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POSTALBANKING ISOURBESTDEFENSE
Officialnewsletterof cupw730 /march 2021
InsideoutInsideout
AMAZONWILL DESTROYOUR FUTURE
BUILDINGPOWER TOWIN
NO STRUGGLE,NO VICTORY
NEGOTIATIONS2022:RESOLUTIONSAND HOW TOWRITE THEM
Cpc’S PANDEMICNEGLIGENCE ANDOUR RIGHT TOREFUSE
2 Inside out // march 2021 march 2021 // Inside out 3Empo
wer
orga
nize
resi
stPresident
Roland [email protected]
Secretary-TreasurerKarry Biri
GrievanceElizabeth [email protected]
Health&SafetyRashpal Sehmby
1st Vice-PresidentOrganizingDevon Rundvall
3rd Vice-PresidentCollectionsKristine Bowman
2ndVice-PresidentEMPP
Cheryl [email protected]
Route VerificationJenn Reimer
RecordingSecretaryKathleenMpulubusi
EducationOfficerJames Ball
Communicationsofficer
Natasha [email protected]
Chief StewardRSMCVacant
Chief StewardAffiliates&Wickets
Carl [email protected]
March 2021 // CONTENTS
Chief StewardMaintenanceTodd Vipond
InsideOut is themonthlypublicationof theEdmontonLocalofCUPW.
Thisnewsletteraspires toeducateandinformmembersandaffiliatesaboutourunion’sactivities,opportunities,andchallenges,aswellas to raiseawarenessregardingall things labour.
Opinionsexpressedarethoseof theauthorandnotnecessarily theofficial viewsof theLocal.
TheCommunicationsCommittee (responsible forthispublication) isalways interested insubmissionsoforiginalarticles,photographs,orillustrations.ProspectivematerialmustalwaysconcernCUPWor the labourmovement,butsubmissionsofgeneral interest to themembershipwillalsobeconsidered.
WewillalsopublishLetters to theEditorshouldyoufeelan issuerequires furtherdiscussion.Allsubmissionsaresubject toediting forbrevity,clarity,etc.
Tomakeasubmission,or toget involved,[email protected].
CommunicationsCommitteemembers:
Natasha FryzukKyle TurnerWendy CrispinChris PilgrimKristine Bowman
18121 107 Avenue NWEdmonton, AB
T5S 1K4
addressOffice: (780) 423-90001 (877) 423-CUPWFax: (780) 423-2883
ContactMonday to Friday7 a.m. to 5 p.m.Closed weekends
hours
4 // PRESIDENT’S REPORT: NO STRUGGLE, NO VICTORY- Roland Schmidt
6 // BUILDING POWER TO WIN - BUT WHAT, EXACTLY?- Devon Rundvall
8 // AMAZON WILL DESTROY OUR FUTURE: POSTALBANKING IS OUR BEST DEFENSE - Roland Schmidt
10 // Building Its Own Delivery Network, AmazonPuts the Squeeze On Drivers- Jake Alimahomed-Wilson/Labor Notes
12 // PANDEMIC STRUGGLES: CPC’S NEGLIGENCE ANDOUR RIGHT TO REFUSE- Sorty N. Deliverchuk/Kyle Turner
14 // in memoriam: James Athiann Garang
15 // RESOLUTIONS: WHAT THEY ARE AND HOW TOWRITE THEM - Karry Biri
16 // What if Canada Post was part of apost-COVID recovery? - Kate Holowatiuk
18 // local elections
LOCALEXECUTIVEFULL-TIMEOFFICERS
LOCALEXECUTIVETABLEOFFICERS
4 Inside out // march 2021 march 2021 // Inside out 5
PRESIDENT’S reportfebruary 2021
No struggle, no victory
Being an activemember of thisunion for the last 18 years hasleftme feeling frustratedmore
than inspired. A big part of this is dueto ourNational leadership group neverproviding an overarching strategy toprepare ourmembership tomeaningfully resist back-to-worklegislation. I do not fault our leaders forbeing intimidated or frightened by thisprospect, but I do fault them for noteven trying, especially after alwayspromising to do so at our Nationalconventions.
Sadly, based on the hundreds ofworkfloor visits I did in our local beforethe pandemic, I know thatmost of ourmembers sharemy sentiments. InEdmonton, we have been doing thenecessary organizingwork over thepast two years but the reality is weneedmore than a couple of locals on-boardwith the sameapproach to haveany impact.
I share all this to stress just howsurprising, andwelcome, it is forNational leadership to finally be puttingforward a tangible,mapped-out plan toprepare ourmembers for the trapsalways set for us.While it can be saidthe “Building Power toWin” campaignshould’ve started sixmonths agoimmediately following the arbitrationdebacle, this development is betterlate than never.
As a democratic organization, it is ourduty asmembers to give constructivecriticismwhere it is due; conversely, wemust also be generouswith our creditand support wherewarranted.Regardless how it cameabout, and forwhat reasons, this campaign aims toaddress exactly what has been lackingin our union for decades: deliberatelygiving theworkfloors of every local theskills to organize and confront CPCdirectly. Only by building thisfoundation, dowe stand to take thenext step inmounting the resistancenecessary to actually gain groundinstead of always losing.
