RINKER GROUP TRADING AS
READYMIX HOLDINGS PTY LTD SOUTH COAST TRANSPORT (STATE) AWARD 1997
INDUSTRIAL RELATIONS
COMMISSION OF NEW SOUTH WALES
Review of Award pursuant to Section 19 of the Industrial Relations Act 1996.
(No. IRC 1861 of 2004)
Before The Honourable
Mr Deputy President Harrison
|
28 July 2004
|
REVIEWED AWARD
Arrangement
Clause No. Subject Matter
1. 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 Continuous Improvement
10. Awareness
Training
11. Stages of
this Award
12. Business
Units
13. Key Result
Areas to be Considered by the Teams
14. Progress
of Analysis of Key Result Areas
15. Casual
Minimum Start
16. Starting
and Finishing Times for Casuals
17. Meal and
Crib Breaks
18. Truck
Tracking Systems
19. Maintenance
20. Product
Handling
21. Driving
Hours
22. Removal of
Artificial Barriers
23. Annualised
Salaries
24. Teamwork
25. Dispute
Procedure
26. Anti-Discrimination
27. Personal/Carer’s
Leave
28. Wages
29. Signatories
Annexure A
Annexure B
Annexure C
1. Title of Award
This Award shall be known as the "Rinker Group trading
as Readymix Holdings Pty Ltd South Coast Transport (State) Award 1997".
2. The Enterprise(s)
This Award shall apply at all sites operated by Rinker Group
trading as Readymix Holdings Pty Ltd which are set out in Annexure
"A" in respect of employees in the occupation of driving covered by
the following awards:
Transport Industry Quarried Materials (State) Award;
Transport Industry Mixed Enterprises (State) Award.
3. Parties to the Award
This Award shall be binding on:
Rinker Group trading as Readymix Holdings Pty Ltd at sites
set out in Annexure "A" to this Award (hereafter "the
Company").
The organisation of employees known as the Transport
Workers’ Union of New South Wales.
4. Relationship to Parent Awards
1. This Award
shall be read and construed in conjunction with the following awards:
Transport Industry Quarried Materials (State) Award;
and
Transport Industry Mixed Enterprises (State) Award.
2. Where there
is inconsistency between the awards 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 rescinds and replaces the CSR Limited trading as CSR Readymix South
Coast Transport (State) Award Number 3 1997 (and all variations thereof), the
CSR Limited trading as The Readymix Group - Country Division South Coast
Transport Enterprise Arrangement No.2 Consolidated (State) Award 1995 (and all
variations thereof) and the CSR Ltd T/A The Readymix Group - Country Division
(South Coast) Transport Enterprise Bargaining Framework Agreement 1994 (and all
variations thereof).
2. This award
remains in force until varied or rescinded, the period for which it was made
having already expired.
3. The changes
made to this award 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 New South Wales on 18 December 1998 (308 IG
307) take effect on and from 28 July 2004.
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, that
are not subject to absorption, there shall be no further claims for wage
increases during the term of this award.
7. Review of Award
The parties agree to review this award no later than six
months 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 ongoing
improvements in productivity, efficiency and flexibility which in turn will
continue to increase the company’s competitiveness and offer secure and
worthwhile employment for employees.
The company business needs to continually improve and
grow so that it becomes more 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 Customer Service Focus;
Safe and Rewarding Work;
Continuous Improvement;
Employee Participation;
A Total Quality Culture;
Improved Competitiveness;
Removal of Artificial Barriers;
Creating a Team Environment.
2. Objectives
To discuss and implement self directed work teams.
To breakdown artificial, physical, cultural and
conditional barriers that exist between levels of employees within the Company.
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.
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.
To provide a climate for employees to develop a broader
range of skills thereby maximising rewards to employees and security of
employment.
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
Continuous Improvement
The company has introduced 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
Continuous Improvement concepts and skills through training and involvement in
project and team based work.
10. Awareness Training
All employees who are subject to this award shall be
provided with awareness training covering the following areas:
The content of this award;
The requirements of this award
Concepts of teams, teamwork and self directed work teams
The removal of artificial barriers i.e.; physical, cultural
and conditional barriers and how to systematically remove them by agreement.
Such training shall be held during paid time but shall be
arranged to minimise the impact on continuous operations of the company’s
activities and customer service.
11. Stages of This Award
This award shall comprise of 2 stages:
Stage 1
This stage is represented by initial agreement to this
award, re-establishment of the consultative teams consistent with the
Guidelines for Consultative Teams, and ongoing measurement and implementation
of the "ongoing Continuous Improvement Plan for the future".
