WESTERN AUSTRALIAN INDUSTRIAL RELATIONS COMMISSION. Industrial Relations Act 1979. The Western Australian Clothing and Allied Trades Industrial Union of Workers and Fullin Tailoring and Others. No. 1304 of 1991. COMMISSIONER C.B. PARKS. 3 November 1993. Order. HAVING heard Ms R.M. Geneff on behalf of the Applicant and Mr L.H. Joyce and later Ms C.A. Fitz Gibbon on behalf of the Respondents, and by consent, the Commission, pursuant to the powers conferred on it under the Industrial Relations Act 1979 hereby orders— That the Clothing Trades Award 1973 be varied in accordance with the following Schedule and that such variation shall have effect on and from 6 October 1993. (Sgd.) C.B. PARKS, IL.S.l Commissioner. Schedule. 1. Clause 2.—Arrangement: Delete this clause and insert in lieu thereof— 2.—Arrangement. 1. Title 1A. State Wage Principles 2. Arrangement 3. Scope 4. Area 5. Term 6. Definitions 7. Contract of Service 8. Part Time Employees 9. Hours of Work 10. Meal Interval 11. Rest Period 12. Overtime 13. Holidays 14. Annual Leave 15. Absence Through Sickness 16. Bereavement Leave 17. Long Service Leave 18. Wages 18 A. Rates of Pay Post Transition Period 18B. Transition Period 18C. Translation Procedure 19. Minimum Wage 20. Mixed Functions 21. Junior Employees 22. Location Allowance 23. Casual Employees 24. Payment by Results 25A. Outworkers 25B. Contract Work 25C. Registration of Employers For The Purposes of Clauses 25A and 25B 26. Aged, Infirm or Slow Employees 27. Time and Wages Record 28. Right of Entry 29. General Conditions 30. Board of Reference 31. Maternity Leave 32. Superannuation 33. Traineeships 34. Enterprise Flexibility 35. Consultative Committees 36. Dispute Settlement Procedure 37. Trade Union Training Leave Schedule of Respondents Schedule A Schedule B 2. Clause 18.—Wages: Insert after this clause the following new clauses— A. 18 A.—Rates of Pay Post Transition Period. (1) Subject to the provisions of Clause 26.—Aged, Infirm or Slow Employees, of this award employ- ees in the skill levels set out in subclause (3) hereof shall be paid the weekly Award rate set out opposite those skill levels in subclause (2)(a) and (2)(b) hereof. (2) Skill Based Classification Structure Rates of Pay (a) This paragraph shall operate from the begin- ning of the first pay period to commence on or after 1 November 1993. Skill Relativity Base Supplementary Award Level to Skill Rate Payment Rate Level 4 Trainee % 78 $ 299.50 $ 25.90 $ 325.40 1A* 82 314.30 19.10 333.40 IB* 82 314.30 27.80 342.10 2 87.4 334.00 27.40 361.40 3A* 92.4 345.70 26.90 372.60 3B* 92.4 345.70 39.80 385.50 4 100 358.30 58.90 417.20 5* NA 376.30 82.60 458.90 * Wage Band (b) This paragraph shall operate from the begin- ning of the first pay period to commence on or after 1 July 1994. Skill Relativity Base Supplementary Award Level to Skill Rate Payment Rate Level 4 Trainee % 78 $ 299.50 $ 25.90 $ 325.40 1 82 314.30 27.80 342.10 2 87.4 334.00 30.60 364.60 3 92.4 345.70 39.80 385.50 4 100 358.30 58.90 417.20 5* NA 376.30 82.60 458.90 * Wage Band (c) Notwithstanding the provisions of para- graphs (a) and (b) hereof an employer and the Union Secretary may agree in writing to the phasing in of the increase in the supplemen- tary payment for an employee who is translated from wage band 2A or 2B to skill levels 3 or 4 or from wage band 3A or 3B to skill level 4. by three instalments. 73 W.A.I.G. 2981 (3) Skill Levels Trainee Employees at this level: © Shall be new entrants into the industry. • Shall for a period of up to three months undergo approved (including induction) training so as to enable them to achieve the level of competence9 required to be classified at skill level 1. • Shall work under the following conditions: — Totally defined procedures and methods — Constant direct supervision — Constant direct training — Progressive assessment and feedback Training for new entrants will be determined in accordance with the needs of the enterprise, but shall involve instruction aimed at assisting train- ees to achieve the range of competencies required at skill level 1, including: • The knowledge and skills8 required to apply relevant Occupational Health and Safety practices and procedures. © The knowledge and skills required to apply specified quality control20 standards to their own work. © The knowledge and skills required to apply specified operation practices and procedures and to meet efficiency requirements. © The knowledge and skills required to apply minor equipment/machine maintenance" relevant to the equipment involved in the performance of their own work. Skill Level 1 Employees at this level: 1. Shall work to defined procedures/methods14 either individually or in a team environment and 2. Shall exercise skills to perform basic tasks 1 and 3. Shall be aware of and apply basic quality control skills in the receipt and completion of their own work to the specified quality standards23. In addition, according to the needs and operational requirements of the enterprise, employees at this level: 4. May be required to exercise the skill neces- sary to assist in providing basic on-the-job instruction18 by way of demonstration and explanation. 5. May be required to record basic information on production and/or quality indicators22 as required. 6. May be required to work in a team environ- ment24. 7. May be required to apply minor equipment/ machine maintenance. 