Bonus System. 15.1 Life Personal Trainers will operate a bonus system for all employees. Life Personal Trainers will contribute one dollar ($1) for every hour worked by employees to a bonus fund.
Bonus System fixed pay portion and a variable portion The fixed pay portion is dealt with in accordance with the provisions in Engineering Industry Part, § 3.5“Time- related/fixed pay". The variable pay portion is made dependent on the production result for the enterprise or group and is dealt with in accordance with the Engineering Industry Part, § 3.8 "Piecework". Other criteria may also be agreed upon, but criteria such as frequency of injuries and absence on sick leave should be avoided. Guidelines shall be agreed upon for this alterable portion. In bonus systems, the employees are guaranteed the fixed portion of the pay system. Other employee categories can be included in bonus systems by agreement.
Bonus System. A performance bonus up to a maximum of $1,000 per employee per annum will be paid in December of each year. The bonus amount from each of the three Key Performance Indicators (described below) is totaled to establish the bonus payment.
Bonus System. Employees will receive a bonus that is related to performance. The Consultative Committee will agree on Key Performance Indicators (KPI’s) that allows measurement of performance levels. KPI’s will be documented, distributed and communicated to all sites once agreed. KPI’s will be reviewed on a regular basis to ensure they remain relevant to the changing demands on the business. A bonus will be payable in the pay week proceeding Christmas each year subject to meeting the KPI targets. Level 1 Loader Operator Level 2 Multi-skilled Plant Operator Level 3 Plant Supervisor KPI Bonus levels $500.00 $750.00 $1000.00
Bonus System. Key Performance Indicators are critical to ensuring that the business continues to improve, therefore, they will provide the focus for all employees affected by this agreement. Performance Based Bonus’s will be paid based on achieving the following performance objectives: Year ending 31st December 2007, 2008 and 2009. Performance Objective Measure Target Payment (per annum) Safety Attend 10 site safety meetings per annum 10 $300 Safety Complete daily pre-start checks, daily paperwork including breaks and forward weekly to Production Manager 100% $300 Housekeeping Assist with site housekeeping. Monthly assessment by Production Manager Fair Good Excellent $100 $200 $400 Housekeeping Maintain agitator appearance and minimize build-up. 3-monthly comparison to file photo Fair Good Excellent $100 $200 $400 Quality Number of wet loads per annum returned to the plant per company truck 321 $50 $150 $250 Vehicle Productivity Achieve an annual productivity (m³/vehicle) = 90% of the LOD 100% $350 productivity for the plant The maximum achievable performance based bonus is $2000 per annum When evaluating the performance levels, the company will take into consideration any circumstances outside the control of the Company Agitator Driver that may have adversely affected the results. Company Agitator Drivers will arrange time to review their performance against these targets on a monthly basis with their Plant or Production Manager.
Bonus System. 15.01 Bonus payments are to be made in the following manner on or before the 15th day of December each year for employees hired on or before July 17, 1996.
Bonus System. Measurement of performance is an integral part of this Agreement, and employees will share in the benefits gained by the improvement of performance. Management will ensure that employees have the necessary resources and training to deal with the measurement of agreed KPI’s.
Bonus System fixed pay portion and a variable portion The fixed pay portion is dealt with in accordance with the provisions in the Engineering Industry Part § 3.5 "Time- related/fixed pay".
Bonus System. 9.01 The Employer reserves the right to implement a bonus system.
Bonus System. KPI Key Value Payment Coil Handling related Damage (Tonnes) 95% reduction < 90% Damage Reduction = 50% reduction in total available pool 90% Damage Reduction = 25% of total available pool 91% Damage Reduction = 30% of total available pool 92% Damage Reduction = 35% of total available pool 93% Damage Reduction = 40% of total available pool 94% Damage Reduction = 45% of total available pool 50% 95% Damage Reduction = 50% of total available pool BSL Cost Savings $100,000 per annum < $25,000 p.a. = 20% reduction in total available pool $25,000 BSL Cost Saving = 5% of total available pool $50,000 BSL Cost Saving = 10% of total available pool $75,000 BSL Cost Saving = 15% of total available pool $100,000 BSL Cost Saving = 20% of total available pool 20% LTIs Zero 1 LTI = 5% reduction in total available pool 5% Audits - Brambles Employees (Observation Audits) 100% involvement every 2 months (minimum 9 per month) Any shortfall = 5% reduction in total available pool 5% Reliability - The AGV System is not ‘capable of operating’ to service each particular single production or packaging line. Less than 16 hours p.a. < 16 hours p.a. = 10% of total available pool 10% Coil Packaging quality non-conformances Less than 1 per month > 12 non-conformances p.a. = 5% reduction in total available pool 5% No. of coils incorrectly placed in the warehouse Less than 2 per month > 24 incorrectly placed coils p.a. = 5% reduction in total available pool 5% The calculation of all KPI measures shall be as per the Service Agreement for Coil Handling and Packaging Services Maximum pool available is 10% of base salary ATTACHMENT 3
