Enterprise bargaining can be a difficult process, particularly in an environment of harsh economic conditions for workers and where the weight of the Federal Government legislation is against a fair bargaining system. However despite these handicaps, the approach of the NUW to enterprise bargaining has produced real benefits for members of the Union. A number of key features of the NUW approach to bargaining have contributed to the Union's successes.

The NUW adopted its strategy of pursuing "comprehensive enterprise agreements" in 1996 when the Howard Federal Government stripped awards and introduced the anti-worker "Workplace Relations Act". Comprehensive agreements protect wages and all relevant working conditions at a workplace. This strategy has proved highly successful for NUW members with thousands of comprehensive agreements negotiated by the Union nationally. It is a strategy now being emulated by most unions.

As part of the NUW's progressive approach to enterprise bargaining, the Union works hard to involve the membership throughout the bargaining process. NUW members decide what claims to pursue in negotiations. Negotiations usually are conducted through committees of members from the workplace. Regular feedback is provided to the workforce. Members decide what to accept and what to reject, and where necessary, members decide what action to take to achieve their claims. Coupled with the industrial and legal expertise provided by union staff, this democratic process involving our union membership has been the key to our bargaining successes.

Another key factor in the Union's successful negotiation record is the emphasis the NUW places on training and resourcing delegates involved in the bargaining process. Training programmes that equip delegates with the skills and knowledge necessary for their role in participating in negotiations and representing members are conducted through the Branches of the Union. For example, in Victoria alone, over 700 delegates have been through an NUW training programme, including health and safety courses, in the last 12 months. In addition, union resources in the form of branch organisers, specialist industrial staff and national industrial officers are all available to assist members achieve the best outcome from negotiations.

Using the collective strength of NUW members acting together in negotiations is another strategy that the NUW tries to pursue at the national level wherever possible. Enterprise agreements covering the national operations of companies that operate in more than one state deliver benefits for members regardless of where they work. Examples of significant national EBAs that have recently been negotiated include the steel industry where both the "One Steel" and “Smorgon Steel” agreements delivered a minimum wage of $640.50 per week for all members (an average increase of 8.9%, higher in some states) as well as improved long service leave entitlements. These agreements show the benefits of the co-operative approach that is pursued by the NUW nationally.

These bargaining strategies have combined with the work and dedication of delegates and members involved in the negotiation of each agreement to deliver outcomes that members can justly feel proud of. The NUW has lead the way in a range of these areas. The NUW leadership team continues to work to develop new strategies that will enable members to get the best out of the bargaining system.

Average wage increases in all current private sector enterprise agreements is currently 3.8%. However the NUW frequently does better than this average figure.

In addition, real improvements in some working conditions are often achieved, eg. improved long service leave entitlements. Some examples of typical, good quality enterprise agreement outcomes from the hundreds that are negotiated each year around the country include:

Dairy industry agreements (Bonlac, Nestle, National Foods, Pauls, Murray Goulburn, etc) with 5% per year wage increases for 3 years together with improved long service leave, paid maternity leave of 4-10 weeks and 1 weeks paid paternity leave, improved sick leave and redundancy payouts;

Davids, Loganlea achieved 4.5% wage increase per annum over a 2 year agreement with income protection insurance;

Steelmark achieved 5% and 4% wage increases together with improved sick leave arrangements, reclassifications and improved winter clothing provided by the company;

Skretting Australia won an agreement that includes wage increases of 4.5% per year in addition to improved shift penalty payments, journey accident insurance, automatic progression through classifications and an additional classification.