Volume 26 | Issue 4 | April 2026

IN THIS ISSUE:

Turnaround 2026

Contracting In

Union Trends

Shutdown Shaker

Last Laugh

EFAP

New Members

EXECUTIVE

President:

Richard Exner

Recording Secretary:

Tasha Lang

Treasurer:

Kaleena Baulin

Negotiating Chairperson:

Avery Riche

Maintenance V.P.:

Karl Dahle

Process V.P.:

Wade Schnell

Administration V.P.:

Ellen Foley

PDD V.P.:

Jamie Wolf

Chief Shop Steward:

Kurt Haakensen

Information Officer:

Andrea Jordan

Maint V.P. Assistant (temp):

Garth Wendel

Sergeant at Arms:

Brandon Mang

Women's Advocate:

Lisa Taman

Ethanol Unit Chair:

Evan Heisler

Ethanol Chief Shop Steward: Andrew Kowalsky

Trustees:

Amy Wisniewski 

Anton Skulski

Charles Brittner

Elections Committee:

Mike Neigum

Sheena Rivett

Neil Helfrick

TURNAROUND 2026: FROM THE VPS

As we move into another turnaround season, there’s a sense of familiarity that comes with it. Every year it arrives with the same intensity. More people on site, more moving parts, tighter timelines, and higher expectations. It’s a demanding period, but it’s also when the strength of our workforce is most visible.

 

Turnaround is where planning meets reality. No matter how much preparation goes into it, success ultimately depends on the people executing the work. Our members bring the experience, the judgment, and the understanding of CRC that simply can’t be replicated. That knowledge is what keeps work moving safely and efficiently when conditions inevitably change. We will once again be working alongside a large contractor presence, which brings challenges such as congestion, communication gaps, and varying levels of familiarity with our site.

 

That environment reinforces the importance of what we do. Our role is not just to complete tasks, but to provide the awareness, oversight, and leadership that ensures the job is done right. Looking out for hazards, asking questions, and stepping in when something doesn’t seem right are all part of that responsibility. The value of our membership remains constant, and the experience across Process, Maintenance, and support roles is what ties everything together and makes success possible.

 

Safety during turnaround always needs to be front of mind, but it goes beyond the physical risks. Fatigue, long hours, and changing schedules can take a toll. Staying sharp, recognizing limits, and watching out for each other are just as critical as any procedure or permit. A safe turnaround is not just about avoiding incidents. It is about making sure everyone goes home in the same condition they arrived.

 

Turnaround is never easy. It asks a lot from all of us. Time away from family, long shifts, and working in a high-pressure environment. But it is also an opportunity to demonstrate what we already know. Unifor 594 delivers. Not because we are asked to prove it, but because it is what we do every day. As we head into this year’s turnaround, stay focused, take care of yourselves and each other, and do not lose sight of the bigger picture. The work we do matters to the refinery, to the community, and to the people counting on us at home. Let’s get through it safely and successfully.

 

In Solidarity, Wade Schnell, Process VP

As we kick off this year's turnaround, it is vital to recognize that this remains the single most significant maintenance event on our annual calendar. This period demands an intense level of focus and coordination, particularly for the maintenance department as we spearhead the bulk of the critical work within Section 2, while maintaining a lighter footprint in Section 3. From the union’s perspective, our primary mandate throughout this execution is clear: safety must remain the absolute top priority. No task is so urgent that it justifies compromising the well-being of our members. By pairing this commitment to safety with our trademark high-quality workmanship, we ensure that every repair and upgrade is built to last, keeping the refinery running reliably until the next maintenance outage. Let’s look out for one another and take pride in the essential work we do.


Furthermore, we need to be exceptionally cognitive and alert as our site population swells with an additional 1,000 personnel. Increased site density means more moving parts, more congestion, and a higher potential for incidents.Watch out for your brothers and sisters, keep your head on a swivel, and let’s ensure that our reputation for high-quality work is matched by an unblemished safety record.


