ATC's 11th CBA Concluded with BATLU & ATNLU
After the 7th meeting for BATLU and the 8th meeting for ATNLU, the 11th Collective Bargaining Agreement (CBA) finally put a stamp of approval on the improved cash and fringe benefits for salaried ATNLU and hourly BATLU union members.Cash advance benefits amounting to Php 108,200.00 per union member come in the form of wages, 13th and 14th month pay, allowances and meal subsidies; while fringe benefits cover uniforms and other economic provisions, such as rice subsidy, group insurance, group hospitalization plan, car and housing loan, maternity assistance, and burial assistance for both employee and dependents.
The enforcement of these packages of latest benefits is effective from January 1, 2006 to December 31, 2008.
BATLU (above) and ATNLU (right) finalizing the CBA negotiations.
Priorities, key result areas mark 2006 ATC Plans & Strategies
The overall objective of this year's "Corporate Plan and Strategy" of ATC puts thrust in the continuous improvement of manufacturing processes and its essence (mono-zukuri) to build an excellent company.Underscoring the company's slogan: "Quality as the key to survival"
Priority and key result areas have been pinpointed toward the achievement of this objective, namely, (1) boost customer satisfaction through quality products and competitive price; (2) cost reduction in all areas of operation; and (3) develop new markets. Quality Improvement In this particular instance, the key result area is to achieve 100% quality assured products for the customer. To this end, product defects are expected to take a downtrend due to improved quality check method and to the corrective action offered by the new WIP Monitoring System and the 4M Management.
Cost Reformation. This permits to improving the cost per unit to survive global cost competition. Direct cost (those involved in labor, energy and spoilage) and indirect costs (such as administration, transportation and inventory) are determined for the fixed cost composition, which can be correlated to volumne. Cost reduction activities will be monitored by monthly meetings.
Efficient Delivery. This means the supply of products to customers within schedule. It also means the attainment of optimum production capacity in shortened production time. The strategy is to achieve volume requirement at a minimum cost (man-hour per piece or unit). Improved efficiency through clear procedures and work instructions in all areas of manufacturing will attain maximized volume and personnel movements.
Safe Plant. Building a safer and healthier workplace should take out potential accident areas by supersvisors and line leaders. At the same time, good health and healthy habits among employees are encouraged. The objective is to achieve zero lost-time and no lost-time accidents. In any case, prompt and transparent reporting to management of all major and minor accidents/incidents should be made, and countermeasures should be proposed or recommend.
Environment Protection. Thorugh ISO 14001, the key result area is to protect the environment. There is a need for regular internal audit, effective action, training and development to achieve this planned target.
Employee Education and Development. A culture of excellence at ATC raises the ability of managers and supervisors to achieve cost, productivity and quality targets through continuous education, such as in "Leadership & Decision Making Seminars/Workshop." This culture also increases Quality, Cost, PM, ISO, and Kaizen activities toward improving employee satisfaction and performance.
Systems & Procedures. This refers to the consistent application of the established system and procedure cycle, namely, (1) establish procedure, (2) educate, (3) impletement consistently, and (4) review and improve.
These plans and strategies underscore ATC's corporate slogan: "Quality is the Key to the Company's Survival." Furthermore, this underscoring relates to speed, commitment, adherence to procedure and standards, consistency, transparency, and self-revitalization."