8. May be required to exercise key pad skills". 9. May be required to exercise the level of English literacy and numeracy skills to effectively perform their tasks. 10. May commence training in additional skills required to advance to a higher skill level. Skill Level 2 Employees at this level exercise the skills required to be graded at skill level 1, and 1. Shall work to defined procedures/methods, either individually or in a team environment, and 2. Shall exercise the skills to perform interme- diate tasks2, and 3. Shall understand and apply quality control skills in their own work and component parts10 (including understanding of the likely cause/s of deviations to specified quality standards in their own work). In addition, according to the needs and opera- tional requirements of the enterprise, employees at this level: 4. May be required to exercise the skill neces- sary to assist in providing on-the-job instruc- tion to employees in skills required at skill level 2 and below by way of demonstration and explanation. 5. May be required to record detailed informa- tion on production and/or quality indicators as required. 6. May be required to exercise team work skills. 7. May be required to identify and rectify minor equipment/machine faults, and report prob- lems that cannot be rectified to a mechanic or supervisor. 8. May be required to exercise basic computer skills12. 9. May commence training in additional skills required to advance to a higher skill level. Skill Level 3 Employees at this level exercise the skills required to be graded at skill level 2, and 1. Shall exercise discretion, initiative and judgement on the job in their own work, either individually or in a team environment, and 2. Shall exercise skills to: (a) perform a complex task/s3, or (b) perform a series of different operations on a machine/s4-5, or (c) use a variety of machine types6 three of which require the exercise of level 2 skills, and 3. (a) Shall be responsible for quality assur- ance19 in their own work and assembly of component parts including having an understanding of how this work relates to subsequent production processes and its contribution to the final appearance of the garment. In addition, according to the needs and operational requirements of the enterprise, employees at this level: (b) May be required to investigate causes of quality deviations21 to specified stan- dards and recommend preventative ac- tion. 4. May be required to exercise the skills necessary to assist in providing on-the-job instruction to employees in skills required at skill level 3 and below by way of demonstra- tion and explanation. 5. May be required to record detailed informa- tion on, and recommend improvements to, production and/or quality. 6. May be required to take a co-ordinating role13 for a group of employees or in a team environment (which includes contributing to the identification and resolution of the problems of others and assisting in defining work group procedures and methods), where the members of the group or team are at skill level 3 and below. 7. May be required to exercise advanced equip- ment maintenance and problem solving skills (including identification of major equipment faults). WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 73 W.A.I.G. 8. May commence training in additional skills required to advance to a higher skill level. Skill Level 4 Employees at this level exercise the skills required to be graded at skill level 3 and have a comprehensive knowledge of product construc- tion. Employees at this level shall also: • Apply skills and knowledge, equivalent to that of a qualified tradesperson, that have been acquired as a result of training or experience, or • Hold a relevant trade certificate, and 1. Shall work largely independently15 (includ- ing developing and carrying out of a work plan to specifications), and 2. Shall exercise a range of skills involving planning, investigation and resolution of problems, and/or training, and/or supervi- sion, and/or specialised technical tasks, or Shall make a whole garment to specifica- tions, or exercise equivalent skills7. In addition, according to the needs and opera- tional requirements of the enterprise, employees at this level: 3. May be required to apply quality control/ assurance techniques to their work group or team. 4. May have designated responsibility16 for the training of other employees (and if so shall be trained trainers). 5. May be responsible for quality and produc- tion records relating to their own work group or team. 6. May be required to take a co-ordinating role for a group of workers or in a team environment (which includes contributing to the identification and resolution of the problems of others and assisting in defining work group procedures and methods), where the members of the group or team are at skill level 4 and below. 7. May be required to exercise advanced equip- ment maintenance and problem solving skills (including identification of major equipment faults and organisation or performance or necessary repair). 8. May commence training in additional skills required to advance to a higher skill level. Explanation of terms 1. Basic tasks Uncomplicated tasks which are easily learned and involve little decision making whether machine or non machine. Basic machine tasks are those where the positioning of the work may be controlled by guidebars and sensor lights, or other such guiding devices or where there is uncompli- cated feeding of the fabric. 