Issue statement. Women and men have different patterns of participation in the paid workforce, primarily because women spend a greater proportion of their time on unpaid and/or caring work. As a result women are disadvantaged in areas such as pay, progression, security of employment and retirement income. When women’s skills and experience are not recognised, they are underutilised and undervalued in the workforce. This means Employees, unions and agencies recognise that women currently undertake a greater share of unpaid and/or caring work in society which has negative impacts in theworkplace Agencies take active steps to ensure that time out of the workforce for unpaid and/or caring work does not result in disadvantage in pay or barriers to progression Decision makers scope jobs and allocate work in a way that positively recognises different patterns of participation Skills and experience gained through unpaid and/or caring work are utilised and rewarded Agencies normalise flexible and part time working arrangements for all positions and employees without adversely affecting security ofemployment Employees, unions and agencies create workplace environments that support and encourage men’s participation in unpaid and/or caring work.
Issue statement. Employees, their unions and agencies have a shared interest in achieving sustainable outcomes and cultural change. Effective participation and engagement in a high trust environment promotes organisational performance. Inclusive processes support social, cultural, environmental and spiritual wellbeing. Collective ownership of solutions is achieved through effective communications and genuine input. This means Genuine input is sought from the design phase and throughout theprocess Employees, unions and agencies jointly develop, implement, monitor and evaluate plans to address gender pay gaps Employees, unions and agencies use collaborative processes, including collective bargaining, to agree and implement plans Employees can see their experiences and voices reflected indecision-making Agencies actively engage with women in a way that is inclusive and recognises their diversity and different perspectives Leaders and decision makers develop strong relationships with Maori women to ensure their needs and perspectives are addressed Where collective agreements are negotiated they include agreed mechanisms to implement these Principles.
Issue statement. Employees, their unions and agencies have a shared interest in achieving sustainable outcomes and cultural change. Effective participation and engagement in a high trust environment promotes organisational performance. Inclusive processes support social, cultural, environmental and spiritual wellbeing. Collective ownership of solutions is achieved through effective communications and genuine input. This means › Genuine input is sought from the design phase and throughout the process › Employees, unions and agencies jointly develop, implement, monitor and evaluate plans to address gender pay gaps › Employees, unions and agencies use collaborative processes, including collective bargaining, to agree and implement plans › Employees can see their experiences and voices reflected in decision-making › Agencies actively engage with women in a way that is inclusive and recognises their diversity COLLECTIVE AGREEMENT 2022–2024 – MARCH 2022 Appendix and different perspectives › Leaders and decision makers develop strong relationships with Maori women to ensure their needs and perspectives are addressed › Where collective agreements are negotiated they include agreed mechanisms to implement these Principles.
Issue statement. Bias and discrimination occurs at every point throughout the employment cycle. Conscious and unconscious bias impacts negatively on women’s employment, pay and progression opportunities. These negative impacts are compounded when gender is combined with other factors. This means: › Decision makers recognise and act to remove the impacts of conscious and unconscious bias › Employees, unions and agencies actively raise awareness amongs all staff of gender stereotyping and conscious and unconscious bias › Employees, unions and agencies jointly evaluate policies and practices to identify where and when gender bias and discrimination can occur › Agencies take action to prevent gender bias and discriminatio before it occurs › Employees, unions and agencies pay particular attention to the compounding impacts of 56 gender combined with other factors › Agencies value gender diversity and prioritise active protection from discrimination › Leaders and decision makers develop strong relationships with Maori women to reduce opportunities for bias and discrimination to occur.
Issue statement. Transparency and accessibility is essential to the sustainable elimination of gender pay gaps. Maintaining transparent employment and pay practices is likely to prevent gender pay gaps from occurring and attract and retain a diverse and committed workforce. This means › Pay rates and systems are transparent and easily accessible › Gender pay gap information is audited and published annually › Gender pay gap information is disaggregated to understand the compounding impacts when gender is combined with other factors › Agencies publish plans for addressing gender pay gaps, ensuring that they are readily available to all employees and their unions › Where collective agreements are negotiated, they include pay rates and pay systems that are transparent and accessible to all. › Agencies identify where insecure work arrangements contribute to workplace gender inequalities.