For thosewhomay be skeptical aboutthe campaign, please consider:struggle in real life is not like in amovie. There are no heroes coming tosave us. People don't just wake up onedaywith the courage to radicallyconfront the considerable power ofdehumanizing companies or corruptgovernments. Ruling elites neverchange laws to giveworkers or unionsmore power unless they have no otheroption but to appease us. If change isto happen, it will only be by embracingour collective responsibility to create it.
We can’t force that changewithoutcreating leverage.Wehave no leverageif we don’tmobilize ourmembershipenmasse.Wewon’t be able tosuccessfully organize andmobilize our
memberswithout giving them theskills and confidence necessarythrough deliberate training. There areno shortcuts. Theworkmust be put in.Our local is well positioned due to ourtremendous focus on recruitment andeducation over the past two years.We’re eager to seewhatmomentumgrows as other locals get trained up.
Our local haswholeheartedlyembraced the ‘Building Power’campaign. Those that haven’t read amore in-depth perspective on thecampaign should check out the reportposted on ourwebsite(www.cupw730.ca). To help bringmembers into the campaign, andfamiliarize themselveswith thedemocratic process building up toRegional Conference, and negotiations2022,we have developed a robustchain of opportunities over the nextfewmonths. Here is timeline summary:
Feb8-Mar3-ResolutionAssistanceWorkingGroup
TheBylawCommittee, alongwithother Executivemembers, havevolunteered to help anyonelooking to develop, or write,resolutions for their respectivebargaining unit. If a resolutiondoesn’t have clear language,speaking to a specific section ofthe collective agreement, it will not
make it past theRegionalConference level, sowewant toiron out any technical problemsbefore they can be presented atourMarchGMMs. Updateswill beposted soonwithmore details.
Sunday,March7,6pm-GMM-RSMCResolutionFocus
Our first GMM inMarchwill coverall our usual local business beforetransitioning to focus onRSMCnegotiation resolutions forRegional Conference.We choseSunday to focus onRSMCresolutions so that a Saturdayoption existed for our EMPPmembers to participate thefollowingweek for Urbanresolutions.
Saturday,March13,11am-SpecialGMM-UrbanResolutions
Our secondMarchGMM, is aspecial GMMunanimouslycreated by our Exec as per bylawarticle 8.7. This GMMwill beexclusively dedicated to anyRSMCresolutions held over from thepreviousweek, aswell as allUrban resolutions.
Today, wewill finalize our delegationsfor the (virtual) Prairie RegionalConferences. For those unfamiliar,separate Regional conferenceswill beheld for both our Urban (April 30-May2) andRSMCmembers (May 14-16).Our local is able to send up to 31delegates to theUrbanConferenceand11delegates to theRSMCConference. Our delegationswill jointhose from the other Prairie locals topool, and debate, the negotiationpolicy resolutions passed at the localGMM-level throughout our Prairieregion. Resolutions passed at all thedifferent Regional conferences acrossthe country are then forwarded to theNational office to build our programofdemands, which is then submittedback to our entiremembership to bevoted on. Oncewe ratify our programof demands, our negotiationscommittee initiates bargainingwithCPC.
The next fewmonths represent atremendous opportunity for themembers of our local to learn aboutand be a part of something thatmayhave seemed too complicated orirrelevant before. The bitterness andcynicism felt bymany of ourmembers
towards the union for not doingenoughmay be justified but thedirection being offered byNationalnow is truly something different. Thesuccess of this campaignwill dependon howmany other locals arewilling tojoin us in embracing this opportunity tofight back.
As I said before, whether you believe indefying back-to-work legislation,intimidating the government againstusing legislation, or winning enoughpublic support to bully CanadaPostinto rolling over at the bargaining table,that journeymust begin here, with ourefforts on our ownworkfloors.Thisbattle cannot bewonby our electedofficers alone -- we needmass buy-inand participation. If we don't all do ourpart, we are effectively saying that weare finewith howCPC treats us. Noactive solidaritymeans no struggle,andwithout struggle, there can be novictory.
ByRolandSchmidt, President
wasn’t redacted: essentially, theotherfinancial institutions inCanadawon'tlike it. Thebigbanks inCanadaholdmassivepolitical sway - theypracticallyown the twobigpolitical partieshere inCanada - and theyarenot going togiveupanyof theirmarket easily.
It can’t be overstated that if we postalworkerswant a stake and say in ourown futures, wemust ORGANIZE!WithNational’s “Building Power toWin”campaign, weworkers have a realopportunity to push for a sustainablepostal banking system regardless ofthe Corporation’s stance - if CPCrefuses to adopt Postal Banking thenwe theworkers have to force them.This issuewill be front and centre inour list of demands going into the nextround of negotiations, which is whyweneed every postal worker involved. The
old adage, “the longer the picket line,the shorter the strike” still holds: themore postal workerswe getparticipating in theBuilding Powerdrive, themore clout we have inestablishing Postal Banking andresisting the government and theircorporate shareholders.
Starting inMarch, the first stage is tosurvey everymember regardingwhatis important to them; our goal is tohave our volunteermemberscontacting each and everymember ofthe local.Wewill be surveying to find
out the issues that aremost importantto you and learnwhat you arewilling tofight for. This survey does not replacethe resolution process, but will informtheRegional Conference, and subse-quently theNational Executive boardon the direction youwant them to take.