2. Intermediate tasks Tasks which are more difficult to learn, involve more decision making than skill level 1 tasks and which may require fabric knowledge, whether machine or non ma- chine. Intermediate machine tasks require skill in positioning, feeding and handling of work involving directional changes, contouring or critical stopping points, or require feeding and handling skills beyond those of a skill level 1 operator because of fabric variation. Intermediate non machine tasks require skills to perform a sequence of related tasks. 3. Complex tasks Tasks which are more difficult to learn and involve a higher level of decision making than skill level 2 tasks, whether machine or non machine. Complex machine tasks require fabric manipulation skills and knowledge beyond those of a skill level 2 operator to perform more difficult tasks or to handle and align the sections while ensuring correct shaping of the end result because of the complexity of combining parts or because of frequent variation in fabrics. 4. Series of different operations on a machine/s Performing a sequence of different opera- tions on a machine/s to complete the majority of a complex garment. 5. Machine Any piece of equipment which performs a significant part of an operation in: • designing/grading of patterns • marker spreading • spreading of fabric • cutting, sewing, finishing, pressing and packaging of products and which is powered by an external source i.e. electricity, steam or compressed air or combinations of these. Hand tools are not machines and refer to those items which are primarily powered by the operator e.g. scissors, shears, staplers, tagging guns and tape dispensers. 6. Variety of machine types Three or more different types of machines which are sufficiently different in their operation to require the exercise of different skills (i.e. a button holer and a button sewer are the same machine type for this purpose whereas a button holer and an overlocker are different machine types). 7. Whole garment machinist or equivalent skills A machinist who works largely independ- ently in producing a complex garment from written specifications and patterns. Examples of "equivalent skills" include: • sample machinist • a machinist who performs each of the operations required to complete a com- plex whole garment from specifications • a fully multi-skilled machinist who is required to perform any of the opera- tions involved in the making of a complex whole garment to specifica- tion. 8. Skill The application of a combination of abilities, knowledge and attributes to compe- tently perform a given activity or activities. 9. Competence The ability to perform a particular activity or activities to a prescribed standard (or standards) and under a prescribed set of circumstances. 10. Component parts The parts of the product which the operator receives in order to perform their job. 11. Key pad skills Ability to use a small panel of keys, either numerical or with symbols, to operate equip- ment. 73 W.A.I.G. 2\ 12. Basic computer skills Use of a computer to enter, retrieve and interpret data. 13. Co-ordinating role A role which involves responsibility for organising and bringing together the work and resource requirements of a work group or team. 14. Etefined procedures/methods Specific instructions outlining how an operator is to do their job. 15. Largely independently Where the employee is accountable for own results including: • carrying out assigned task • co-ordinating processes • setting and working to deadlines. 16. Designated responsibility Identified by management as a person with a specific role or responsibility. 17. Minor equipment/machine maintenance Includes cleaning and minor adjustments to the equipment involved. In the case of sewing machines for example, it may in- clude: • changing needles • cleaning • lubrication • tension and stitch adjustment. 18. On-the-job instruction Demonstrating, showing, explaining and/ or guiding other employees as to how to perform a particular task or operation to a competent standard. 19. Quality assurance The overall system and plans used to provide confidence that goods and services will satisfy given requirements. 20. Quality control The activities used to check that materials and products meet quality specifications; includes the grading of product into accepta- ble and unacceptable categories. 21. Quality deviations Departures from a quality standard. 22. Quality indicators Information used to determine whether a quality standard has been met. 23. Specified quality standards Detailed standards against which quality is measured. 