Contract, Table of Contents

Article / 1 / 2 / 3 / 4 / 5 / 6 / 7 / 8 / 9 / 10 / 11 / 12 / 13 / 14 / 15 / 16 / 17 /

Appendix / A / B / C / D / E /

Letter of Understanding / 1 / 2 / 3 / 4 / 5 / 6 / 7 / 8 / 9 / 10 / 11 / 12 / 13 / 14 / 15 / 16 /

LOCAL 300 / MOLSON Vancouver 2006-2012 Contract
Please read the disclaimer.

APPENDIX "D"
WORKPLACE IMPROVEMENT

This Appendix constitutes a supplement to the Collective Agreement between Molson Breweries (the "Company") and the Brewery, Winery and Distillery Workers Local 300 (the "Union").

The purpose of this Appendix is to establish an enabling framework within which an organization system can be sustained that will ensure an efficient and competitive operation and provide meaningful work and job satisfaction for employees.

The parties accept the proposition that building such an organization development framework is an evolutionary process of building trust.

1.0: COMMITMENT TO WORK COOPERATIVELY ON THE PROCESS OF CHANGE.

1.1 The parties agree to work cooperatively on the process of change in the workplace. It is understood that joint involvement from the earliest possible stage is critical to achieving consensus on what needs to be done.

1.2 The parties agree the success of workplace change initiatives should be measured with the following indicators: safety, human resources, labour-management relations, quality, customer satisfaction, productivity and costs.

1.3 The parties recognize and agree that a strong union-management relationship is an essential ingredient for the continuous improvement of the Vancouver Operation. This relationship facilitates direction-setting, policy and administration, and allows for flexible rules.

Within this context, the parties agree to address the following issues through joint committees or the established Union-Management Committee: planning for operational changes, human resource planning (e.g., manpower forecasting based on projected volume, training plans), and new technology.

1.4 The parties agree to maintain an environment of continuous dialogue on all issues affecting the overall effectiveness and competitiveness of the Vancouver Operation.

2.0: UNION-MANAGEMENT RELATIONSHIP ENHANCEMENT

2.1 Identification of Need to Change
The Parties recognize the impact of Union/Management relationship on the competitiveness of the Vancouver Operation. The parties are committed to continuously improving this relationship and as such, ensuring the viability of the operation.

2.2 Effectiveness of Union-Management Committee Meetings
The parties agree to the following in the context of continuously improving Union-Management meeting effectiveness:

1. attendees to include the three person Union Plant Committee; Brewery Manager, Human Resources Manager, Packaging Manager(s) and Brewmaster. Guests will be issue driven and agreed in advance of the scheduled meeting;

2. meeting frequency to be at least monthly;

3. agenda for meeting to be established jointly and to be finalized prior to the scheduled meeting;

4. indicated action items and prior meeting minutes to be reviewed at the beginning of the meeting as a follow-up exercise;

5. minutes and indicated action items to be prepared and jointly reviewed. A copy of the minutes will be posted in the various bulletin boards for information purposes; and

6. groups or individual training on meeting effectiveness will be made available on a request basis and may include topics such as problem-solving; presentation and listening skills. Other training courses can be provided as deemed appropriate.

3.0 INITIATIVES TO INCREASE THE LEVEL OF EMPLOYEE INVOLVEMENT

3.1 Employee participation and Training
The Union/Management Committee, with participation by other Plant and Staff employees, will continuously develop, implement, monitor and improve:

1. employee participation processes (crews, project teams, job re-design, information exchange, training activities, and engineering projects);
2. employee training plans to ensure employees are provided with the skills to fulfil the requirements of their changing roles (Trades skills upgrades, training for process quality control and soft maintenance by Operators, new equipment training, cross-training to enhance operational flexibility, educational upgrade, teamwork & communication skills training, etc.)

4.0 Crews
The parties agree that the existing crew structure should be continued and improved as a communication process.

The parties understand that crew meetings will be positively affected by the organization development framework in 2.0 and 3.0. In the interim, the crew communication structure will be continued in all departments of the Vancouver Operation.

4.1 Employees are organized into crews based on the natural work groups within the operation. A crew will consist of bargaining unit employees in designated work areas and may have the following supporting resources.

1. maintenance;
2. shift engineers;
3. quality control staff; and
4. supervision.

Additional supporting resources will be provided as required.

