Under the Living Agreement, the union carved out a different role. As a new consultancy, we were working on the basis of resourcing, coaching and mentoring, and providing education and training Donaldson explains. We also wanted to improve core skills such as numeracy and literacy.
Bacardi has invested in a well-equipped training centre at the new bottling plant, while Mosson and Donaldson devised training plans together. Mosson says that the agreement, drafted jointly by him and Donaldson and signed in October 1999, has produced positive results. Absence rates have been reduced to virtually zero, there is low staff turnover and the performance of the business has improved.
Employers and unions often hide behind collective agreements, he says. But we have an environment in which people are open and honest.
Both men admit that for the agreement to work there must be a high level of trust. My colleagues in HR were surprised when the deal was announced, and it was a quantum leap for trade unions too, Mosson says.
On the union's part, we need to deliver what members want, Donaldson says. There is a new bargaining agenda. People want their jobs to be interesting and enjoyable, and they want portable, marketable skills. They also want to be treated as adults.
Donaldson acknowledges that the GMB, like other unions, used to focus on pay, but when people are asked about their priorities at work, pay is low on the agenda. The industrial landscape has changed and we need to be smarter in our approach. We need to add value to the business and not simply expect people to pay union subscriptions and get nothing in return. As a collective, we want to create an environment where individuals have a choice, without undermining our role.
We recognise that this is the start and we still have much work to do but we believe it's a good start.
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