24. Team environment An environment involving work arrange- ments in which a group of people work closely, flexibly and in co-operation with each other to ensure efficient and effective performance. (4) Supplementary Payments (a) An adult weekly employee shall be paid not less than the award rate specified in sub- clause (2)(a) and (2)(b) hereof. (b) The supplementary payment specified in subclause (2)(a) and (2)(b) hereof is in substitution for any overaward payment received by an employee immediately prior to the beginning of the first pay period to commence on or after 1 November 1993 which shall be reduced by the amount of the supplementary payment or discontinued if the overaward payment was less than the supplementary payment. "Overaward payment" is defined as the amount (whether it be termed "overaward payment", "attendance bonus", "service increment", or any term whatsoever) which an employee would receive in excess of the award rate specified in subclause (2)(a) and (2)(b) hereof but shall not include overtime, shift allowances, penalty rates, disability allowances, or any other ancillary payments of a like nature prescribed by this award. (c) Whenever a decision of the Western Austra- lian Industrial Relations Commission pro- vides that award wage rates are to be increased by a percentage, a flat amount, or a combination of both, the base rate and the award rate prescribed in subclause (2)(a) and (2)(b) hereof shall be increased by either the specified percentage or by adding the speci- fied flat amount. The supplementary pay- ment shall then be calculated by deducting the new base rate from the new award rate, and any increase in the supplementary pay- ment shall not reduce the level of overaward payment defined in paragraph (b) hereof. (d) The award rate specified in subclause (2)(a) and (2)(b) hereof and which includes the supplementary payment specified in sub- clause (2)(a) and (2)(b) hereof shall be paid for all purposes of this award. B. 18B.—Transition Period. (1) A transition period for the purpose of translating employees to the new Skill Based Classification Structure specified in Clause 18A.—Rates of Pay Post Transition Period, shall commence from the beginning of the first pay period to commence on or after 6 October 1993 and continue until the beginning of the first pay period to commence on or after 1 March 1994 but all payments for employees translated to higher skills shall be paid from the first pay period on or after 1 November 1993. (2) Employees shall be paid in accordance with Clause 18.—Wages, of this award for the part of the transition period between the first pay period commencing on or after 6 October 1993 and the first pay period commencing on or after 1 November 1993. (3) Employees shall be paid in accordance with Clause ISA.—Rates of Pay Post Transition Period, from the beginning of the first pay period to commence on or after 1 November 1993 provided that where translation occurs after the first pay period commencing on or after 1 November 1993 wages shall be adjusted in accordance with Clause 18A.—Rates of Pay Post Transition Period, back to the first period com- mencing on or after 1 November 1993. (4) The translation of employees to the Skill Based Classification Structure specified in Clause ISA.—Rates of Pay Post Transition Period, of this award shall be conducted by either: (a) a consultative committee established in ac- cordance with Clause 35.—Consultative Committees, of this award. (b) a translation committee consisting of at least an equal number of employee/union repre- sentatives as there are management represen- tatives. Provided that where a consultative committee has already been established in accordance with Clause 35.—Consultative Committees, of this award it shall be the translation committee. All meetings shall be conducted in working hours and paid for as time worked. WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 73 W.A.I.G. (5) An employer may prepare for the translation of his or her employees to the Skilled Based Classifica- tion Structure specified in Clause ISA.—Rates of Pay Post Transition Period, of this award by following steps 1, 2 and 3 of this translation procedure contained in Clause 18C.—Translation Procedure, of this award. (6) An employer shall conduct the translation of his or her employees to the Skilled Based Classifica- tion Structure specified in Clause ISA.—Rates of Pay Post Transition Period, of this award by following steps 4, 5, 6, 7 and 8 of the translation procedure contained in Clause 18C.—Translation Procedure, of this award. (7) Non-unionised workplaces In workplaces where the employees are not members of the Clothing & Allied Trades Indus- trial Union an employer shall conduct the transla- tion of his or her employees to the Skilled Based Classification Structure specified in Clause 18 A.—Rates of Pay Post Transition Period, of this award by following steps 4, 5, 6, 7 and 8 of the translation procedure contained in Clause 18C.— Translation Procedure, of this award with the following exceptions: (a) A translation committee consisting of at least an equal number of employee representa- tives, elected by and from the employees, as there are management representatives shall be set up. (b) The employer shall notify the secretary of the Union that the translation committee is about to be set up. (c) The secretary of the Union may assist in the conduct of the election from employee representatives on the translation committee. (d) The employer shall notify the secretary of the Union that the translation committee is about to translate employees to the Skill Based Classification Structure specified in Clause 18A.—Rates of Pay Post Transition Period, of this award. (e) The secretary of the Union may attend the meetings of the translation committee speci- fied in paragraph (a) hereof. (8) Small Workplaces In workplaces where less than twenty employ- ees are employed an employer shall conduct the translation of his or her employees to the Skill Based Classification Structure specified on Clause 18 A.