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EBA 1- AUSTRALIA POST ENTERPRISE AGREEMENT 1992-94
A0693 STATUS INDEX TO AGREEMENT
1 - OBJECTIVES1.1 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: 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; 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 RATIONALISATION3.1 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 MODERNISATION4.1 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: 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: 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 CHANGE6.1 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. 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 PROVISIONS7.1 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: 8 - WORKPLACE ACCREDITATION - QSI STATUS8.1 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. 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:
(v) when a facility receives QSI status a once only bonus of
$325 per employee would be paid; 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 PRACTICE9.1 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: 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 MEASUREMENT10.1 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: 11 - OTHER INITIATIVESIndustrial 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. 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: 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. 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: 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:
These aspects were explained in Part 2.
12.2 It is anticipated that this process, which is already well
advance, will result in: 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:
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. 14 - SCOPE AND DURATION14.1 (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. ATTACHMENT 1 - FACILITATIVE CLAUSE FOR GENERAL CONDITIONS OF EMPLOYMENT AWARDFACILITATIVE 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: 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. 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.
1 - Retail
(b) Facilitative Provision
2 - Delivery
(b) Facilitative Provision
3 - Mail Processing/Transport
4 - Clerical Administrative
5 - Technical Trades - Day Duty*
(b) Facilitative Provision 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: 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. ATTACHMENT 2 - PART-TIME EMPLOYMENT ISSUES1 - 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: 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. 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
Work Wear
Footwear 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.
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: 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 QUOTASRETAIL 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 UNDERSTANDINGHow 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: 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 1992Australian Postal CorporationCommunication, 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] |
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