On and from 12 June 1998, a 2.5% increase shall be paid to
employees the subject of this award.
Stage 2
Within 12 months of 12 June 1998, the parties shall have
achieved (or satisfactorily improved as agreed) the improvement goals as set
out in the "Continuous Improvement Plan".
The Continuous Improvement Plan containing the additional
key result areas shall be implemented with a view to obtaining the improvement
goal as set out.
At the completion of Stage 2, and not before, a further 2.5%
percent increase shall be paid to the employees the subject of this award.
12. Business Units
The business units are set out in Annexure "A" to
this award.
13. Key Result Areas to Be Considered By the
Teams
The following outlined key result areas reflect this issue
chosen in the "Continuous Improvement Plan" and the menu of further
selection by the teams to implement in accordance with Clause 11 Stages of this
Award and additional items to be agreed for ongoing identification, measurement
and improvement.
I. Performance
Indicators
Reduction in turnover and absenteeism;
Reduction in time lost (industrial, accidents);
Plant and equipment productivity and availability;
Down time and equipment stoppages;
Wastage, scrap and rework (including call-backs, call
outs etc.);
Teamwork and increased flexibilities;
Environmental performances;
Skills and training;
Production and maintenance costs
Product quality and consistency;
Customer service.
II. Systems of
Work
Management systems;
Quality systems;
Engineering systems;
Planning methods;
Supervisory methods;
Technical areas;
Administration systems;
Trades and Non-Trades areas;
Production and quarrying areas;
Job responsibility and performance measurement.
14. Process of Analysis of Key Result Areas
1. For improvements identified in the
Continuous Improvement Plan as referred to in Clause 9, the process shall be as
follows:
(a) The consultative team (hereafter
"team") shall analyse the Continuous Improvement Plan and the
improvement goal contained therein.
(b) The team shall then examine the
opportunities for improvement contained in the Continuous Improvement Plan with
a view to implementing opportunities for improvement.
(c) The team shall set an interim target for
Stage 2, having regard to the overall improvement goal set out in the
Continuous Improvement Plan.
(d) The team shall implement opportunities
for improvement identified in paragraph (b) of this subclause and monitor the
relevant performance indicator to determine whether or not improvements are
being made.
(e) At Stage 2 the team will analyse results
achieved against the interim target set for Stage 2 in paragraph (c), to
determine whether or not satisfactory progress has been made.
2. For additional key result areas from
the items contained in Clause 13, Key Result Areas to be Considered by the
Teams, the process shall be as follows:
(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 unit's 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 attached to Annexure B of 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 B of
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 B of this award.
(f) Upon approval of the Stage 2 wage
adjustment, the improvement changes contained in clause 12, Stages of this
Award, forms shall be implemented and put into practice and ongoing consideration
shall be given to the Continuous Improvement Plan.
15. Casual Minimum Start
Casual employees shall be given a minimum start of four
hours on each occasion a casual employee is engaged.
16. Starting and
Finishing Times for Casuals
Casual employee’s starting and ceasing times for ordinary
hours of work may be varied at the discretion of the employer, to meet the
needs of the business.
17. Meal and Crib
Breaks
Drivers shall stagger the taking of their meal and crib
breaks to ensure the needs of the business and its customers are met.
18. Truck Tracking
Systems
It is the employer’s intention to introduce truck tracking
systems to assist in data collection for productivity measures.
All drivers subject to this award shall be trained in the
use of, operate and cooperate with the introduction of truck tracking systems.
19. Maintenance
In addition to routine maintenance, all drivers are to
check, adjust and record tyre pressures regularly to ensure tyre pressures are
maintained to manufacturer’s recommended levels or as their supervisors direct.
20. Product Handling
All concrete drivers shall handle Texcrete, Granite Guard
and miscellaneous products when required.
This includes movement into and out of stores, maintaining stock
movements, attending to customers and issuing of the necessary documentation.
21. Driving Hours
All drivers are to limit hours of work to no more than 72
hours per week. These hours of work are
to be monitored and controlled by each driver, who will inform the weighbridge
allocatur if hours may exceed 72 hours as soon as possible, to allow for
rearrangement of allocation where necessary.
22. Removal of
Artificial Barriers
All parties to this award are committed to the removal of
artificial barriers that separate different levels of employment in the
business unit concerned. To this end,
the parties agree to adopt the following process:
(a) After the
business unit has received training as outlined in clause 10, Awareness
Training, the consultative team shall identify barriers that exist between
different levels of employment at the business unit concerned. Such barriers shall be categorised in the
following areas:
(i) cultural and
behavioural;
(ii) physical;
(iii) conditional.
