PRESIDENTIAL PERSPECTIVE

The art of diplomacy is like walking a tightrope; incredible balance is required, and any slip can be catastrophic. Therefore, you need to prepare, make calculated moves and take your time. 

There is an incredible amount of diplomacy required to lead any organization, including a large, strong union like ours. Diplomacy has been a keen emphasis of the Executive as we get closer to refinery bargaining, but it also makes good business sense in the long run. 

The lockout was not a failure of diplomacy by any means; minds were made up. but the future is shaped by the diplomacy of today. 

While it may look like we are playing with our cards face up, we have nothing to hide. We want good labour relations, we want labour peace, and we want a highly successful and profitable workplace where employees are heard, protected and respected. We put the care in career, and we're not bashful about it.

So, instead of spewing a bunch of non-sensical word salad, let me tell you what that looks like in real life.

In the last eight months, we have called or been invited to numerous meetings with government officials from all levels: municipal, provincial and federal. That is inclusive of parties from both sides of the aisle. Specifically, our meeting with the Saskatchewan Minister of Labour & Workplace Labour Jim Reiter where we discussed incoming tariffs, WCB benefits, Bill 5, OH&S carve outs and Anti-Scab legislation has been extremely productive. Our local has been given a seat at the table to champion the issues of labour, which is not insignificant.

It is well-known that our membership would prefer that the union be apolitical, but when governments set legislation (ie, Labour Laws), it is an unavoidable necessary evil. Our involvement in politics has a direct impact on labour relations in our workplace and is good for democracy as a whole. That includes volunteering with political campaigns for labour-friendly candidates. It is within our mandate to promote and protect the issues that directly impact our members and workplace. 

Closer to home, we have biannual RLT Engagement Sessions where the eleven Executive Officers meet all day with our RLT counterparts. The agenda is jointly constructed, with each group having equal input into topics of discussions. Last October, 'Communication' was a big focal point for the Union, as we provided feedback on areas where improvements are required.

We look forward to the next session on March 24th. This forum allows for open dialogue with our leaders and the opportunity to break down barriers that have existed previously. 

These RLT sessions have trickled down to the Shop Steward and Supervisor level. Working with our RLT friends to institute monthly one-on-ones between the Shop Steward and Shop Supervisor with the goal of being proactive in solving shop issues and building relationships at the ground level. This initiative has been well-received, especially in maintenance, where Karl Dahle & Terry Slack deserve credit for rolling this out. 

The idea of building relationships is important, especially at the top levels. The ground-level one-on-ones mimic the quarterly meetings I have had with Jen Stiglitz since taking over. Just having the opportunity to sit down and discuss the many issues, internal and external, facing our refinery is a positive step. Being seen as an important stakeholder in the refinery's success is key to repairing our working relationship. As time goes on, the goal is to continue to combat these negative perceptions of our union beyond Regina and grow the relationship with leadership in Belle Plaine and Saskatoon.

With all the work the Executive is doing to create a positive workplace atmosphere, we are dwarfed by the influence the Company has on the morale of the workforce. We hear all the time from our members about the distrust in FCL financial reporting, management motives, and bargaining strategies. It is not the job of the Executive to quell the feelings of resentment and trepidation that we will wind up locked out again. That rests solely at the feet of the Company. And actions speak louder than words.

In Solidarity,

Richard Exner, President

UNIFOR 594 SCHOLARSHIP RECIPIENT

Every year, up to four scholarships are granted to persons taking full-time post-secondary education at a University or Trade school.

The $1500 scholarship is in memory of Shirley Reynolds. Shirley was on our union executive as the Administration VP when she was tragically killed on May 21, 2003, in a car accident on company time. Three other awards are available to qualifying applicants each year for $1000.

The Finance Committee is proud to announce this year's winner of the Shirley Reynolds Memorial Scholarship for $1500:



Sophia Ranalli

 Sophia, we wish you the best of luck in your future endeavours.

THE RIGHT TO REPRESENTATION: PROTECTING WORKERS' RIGHTS IN THE WORKPLACE

I recently had the opportunity to attend the annual GRJ Law Review, a seminar focused on the year’s most relevant labour law decisions. I was joined by fellow shop stewards Andrew Murray, Wade Schnell, and Tammy Mooney, as well as Andrew Kowalsky from CEC. This seminar gave us valuable insights into the latest developments in labour law. It highlighted some key practices that got me thinking about how to protect our workplace rights better. One important takeaway I wanted to share with you all is the concept of the right to representation—something that can make a significant difference when it comes to protecting ourselves and ensuring fair treatment in the workplace.

In many situations, it’s essential to remember that you have the right to request union representation when certain matters arise. Whether you’re involved in an appraisal meeting, a “fact find” conversation preceding a potential disciplinary meeting, or other significant discussions with management, having a union representative present is your right. A union representative is there to ensure that the process remains fair and transparent, help document the details, and provide support as needed. Their presence also ensures that conversations are focused on the facts and not on any unfair or coercive tactics that may undermine your position.

Documentation plays a crucial role in protecting your interests. Even if a union representative isn’t immediately involved, it’s important to take thorough notes during any meeting where you are discussing issues that could impact your work. This includes things like appraisals, fact-finding meetings, or any situation where your performance, behaviour, or conduct might be discussed. By keeping accurate records of what was said and agreed upon, you are helping to create a clear and reliable record that can be referred back to in the future. This can be vital should there be any need for clarification or if a dispute arises later.

Staying proactive with follow-ups after any meeting or discussion is also important. Whether the next step is scheduling a follow-up meeting, filing a grievance, or seeking further clarification, clear communication and a detailed understanding of the next steps will ensure the process moves forward smoothly. Staying on top of deadlines and actions shows that you take the issue seriously and want to ensure it’s resolved fairly. Working together with your union representative during this time can help guide you through the process and give you peace of mind that you’re not alone in navigating these sometimes challenging situations.

Finally, while the right to representation is a powerful tool for ensuring fairness in the workplace, it’s important to remain aware of any potential issues or tactics that might arise. If you ever feel that your rights are being compromised or that the process is not being handled properly, don’t hesitate to reach out to your union for guidance. We’re here to support each other, and protecting our rights is something we all have a stake in. Whether you’re facing a challenging conversation with management or just want to ensure your rights are being respected, remembering the importance of representation can help protect both your personal interests and the overall integrity of the workplace.

In Solidarity,

Mitch Bloos, Boilerhouse Shop Steward