In Solidarity, Karl Dahle, Maintenance VP

SHOP STEWARDS

Administration:

Vacant

Boilerhouse:

Debbie Bourassa &

Mitch Bloos

Building Maintenance:

Garth Wendel

Construction:

Robin Bourassa

Decokers:

Sam Seibel

Electrical:

Cory Yanko

Fire & Safety:

Ryan Schillingford

Information Technology:

Chimobi Onugha

Inspection:

Shane Thompson

Instrumentation:

Dave Mushynsky &

Jaret McCloy & Chris Szala

Insulators:

Brandon Mang

& Shawn Freestone

Lab:

Colin Kuntz & Andrew Sies

Mechanics:

Karter Diewold

& David George

MRP: Jeff Folk

PDD Loading: Kevin Reis

PDD Dispatch:

Tammy Mooney

Pipefitters:

Dan Ross

Pumpers:

Ryan Dzioba

& Aaron Marshall

Scaffolders:

Nelson Wagman

Section IA:

George Brailean

Section IB:

Charles Brittner

Section II:

Jason Sharp

Section III:

Jaret Delamare

Section IV:

Cam Parisien

Section V:

Andrew Murray & Curtis Kerr

Stores:

Nathan Fafard

Welders:

John Monastyrski

WHY CONTRACTING IN COSTS US ALL

We all know the company wants to replace us with contractors whenever possible as a way "to reduce costs". But that's a myth; the cost savings are not as advertised. One good example of this is when Management and HR bring in outside rig welders to perform work that belongs to the bargaining unit, rather than hiring permanent employees or temp construction section workers.

 

During a temporary high-workload period, the Company has a clear path to hire additional help through our Construction Section (LOU 57). Instead, they are choosing to contract in using third-party welding rigs. Contracting in occurs when the company hires contractors into our maintenance shop to work alongside bargaining unit employees, performing the same work under the same supervision and utilizing the same materials and equipment. Many arbitral decisions all emphasize that contracting in is "inherently destructive to the bargaining relationship" and "generally contrary to the obligations undertaken by the employer in a collective agreement" (UFCW 1400 v Affinity Credit Union, 2019). Contracting in is primarily used to phase out union workers, which is why it is not permitted in our CBA. Here is how the reported numbers break down:

Keep in mind that because our collective agreement does not allow contracting in, we have filed a grievance whenever it has occurred. So you need to include the additional labour relations costs of grievances and arbitration (which can be north of $60,000/occurrence) to the contractor column as well.

 

Why This Matters to Every Member

 

1. The "Turnaround" Loophole is Being Abused: The CBA provides a window for extra help starting April 15. However, these rig welders were brought in at the beginning of February. They have been here for two months outside of the Turnaround window, performing work that belongs to 594 and used to backfill shop vacation that should be done by our members or through the proper Construction Section channels.

 

2. Doing "Our" Work for More Money: These contractors aren't just here for the turnaround; they are integrated into the shop, doing routine maintenance at all times of the year. They are making $120 an hour plus a massive tax-free daily sub to do the same jobs as we do. This creates a "two-tier" shop floor that devalues our journeyman status and degrades the bargaining unit.

 

3. Lost Dues for the Local: When a welder is hired through our Construction Section, they pay Union dues directly to the local, and the work stays with 594. Union dues are used to pay legal expenses, service the membership, & support community events & organizations. By circumventing the CBA, the company is starving the Union of resources and giving away bargaining unit work.

 

4. The Threat of Displacement: If the company is allowed to just use contractors to backfill the Weld Shop, or any shop, using outside contractors for routine maintenance, there will be no growth or maintenance of our bargaining unit complement going forward. This is the definition of displacement.


5. Care Level: Generally speaking, contractors are on site for a specified purpose, project or job. There is a presumed end date to their contract with the Refinery. So, the longer the job takes, the more money and security they are entitled to. That's why we see reduced work performance and projects constantly delayed. Permanent employees have a vested interest in the long-term success of the Refinery and therefore work harder and faster because they are incentivized to complete the work.

 

Our Position: The Union’s position is clear: If there is maintenance work to be done, it belongs to the members of Unifor Local 594. The company has the ability to hire unionized workers through the Construction Section and in the Weld Shop, simply rent their rigs—ensuring the work stays "Union" and dues are paid.

 

By choosing to spend tens of thousands of dollars on outsiders, Management is showing a total lack of respect for our Collective Agreement and our membership. This is something we need to fight at every level to ensure our jurisdiction and agreement are protected.

 

In Solidarity, Karl Dahle, Maintenance VP

UNION TRENDS

Across Canada, the labour movement is experiencing a renewed wave of activity. After years where unions were often forced onto the defensive, workers are pushing back against rising costs, changing workplaces, and power imbalance.


From new labour laws to high-profile strikes and emerging legal battles, the past few years have produced important developments that could shape bargaining tables across the country—including right here in Saskatchewan. These are five developments every union member should have on their radar:


Anti-Scab Laws Are Finally Expanding: For decades, one of the biggest frustrations for unions during a strike or lockout was the use of replacement workers, commonly called “scabs.” When employers could continue operating with replacement labour, it weakened workers' leverage; that’s beginning to change.


