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Once bargaining got under hand, the Management team brought to the table the first article which was Article four (4), Reporting to work. As stated in our opening proposal we proposed to bring to the table changing the hours paid to the employee. In the previous collective agreement it was stated that four (4) paid hours went to the employee's if no work was available. Union wanted to increase the hours paid to employees to five (5) hours from the original while we as management wanted to decrease it to three () hours pay, if work was not available. This article was present in all negotiations and was the most difficult to agree on. Towards the end of bargaining management and union did finally agree on terms for changing the article for Reporting to Work. We did settle on keeping the paid hours the same but also implementing a clause stating that if reasonable work was available to the worker in their job classification, they would have the option of completing the work to receive a full paid day. It was unfortunately not what Management had in mind, through extensive bargaining both sides did reach to an agreement that was fair and reasonable.
The next change that management had in mind was Article five (5), Working Conditions. This to Management was of very high importance. What we really proposed to the Union was clarifying the language set out in the article. All language proposed by Management was under legislation. This was a stand that we needed to take in order to protect ourselves as the employer if anything were to happen to our employees. Management felt that by including the new language it would lower our costs incurred from WSIB. As suspected Union in no way stood against this change and was completely supportive with the amended language management proposed. Union also saw this as safeguarding our employees and it was agreed immediately.
Article 6, Hours of Work was the third change that we brought to the table. The change that Management wanted to see was making the work week extended to a total of 44 hours before overtime pay us to kick in, and make the work week Monday thru Sunday. This was an issue that did not leave the table until the very end. Both sides however managed to use a little integrative bargaining and meet half way. This article was of a larger variance because both Management and Union were successful with these changes.
Union did not want to bargain with this at all, they felt that employees do not need, or will not be used to working a 44 hour work week. At that point both Management and Union created language that represented both sides and both changes. With this article both Union and Management were successful.
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For Article , Wages, Managements opening position was 5 per-cents (%), this was of medium priority because of our team's uncertainty. Although we did hold our position and also reinforced it when Union did not present their proposal at the meeting scheduled. Because of our team's uncertainty we strategize and used a reveal and conceal method, we used this to try and probe at their bargaining zone they had not revealed enough on their stance, so we felt comfortable leaving this as a medium priority. Also to protect our selves from revealing too much too early, our minimums and maximum's were also concealed so that we would not be pushed immediately. In the back of our minds we knew that Union was going to propose very high wage increases and cost of living increases, so we proposed as a combined package, 5 per-cents (%) increase to wages and cost of living. The Union was actually very pleased with the proposal and felt that it was just and fair. The outcome of the Wage changes is in relation to also another article that was on the bargaining table to have amended. These proposed changes that were related to wages was also negotiations for the Article 10, Shift Bonus. Article 10 to Management was of medium priority, we actually wished for the entire article to be deleted or kept the same. Although Union was adamant on keeping the shift premium and increasing it this became a deadlock for Management and Union. Both teams again managed to use some integrative bargaining, when deadlocked for days. As Management, we proposed an increase of wages to .5 per-cents (%), and per-cents (%) increase for cost of living; this was in relation to our maximum figures. In exchange for the increases to wage, Union agreed to delete Article 10 from the collective agreement.
Article 17, Bereavement Pay was an article that was neutral when it came to being on the bargaining table. Management wanted to implement a program that ensured a completion of the probationary period of ninety (0) worked days and Union wished to stay at the sixty (60) worked days or lower it. Again Management and Union came to a deadlock and the article carried out for a few meetings. Although Management agreed to Union changes for sub-articles 17.0, 17.0, 17.04 which consisted of adding immediate family members to the classification, and increasing consecutive days off. After negotiations Union did settle on the Management changes in return Union was granted changes to the above articles. With this article, we don't feel that Management suffered any repercussions. The changes that did occur were partly fair and equitable to the employees and business.
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