The next phase involves creating apetition demanding that CPCand theCanadianGovernment honour ourCharter rights to free collectivebargaining.Weworkers needassurance that the Canadiangovernment - as it has somany timesbefore - won’t step in to interfere in ourcontract negotiations and that CanadaPost truly comes to the table in goodfaith. It seems that, despite CUPWstrike votes being in the high ninetiesevery negotiation, CanadaPost doesnot believe that themembers backtheir union’s demands. A petitionwithevery singlemember's signaturewillshow that we are serious.
But wait… there’smore! The finalphase of this campaign reminds usthat the fight isn’t just for the benefit ofpostal workers, but every singlecommunity across Canada.Wewill beusing our struggle as postal workers tofurther thework of DeliveringCommunity Power (CUPW’s years-oldcampaign that includes amandate forpostal banking), welcoming everycommunity across Canada to joinPostalWorkers in a fight formorestable, stronger, and greenercommunities.*
Themore of uswho get involved, thestronger our this Building Power toWincampaignwill be. That involvementcan takemany forms: attend your firstor your fiftiethGeneralMembershipMeeting (GMM), join a committee,attend a strike vote, or ask to volunteerdirectly with Building Power toWin byemailing [email protected]. Atthe very least, when someoneapproaches you in the next few
monthswith a survey or petition,participate.
*Formore detailed information aboutDelivering Community Power see ournational website, cupw.ca.
**REDACTED: CanadaPost ReportShowsPostal Banking is “Win-WinStrategy”
(https://www.postalbanking.ca/en/campaign/postal-banking/resources/redacted-canada-post-report-shows-postal-banking-%E2%80%9Cwin-win-strategy)
6 Inside out // march 2021 march 2021 // Inside out 7
BUILDINGPOWERTOWIN-
BUTWHAT,EXACTLY?
ByDevonRundvall, 1stVicePresidentOrganizing
Apush to implementPostal Banking can giveus real clout in our nextround of contract negoti-ations, but to succeedwemust organize now. Hereare the phases ofNational’s bold neworganizing campaign,its significance toallCanadians, and the roleweall play in its success.
National is launching anambitious plan calledBuildingPower toWin. Youmost likely
have heard about it already - a nationwide push to organize and prepare allof ourmembers for the upcomingcontract negotiations. Due to ourlocal’s organizing efforts of the last fewyears, it should be a relatively simpletask for us, while other locals acrossthe country have significantworkahead of them.
Ready orNot, AnotherNegotiationLooms
Regardless of whetherwe areprepared or not, our contract is endingin less than a year. Take note as, overthe next year, CanadaPost puts outpress release after press releasetalking about howmuchmoney thecompany is losing due to COVID-19and the drop in letter-mail. Thesepress releaseswill be followed by a listof cuts and rollbacks for the nextcontract.We see this before everycontract negotiation, but I predict thiswill be an especially grievouscampaign from the corporation.
And, of course, we can’t forget thespectre of Amazon looming over CP’sshoulder.
Sohowdowewithstand theCorporation's projectedausteritymeasures?Or competewith theexploitativepracticesof AmazonandWalmart? Thesamewayworkershavewon for twohundred years…Organize!This fightwill requireus to reimaginenot only ourworkfloors, but every postofficeacross thecountry; imagineturningeverypost office inCanada intoacommunity hubofferingeverythingfromelectric vehicle charging stations,tohigh speed internet access, tobanking services, all thewhile creatingnew revenuestreams for oneof ourcountry'smostbelovedpublic services:thepost office.
I knowweneed to improve both thecompensation andworking conditionsof postal workers. But I think overall wehave decent jobswith relatively decentbenefits because of our Union’scontinued struggle. Yet it is becauseofthesebenefits thatCanadaPostwon'tbeable to competewith theexploitationof bigmultinational corporations likeAmazonandWalmart.
Just as Amazon has usedCanadaPost to subsidize its entry into therealmof delivery services, the postoffice could use Postal Banking tosubsidize postal services thatCanadians have relied on forgenerations. It’s through expandedservice, not service cuts or price hikes,that CanadaPost can come to standtoe-to-toewith the big guys, doingwhatit was intended to do in the first place:provide decent jobs and universalservice to every Canadian community.
ThePowerComes fromUs
Sowhy doesn’t CPC adopt thisstrategy of postal banking? After all, itwas their own report ** that foundthat it would be awin for boththemselves and all Canadians. Theanswer lies inoneof theonly other linesfrom theaforementioned report that
“HowdowewithstandtheCorporation'sprojectedausterity
measures?Or competewith the exploitative
practices ofAmazonandWalmart?The samewayworkershavewon fortwohundredyears…
Organize!”
8 Inside out // march 2021 march 2021 // Inside out 9
AmazonWillDestroyOurFuture
POSTALBANKINGISOURBEST
DEFENSE
8 Inside out // march 2021 march 2021 // Inside out 9
AsAmazon demandsevermore concessionsfromCanadapost, CPCrisks sacrificing its ownposition in themarket.There is anotherway, butachieving it will not beeasy: our Union needs todemandpostal bankingat the bargaining tableByRolandSchmidt
Any postal worker payingattention knowswhichway thewind is blowing. Eachmonth, we
seemore andmore Amazon packagesamassing in our plant and depots. Upuntil recently, Amazon relied entirely onour infrastructure to collect, ship anddeliver their product. Now that Amazonhas built fulfillmentwarehouses inCalgary and Edmonton, they no longerrely on our trucks to get their productto processing hubs in Alberta. Thispast fall, Amazon held CPCover abarrel and said “youwill nowacceptour shipments directly at your depotsinmajor urban centres using our own
trucks instead of yours.” Notwantingto lose that business entirely, CPCagreed. This is just the beginning.Every step Amazon took to expandtheir logistics network in theUSAwillbe attempted here.
