ydblogo
D A T A B A S E
yhologo

EBA 1- AUSTRALIA POST ENTERPRISE AGREEMENT 1992-94


A0693
STATUS

INDEX TO AGREEMENT

1 - OBJECTIVES

1.1 This agreement is directed at consolidating and accelerating the programme of reform and innovation commenced in the mid - 1980's which has substantially changed the culture of the organisation from one which was public service oriented and industrially sensitive to one where there is joint co-operation and commitment to customer service and commercial values.

1.2 It builds on the strong existing platform of achievement in terms of workforce restructuring and industrial participation in launching new and wide-ranging programmes directed at workplace flexibility, quality service and to achieve, maintain or surpass world best practice (these are outlined in Parts 6-9 of the Agreement).

1.3 Specifically the agreement is designed to:
(i) maintain the impetus of major corporate change and efficiency improvement currently under way in Australia Post;
(ii) provide substantive benefits to customers, staff and the enterprise;
(iii) assist and accelerate cultural change in the workplace towards greater participation and flexibility; and
(iv) lay a foundation for further workplace improvement through and encouragement of a greater customer focus, commitment to quality service and to joint development of performance measures, best practice and gainsharing frameworks.

EXPLANATORY NOTES

The objective is to make Australia Post a successful government business enterprise with a positive future. Australia Post must meet its commitments to the "shareholder" - the Government, and make a commercial rate of return - that is a level of profit/performance around that of other major corporations. To do this Australia Post must provide better service to customers than its competitors.

The new programmes will affect all facilities/workplaces but the agreement is designed to ensure this occurs in a planned way which builds on industrial participation - success depends on workplace involvement, understanding, enthusiasm and commitment, not on a process of imposing change from the top.

International comparisons show that Australia Post is already at the forefront of world postal service - the objective must be to stay there but also to seek continuous improvement especially given the big threats posed by private sector corporations to the worldwide postal business.

This relates to initiatives such as OCR/FSM technology in mail processing and the Retail Post restructure (see Part 2 below).

Customers are the life-blood of the organisation - the provision of quality service to customers will determine whether Australia Post prospers and grows in the 1900's or declines.

2 - ENTERPRISE RESTRUCTURING

2.1 The parties agree that the achievement of corporate productivity targets depends on co-operation in the early and on-going implementation of a range of key corporate restructuring measures, specifically;
(a) OCR/FSM implementation directed at achieving and maintaining world best practice results;
(b) overhead reduction programmes designed to reduce unnecessary overheads; and
(c) progressive implementation of Retail Post initiatives which will contribute to productivity improvement in 1992/1993 and beyond.

2.2 In addition to the corporate initiatives, the achievement of overall productivity improvement will be dependent upon implementation, subject to appropriate consultation at the National, State or local level, of ongoing operational and network improvement.

3 - UNION RATIONALISATION

3.1 It is agreed between the parties that multi-union representation needs to be examined in circumstances where the two principal unions (inclusive of the effects of amalgamation) cover in excess of 95% of all eligible employees and twelve other unions cover the balance.

3.2 The parties note that action will be taken to explore mechanisms to rationalise coverage and develop, if necessary with ACTU assistance, an Industry Union Rationalisation Scheme by 15 September 1992.

The introduction of OCR/FSM has been highly successful by world standards. The introduction of any further technology is not covered in the Agreement and would be the subject of separate consultation and involvement from early in the planning stages.

The reduction of overhead costs does not just relate to labour but to non-labour operating expenses as well including consultant expenditure. The process will be the subject of consultation and particular attention will be given to ensure there are no adverse effects in services to staff or on attention to issues such as OHS and EEO.

Improvement in productivity is not just the result of introduction of big changes such as OCR but many other changes that are occurring in the workplace, the network and in response to customer needs. A big part of the reason that Australia Post has been successful has been that at many levels staff have already been involved in "continuous improvement".

The principal unions are CWU and PSU.

4 - AWARD MODERNISATION

4.1 The parties agree to completing the initiatives commenced during Structural Efficiency negotiations including the completion of the Award Modernisation exercise which will replace the existing 17 awards with 4 covering trades/technical, clerical/professional, operational staff and general conditions. The revised awards will be put in place by 15 October 1992.

4.2 The parties agree that all staff in Australia Post should be the subject of the Employee Conduct and Discipline provisions in the Postal Workers Award. The necessary award variations will be put in place by 15 October 1992. Prior to this date Australia Post agrees to consult with the CWU and PSU on the state level procedures underpinning the application of the code in respect of those staff not presently covered by the Postal Workers Award provisions and to provide CWU and PSU with the opportunity to take part in the joint review of the Board of Reference process which is scheduled for completion by 15 October 1992.

