What other elements do depends on the smooth running of the BPI system ?

In the Report we have recommended partnership approaches at various levels be taken in (but not limited to) such areas as equality action plans.The NJC’s request for us to assist it in arriving at an agreed statistical base to inform negotiations can perhaps be seen as indicative of a shared interest in moving further towards joint approach. As noted in Chapter 3 we responded to this request in large part through encouraging a joint mechanism which (in chapter 6) we recommend continue in the form of a joint technical group or secretariat to sign off data to inform the pay negotiations.


A group from the Defence Fuels Group recently took part in the Cancer Research UK event ‘Race for Life’ and raised £545 for the charity. Staff at West Moors in Dorset have taken part for the last five years and try to improve their times from year to year. This was achieved by all who took part this time.We see value in such a body having an independent input, and possibly an independent chair.

We make a similar suggestion in relation to the NJC itself, namely having an independent chair who could mediate in the case of failure to agree, as one of a number of possibilities the parties might consider in reforming their bargaining arrangements and machinery. The substantive issue of pay and rewards, rather than the procedural issues, and more particularly views on the absolute and relative levels of pay and reward, present one of the more significant challenges to a joint approach.

If the planning becomes successful than the standards format can be gained which can cause the smooth running of the BPI. Thus from this we can say that there are many other elements which due depend upon the smooth running of the BPI process of www.bpiperth.net.au. We saw how views in this area differed radically between the two sides of the NJC. In keeping with our terms of reference, which rightly did not ask us to usurp the role of the NJC. we have not pronounced on the size or distribution of the next pay increase but, in chapter 3, we have provided detailed critique.

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