Issue statement. Employees, their unions and agencies have a shared interest in achieving sustainable outcomes and cultural change. Effective participation and engagement in a high trust environment promotes organisational performance. Inclusive processes support social, cultural, environmental and spiritual wellbeing. Collective ownership of solutions is achieved through effective communications and genuine input. This means › Genuine input is sought from the design phase and throughout the process › Employees, unions and agencies jointly develop, implement, monitor and evaluate plans to address gender pay gaps › Employees, unions and agencies use collaborative processes, including collective bargaining, to agree and implement plans › Employees can see their experiences and voices reflected in decision-making › Agencies actively engage with women in a way that is inclusive and recognises their diversity and different perspectives 58 › Leaders and decision makers develop strong relationships with Maori women to ensure their needs and perspectives are addressed › Where collective agreements are negotiated they include agreed mechanisms to implement these Principles. Source: Ministry for Women website - published 2 July 2018 59 Terms of Settlement Ministry of Business, Innovation and Employment Hikina Whakatutuki (MBIE) and the Public Service Association Te Pukenga Here Tikanga Mahi (PSA) Collective Agreement Dated: 30 August, 2018 These terms of settlement set out the agreements reached between MBIE and the PSA to settle a collective agreement pursuant to Part 5 of the Employment Relations Act 2000. This agreement has been settled between MBIE and the PSA and shall be subject to ratification by the PSA pursuant to s.51 of the Employment Relations Act 2000. In settlement the parties agree the following: SETTLEMENT DATE Unless mentioned elsewhere in these terms of settlement the effective date of this settlement is to be decided.
Issue statement. This agreement allows for the City to relocate and be reimbursed by MODOT for the relocation of utilities for State roadway projects.
Issue statement. During the last third of the twentieth century, environmental protection in Maine changed and matured first to meet, then to anticipate new challenges. It has engaged industries, activists, regulators and citizens in varying capacities to achieve a common end – sustaining, in perpetuity, the natural resources that support our quality of life. This goal speaks directly to that end. For it to be achieved, the Department must continue to develop and improve our tools and services. We must continue to encourage and help citizens and industry find ways to minimize impacts on our environment. Additionally, Maine State government must become a model for the core value of environmental stewardship. We can achieve this objective through a concerted commitment to public service, pollution prevention, smart production and education.
Issue statement. Although "clean air" is one of the commodities that attracts people to the State of Maine, the State in fact has some significant air quality problems. In the past, the state exceeded acceptable levels for particulates, sulfur dioxide, carbon monoxide and ground-level ozone, but the Department's subsequent control strategies were successful in achieving attainment for all of the pollutants except ground-level ozone in the southern portion of the State. Future efforts will focus on: 1) achieving attainment of the eight-hour ground-level ozone standard by 2007; 2) improving visibility through reductions in regional haze; 3) maintaining all other existing air quality standards; and 4) achieving reductions of 212 hazardous air pollutants, including mercury, for which no standards currently exist. The Department will also continue to expand its knowledge on air pollution source contribution with their corresponding impact on Maine's air quality. These sources include transported air pollution from other states; in-state area sources, such as vehicles, painting and surface coating operations; and in-state stationary sources, such as xxxxx or factories. The variety of sources, limited knowledge and other complex air quality issues have resulted in the need to improve customer understanding through increased public outreach and education, pollution prevention and compliance assistance.
Issue statement. Clean water is something people expect in Maine, but achieving it is still a goal in regard to many of the State's water resources. Notable successes in addressing the traditional point sources of pollution from industries have resulted in visibly improved conditions. However, the prominent and difficult problems of non-point sources of pollution from land uses, air loadings, and everyday activities of Maine citizens continue to put surface and groundwater resources at risk. Persistent bioaccumulative toxics, stormwater quality and quantity impacts, combined sewer overflows, habitat loss, and other issues are of concern. Some of these challenges can be met by continuing improvements and innovation at facilities and activities that are licensed to discharge to Maine waters. A continued emphasis on watershed management measures is also important. Public awareness must grow through increased education and outreach efforts. Strong collaboration is needed with other State and Federal agencies, with local governments and with grass root citizen groups to carry out the assessment of resource conditions, and to plan and implement solutions to complex pollution problems.