5 - BUSINESS OPPORTUNITIES

5.1 It is agreed that the achievement of substantial productivity mprovement during 1992/93 and beyond is dependent upon:
(i) protecting existing business by providing quality service to customers;
(ii) vigorously pursuing increased sales revenue/finding new customers;
(iii) developing new products; and
(iv) establishing new business.

Dates in the agreement are based on implementation of the agreement around mid-August 1993. This is dependent on certification by the Australian Industrial Relations Commission. If the date of implementation is later some of the target dates may need to be adjusted.

5.2 The parties will co-operate in pursuit of new business opportunities. Wherever possible this will include innovative "greenfields" style solutions which use a participative approach to their establishment. Without limiting this flexible approach the parties expect thee may embrace:
(i) single union coverage;
(ii) best practice standards/benchmarks;
(iii) fully participative framework/culture;
(iv) flexible pay and conditions'
(v) site or industry agreements;
(vi) local bargaining autonomy;

5.3 The parties accept that within the general framework of the commitment to avoiding pre-emptive industrial action contained in the Joint Statement of Understanding (see also Part 14) there is a particular need to avoid adverse effects on customers. In this context the parties recommit themselves to the Joint Statement of Understanding in its entirety.

6 - PARTICIPATIVE WORKPLACE CHANGE

6.1 The experience to date with implementation of Industrial Participation demonstrates the significant potential that exists for workplace improvements within the framework of the Joint Statement of Understanding.

6.2 It is agreed that this process needs to be given greater impetus by progressively removing the constraints on workplace flexibility and initiative.
The reference to "greenfields" is to new and different business opportunities not simply the extension or relocation of existing activities. The aim is to have an approach which enables new business to operate in a way which gives it the best chance of success in a competitive environment. Similarly (i) - (vi) relate to new business not to existing areas of work. It does not mean there are no rules rather that they are related to the specific needs of the business and they would be incorporated in an appropriate formal agreement.
A copy of the 1989 Joint Statement of Understanding is attached for reference - see Attachment 5.

6.3 The parties agree that the initiation of change should as far as possible focus on the workplace and allow local solutions to be found to as many issues as practicable.

6.4 The parties note that a considerable amount of local flexibility exists to develop operational and work practice solutions within the current framework of awards, relevant legislation, work level standards, delegations, OHS and EEO requirements and other formal policies.

6.5 It is agreed that at QSI facilities (see Part 8 below) scope should also exist, through a participative approach at the workplace, to put forward plans or proposals which seek to vary formal policies or the applicability of other abovementioned framework aspects. Continuous improvement proposals of this nature shall be notified to the parties at the State or Federal level as appropriate and will not be unreasonably opposed. Where appropriate the parties will support changes to higher decision making levels.

6.6 The parties have reviewed existing part-time conditions/arrangements and have reached agreement that the changes outlined of Attachment 2 will be implemented from the date of the effect of this agreement.

7 - AWARD FACILITATIVE PROVISIONS

7.1 It is agreed between the parties that the awards will be varied to reflect the facilitative provisions contained in the Attachment 1.

Many ideas which create better workplaces and improve quality and service arise out of the industrial participation process. It is important to recognise that there are "boundaries" around what can be implemented at the facility level - no scope exists to contravene awards, legislation or the other specified areas.

Notwithstanding the proceeding point a mature approach to continuous improvement should encourage an "open agenda" in putting forward proposals for change. Facilities where management and staff, by their QSI rating, have shown that they can approach issues positively should be able to put forward innovative ideas for real improvement and they deserve to be given sympathetic consideration at the relevant higher decision-making levels even if this does mean a change to formal policy etc. The rules are there be followed but this does not mean they cannot be changed - better ways of doing things that benefit the business and staff should be encouraged not discouraged.

The details are explained in notes relating to Attachment 2.

Facilitative clauses are common in many awards and are simply award clauses where there is scope within defined limits to determine how the specific award clauses are to apply in particular cases. They do not allow people to choose to operate outside the award and they set out the rules and procedures that must be followed. They are not intended to undermine basic award entitlements but rather provide flexibility which might better suit local circumstances - they only apply if there is local agreement and can be over ruled at higher levels if there are any real concerns or problems.