As their regional customer base grows,Amazonwill replace their patch-workof contract driverswith a full, sub-contracted fleet of their own ‘last-mile’
delivery personnel. The LaborNotesarticle included in this issue, “BuildingIts OwnDelivery Network, AmazonPuts the SqueezeOnDrivers” detailsexactly what this stagewill look like. IfAmazonmakes it to this point theywillbe able to ditch us completely.
The final nail in our coffinwill bewhenit’s cheaper for our non-Amazoncustomers to commission their goodsdirectly through Amazon fulfillmentcentres rather than shipping throughus. From there, wewill continue to loseparcelmarket-share to Amazon andour parcel revenueswill drop.Withoutour parcel revenues, CanadaPost willeventually becomeadrain on publicspending, as opposed to an asset, andtalks of privatizationwill be supportedby both the Liberal andConservativeparties. The circle of predatorycapitalismwill close onceCanadaPostis privatized, and our logisticsinfrastructure is dismantled and soldto the highest bidder...most likelyAmazon.
Hearing all this should absolutely fillany postal worker with dread. If eventsare allowed to continue in this way, itwill mean our livelihoods as they arewill not likely survive another 20 years.As dire as the forecast seems, we stillhave an opportunity to not only expandour operations but to fend off Amazon.This opportunity is a powerfulcommunity-bolstering institution
existing as part of post offices in 139other countries called postal banking!
Simply put, postal bankingwouldprovide CanadaPost with a new, verylucrative, revenue stream,which canbe used to subsidize our parcelbusiness to keep services cheapenough to competewith Amazon. Inaddition, wewould be creatingthousands of retail jobs and a publicfinancial alternative to the predatorybig banks.
Ourmain obstacle in achieving postalbanking is, of course, the government.A valuable parallel to understandingthis strugglewould be howwewonmaternity leave. In 1981, despite amixture of indifference and hostilityfrom the public, CUPWmadematernityleave one of our core bargainingdemands. Long story, short: after a 42day strike, this demandwaswon, andemboldened other unions tomake thesamedemands, setting the stage formaternity leave to eventually becomeaCanada-wide standard.
The samedynamic exists for postalbanking: the public will be either
indifferent or hostile, so it will be up tous towin it at the bargaining tabledespite the government intervening. Ofcourse, the elephant in the roomremains that wewill notmake gains inbargaining unlesswe arewilling to defylegislation. For now, let’s worry aboutdeveloping demandsworth fighting forbefore crossing the bridge of how toconfront legislation.
InMarch, wewill be having twogeneralmembershipmeetingsdedicated to debating and passingmotions formulating our bargainingdemands for negotiations 2022.Manyimportant policieswill be broughtforward but fewwill be as universallybeneficial to all postal workers as anunconditional demand for postalbanking. Creating thousands of decentjobs and growing CanadaPost as apublic service are goalsworthchampioning on their own, but thefight to subsidize our own operationsand create a financial alternative to thebig banks is a necessity if CanadaPostis to survive against Amazon’soffensives. Please join us to supportthe followingmotionwhichwill bepresented at one of theMarchGMMs:
Because Amazon expanding itsown logistics network in Canadadirectly threatens the survival ofCanadaPost as public institution;
Because postal banking is themost realisticmeasure tostrengthenCanadaPost as apublic service, establish a new,lucrative revenue stream, andsubsidize our logistics operationsto competewith Amazon;
CUPWwillmakepostal banking,as conceptualized in ourDelivering Community Powercampaign, an unconditionaldemand in our next round ofbargaining that wewill strike toachieve regardless of how thecompany or governmentresponds.
Without struggle, there can be novictory.
Formore informationonpostalbankingplease checkout:
www.campaignforpostalbanking.org/
www.deliveringcommunitypower.ca/
“This shouldabsolutelyfill anypostalworkerwithdread. If events
areallowed to continuein thisway, itwill
meanour livelihoodsas theyarewill not
likely surviveanother20years.”
10 Inside out // march 2021 march 2021 // Inside out 11
JakeAlimahomed-Wilson
FromLaborNotes, issue#502
Whilemillions have lost theirjobs and thousands of smallbusinesses have shut their
doors, at least one company hasthrived during the pandemic: Amazon.The e-commerce behemoth controls40 percent of online sales and hasamassed record profits. The networth of founder Jeff Bezos, theworld’s richest man, has jumped to$186 billion, up more than $70billion since March.
Amazon’s continued growth anddominance in online retailing are dueto itsmastery of logistics—including itsinvestment in building theworld’slargest contingent (that is, notmadeup of permanent employees) last-miledelivery network, with over 500,000contracted drivers globally.
Last-mile logisticsworkers completethe final steps of delivery to aconsumer’s home (or a neighborhoodAmazon locker).Whilemost packagesin theU.S. are still delivered by the bigfour—UPS, FedEx, DHL, and the PostalService (USPS)—Amazon isincreasingly building out its owndelivery network, posing amajor threatto these firms and toworkingconditions in the industry.
