Tractor: Whilst using power-operated attachments
|
|
|
Up to 70 bhp
|
475.90
|
485.40
|
Over 70 bhp and up to 139 bhp
|
482.20
|
491.80
|
Over 139 bhp and up to 295 bhp
|
488.30
|
498.10
|
Operator, Tractor, Whilst using power-operated attachments
|
|
|
Over 295 bhp (working other than hard rock quarry surface)
|
506.80
|
516.90
|
Over 295 bhp (working at hard rock surface)
|
502.80
|
512.90
|
Over 295 bhp and up to 450 bhp (working other than hard
rock quarry surface)
|
502.80
|
512.90
|
Over 600 bhp
|
510.60
|
520.80
|
Operator Navvy:
|
|
|
0.6 cubic meters
|
488.90
|
498.70
|
Over 0.6 cubic meters and up to 1.5 cubic meters
|
492.50
|
502.40
|
Over 1.5 cubic meters and up to 3 cubic meters
|
501.10
|
511.10
|
Over 3 cubic meters and up to 5.3 cubic meters
|
513.50
|
523.80
|
Over 5.3 cubic meters
|
517.90
|
528.30
|
Operator, Plant Used as a Rear, Bottom and/or Side Dump
|
|
|
12 tonnes and up to 15 tonnes
|
492.70
|
502.60
|
15 tonnes and up to 20 tonnes
|
497.00
|
507.00
|
20 tonnes and up to 25 tonnes
|
500.30
|
510.30
|
25 tonnes and up to 30 tonnes
|
503.70
|
513.80
|
30 tonnes and up to 50 tonnes
|
507.20
|
517.30
|
50 tonnes and up to 75 tonnes
|
510.60
|
520.80
|
75 tonnes and over
|
513.50
|
523.80
|
Shot Filter
|
507.20
|
517.30
|
Signatures
For CSR Ltd T/A The Readymix Group -
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Sydney Construction Products Division and Country Division
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For Australian Workers’ Union NSW Branch;
|
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For Federated Clerks Union of Australia (NSW Branch);
|
|
For Metal and Engineering Workers’ Union;
|
|
For Electrical Trades Union of Australia (NSW Branch)
|
|
Annexure A
For the purposes of this award the 4 "business
units" for the Sydney Construction Products Division shall be:
1. Penrith Quarry
located at:
(a) Sheens
Lane
off Castlereagh Road
Penrith 2750
2. Hardrock
Quarries located at:
(a) Prospect
Quarry (b) Hornsby Quarry
Old Western Highway Quarry Road
Prospect 2149 Hornsby 2077
(c) St.
Marys
Mamre Road
Erskine Park 2760
3. Sandstone
Operations located at:
(a) Sandy
Point (b) Mount Hunter
Heathcote Road Burragorang
Road
Sandy Point 2171 Mount Hunter
2570
(c) Kurrajong
East Kurrajong Road
(Section 2)
East Kurrajong 2758
4. Londonderry
Sand located at:
(a) Torkington
Road
Londonderry
ANNEXURE B
Summary of Meeting
DIVISIONS:
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DATE:
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TEAM/PROJECT NAME:
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NEXT MEETING DATE:
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LEADER:
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FROM
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am/pm
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FACILITATOR:
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TO
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am/pm
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TEAM MEMBERS
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LOCATION:
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APOLOGIES:
|
OBJECTIVE OF MEETING:
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NO.
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AGREED ACTION
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BY WHOM
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BY WHEN
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ANNEXURE C
Agenda of Meeting
DIVISION:
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DATE OF MEETING:
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TEAM/PROJECT NAME:
|
TIME:
|
LEADER:
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FROM
|
am/pm
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TEAM MEMBERS
|
TO
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am/pm
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LOCATION:
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OBJECTIVE OF MEETING:
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NO.
|
ITEM
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WHO
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TIME
|
EXPECTED OUTCOME
|
1
|
REVIEW THIS AGENDA
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AGREEMENT ON AGENDA
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2
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REVIEW MINUTES OF LAST MEETING
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ACTIONS COMPLETED OF CARRIED FORWARD.
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DATE, TIME AND LOCATION OF NEXT MEETING:
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MEETING EVALUATION:
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ANNEXURE D
Business Unit
CSR READYMIX:
DIVISION
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BUSINESS UNIT
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WHERE WE ARE NOW:
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CURRENT PERFORMANCE/POSITION IF THE BUSINESS UNIT
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ISSUES:
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ANNEXURE E
DIVISION
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BUSINESS UNIT
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IMMEDIATE/SHORT TERM IMPROVEMENTS TO BE IMPLEMENTED
(Cont.)