7.2 Unless otherwise stated for a particular clause the operation of these facilitative clauses would be subject to the following general conditions:
(i) the majority of employees directly affected by the proposed change must genuinely agree to the change prior to it being introduced;
(ii) both management and the union at the State level will be given a minimum of 14 days notice in writing of the proposed change;
(iii) neither party at the State level shall unreasonably oppose any agreement.
(iv) any party involved can review arrangements established under these facilitative provisions and can, subject to an appropriate period of notice, withdraw their agreement.

8 - WORKPLACE ACCREDITATION - QSI STATUS

8.1 There are around 1600 facilities in Australia Post. Given the regulated environment under which they have historically operated and despite the significant changes already made it is accepted that there are wide differences between them in their capacity to apply the greater workplace flexibility/facilitative award changes in Parts 6 and 7 in a manner which will provide real benefits to customers, staff and the enterprise.

8.2 The parties acknowledge that the better workplaces where, for example, Industrial Participation is well established, will use the greater flexibility positively but in other cases there could be adverse effects which would damage the overall programme.
* QSI stands for "Quality Service One"
It should be noted that these arrangements do not apply to all award clauses, only to the ones specifically listed at Attachment 1 viz, hours of duty, leave in lieu of overtime, payment in lieu of extra weeks leave for shift workers. Attachment 1 sets out the possible effect of these clauses.
An important consideration will be whether staff genuinely agree as per 7.2(i).

It is expected that some stability will exist and that revision to existing practices would only be considered if there had been a significant change in circumstances. Against this background the parties will monitor the practical implications of the withdrawal of agreement provision and reserve their position to, if appropriate, seek a variation to the provision.

8.3 To lay foundation for an effective transition to a more flexible workplace which will allow those workplaces capable of proceeding to proceed whilst at the same time providing positive impetus to the other to establish the correct environment, the parties have agreed to:
(i) establish a quality audit criteria and a workplace accreditation process built around an agreed lit of criteria leading to a "QSI" ranking;
(ii) the criteria and process would be developed by a joint working party by 15 November 1992;
(iii) the criteria would be modelled on other industrial quality evaluation systems but would have a heavy emphasis on work climate/culture issues including industrial participation;
(iv) workplaces with QSI ranking could exercise the flexibility provisions in Parts 6.5 and 6.6 and 7.1 and 7.2 of the Agreement. Other workplaces could do so only where there was specific agreement at either the State or Federal level;

(v) when a facility receives QSI status a once only bonus of $325 per employee would be paid;
(vi) the definition of a facility for QSI purposes will be a matter for decision by the working party.

The detailed criteria have not been developed but there are many other areas where guidance can be drawn in terms of quality accredition schemes. The schemes are not simply directed at measuring physical output or product quality - they focus on getting the underlying workplace issues right so that management and staff have the best possible chance of doing their jobs well. In many respects the criteria will simply reflect what many of our best workplaces are already doing very well in terms of issues such as commitment to industrial participation, training, communication and customer service.

Australia Post is already a leader in the application of industrial participation across many workplaces and this is an important element in all such systems. The Joint Statement of Understanding reached as part of the 1989 Structural Efficiency Principle Agreement is an important platform for development of QSI criteria.

The bonus payment will be pre-tax i.e. it will be counted as income under tax rules.

There will be standard definitions of facilities and QSI status will be awarded on a facility wide basis ie. one-in-all-in.

(vii) the process will encourage facilities below QSI standard to address the areas where improvement is needed, facilities which receive QSI status will be regarded as Continuous Improvement Facilities and focus on developing plans and processes for further positive change.

(viii) although it is not expected to be likely, the system allows for loss of QSI rating should a facility fall below standard.

9 - BEST PRACTICE

9.1 It is agreed that the application of best practice across the whole range of activities and facilities in Australia Post would yield significant and continuing improvement.

9.2 It is agreed that the concept of best practice needs to be developed in a way which:
* is complementary to industrial participation;
* is compatible with workplace flexibility reflected in QSI.

The bonus would be paid on achievement of QSI rating. At this stage it is a once payment and whether it continues to operate beyond the life of the Enterprise Agreement is a matter for further discussion. However it is intended that if a facility loses QSI status it would not be eligible to seek reaccredition under any continuing scheme for a period of 6 months.

It is expected that a facility seeking to be QSI rated or at that level would be committed to the 1989 Joint Statement of Understanding - under the terms of the joint statement "the parties agree that pre-emptive industrial action must be avoided in favour of a mechanism which allows local unresolved problems to be raised to higher levels for resolution."