THE LAST-MILEPROBLEM
In contrast to big-box retailers that relyheavily onwarehouseworkers hiredthrough tempagencies, Amazon
directly employs hundreds ofthousands of warehouseworkersaround theworld (though it stillregularly hires temps during peakperiods).
However, in the last-mile deliverysector, Amazon has taken a differentapproach: expanding its network ofcontingent and subcontracted drivers.
The lastmile is one ofmost labor-intensive components of the e-commerce supply chain. Nearly one-third of the total cost of shipping goods
occurs here. Logistics experts havedescribed the challenges facing e-commerce firms as “the last-mileproblem,” since the final leg of deliveryusually involvesmultiple stopswithsmall packages.
To decrease its dependence on the bigfour (including the unionizedUPSandUSPS), Amazon has invested in parceldelivery. By 2019, around half ofAmazonPrimepackages in theU.S.were delivered by subcontractors orcontingentworkers.
ANUBERFORPACKAGES
Amazon Flex drivers are gigworkerstreated as independent contractors,similar to Uber drivers. They are paidper completion of a delivery route, notby the hour. Flex driversmust providetheir own vehicles or rent delivery vans.
Independent contractors lack the legalrights of employees to unionize andenforceminimumwage protections. In2019, a group of Amazon FlexDriversbased inCalifornia suedAmazon,claiming that thecompanyhadintentionallymisclassifiedFlexdriversas independent contractors toavoidpayingovertimeandemployeebenefits.
In addition to Flex, the company isincreasingly relying on its DeliveryService Partners program, rolled out in2018. DSPs are small subcontractedparcel delivery firmswith 20–40delivery vans apiece—considered“independent” of Amazon, though theyexclusively deliver packages forAmazonPrime customers.
SUBCONTRACTEDDRIVERS
DSP fleets are limited to 40 vans tocomplicate unionization efforts and toincrease Amazon’s flexibility andpower over the price paid per delivery.Limiting their sizemakes it difficult forthese small firms to gain leverageagainst Amazon. EachDSPmanagesbetween40and100employees.
I live in Southern California, one ofAmazon’s largestmarkets in theworld.For years, it wasmost commonhere to
Building Its OwnDelivery Network,Amazon Puts the SqueezeOn Drivers
seewhite unmarked delivery vanswithworkerswearing reflective vestshustling AmazonPrimepackagesthrough the streets. Today, however,most DSPs lease grey-blue Amazon-branded delivery vans and Amazonuniforms for their drivers. And yet,despite their appearance, thesesubcontracted delivery drivers do notformally work for Amazon.
Themajority of these drivers inSouthern Californiawork eight- to 10-hour shifts and earn about $15perhour.Many do not receive healthinsurance benefits.
Theseworkers face extremepressuretomeet the demands of Amazon’stight delivery terms. During peakholiday periods, the number ofdeliveries can reach as high as 400per shift. Drivers complain of unpaidovertime, poorworking conditions, andunrealistic expectations and pressuresset by Amazon.
Between Flex and theDSPs, Amazon’sexpandingmarket power hasintroduced new levels of exploitationfor thousands of delivery drivers,many
of themworkers of color andimmigrants.
SPEED-UPANDSURVEILLANCE
Walmart became theworld’s largestcorporation by developing asophisticated logisticsmanagementprogram,which reduced inefficienciesin themovement of consumer goodsacross thousands ofmiles.
However, the supply-chainmanagementapproach thatWalmartperfected in thebig-boxerahasnotadaptedwell to the rapid changesbroughtonby thegrowthofe-commerce.
Big-box retailers have struggled tocompete because their infrastructurewas built to accommodate long-dist-ance shipping. E-commerce dependsupon amore localized and fragmenteddistribution and delivery system.
Consumers demand increasingly fastdelivery to their homes; the AmazonPrimeprogramhas driven furtherconsumer demand for expedited freeshipping. All this creates pressure onworkers in bothwarehousing and last-mile delivery to speed up.
Connected to this speed-up aretechnologies that trackworkers’move-ments and speed in real time. Amazonis the industry leader inworker surveil-lance across the global supply chain.
Amazon’s logistics infrastructure reliesupon this exploitation and hyper-surveillance of bothwarehouseworkers and contracted deliverydrivers. In global labor organizing,joining these two groups togetherwillbe critical toworker power.
JakeAlimahomed-Wilson is a sociologyprofessoratCal State-LongBeach.He isthe co-editor,withEllenReese, of TheCost of FreeShipping:Amazon in theGlobalEconomy (PlutoPress, 2020).This piece is an edited excerpt fromthebook.
“Amazon’s expandingmarketpowerhas
introducednewlevelsofexploitation for
thousandsofdeliverydrivers,manyof themworkersof colorand
immigrants.”
12 Inside out // march 2021 march 2021 // Inside out 13
BySortyN.Deliverchuk
COVIDat theGatewayPlant
January 1st, 2021,marked a darkturn for CUPWmembers. At theGateway Processing Plant in
Mississauga, Ontario, the first cases ofCOVID-19 started to appear in the dayshift staff. Sixteen days later, a fulloutbreak is tearing through the shiftwith 182employees testing positive forCOVID-19. For the next fewdays, the
Peel Region Public Health AuthorityandCanadaPost perform “proactive”onsite rapid testing, resulting in 39more cases.