Those barriers that are identified shall be recorded on
the form attached as Annexure C of this award.
(b) The barriers
identified shall be prioritised in order of:
(i) importance to
the business unit concerned; and
(ii) ease of
removal.
(c) Barriers
identified as easily removed or quick fix items, shall be removed by agreement
with the business unit concerned.
(d) Other items
identified as priorities, but not easily removed, shall be discussed and an
agreed removal process implemented.
Should any issues require significant capital improvement, these issues
shall be subject to relevant company procedures prior to any removal being
implemented.
(e) It is the aim
of the parties to this award that as many barriers identified be removed by
agreement during the nominal life of this award.
(f) Should
removal of any barrier(s) identified require variations to this award for legal
reasons, such variations shall occur, provided that the business unit concerned
has agreed to such removal.
23. Annualised
Salaries
The parties to this award and the business unit(s) concerned
are committed to investigating the introduction of annualised salaries during
the nominal life of this award. To this end the business unit concerned shall:
(a) collect
relevant data, i.e., levels of overtime, appropriate allowance/penalties for
absorption, any benefits that may accrue and projections of future levels of
work.
(b) Discuss the
data collected with a view to its relevance to the introduction of annualised
salaries.
(c) In the event
that the parties in the business unit concerned, having used their best
endeavours, reach agreement on the introduction of annualised salaries, the
parties to this award shall vary this award to incorporate the agreement.
24. Teamwork
1. Each business
unit concerned shall, subsequent to the training outlined in Clause 10,
Awareness Training, investigate the introduction of self-directed work teams
and the restructuring of existing work patterns and arrangements. Such discussion shall include, but not be
limited to:
(a) the size of
teams;
(b) the number of
teams;
(c) the role of
team leaders (if any);
(d) the levels of
responsibility of team members and
management;
(e) external
resources the business may need to assist with the introduction of
self-directed work teams;
(f) the process
of moving from current work practices to self-managed teams.
2. In the event
that the parties in the business unit concerned, having used their best
endeavours, reach agreement on the introduction of self-directed work teams,
the parties to this award shall vary this award to incorporate the agreement.
25. Disputes Procedure
1. Procedures
relating to grievances of individual employees:
(a) The employee
is required to notify (in writing or otherwise) the Company as to the substance
of the grievance, request a meeting with the Company for bilateral discussions
and state the remedy sought.
(b) 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.
(c) Reasonable
time limits must be allowed for discussion at each level of authority.
(d) At the
conclusion of the discussion, the Company must provide a response to the
employee’s grievance, if the matter has not been resolved, including reasons
for not implementing any proposed remedy.
(e) While a
procedure is being followed, normal work must continue.
(f) The employee
may be represented by an industrial organisation of employees.
2. Procedures
relating to disputes etc between the Company and its employees:
(a) A question,
dispute or difficulty 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.
(b) Reasonable
time limits must be allowed for discussion at each level of authority.
(c) While a
procedure is being followed, normal work must continue.
(d) The Company
may be represented by an industrial organisation of employers and the
employee(s) may be represented by an industrial organisation of employees for
the purpose of each procedure.
26.
Anti-Discrimination
1. It is the
intention of the parties bound by this award to seek to achieve the object in
section 3(f) of the Industrial Relations Act 1996 to prevent and
eliminate discrimination in the workplace.
This includes discrimination on the grounds of race, sex, marital
status, disability, homosexuality, transgender identity, age and
responsibilities as a carer.
2. It follows
that in fulfilling their obligations under the dispute resolution procedure
prescribed by this award the parties have obligations to take all reasonable
steps to ensure that the operation of the provisions of this award are not
directly or indirectly discriminatory in their effects. It will be consistent with the fulfilment of
these obligations for the parties to make application to vary any provision of
the award which, by its terms or operation, has a direct or indirect
discriminatory effect.
3. Under the Anti-Discrimination
Act 1977, it is unlawful to victimise an employee because the employee has
made or may make or has been involved in a complaint of unlawful discrimination
or harassment.
4. Nothing in
this clause is to be taken to affect:
(a) any conduct or
act which is specifically exempted from anti-discrimination legislation;
(b) offering or
providing junior rates of pay to persons under 21 years of age;
(c) any act or
practice of a body established to propagate religion which is exempted under
section 56(d) of the Anti-Discrimination Act 1977;
(d) a party to
this award from pursuing matters of unlawful discrimination in any State or
Federal jurisdiction.
5. This clause
does not create legal rights or obligations in addition to those imposed upon
the parties by legislation referred to in this clause.