Facilities recognised under QSI will also be encouraged to seek, in a participative way, new and better ways of working (they are encouraging now under industrial participation). A process which allows for the best ideas to shared with other facilities will benefit both staff and the enterprise and creates a positive work environment. Any change would follow the process set out in Parts 5, 6 and 7.

9.3 The parties agree to develop a workable concept and framework for best practice in Australia Post by 15 December 1992.

10 - PRODUCTIVITY MEASUREMENT

10.1 The existing corporate labour productivity measure which relates work years to real revenue growth will be applied during the term of the agreement;

10.2 It is agreed that further examination of corporate and state productivity measures is an essential element in future enterprise agreements and that:
(i) joint discussions will take place on further refinement of productivity measurement applicable at a State/National level with the aim of developing agreed measures for the basis of future productivity based enterprise agreements. Such discussions would also consider the question of how quality should be taken into account at these levels;
(ii) workplace/facility level measurement will be developed in conjunction with the gainsharing exercise (See Part 11).

11 - OTHER INITIATIVES

Industrial Participation

11.1 Given the central importance of this process to changing both culture and performance in Australia Post the parties agree that the current training programmes involving union and management participation should be accelerated with an objective of involving the remaining relevant officials from the principal unions and corresponding managers by 15 May 1993.

Structural Change - Mail Processing

11.2 The parties accept the desirability of streamlining organisational structures as part of the process of increasing customer responsiveness and flexibility and further developing participative management.
The issue of making any change to productivity measurement is complex and there is a range of alternative approaches - these will need full discussion between the parties.

11.3 It is agreed that a fundamental review of supervisory job design and structures in mail processing is necessary and this will be undertaken by 15 March 1993.

11.4 It is agreed that as an immediate measure pending such a review:
(i) supervisory titles should be changed from "Controller" to "Co-ordinator" across all employments streams;
(ii) MPC work level standards are to be made more flexible to accommodate complementary administrative work eg. specialist/bulk dock work.

Workforce Readjustment

11.5 It is agreed that the process of workforce change associated with enhanced productivity and restructuring should be undertaken as quickly as possible having regard to the interests of affected staff so as to minimise any uncertainty and facilitate redeployment and readjustment.

11.6 It is agreed that the union claim for a revised redundancy and redeployment package will be dealt with expeditiously.

Overhead Reductions

11.7 A central element of corporate improvement will be further overhead cost reduction. Overhead costs cover labour and non- labour costs and all cost areas will be examined.

11.8 Specific initiatives designed to achieve reduction of unnecessary overhead costs will be the subject of further consultation between the parties.
The "Controller" title is not compatible with a more participative management style.
This matter is the topic of separate discussion. Any revised arrangements negotiated at the Federal level will be the subject of a separate consultative survey of APTU members.

Many overhead costs are necessary in operating a business and no arbitrary reductions will be made. However, Australia Post management considers that further reductions are achievable especially having regard to the many efficiency changes also occurring in operational areas.

Gainsharing

11.9 The parties agree to joint examination and development of gainsharing arrangements with a view to commencing trials at selected mail processing and transport, delivery and retail facilities in the early part of 1993.

11.10 In developing proposals the parties have accepted as overall guiding principles:
* the importance of industrial participation processes to the development, implementation and operation of gainsharing arrangements;
* the need for measurement systems and sharing arrangements to have a facility focus;
* the importance of having measurement systems that can be easily understood and tested for accuracy; and
* the need to ensure that those groups which are already efficient are not disadvantaged.

11.11 The issue of application of gainsharing to other areas including administrative groups will also be further considered.

11.12 Any gainsharing arrangement trialled/implemented during the term of this agreement will be the subject of a separate agreement certified by the AIRC as appropriate. Any further such agreement will specifically address the question of inclusion, exclusion or on-going operation of relevant parts of the present agreement for the staff affected by such arrangements.

12 - PRODUCTIVITY OUTCOMES

12.1 It is agreed between the parties that the positive outcomes of this Agreement in terms of:
* consolidating gains from major corporate restructuring;

These aspects were explained in Part 2.
* promoting workplace flexibility and a positive climate to continuous improvement through the QSI programme; and
* pursuing new and flexible business arrangements.
* will produce significant productivity improvement.

12.2 It is anticipated that this process, which is already well advance, will result in:
* 4.2% achieved productivity figure for 1991/92;
* and outcome of around 4.3% in 1992/93.