4.2 The following work areas have been designated as natural process boundaries for Crews:

1. Brewhouse;
2. Fermentation;
3. Filtration;
4. Racking;
5. Can Line;
6. Bottling Line;
7. Clean-up crew;
8. Shipping/Receiving/Warehouse;

4.3 The role of the crews will be as follows:

1. to meaningfully participate in the decisions which affect them (e.g., equipment modifications, training, new procedures);
   
   
2. to develop and maintain a high level of technical and team skills;
   
   
3. to assist in training other employees;
   
   
4. to set measurable performance goals with a view to continuously improving results;
   
   
5. to review actual results versus performance targets/goals; and
   
   
6. to actively seek improvements and to develop action plans for implementation.

It is anticipated that the Union/Management Committee will facilitate the evolution of the crew framework into a broader employee participation process over a reasonable period of time. It is understood that the development of these teams or CREWS will take place through the formation of natural functioning groups and they will evolve to a more cross-functional communications and process.

It is also understood that there will be a growing demand for training to maximize the effectiveness of the crews and the Union/Management Committee will address the best use of training resources.

5.0 JOB RE-DESIGN
The parties agree that increasing the involvement of employees in quality control (product and materials) and soft maintenance of equipment by providing the necessary training and certification will benefit the overall operation of the Vancouver Brewery.

The parties agree that training plans and resources should be developed to ensure Operators assume Process Quality Control responsibilities as soon as practicably possible.

The parties also agree that Soft Maintenance by Operators would be developed and implemented.

5.1 Process Quality Control by Operators

5.1.1 The Company will provide in-house training on Process Quality Control for Operators in all departments, as required for the various jobs. As examples, Process Quality Control (tests and necessary action to correct) may include: dissolved oxygen; CO2; fill levels; torques; caustic; carry-over; titration; PU measurements; gravities; water tests; temperatures; haze; in-coming materials; and full goods inspections.

5.1.2 Employees who successfully complete the in-house training and demonstrate the application of new skills will be certified as qualified "Process Quality Control" Operators. The application of new skills will be determined by written and/or practical tests. A training record will be maintained where the trainer(s) and trainee will note and acknowledge the nature and certification.

5.1.3 In the event an individual, who is newly posted, is unsuccessful in obtaining his/her certification after the initial training, the Company, Union and individual employee will meet to develop a specific re-training plan. If the developed re-training plan is unsuccessful in assisting the employee achieve his/her certification by a date mutually agreed between the Company and the Union, the employee may be returned to their previous posting.

5.1.4 It is understood that, in addition to current job skills, Process Quality Control certification will be given to Operators. The Company will provide training to an individual awarded with a posting under Article III, section 4, Senior Preference for Advancement Procedure, in order that the employee has the opportunity to obtain his/her certification. The Union/Management Committee will establish a reasonable deadline for attainment of certification.

5.1.5 It is understood that the Company intends to establish quality problem-solving meetings to address specific concerns and Operators who hold their Process Quality Control certifications will actively participate in these meetings.

5.1.6 The Union/Management Committee will participate in the continued development, implementation and monitoring of job re-design training for Process Quality Control.

5.2 Soft Maintenance by Operators

5.2.1 The Company will provide in-house training on Soft Maintenance for posted Operators in all departments, as required for the various jobs. As examples, Soft Maintenance may include: set-ups; change-overs; some component replacement; lubrication; preventative maintenance inspection and adjustments. It is understood that the trades personnel will assist in the development, instruction and certification of Soft Maintenance skills.

5.2.2 Employees who successfully complete the in-house training and demonstrate the application of the new skills will be certified as qualified “Soft Maintenance” Operators. The application of new skills will be determined by written and/or practical tests. A training record will be maintained where the trainer(s) and trainee will note and acknowledge the nature of the training and certification.

5.2.3 In the event an individual, who is newly posted, is unsuccessful in obtaining his/her certification after the initial training, the Company, Union and individual employee will meet to develop a specific re-training plan. If the developed re-training plan is unsuccessful in assisting the employee achieve his/her certification by a date mutually agreed between the Company and the Union, the employee may be returned to their previous posting.

5.2.4 It is understood that, in addition to current job skills, Soft Maintenance certification will be to Operators. The Company will provide training to an individual awarded with a posting under Article III, section 4, Senior Preference for Advancement Procedure, in order that the employee has the opportunity to obtain his/her certification. The Union/Management Committee will establish a reasonable deadline for attainment of certification.

5.2.5 It is understood that the Company intends to schedule posted Operators who hold their Soft Maintenance certification to assist the Maintenance/Trades crew in overhauls of his/her equipment.

5.2.6 The Union/Management Committee will participate in the continued development, implementation and monitoring of job re-design training for Soft Maintenance.