—Rates of Pay Post Transition Period, of this award by following the steps 4, 5, 6, 7 and 8 of the translation procedure contained in Clause 18C.—Translation Procedure, of this award with the following exceptions: (a) A translation committee consisting of at least an equal number of employee representa- tives, elected by and from the employees, as there are management representatives shall be set up. (b) The employer shall notify the secretary of the Union that the translation committee is about to be set up. (c) The secretary of the Union may assist in the conduct of the election for employee repre- sentatives on the translation committee. (d) The employer shall notify the secretary of the Union that the translation committee is about to translate employees to the Skill Based Classification Structure specified in Clause 18A.—Rates of Pay Post Transition Period, of this award. (e) The secretary of the Union may attend the meetings of the translation committee speci- fied in subclause (7)(a) hereof, with the exception that if there is not the capacity or resources or where the employee representa- tives do not wish to participate, the translation procedure contained in Clause 18C.—^Translation Procedure, shall be carried out by management and a nominee of the secretary of the Union in lieu of the conduct of this procedure by the translation committee specified in subclause (8) hereof. Z. 18C.—Translation Procedure. Step 1—Getting ready • Arrange and conduct a meeting of the Translation Committee or Consultative Committee to: * Set date/s for union/employee training and make the necessary arrangements; * Set date/s for joint training and make the necessary arrangements. • Conduct a survey of the language needs of the workforce. • Carry out an inspection of the factory/workplace to familiarise the committee with the different sections/work areas. Step 2—^Training and planning • Undertake union/employee training. • Undertake joint training. • Set date/s for information session/s to workforce and make the necessary arrangements. • Set date/s for transferring the workforce to the new skill levels, • Arrange for suitable interpreters to be available for information sessions and completion of the ques- tionnaires (and checklist where used). • Agree on the order in which different sections of the factory/workplace will be translated and establish and prominently display a timetable for translation including the date/s for information sessions to the workforce and for the completion of the questionnaire (and checkists where used). Translation should commence as soon as possible after the delivery of training, and must be completed within the transition period. • Agree on how the completion of the questionnaire (and checklist where used) will be managed e.g. by sections, by language groups. • Select appropriate space within the factory/ workplace to carry out translation procedures. • Obtain all the materials necessary. • Provide information to the whole of the workforce on the translation to the new Skill Based Classifi- cation Structure. This may be provided verbally and/or in written form and/or by way of a poster. This may be delivered in sections or language groups or to the workforce as a whole. • Arrange for the Committee to brief supervisors on the translation process and provide copy of written materials. Step 3—Preparing the skills questionnaire (and check- list where used) • In preparation for the Skill Based Classification Structure, an enterprise may, in consultation with the Committee choose to list machine types and then classify the operations performed on them into: * basic * intermediate * complex This information can be used to assist in determining skill levels by identifying technical skills. It cannot be used without the questionnaire. The checklist must be agreed to as accurate by the Committee before it can be used in the translation process. • Arrange for the questionnaire (and checklist where used) to be copied for each member of the workforce. • Number each questionnaire (and its accompany- ing checklist where used) consecutively beginning with number 1. Every page of the same questionnaire (and accompanying checklist where used), should be given the same number so that if pages of a completed questionnaire (and checklist where used) become detached, they can be identified. Step 4—Completing the questionnaire (and checklist where used) • Responses to the questionnaire (and checklist where used) should relate to recurring activities which an employee is competent in and is expected to carry out. Activities which are carried out infrequently or at unpredictable times should be included as long as they are recurring activities which an employee is competent in and is expected to carry out during a normal twelve monthly production cycle. Activities which an employee has teen called on to carry out, only from time to time, because of extraordinary production requirements would not be included. In this case, where employees are called on to exercise high level skills, they would be paid in accordance with Clause 20.