13 - BENEFIT DISTRIBUTION

13.1 The underlying nature of the workplace reform together with the strong productivity performance in 1991/92, and progressive achievement of the 1992/93 productivity target will result in the following payment to all employees:
* 3% with effect from the date of the agreement being certified by the AIRC;
* 3% with effect from 6 months after the first payment;
* 2% with effect from a further 6 months later.

13.2 The second and third payments are contingent upon on-going co-operation between the parties in the implementation of this agreement including the meeting of target dates.
Target dates are the dates for the various actions specified in earlier parts of the agreement.

14 - SCOPE AND DURATION

14.1 (i) During the period of the agreement any disputes or problems over the application or interpretation for he agreement shall be resolved in accordance with the Joint Statement of Understanding.

(ii) Where the consultative processes contained in the Joint Statement of Understanding (Attachment 5) fail to settle a dispute on matters arising from the implementation of this Agreement the parties agree to refer the matter to the Australian Industrial Relations Commission and will abide by any decision made by the Commission in settlement of the dispute.

14.2 The agreement shall operate for 18 months from the time of the first payment.

14.3 The agreement shall apply to all staff except those employed by Express Courier who will be subject to a separate agreement which will focus on the establishment of the Joint Venture with Australian Airlines.

14.4 The parties will be seeking AIRC certification of this agreement.

14.5 There shall be no National Wage or other wage increases during the period of the Agreement except for any agreements arising from the reserved matters listed at Attachment 3. Any such agreements shall be dealt with in accordance with relevant wage fixation principles and hall be subject of certification by the AIRC.

14.6 At the expiry of the agreement the parties agree that the new rates of pay arising from the agreement will be reflected in relevant standard award pay scales and that other provisions will, unless they are expressly time limited, continue to operate.

14.7 The parties agree to commence discussions three months prior to the expiry date of the agreement on the terms of a new enterprise agreement.
If for example it commences on 15 August 1992 it will operate until 15 February 1994.
The parties objective is to finalise a Joint Venture Agreement beforethis general Australia Post agreement is ratified. If this is not possible the parties will review the scope of this agreement.

ATTACHMENT 1 - FACILITATIVE CLAUSE FOR GENERAL CONDITIONS OF EMPLOYMENT AWARD

FACILITATIVE PROVISIONS - CONDITIONS

(1) The purpose of this clause is to provide greater flexibility on the specific award provisions covered by sub-clauses (2), (3) and (4). These provisions operate in conjunction with the standard relevant award provisions covering staff and in respect of sub- clause (2) are subject to the following conditions:
(a) the majority of employees directly affected by the proposed change must genuinely agree to the change;
(b) both management and the union at the State level will be given a minimum 14 days notice in writing of the proposed change before implementation;
(c) neither management nor union shall unreasonably oppose any agreement.
(d) any party involved can review arrangements established under these facilitative provisions and can, subject to an appropriate period of notice, withdraw their agreement.

EXPLANATORY NOTES

* Facilitative provisions operate in conjunction with the relevant "standard" award provisions. If there si no agreement between the parties to use the greater flexibility provided in this clause, the standard relevant award provisions apply.
* The facilitative provisions can only be applied in facilities which have a QSI rating.
* Work agreements established under these facilitative provisions may be introduced on a trial basis for an agreed period.
* Normal penalty payment apply eg. if a facilitative provision provides scope for weekend ordinary duty, normal penalty payments would apply to any such duty.
* The parties would normally expect that agreements would only be withdrawn if there was some significant change in circumstances.

HOURS OF DUTY

(2) (a) The ordinary hours of duty of employees shall not exceed 36 3/4 per week or an average thereof provided that the weekly hours for day workers can be averaged over a cycle of no longer than 4 weeks.
(b) The ordinary hours of duty of day workers shall be between the hours of 6.30am and 6.00pm.
(c) Ordinary hours of duty shall be worked on an average of no more than 5 attendances per week over a cycle.
(d) Ordinary hours of duty on any one day shall not be less than six and shall not exceed ten.
* This sub-clause provides greater flexibility on hours of duty issues within clearly defined parameters.
* Given the wide variations that presently exist in hours of duty provisions for our various employment streams, the degree of additional flexibility varies considerably. Outlined below is a brief summary of the existing provisions and a description of the additional flexibility provided by the facilitative provision for our various employment streams:

1 - Retail
(a) Standard Provision
* 7'21" day 36 3/4 hours per week
* RAR must be a 9 day fortnight

(b) Facilitative Provision
* differential daily hours within 6/10 hour bandwidth
* weekly hours can be averaged over 4 weeks
* other forms of RAR (such as 19 day month)