NOTES -
(a) Employers and
employees may also be subject to Commonwealth anti-discrimination legislation.
(b) Section 56(d)
of the Anti-Discrimination Act 1977 provides:
"Nothing in this Act affects ... any other act or
practice of a body established to propagate religion that conforms to the
doctrines of that religion or is necessary to avoid injury to the religious
susceptibilities of the adherents of that religion".
27. Personal/Carer’s
Leave
1. Use of Sick
Leave
(a) An employee,
other than a casual employee, with responsibilities in relation to a class of
person set out in subparagraph (ii) of paragraph (c), who needs the employee's
care and support, shall be entitled to use, in accordance with this subclause,
any current or accrued sick leave entitlement, for absences to provide care and
support for such persons when they are ill.
Such leave may be taken for part of a single day.
(b) The employee
shall, if required, establish either by production of a medical certificate or
statutory declaration, the illness of the person concerned and that the illness
is such as to require care by another person.
In normal circumstances, an employee must not take carer leave under
this subclause where another person has taken leave to care for the same
person.
(c) The
entitlement to use sick leave in accordance with this subclause is subject to:
(i) the employee
being responsible for the care of the person concerned; and
(ii) the person
concerned being:
A. a spouse of the
employee; or
B. a de facto
spouse, who, in relation to a person, is a person of the opposite sex to the
first mentioned who lives with the first mentioned person as the husband or
wife of that person on a bona fide domestic basis although not legally married
to that person; or
C. a child or an
adult child (including an adopted child, a step child, a foster child or an ex
nuptial child), parent (including a foster parent and legal guardian),
grandparent, grandchild or sibling of the employed spouse or de facto spouse of
the employee; or
D. a same sex
partner who lives with the employee as the de facto partner of that employee on
a bona fide domestic basis; or
E. a relative of
the employee who is a member of the same household, where for the purposes of
this subparagraph
1. "relative"
means a person related by blood, marriage or affinity;
2. "affinity"
means a relationship that one spouse because of marriage has to blood relatives
of the other; and
3. "household"
means a family group living in the same domestic dwelling.
(d) An employee
shall, wherever practicable, give the employer notice prior to the absence of
the intention to take leave, the name of the person requiring care and that
person's relationship to the employee, the reasons for taking such leave and
the estimated length of absence. If it
is not practicable for the employee to give prior notice of absence, the
employee shall notify the employer by telephone of such absence at the first
opportunity on the day of absence.
2. Unpaid Leave
for Family Purpose
(a) An employee
may elect, with the consent of the employer, to take unpaid leave for the
purpose of providing care and support to a member of a class of person set out
in subparagraph (ii) of paragraph (c) of subclause (1) who is ill.
3. Annual Leave
(a) An employee
may elect with the consent of the employer, subject to the Annual Holidays
Act 1944, to take annual leave not exceeding five days in single day
periods or part thereof, in any calendar year a time or times agreed by the
parties.
(b) Access to
annual leave, as prescribed in paragraph (a) of this subclause, shall be
exclusive of any shutdown period provided for elsewhere under this award.
(c) An employee
and employer may agree to defer payment of the annual leave loading in respect
of single day absences, until at least five consecutive annual leave days are
taken.
4. Time Off in
Lieu of Payment for Overtime
(a) An employee
may elect, with the consent of the employer, to take time off in lieu of
payment for overtime at a time or times agreed with employer within 12 months
of the said election.
(b) Overtime taken
as time off during ordinary time hours shall be taken at the ordinary time
rate, that is an hour for each hour worked.
(c) If, having
elected to take time as leave in accordance with paragraph (a) of this
subclause, the leave is not taken for whatever reason payment for time accrued
at overtime rates shall be made at the expiry of the 12 month period or on
termination.
(d) Where no
election is made in accordance with the said paragraph (a), the employee shall
be paid overtime rates in accordance with the award.
5. Make-up Time
(a) An employee
may elect, with the consent of the employer, to work "make-up time",
under which the employee takes time off ordinary hours, and works those hours
at a later time, during the spread of ordinary hours provided in the award, at
the ordinary rate of pay.
(b) An employee on
shift work may elect, with the consent of the employer, to work "make-up
time" (under which the employee takes time off ordinary hours and works
those hours at a later time), at shift work rate which would have been
applicable to the hours take off.
6. Rostered Days
Off
(a) An employee
may elect, with the consent of the employer, to take a rostered day off at any
time.
(b) An employee may
elect, with the consent of the employer, to take rostered days off in part day
amounts.