In 2025, the federal government implemented legislation banning the use of replacement workers in federally regulated industries such as airlines, railways, telecommunications and ports. The change followed decades of lobbying by Canada’s labour movement. While this legislation would not apply to us at the Co-op Refinery, it is widely seen as a major step forward in restoring some balance to the worker-employer relationship.


We have seen Manitoba recently pass provincial anti-scab legislation to align with BC and Quebec. And labour organizations across Canada are pushing for similar protections in the other seven provinces, arguing that meaningful collective bargaining requires employers to negotiate rather than simply operate through a labour disruption.


Workers Are Winning Long, Tough Fights: Persistence is still one of the labour movement’s greatest strengths. Hotel workers at the Radisson Blu near Vancouver International Airport recently ended what became the longest strike in Canadian history, 1,411 days. The dispute began during the pandemic after layoffs, despite the hotel operating as a quarantine facility. After nearly four years on the picket line, workers secured a new agreement that included:

·       Higher wages

·       Improved medical benefits

·       Stronger job-security protections

·       Recall rights based on seniority


The victory became a powerful reminder that solidarity and persistence can still produce results, even in extremely difficult disputes.


Unifor made history in 2025 when workers at an Amazon fulfillment centre in Delta, B.C., won union certification after the B.C. The Labour Relations Board ruled the company had interfered with the organizing drive. The decision automatically certified the union, allowing workers to begin negotiating their first collective agreement with Amazon. The victory marked one of the first successful Amazon warehouse union drives in Canada, showing that even one of the world’s largest corporations can be organized when workers stand together.


Unions Are Challenging “Unpaid Work”: Another growing focus for unions is work that employers expect employees to perform without compensation. In many industries, workers are required to perform duties before or after their scheduled shifts, everything from safety checks and paperwork to preparing equipment or assisting customers.


A major example came when flight attendants pushed to be paid for time spent boarding passengers and performing duties on the ground, work that historically went unpaid. Their dispute helped bring national attention to the issue and resulted in new compensation provisions recognizing that work is work, whether it happens in the air or on the ground. Across multiple sectors, unions are now pushing to ensure that every hour worked is properly compensated.


Governments and Unions Are Clashing Over the Right to Strike: Another major trend in recent years is the growing tension between unions and governments over the use of back-to-work legislation and strike intervention.  When major industries face labour disruptions, governments sometimes step in and force disputes into arbitration or order workers back to work. Labour organizations argue that these interventions undermine collective bargaining by removing the leverage workers need to negotiate fair agreements.


These cases are currently moving through the federal court system, but many legal observers believe they could eventually reach the Supreme Court of Canada, where judges would be asked to clarify how far governments can go when intervening in labour disputes. The outcome could have major implications for unions across the country by determining:

·     when governments can force workers back to work

·     how strong the constitutional right to strike truly is

·     how much leverage unions have in difficult negotiations.


Unions Are Building Broader Solidarity: Another encouraging development is stronger cooperation across unions and sectors. Labour federations and coalitions across the country have been coordinating support during major disputes, organizing boycotts, public campaigns and cross-union solidarity actions.


The idea is simple: when workers stand alone, employers often hold the advantage. But when unions support each other across industries, they can apply far greater pressure.

This renewed focus on solidarity echoes the roots of Canada’s labour movement, where collective action helped secure many of the rights workers rely on today.


What This Means for Workers

The labour movement is not dying. Unionism is only getting stronger as workers realize their value and no longer settle for scraps. It is only reasonable to expect our fair share of our company’s success.


Every gain, whether achieved through bargaining, collective action, legislation or the courts, helps set a precedent that other workers can build on.m The strength of any union ultimately comes down to the same principle that has powered the labour movement for generations: an injury to one is an injury to all, and a victory for one is a victory for all.


In Solidarity, Richard Exner, President

SHUTDOWN SHAKER

The Unifor 594 Social Committee is in the process of planning the 2026 Shutdown Shaker, while they are busy at the plant assisting with Turnaround.


Keep an eye out for more information soon!

LAST LAUGH

Employee & Family Assistance Program


The Employee & Family Assistance Program (EFAP) is through Homewood Health and is available 24/7/365.

Call 1-800-663-1142 or reach out to a trusted confident, friend or co-worker if you aren't feeling like yourself.



** NEW MEMBERS ** 

For any new members, or if you know of new members not receiving Union Communications please talk to your Shop Steward or e-mail: info@unifor594.com