2 - Delivery
(a) Standard Provision
* differential daily hours but within very specific parameters
* fixed weekly hours
* RAR must be a 9 day fortnight
* no scope for ordinary duty on weekend

(b) Facilitative Provision
* differential daily hours within 6/10 hour bandwidth
* weekly hours can be averaged over 4 weeks
* ordinary duty on weekends
* other forms of RAR (such as 19 day month)

3 - Mail Processing/Transport
(a) Standard Provision
* daily hours must be 7'21" unless a RAR 9 day fortnight in which case daily hours must be 8'10"
(b) Facilitative Provision
* differential duty hours within 6/10 hour bandwidth
* other forms of RAR aside from 9 day fortnight

4 - Clerical Administrative
(a) Standard Provision
* ordinary hours for non-shift workers must be worked between 8.00am and 6.00pm
* no scope to average weekly hours for day workers over a cycle unless RAR
(b) Facilitative Provision
* ordinary hours for day workers can be worked between 6.30am and 6.00pm
* weekly hours can be averaged over a cycle for day workers with/without RAR

5 - Technical Trades - Day Duty*
(a) Standard Provision
* 36 3/4 hours each week, with a standard 7'21" day unless RAR
* RAR provided daily hours do not exceed 8'10"
* ordinary duty must be worked Monday-Friday between 7.00am and 6.00pm

(b) Facilitative Provision
* weekly hours can be averaged over a cycle with differential daily hours
* ordinary day between 6.30am - 6.00pm and on weekends
* more RAR options
* ATEA award has prescriptive shift work hours of duty clause, but provision already exists for these provisions to be varied by mutual agreement between the parties.

OVERTIME - TIME IN LIEU

(3) (a) By mutual agreement between management and an individual employee, time off during ordinary working hours shall be allowed in lieu of payment for overtime. Time off shall be at the rate of overtime payment appropriate to the hours worked.

(b) By mutual agreement between management and the individual employee, the employee may be paid at ordinary rates for the time worked and take time off equivalent to the rate of the residual penalty payment.

(c) Time off in lieu of overtime payment shall be granted and taken as agreed between management and the employee and within agreed time frames. Where it is not practicable for the time off to be granted or taken within the agreed time frame, the employee shall be paid for the overtime worked at the prescribed rate of payment.

It is important to remember that:
* this does not alter basic award entitlements; it is not a "right" for employees to exercise without management agreement. There may be good operational reasons why a change is not practical or desirable.
* there can be no compulsion to change on either management or the individual.
* This provision provides scope for overtime to be compensated by time off in lieu (at the appropriate penalty rate) or by being paid single time with the residual penalty being taken as time in lieu.
* The time off must be taken within an agreed time frame payment made at normal overtime rates (the purpose of this restriction is to keep the administration of the scheme simple and to avoid accrual of significant amounts of time off).
* Both the employee and the manager must agree tot eh form of compensation provided by this clause.
* Agreement can either be on an ad hoc or on-going basis. In the later case, agreement to such an approach can be withdrawn at any time.

SEVEN DAY SHIFT WORKERS - ADDITIONAL RECREATION LEAVE

(4) (a) An individual employee may subject to management agreement elect to receive payment in lieu of the additional leave accrued pursuant to Clause 23 of this Award.

(b) An individual employee may elect, subject to management's agreement, to receive payment in lieu of additional leave for public holidays falling during the period of annual leave.

(c) The rate of payment in lieu of the additional leave shall be identical to the rate of payment to which the employee is entitled for the additional leave.

* As with previous clause there is no "right" to employees to elect to change - it is also up to management.
* This provision provides scope for staff with the agreement of management to receive payment in lieu of the additional leave provided to shift workers.
* The detailed arrangements concerning the operation of this provision (on issues such as periods of notice) will be determined at facility level.

ATTACHMENT 2 - PART-TIME EMPLOYMENT ISSUES

1 - Extended Use of Part-Time Employment

* parties to agree to award variations to provide for above base grade employment in those employment streams which presently feature part-time employment at the base level.

* the parties agree that such positions will only be introduced into facilities with a QSI rating and would be subject to the following conditions:
(i) the position can be accommodated within the agreed part-time ratios.
(ii) the majority of employees directly affected by the proposed change must genuinely agree.
(iii) both management and the union at the State level will be given a minimum of 14 days notice in writing of the proposed change before implementation.
(iv) neither management nor the union shall unreasonably oppose any agreement.

