Common use of Labour Adjustment Clause in Contracts

Labour Adjustment. (a) The Employer will make every reasonable attempt to minimize the impact of funding shortfalls and reductions on the workforce. (b) Subject to budgetary constraints and the amount of funding available for labour adjustment costs, fairness, flexibility and Employee choice will prevail in the implementation of labour adjustment strategies as approved by the Institute. (c) If a workforce reduction is necessary, representatives of the Employer and the Union will canvass Employees in the area identified for reduction over a five (5) work day period, or a longer period agreed to by the parties, to find volunteer solutions that provide as many viable options as possible to minimize potential layoffs. (d) Menu of Labour Adjustment Strategies To minimize layoffs, the following menu of labour force adjustment strategies will be considered, and, whenever possible, offered to Employees: • Job Sharing • Reduced hours of work through partial leaves • Transfers to other areas within the bargaining unit subject to available work and meeting qualifications, with minimal training required • Paid and unpaid leaves of absence • Voluntary severance • Purchasing past pensionable service. If permissible, the Employer will match a minimum of three years’ contributions to the appropriate pension plan where an Employee opts for early retirement • Early retirement incentives • Secondment • Retraining • Trial retirement • Continuation of health and welfare benefits • Combinations and variations of the above or other alternatives (e) While various options may be considered and offered, there will be no stacking of benefits. (f) Once strategies other than layoff have been explored, the Employer may proceed, if need be, with the pre-layoff canvass.

Labour Adjustment. (a) The Employer will make every reasonable attempt to minimize the impact of funding shortfalls and reductions on the workforce. (b) Subject to budgetary constraints and the amount of funding available for labour adjustment costs, fairness, flexibility and Employee choice will prevail in the implementation of labour adjustment strategies as approved by the Institute. (c) If a workforce reduction is necessary, representatives of the Employer and the Union will canvass Employees in the area identified for reduction over a five (5) work day period, or a longer period agreed to by the parties, to find volunteer solutions that provide as many viable options as possible to minimize potential layoffs. (d) Menu of Labour Adjustment Strategies To minimize layoffs, the following menu of labour force adjustment strategies will be considered, and, whenever possible, offered to Employees: • Job Sharing • Reduced hours of work through partial leaves • Transfers to other areas within the bargaining unit subject to available work and meeting qualifications, with minimal training required • Paid and unpaid leaves of absence • Voluntary severance • Purchasing past pensionable service. If permissible, the Employer will match a minimum of three years’ contributions to the appropriate pension plan where an Employee opts for early retirement • Early retirement incentives • Secondment • Retraining • Trial retirement • Continuation of health and welfare benefits • Combinations and variations of the above or other alternatives (e) While various options may be considered and offered, there will be no stacking of benefits. (f) Once strategies other than layoff have been explored, the Employer may proceed, if need be, with the pre-layoff canvass.

Labour Adjustment. (a) The Employer will make every reasonable attempt to minimize the impact of funding shortfalls and reductions on the workforce. (b) Subject to budgetary constraints and the amount of funding available for labour adjustment costs, fairness, flexibility and Employee choice will prevail in the implementation of labour adjustment strategies as approved by the Institute. (c) If a workforce reduction is necessary, representatives of the Employer and the Union will canvass Employees in the area identified for reduction over a five (5) work day period, or a longer period agreed to by the parties, to find volunteer solutions that provide as many viable options as possible to minimize potential layoffs. (d) Menu of Labour Adjustment Strategies To minimize layoffs, the following menu of labour force adjustment strategies will be considered, and, whenever possible, offered to Employees: • Job Sharing • Reduced hours of work through partial leaves • Transfers to other areas within the bargaining unit subject to available work and meeting qualifications, with minimal training required • Paid and unpaid leaves of absence • Voluntary severance • Purchasing past pensionable service. If permissible, the Employer will match a minimum of three years’ contributions to the appropriate pension plan where an Employee opts for early retirement • Early retirement incentives • Secondment • Retraining • Trial retirement • Continuation of health and welfare benefits • Combinations and variations of the above or other alternatives (e) While various options may be considered and offered, there will be no stacking of benefits. (f) Once strategies other than layoff layoffs have been explored, the Employer may proceed, if need be, with the pre-layoff canvass.

Labour Adjustment. (a) The Employer will make every reasonable attempt to minimize the impact of funding shortfalls and reductions on the workforce. (b) Subject to budgetary constraints and the amount of funding available for labour adjustment costs, fairness, flexibility and Employee choice will prevail in the implementation of labour adjustment strategies as approved by the Institute. (c) If a workforce reduction is necessary, representatives of the Employer and the Union will canvass Employees in the area identified for reduction over a five (5) work day period, or a longer period agreed to by the parties, to find volunteer solutions that provide as many viable options as possible to minimize potential layoffs. (d) Menu of Labour Adjustment Strategies To minimize layoffs, the following menu of labour force adjustment strategies will be considered, and, whenever possible, offered to Employees: •  Job Sharing •  Reduced hours of work through partial leaves •  Transfers to other areas within the bargaining unit subject to available work and meeting qualifications, with minimal training required •  Paid and unpaid leaves of absence •  Voluntary severance •  Purchasing past pensionable service. If permissible, the Employer will match a minimum of three (3) years’ contributions to the appropriate pension plan where an Employee opts for early retirement •  Early retirement incentives •  Secondment •  Retraining •  Trial retirement •  Continuation of health and welfare benefits •  Combinations and variations of the above or other alternatives (e) While various options may be considered and offered, there will be no stacking of benefits. (f) Once strategies other than layoff layoffs have been explored, the Employer may proceed, if need be, with the pre-layoff canvass.

Labour Adjustment. (a) The Employer will make every reasonable attempt to minimize the impact of funding shortfalls and reductions on the workforce. (b) Subject to budgetary constraints and the amount of funding available for labour adjustment costs, fairness, flexibility and Employee choice will prevail in the implementation of labour adjustment strategies as approved by the Institute. (c) If a workforce reduction is necessary, representatives of the Employer and the Union will canvass Employees in the area identified for reduction over a five (5) work day period, or a longer period agreed to by the parties, to find volunteer solutions that provide as many viable options as possible to minimize potential layoffs. (d) Menu of Labour Adjustment Strategies To minimize layoffs, the following menu of labour force adjustment strategies will be considered, and, whenever possible, offered to Employees: • Job Sharing • Reduced hours of work through partial leaves • Transfers to other areas within the bargaining unit subject to available work and meeting qualifications, with minimal training required • Paid and unpaid leaves of absence • Voluntary severance • Purchasing past pensionable service. If permissible, the Employer will match a minimum of three years’ contributions to the appropriate pension plan where an Employee opts for early retirement • Early retirement incentives • Secondment • Retraining • Trial retirement • Continuation of health and welfare benefits • Combinations and variations of the above or other alternatives (e) While various options may be considered and offered, there will be no stacking of benefits. (f) Once strategies other than layoff have been explored, the Employer may proceed, if need be, with the pre-layoff canvass.