Operations continued despite the 221cases of COVID-19 in a threeweekperiod. The cases continued to climb.
On January 22nd, CTV news reportedthat the Customsand ImmigrationUnion (PSAC-CIU) asked itsmembersto avoid the facility until it is safe to
return towork. CIU is concernedwithworking in close quarters to CanadaPostmemberswhile not beingincluded in the contact-tracing data.Canada Post had only reported 18COVID-19 cases for all of January tothe Canadian Border ServicesAgency (CBSA). Lack of communi-cation and pressure from PSACresulted in CBSA pulling its staff fromthe Gateway facility.
IntroductionbyKyleTurner
In the following article, the author asks how things got so bad at the processing plant inMississauga that entire shifts had toself-isolate and oneCUPWmember, Godfrey Yeung, died as a result of CPC's negligence.
To try and find an answer to this, the author reaches out to a ShopSteward at Depot 2whowas suspended for using Article 33.13of theUrbanCollective Agreement, refusing unsafework (RSMCs can refuse unsafework through Part II of the Canada LabourCode). Article 33.13 requires that work immediately stops and a formal investigation take place, but this never happened at Depot2.
Meanwhile, at the processing plant in Hamilton, Ontario, cleanerswere cleaning the facility because of a positive COVID-19 casewhileworkers, uninformed, still continued towork.When finally theywere told they could leave if they felt it was unsafe,manyworkers did.Management later cameback and called this an illegal job action.
These anecdotes are frustrating, but are typical of CanadaPostmanagement. It is in their interest for us to remain ignorant of therules so that we keepworkingwithout any slowdownand that, if we have an issue, wework nowand grieve later.Managementalso likes to say your union agreed to this, but it never seems towork in the other direction, especially sincemanagement seemsto interpret Article 2 (management's right tomanage) as overriding the rest of the Collective Agreement.
It's hard to say ifmanagement doesn't knowor just doesn't care. Anyonewhohas ever asked for clarification about a rule orprocedure has surely run intomanagement not having an answer. This is because it's not about answers or reasons orprocedures. It's about doingwhat you're told – andmaybe that gets sorted out later in the grievance process.
This does notmean our efforts are futile, but it doesmeanwehave lots of work ahead of us.Weneed to educate our co-workerson our rights, support them, and standwith themwhen it comes time to exercise those rights. Clearly,managementwill not followour CAs out of the kindness of their hearts. Education and collective actionwill help us pressuremanagement into following therules they agreed to, though.
When they don't, itmakes for an excellent tool for agitation.We just need to keep our eyes open for these opportunities.
Finally, on January24th, CanadaPostsent all 350membersof theday shifthomewithorders to isolate for14days.
This was too late for Godfrey Young.Godfreyworked the night shift. Nomandatory testingwas being appliedto any shift but the day shift. OnJanuary 19th, Godfrey's first symptomsappeared and he volunteered to betested. He tested positive. On January27th, reports of Godfrey's passingappeared in the newsmedia.
Howdid it get so bad?Whydid it takeso long formeasures tobeput inplace?Why did the CBSAhave to use theirright to refuse?Whydidn't anyone fromtheCUPWside refusedangerouswork?
I can't answer these questions.Maybethe larger investigationswill give ussomedetails, but I suspect thatinformationwon't be available to us fora long time. There is, however, someinformationwe can get locally.
I contacted aShopSteward fromDepot 2whohad recently beeninvolved in using our right to refuseunsafework for a COVID-relatedconcern.Whatwas sharedwithmewas shocking and probably illegal.
Refusal at Depot 2
OnDecember 24th, 2020, anemployee at Depot 2 came toworkwith significant COVID-19 symptoms. A
witness said that when this personarrived, a cell supervisormet theemployee and said, “You don't lookwell.” The employee replied that theywere not feelingwell. The employeethen continued towork.
Thewitness and other concernedmembers approached the ShopSteward, who advised themof theirrights, including their right to refuse.The ShopStewardwas asked to speakto the supervisor on duty as thememberswere reluctant to invoketheir right to refuse.
When the ShopSteward spoke to thesupervisors, the responsewas
(continuedonnextpage)
Pandemic Struggles:CPC’s Negligence and Our Right to Refuse
14 Inside out // march 2021 march 2021 // Inside out 15
ByKarryBiri, Secretary/TreasurerLocal 730
What are your strugglesat work?With a newround of negotiations onthe horizon, you have achance to influence ourdemands. Here iseverything you need topropose and construct aresolution of your own!As a democratic organization, howwefunction and determine policy prioritiesare decided by ourmembership.Leading up toNegotiations 2022, ourmembers have an opportunity topromote and debate bargainingdemands to be included in ourNational programof demands.
The first step in this process isproposing resolutions at our twoMarchGMMs. Beloware the basics ofputting together a resolution aswell ascontact information to submit orreceive help in developing a resolution.
What isa resolution?
A resolution is a proposal aiming tochange or create the rules of howourunion functions or developwhatdemandswe should put forwardduring negotiations.