Explanatory Notes

* Under this section the parties would be agreeing to the award variations needed to provide for above base grade employment. Any actual proposals to create such positions would be subject to the same type of conditions as those that apply to the hours of duty facilitative provisions.

* The introduction above of base grade provisions into operational areas is consistent with provisions already applying in the administrative areas in Australia Post and with provisions covering other employers. This section will increase available staffing options and provide career opportunities for the numerous part-time staff who are not in a position to work full-time.

* Above base grade part-time positions can only be introduced into facilities which have achieved a QSI rating.

2 - Quotas

(i) parties agree to the setting of new part-time quotas outlined at Attachment 4.
(ii) agreement on (i) is subject to immediate discussions and agreement at State level on appropriate monitoring arrangements. Australia Post's Headquarters will provide APTU Federal Office with macro national summary of part-time positions. (iii) future adjustments to quotas to be negotiated at State level.

3 - Increments

* all part-time staff on standard conditions will receive annual increments.

* Parties have reached in-principle agreement on new employment categories that provide permanent status for all on-going part- time positions and that such staff should receive the same conditions as permanent staff. The new categories will be implemented as part of award modernisation.

* Australia Post believes the existing quotas can be increased in the manner proposed without conflicting with our commitment to a predominantly full-time permanent workforce. Under the new quotas, the proportion of part-time staff to full-time staff in Australia Post will till be well below the average for the total workforce.

* Australia Post accepts the need to have in place State level monitoring arrangements which are acceptable to the union. The detail of these arrangements in terms of level and frequency of data should be agreed between the parties at State level, but will, if requested by the union, include data on office/facility basis.

* Once the new quotas have been set the agreement provides that future increase would be negotiated at State level.

* This proposal involves a significant improvement on existing conditions.

* Existing temporary part-time cleaners will continue to be subject to their current conditions, but will have the option of converting to the new standard conditions for part-time staff. New part-time cleaning staff will all be employed under the revised conditions.

4 - Salary Advancement

(i) part-time staff will be subject to the same advancement conditions as full-time staff provided that any staff who have not completed the prescribed training within 6 months of commencing will be advanced from the Trainee rate to the base level and receive incremental advancement in accordance with Section 3.

(ii) all staff who have been employed for more than 6 months and who are still on the Trainee level when these provisions are implemented will be advanced to the base level.

(iii) it should be noted that the existing difficulties in the retail area have already been addressed in the Retail Post Agreement - all retail staff would receive full Tier 1 Training before this "safety net" provision has application.

(iv) these provisions apply to all part-time staff.

5 - Overtime

* staff to be paid overtime if required to work more than five days per week - overtime rates would apply to duty on the "sixth" day attendance.

* This provision represents a significant improvement for these part-time staff whose advancement has been restricted by existing provisions.

* The proposals would apply to all current and future part-time staff.

* Under the present conditions, part-time staff can work on more than five days in a week without being paid overtime penalty rates.

6 - Uniforms/Hosiery Allowance

Counter/Delivery Staff
* Staff who work on 4 or 5 days will be eligible for a full outfit provided they work at least 15 hours per week.
* Staff who work on 3 days or less will be eligible for the standard reduced entitlement again provided they work 15 hours per week.
* Counter staff who work less than 15 hours per week may be provided with a reduced outfit at the discretion of the facility manager.
* The provision of the outfit in all cases subject to the completion of a three month service qualifying period.

Work Wear
* Same principles to apply.

Footwear Allowance
* Part-time staff in receipt of the Corporate Clothing will be paid a shoe allowance.

7 - Union Membership

* all on-going part-time staff will soon be paid under the computerised payroll system. This should facilitate collection of union dues.

* The proposals provide for an improved provision of clothing for part-time staff. Previously part-time staff had to work 22.05 hours per week before becoming eligible for an outfit.

* Under the new provisions they will only have to work for 15 hours per week to become eligible. Under the new provisions, the majority of part-time staff will qualify for either a full or reduced outfit.

* The union has been seeking Australia Post's assistance in the collection of union dues. It is considered that the changed in the payroll system should help in this regard.

8 - Development Opportunities/Industrial Participation

* part-time staff will be included in industrial participation programmes (details to be developed at a State level).

* staff will be offered access to positions with full range of duties and a full time position as these opportunities arise.

9 - AIRC Test Case

* parties agree on implementation of part-time provisions in the AIRC test case as parental leave.