(c) An employee
may elect, with the consent of the employer, to accrue some or all rostered
days off for the purpose of creating a bank to be drawn upon at a time mutually
agreed between the employer and employee, or subject to reasonable notice by
the employee or the employer.
(d) This subclause
is subject to the employer informing each union which is both party to the
award and which has members employed at the particular enterprise of its
intention to introduce an enterprise of RDO flexibility, and providing a
reasonable opportunity for the union(s) to participate in negotiations.
28. Wages
The following increases shall apply to employees engaged
pursuant to the following awards:
Transport Industry Quarried Materials (State) Award
and;
Transport Industry Mixed Enterprise (State) Award.
Stage 1 (12 June 1998) - 2.5%
Stage 2 (12 June 1999) - 2.5%
29. Signatories
For Rinker Group trading as Readymix Holdings Pty Ltd
|
|
For the Transport Workers’ Union of New South Wales
|
Annexure A
For the purpose of this agreement the ‘business unit’ for
the Southern Region (South Coast) shall be:
South Coast Concrete Operations located at:
Ulladulla
|
Nowra
|
|
|
Aroo Road
|
Cumberland Avenue
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Ulladulla
|
Nowra
|
|
|
Batemans Bay
|
|
|
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10 Russell Street
|
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Batemans Bay
|
|
South Coast Transport Operations located at:
Albion Park
|
Marulan
|
|
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Wollybutt Drive
|
"Johniefields"
|
Albion Park
|
Brayton Road
|
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Marulan West
|
Annexure B
Composition of the Consultative Team
1. The team
should have a maximum of six members and should be representative of the
business unit.
2. The team must
have at least 50 per cent of its members representative of the employees
employed in the business unit.
3. The
procedures for the election/appointment of company and employee team members
should be determined at the 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 relation’s 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 12
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 the
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.
Team Meetings
1. The team
shall schedule regular meetings. Such
meetings should occur at a time that minimises the disruption to the business
unit's operations but also allows team members to play a focused and active
role in the meetings.
Notation:
For instance, scheduling meetings after a busy day's
work may be convenient but the team members might be too tired to fully
participate. Whereas scheduling
meetings every other Wednesday afternoon could give everyone an opportunity to
prepare and focus on the team's activities and ensure everyone is fresh and
participates fully.
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.
Notation:
For instance, two-hour meetings should give the team
sufficient time to operate effectively, whereas a four-hour meeting might
result in team members losing interest.
4. If the team
wants to extend the standard length of its meetings, the team should agree on
the length of the extension.
Notation:
For instance, imagine you had a standard two-hour
meeting which was scheduled to finish at 10.00 am but the team was close to
resolving an issue - the team could agree to extend the meeting to 12.30 pm to
finish dealing with that issue.
5. 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. The 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. The 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 this Annexure.
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.
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 three working days prior to team meetings, to allow for preparation.
Team Communication
1. The 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.
3. The objective
of the communication procedure is to ensure that everyone in the business unit
has a good understanding of the team's activities, providing them with an
opportunity to participate in the bargaining process through their
representatives on the team.
Summary of Meeting
Division:
|
Date:
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Team/Project Name:
|
Next Meeting Date
|
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Leader:
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From:
|
am/pm
|
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Facilitator:
|
To:
|
am/pm
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Location:
|
Team Members:
|
Apologies:
|
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Objective Of Meeting:
|
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No.
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Agreed Action
|
By Whom
|
By When
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Agenda for Meeting
Division:
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Date Of Meeting:
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Team/Project Name:
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Time
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From:
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am/pm
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Leader:
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To:
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am/pm
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Facilitator:
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Location:
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Team Members:
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Objective Of Meeting:
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No.
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Item
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Who
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Time
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Expected
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Outcome
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1
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Review This Agenda
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Agreement
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On Agenda
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2
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Review Minutes Of Last Meeting
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Actions Completed
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Or Carried Forward
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Date, Time And Location Of Next Meeting:
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Meeting Evaluation:
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Readymix
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Division:
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Business Unit:
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Where We Are Now:
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Current
Performance/Position of the Business Unit
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Issues:
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Division:
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Business Unit:
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Immediate/Short Term
Improvements to be Implemented
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Continuous Improvement
Plan
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Division:
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Business Unit:
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Opportunity for
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Data Collection
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Improvement Goal
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Performance
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Improvement
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Required
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Indicator
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Annexure C
Cultural and Behavioural
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Alignment
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Contradictions
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Physical
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Alignment
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Contradictions
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Conditional
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Alignment
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Contradictions
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R. W. HARRISON D.P.
____________________
Printed by
the authority of the Industrial Registrar.