A resolution has twomain parts:
1. TheRationale:Why youwant thisresolution and how it will resolveyour issue.
2. TheMotion:What, exactly, you areadvocating to change.
Resolution Tips:
• Usewords that are easy tounderstand, and short, straight-forward, sentences
• Focus on only one idea perresolution
• Strong language gives cleardirection that can’t bemisinterpreted (e.g. ‘will’ not‘may’)
• Changesmay happen duringdebate. Don’t be upset ifsomeone tries to amendawordor phrase.
• Don’t be intimidated! People arehere to help you draft a resolutionand are happy to help! Contactourworking-group (info below) ifyou need any assistance.
Bargaining Resolution Example:
Title:StrengthenPersonal DaysProvision
Author:Parcel Belterson, CUPW730
Because(rationale): The current personalday allotment does not give enoughrecovery opportunities for thework-relatedwear-and-tear suffered by ourmembers.
Because(rationale): As postal workersagewith their career, time off work dueto injury becomesmore prominent.
CUPWwill (motion): demand in the nextround of bargaining that personal daysbe expanded fromseven to ten days;that there be no limit to the number ofpersonal days that can beaccumulated and banked each year;and that, upon retirement, all unusedpersonal days, be paid-out in full to theretiringmember.
Have a resolution ready?Needhelpfinishing one?Contact Karry Biri (byemail at [email protected] or byphone at 780-423-9000, ext. 2).
We also have assistance fromaresolutionworking group to helpmakethis process as easy as possible. If youhave completed a resolution, it shouldbe submitted for review. If needed,suggestionswill bemade to the authortomake sure the resolution istechnically solid (i.e. isn’tmissingwording, addresses proper policy, etc.).All resolutions submittedwill beincluded for debate regardless if theyapply the feedback from theworkinggroup. If you only have an idea andneed help developing the actualresolution fromscratch, please contactus.
Please submit all bargainingresolutions toKarry before Friday,March5 so they can be compiled intoa document for theGMMs for allmembers to be able to review andfollow along.
concerning.Management claimedthat the sick employee had apreexisting condition and had beenauthorized by the areamanager to beatwork. The Steward advised themthat CPCpolicy and AlbertaHealthguidelines require anyonewithsymptoms consistent with COVID-19to self-isolate until they receive anegative test and any symptomshavepassed.Management repeated thatthe areamanager had authorized thesick employee to be atwork.
Unsatisfiedwith the response, theStewardwarnedmanagement thatthis was a serious health and safety
issue and that if an employee usedtheir rights as provided under Article33.13 of theUrbanCollectiveAgreement, that workwould have tostop as the health concernwaswiththe environment inside the building.
Management continued, seeminglyunconcerned, but things escalatedpretty quickly after that. Calls weremade to theUnion office for adviceand amember used their right torefuse.Management tried to blamethatmember for causing trouble. TheShopSteward intervened andusedtheir right to refuse.Managementcouldn't be bothered to read or followthe steps of Article 33.13, whichrequires a formal investigation.
The Steward asked that peopleabandon thework floor as it was no
longer a safework environment. Somedid, somedidn't. At somepoint thesick employeewas asked to leave andwhen they drove out of the parking lot,everyone returned towork.
I thanked the Steward for his time andI apologized for distracting him fromhis route for too long. “Don't worryabout it,” he said, “I'm servingmysuspension today for using Article33.13 to refuse unsafework. It feelspretty disgusting that I'm servingmysuspension for a COVID-related refusalon the day that the news reports thedeath of a CUPWmember fromanoutbreak at a plant out east. I wassuspendedwithout even having a24meeting. I guess I knowhow things gotso bad inMississauga.”
Weare sad and heartbroken to announce thepassing away of our friend and brother JamesAthiannGarang.
Wewould like to thank co-workers, friends, andrelatives for the caring and loving you poured onJameswhile he battledwith a deadly, terminalcancer. Jamesworked at the EMPP for over 5years.Hewas outgoing and friendly; alwayssmiling and jovial.
Unfortunately, James passed away before hecould fly home to South Sudan. Altogetherweraised $22,000 for James, whichwill be used tosupport his family. Our very heartfelt thanks toeveryone.May his soul rest in peace.
ByPatrickMpulubusi&Co-Workersat theEMPP
InMemoriamJamesAthiannGarang
Pandemicstruggles(continued from previous page)
Negotiations 2022Resolutions: what they are and how to write them
16 Inside out // march 2021 march 2021 // Inside out 17
WhatifCanadaPostwaspartofapost-COVIDrecovery?ByKateHolowatiukonbehalf of allregionalCUPWCampaignCoordinators
Reprintedwithpermission fromCanadianDimension(canadiandimension.com), originallypostedonFebruary4th, 2021
On January 18, CanadaPostCorporation (CPC) announcedthat 2020was a record year
for parcel delivery. Obviously, publichealthmeasures had something to dowith it. But parcel delivery at CPChasbeen growing exponentially for the pastfive years, and it shows no sign ofslowing down.
With this kind of growth, a corporationlike CanadaPostmust roll up itssleeves and review its values, itscommitment, and the service portfolioit offers to the population, includingbusinesses. CanadaPost already hasthe infrastructure and the network itneeds to be an integral part of thepost-COVID recovery and to becomealeader in sustainable development. Indoing so, it would create jobs acrossthe country and be part of thegovernment’s environmental plan,while also respecting itsmandate to befinancially self-sustaining.