—Mixed Functions, of this award. For example, an employee called on to carry out the activities of another employee because that employee is temporarily absent for a short period of time would not include these activities in their responses to the questionnaire (and checklist where used). However, if it is part of an employee's specific duties to relieve in the case of absence of other employees, as is the case for utility machinists, then those activities should be included. • Periods of training are not to be regarded as part of an employee's usual work. • Arrange for the questionnaire (and checklist where used) to be completed by each worker, in manageable groups, during working hours in the manner agreed by the committee e.g. in section/ work area, language group. • At least one union and one employer representa- tive of the committee, with the help of interpreters if necessary, will act as facilitators for each group and the facilitators shall explain the questionnaire (and checklist where used) and how to fill it out. They will answer questions about the question- naire (and checklist where used) and ensure that all of the relevant questions have been answered. The role of facilitators is to clarify the meaning of questions to enable employees to make their own responses. • An employee may request a supervisor to com- plete the checklist (where used) on behalf of the employee. • Facilitators should pay particular attention to filling in the name of the worker, the job title and the wage band number on to the skill allocation form. • Facilitators should answer any questions about what happens next. Step 5—Allocating skill levels The committee shall meet and perform the following procedures: • Ensure a committee secretary is present and has a Skill Level Allocation Form for each employee. • Ensure that each member has a copy of the completed questionnaire (and checklist where used) for each employee in the same order and a copy of the Skill Based Classification Structure. • The committee shall then call in supervisors to endorse the employee responses to the question- naire (and checklist where used). Where supervi- sors disagree with certain responses they shall give their reasons for such differences and these shall be discussed with the employee concerned, with the assistance of an interpreter if necessary. The Committee may seek any other information in an attempt to determine whether the disputed responses are acceptable and may view the employee at his/her work station. Where the committee cannot make a decision the employee's responses must be accepted. • For each employee: * determine the minimum skill level of the employee by comparing his/her wage band with the minimum skill level table appearing below. For example, if an employee in wage band 2B will have a minimum skill level of skill level 2. Minimum Skill Level Table Wage Band Skill Level 1A 1 IB 1 2A 2 2B 2 3A 3 3B 3 4 4 5* 5* * Wage Band * review the completed questionnaire (and checklist where used) for the employee. * where an employee's questionnaire (and checklist where used) question/s are not answered clearly and members of the com- mittee require clarification of an employee's response this should be sought from the employee and if necessary their supervisor. * compare the completed questionnaire (and checklist where used) with the skill level above the minimum skill level for the employee. * if the employee cannot be allocated to the skill level above their minimum skill level then he/she remains on their minimum skill level. * if the employee can be allocated to the skill level above their minimum skill level then compare the completed questionnaire (and checklist where used) with the next skill level and so no until the employee can be allocated. * the skill level allocated is the highest level in which the employee satisfies all the necessary requirements. * the committee secretary should record the skill level and key reasons for the decision on the Skill Allocation Form. * the questionnaires (and checklists where used) and the Skill Level Allocation Forms should be kept in a safe place and be available for any subsequent review proc- esses. Step 6—Where consensus on the appropriate skill level is reached • Notify management and the employee of the recommended skill level. 2986 WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 73 W.A.I.G. • If both the management and the employee accept DAMPIER SALT AWARD 1990 the recommendation it becomes the confirmed No. A 23 of 1990. skill level and shall remain so until at least the WESTERN AUSTRALIAN expiry of the transition period. INDUSTRIAL RELATIONS COMMISSION. Step 7—Where consensus on the appropriate skill level cannot be reached or where it is but the recommenda- tion is not acceptable to management and/or the employee • The committee will meet with management and the employee separately. It will then review its decision taking into consideration the additional information it has obtained, and attempt to reach a consensus, which will be notified to manage- ment and the employee. • If consensus still cannot be reached within the committee or its recommendation is still not acceptable to management and/or the employee, the matter shall be referred to senior management and a Union official who shall endeavour to reach agreement Step 8—Senior management and the Union official cannot reach agreement • If agreement cannot be reached between senior management and the Union official the matter may be referred to the