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ANNEXURE F
Continuous
Improvement Plan
Opportunity For Improvement
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Data Collection Required
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Improvement Goal
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Performance Indicator
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COUNTRY DIVISION
For the purposes of this award the 6 "business
units" for the Country Division shall be:
1. Northern
Rivers Area located at:
(a) Ballina
Sand
Barlow Road
Ballina 2478
2. Coffs
Harbour Area located at:
(a) Karangi (b) Boambee
Caramba Road Nth
Boambee Road
Karangi 2450 Boambee 2450
3. Taree Area
located at:
(a) Taree
(Quarry)
Edinburgh Drive
Taree 2430
4. South Coast
Quarrying Operations located at:
(a) Albion
Park (b) Marulan
Wollybutt Dr "Johniefields"
Albion Park 2527 Brayton
Road
Marulan
West 2580
5. ACT
Quarrying Operations located at:
(a) Cooma
Road (b) Cootamundra
Queanbeyan 2620 Gap Hill, PO Box
123
Cootamundra
2590
(c) Tumut (d) Dungendore
PO Box 311 Tarago
Road
Tumut 2720 Bungendore 2621
6. Western
Riverina Area located at:
(a) Bathurst
Quarry
Oberon Road
Bathurst 2795
(b) Dubbo (c) Griffith Quarry
Sheraton Road Tharbogang 2680
Dubbo 2830
GUIDELINES FOR CONSULTATIVE TEAMS
ANNEXURE "G"
COMPOSITION OF THE CONSULTATIVE TEAM
1. The team
should have a maximum of six (6) members and should be representative of the
business unit concerned.
2. The team must
have at least 50% of its members representative of the employees employed in
the business unit concerned.
3. The
procedures for the election/appointment of company and employee team members should
be determined at each business unit.
In the determination of the team members consideration
should be given to the:
(a) size of the
business unit;
(b) geography of
the sites in the business unit;
(c) different job
classifications in the business unit; and
(d) shift
arrangements in the business unit.
The company's employee relations representatives and
the relevant union officials should be kept advised of developments and shall
participate in any discussions as required.
Term Of Office
1. Members
elected or appointed to a team shall hold office for a period of twelve months.
It is the responsibility of each team member to attend all team meetings and to
represent the views and opinions of those people he or she represents.
2. If a member
of the team ceases employment with the company or can no longer fulfil his or
her responsibilities, a new election or appointment should be made and an
induction briefing should be arranged for the new team member.
Team Training
1. Once each
business unit has established its team, the team shall undertake at least a
single day training session which shall concentrate on:
(a) the content
and operation of this award;
(b) the role and
operation of the team; and
(c) basic
negotiating skills;
with an opportunity to participate in the bargaining
process through their representatives on the team.
Team Meetings
1. Each team
shall schedule regular meetings. Such meetings should occur at a time that
minimises the disruption to the business units operations but also allows team
members to play a focussed and active role in the meetings.
2. Team meetings
shall be attended without loss of pay by team members.
3. The team
should agree on the standard length of team meetings, however, such length may
be varied to suit the circumstances of the business unit.
4. An agreed
amount of time should be allowed before and after each team meeting for the
company and employee team members to meet separately.
The time before the team meeting should be used to prepare
for the meeting and the time after the meeting should be used to debrief and
evaluate what occurred in the meeting.
Team Meetings - Team Leader
1. Each team
should elect a team leader. The position of team leader should rotate between a
management and employee team member on an agreed basis.
2. It is the
team leader's responsibility to ensure that the meeting is run in accordance
with the agenda and that each team member is given a reasonable opportunity to
express their views during meetings.
3. It is also
the team leader's responsibility to ensure that the meeting procedure is fair
to all members of the team particularly in relation to the taking of
adjournments, time out, stretch breaks, etc.
Team Meetings - Minutes Taker
1. Each
negotiating team shall elect a member for the purpose of recording minutes of
each team meeting, preparing and distributing agendas.
2. Minutes
should be recorded on a minute sheet as set out in Annexure "B" to
this award.
3. Minutes should
be agreed to by the negotiating team at the conclusion of each meeting and
signed by the minute taker and team leader as a true and correct record of the
meeting.
Team Meetings - Agenda
1. Every team
meeting must be structured around an agenda as set out in Annexure
"C" to this award.
2. All team
members have a right and a responsibility to submit agenda items.
3. The agenda,
minutes from the previous meeting and any relevant background
material/documentation shall be circulated within a reasonable time but not
less than 3 working days prior to team meetings to allow for preparation.
Team Communication
1. Each team
shall establish a procedure for regularly communicating about the team's
activities with the employees and management in the business unit.
2. This
communication procedure should be serviced to suit the size, number and
geography of sites in the business unit concerned.
3. The objective
of the communication procedure is to ensure that everyone in the business unit
has a good understanding of the teams activities, providing them with an
opportunity to participate in the bargaining process through their
representatives on the team.
R. J. PATTERSON,
Commissioner
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Printed by the authority of the Industrial Registrar.