10 - Equal Employment Opportunities

* given the high proportion of females employed in part-time positions, parties to establish joint group to ensure that there are no remaining aspects of our part-time provisions/practices which may be discriminatory.
* This section recognises that part-time staff should be given the same type of opportunities as those provided for full-time staff.
* The AIRC Test Case provides scope for full-time employees to work on a part-time basis for up to two years after the birth/adoption of their child.
* The proposed group would be primarily looking at discrimination against women, but its charter would be wide enough to look at any forms of discrimination in our part-time practices.

ATTACHMENT 3 - RESERVED MATTERS

The following matters are reserved between the parties on the basis that further examination and discussion may lead to agreement to specific pay variations in respect of particular areas, viz:
* gainsharing trial arrangements on a facility basis.
* linehaul arrangements.
* outcome of Mail Processing structural review.
* performance pay arrangement for middle management levels.
* Postal Delivery Officer/Mail Officer parity exercise.
* conditions relating to night shift penalties.
* youth traineeships
* a new Professional structure.
* APESA/PSU claim for a new professional structure.

The foregoing list should not be interpreted as acceptance by either party on any particular outcome - each matter will need to be progressed on its merits and processed in accordance with relevant wage fixation principles.

ATTACHMENT 4 - NEW PART-TIME QUOTAS


  RETAIL AND SERVICES  DELIVERY
       PRESENT PRESENT NEW   PRESENT PRESENT NEW
       USAGE   QUOTA   QUOTA USAGE   QUOTA   QUOTA
NSW     613     662     699   422     590     590
VIC/TAS 210     285     285   366     406     436
QLD     184     184     216   185     238     238
SA      196     207     213   92      118     118
WA      171     189     189   166     174     184
TOTALS 1374    1527    1602   1231   1526    1566
  MAIL PROCESSING
NSW      97     147     178
VIC/TAS  96     100     157
QLD      93      93     123
SA       21      26      36
WA       38      40      50
TOTALS  345     406     544
* New quotas are based on higher of existing quotas or present usage plus 2.5% full-time staff.

ATTACHMENT 5 - JOINT STATEMENT OF UNDERSTANDING

How we will use the idea of industrial participation has been picked up in the Joint Statement of Understanding reached by all unions and Australia Post.

The Statement says: Australia Post and the APTU (and the other unions) agree that the future viability of the enterprise is critically dependent on it enjoying a reputation for reliability and efficiency in providing service to customers.

To enhance its reputation and protect its viability, Australia Post and the APTU have commitment to identifying any areas where interpersonal relations and industrial relations and their effect on staff morale are unsatisfactory and implementing appropriate remedial action.

The parties agree that pre-emptive industrial action must be avoided in favour of a mechanism which allows local unresolved problems to be raised to higher levels for resolution. Unless this priority can be achieved, the potential benefits from this statement will be prejudiced.

Similarly, the parties agree that management should not implement contentions decisions without adequate consultation and where necessary relevant issues should be referred to higher levels for consultation.

Agreement negotiated at the national level are not to be re- negotiated at the state or local level.

To achieve these goals the parties agree to the following principles and processes of participative management:
1* Effective local consultative arrangements are to be put in place and middle managers, supervisors and staff are to be assisted and encouraged to participate more in the problem-solving and decision making at their own workplace.
2* Effective, 2-way communication with staff is to take place and first line/middle managers are to be assisted and encouraged to play a greater role.
3* Adequate training is to be given to those management, supervisors and staff involved in participative groups to enable them to talk meaningfully to each other and to identify, analyse and resolve problems.
4* The reasons for changes affecting the workplace are to be clearly explained to and discussed with all staff prior to implementation.
5* Contentious decisions or implementation difficulties arising out of Nation agreements are to be referred to higher levels before implementation so that consultation can take place at those levels.
6* The roles and functions of various management levels and union representatives need to be clearly documented and respected.

The parties agree that priority needs to be given to putting the above principles into effect and National and State groups will be established to lead and monitor resultant action.

Status of DocumentA0693

AUSTRALIA POST ENTERPRISE AGREEMENT 1992

Australian Postal Corporation
Communication, Electrical, Electronic, Electronic, Energy, Information, Postal, Plumbing and Allied Services Union;
6 Nov 1992
(C No. 31577 of 1992)
STATUS: Full Text but see note

UPDATED TO: NOTES: Where salaries and allowances are set out in an Award, these are usually out of date as enterprise Agreements supercede the Award rates. These can be found in the Database under Salaries.

Editors comments are in brackets [comment]


Home
Postal