To achieve this, the CanadianUnion ofPostalWorkers (CUPW) has launched
a bold campaign called “DeliveringCommunity Power.”
Whether in the city or in the country, inremote areas or in the suburbs, postoffices are everywhere throughoutCanada. CPC hasmore than 6,400outlets, the largest retail network inthe country.
CUPWproposes to accelerate theelectrification of CanadaPost’s vehiclefleet. CPC operatesmore than20,000vehicles, generating 65 kilotons ofCO2every year. The acquisition ofelectric vehicleswould benefit theenvironment, stimulate the automotivesector and create decent jobs.
Now, imagine if CanadaPost installedcharging stations at its facilities andmade themavailable to all, creatingthe largest network of chargingstations in Canada. Imagine you are
driving on the highway or an isolatedroad, but the battery of your electriccar is running low. Nomoreworries,because you know youwill find acharging station at the post office inthe next village.
COVID has brought to light the problemof high-speed internet access inhundreds of communities.With itsextensive presence in thosecommunities, CanadaPost could playa central role perfectly in linewith thegovernment’s commitment to bringhigh-speed internet access to allcommunities. This also fitswithCanadaPost’smission, because itsupports online shopping, and onlineshopping fuels parcel delivery.
In 62 countries, the post office alsoprovides banking services. Canada’sextensive postal network could alsoprovide crucial banking services,especially in remote, rural andIndigenous communities, which havebeen abandoned bymajor banks. Didyou know that there are only 66 bankbranches in all 700 First Nationcommunities? A postal bankwouldhave the power to reinvest incommunities through infrastructure orsocial housing, for instance. In add-ition, amore inclusive postal bankwould reduce the dependence of thou-sands of workers on payday lendersand their usurious interest rates.
Finally, imagine letter carriers knockingat the door of someonewho livesalone. They could offer this check-inservice at the request of a familymemberwho could receive anotification saying that everything isfine, or that help has been called in thecase of an emergency. The postalservice in France and Japan alreadyoffers this service.
My56,000brothers and sisters fromCUPWwill not accept that CanadaPostis sitting idly by, refusing to change itsold values and habits. I urge you tocontact yourMember of Parliament todemanda strong postal service for thefuture. It’s up to you.
“Canada’s extensivepostal network couldalsoprovide crucialbanking services,
especially in remote,rural and Indigenouscommunities,whichhavebeenabandonedbymajorbanks.”
localelections
18 Inside out // march 2021 march 2021 // Inside out 19
NominationsandElectionsofNon-Executive LocalOfficersFromtheLocalExecutiveOffice
Our local is seekingNon-ExecutiveOfficers to collaboratewith their respective Executive Vice Presidents and the LocalPresident to help serve, and support, ourmembership. These positions report to, but do not sit on, the ExecutiveCommittee. Each position has a three-year term, ending April 2024.
These elections are in addition to the Executive officer elections that will be finalized at the April GMM.Nominations, andelections, for theseNon-Executive positionswill take place at the April GMM (Saturday, April 10, 2021, 6:00pm).
Non-Executive Officer Positions available:
•EducationOfficer
•Route VerificationOfficer – LC&MSC
•Chief ShopSteward - LC - North Zone
•Chief ShopSteward - LC - Central Zone
•Chief ShopSteward - RSMC&Affiliates - East Zone
•Chief ShopSteward - RSMC&Affiliates -West Zone
•Chief ShopSteward - RSMC - EdmontonNorth
•Chief ShopSteward - RSMC - EdmontonSouth
•Chief ShopSteward - EMPP - Shift 2
•Chief ShopSteward -Wickets&Registration
Officer Eligibility: Edmonton Local Bylaws - Article 4.3:
In order to be eligible as a candidate for aNon-Executive Local Officer position, the nomineemust have attended, andmaintain, atleast 3GeneralMembershipMeetings in a year,must be amember-in-good-standing, andmust be nominated by amember in-good-standing at aGeneralMembershipMeeting. In addition to the above, the nomineemust have completed aBasic ShopSteward course (minimum3day) and be an active ShopSteward.
To order: email [email protected] with your shipping address andrequested size. Please note that the XS-L shirts are more of a slim fit. TheXL-XXL sizes fit as normal. All extra proceeds from a 'Comrade' sale goes toour local Goods & Welfare fund for our members facing sudden financialhardship. Local designed. Canadian made. Union printed.
regular $30 / Comrade $40 / Shipping $5
To order: email [email protected] with your shipping address andrequested size. Please note that the XS-L shirts are more of a slim fit. TheXL-XXL sizes fit as normal. All extra proceeds from a 'Comrade' sale goes toour local Goods & Welfare fund for our members facing sudden financialhardship. Local designed. Canadian made. Union printed.
regular $30 / Comrade $40 / Shipping $5
GeneralmembershipmeetingsCupw730edmonton&affiliates
[email protected]>calendarDeadline:march5,noon
Sunday,march7,2021viavideoconference
6:00pm>8:00Pm
MARCHGMM#1:Regularbusiness&RSMCNEGOTIATIONRESOLUTIONS
MARCHGMM#2:URBANNEGOTIATIONRESOLUTIONS
[email protected]>calendarDeadline:march12,noon
Saturday,march13,2021viavideoconference
11:00am>1:00Pm
SEPARATE REGISTRATION REQUIRED FOR EACH GMM
