|
It is a rare occasion that you'll hear me advocate for more meetings, but the Union Executive genuinely looks forward to our biannual meetings with the Refinery Leadership team (RLT). It is the perfect opportunity to engage with organizational leaders about topics that are important to employees and that strive to improve the workplace and relationships.
At the Delta hotel, on March 24th, our two groups got together for the fourth time since these engagement sessions started back in October of 2023. The agendas are shared, allowing both the RLT and Union Executive to converse about issues or topics that are relevant and important to each group. It also shows the commitment to partnership that both sides approach these meetings with an effort to foster better understanding of their respective viewpoints.
Mimicking an activity from a previous engagement session, the group began the day by building a timeline of all the positive and negative events from the last two years. This included positives like the Grievance Backlog Project, including non-maintenance employees in Turnaround and increased RLT engagement. Some of the obvious negatives were the recent injuries and incidents that have occurred on-site. The list also included the looming expiration of our collective agreement and the impact that'll have on the workplace. All in all, both sides acknowledged that while there are positives to highlight, there is still plenty of work to do, especially in the area of workplace safety.
The Company led conversations on Process Safety, OEMS, and updates on other initiatives that are currently in the works before Sleepwell provided a presentation on the latest Pulse survey. The results showed increases across the board that indicate improvements to morale and mental health for both in and out-of-scope employees. The data seems to be trending in the right direction, but as leaders, we cannot be content and must continue to build on the positives that enhance the employee experience.
After a quick lunch, it was time for the Union portion of the agenda. At the last engagement session, the Union used its time to discuss communication, and in March, we built off that theme by focusing on the trust relationship. Effective, transparent communication helps build trust in any interpersonal relationship. And it is just as important in a unionized workplace, especially after the lockout.
Trust was broken, and for some, it remains that way.
The Executive often receives feedback from the membership questioning the motives of every move management makes and how they are 'out to get us'. Given the circumstances, it's not unreasonable or baseless. That being said, there have been leadership changes and efforts by Jen and her team to turn the tide and create a better working relationship with the Executive and all employees. That does take time to cascade down, but we believe the intentions to be genuine.
We've always said the true test of our relationship repair efforts will be the next round of bargaining. The Union is committed to building a connection and agreement with CCRL/FCL that respects the workers and the workplace. Speaking through a third party always dilutes the conversation and brings in an element of hostility, and that is counter-productive at the best of times. We have taken immense steps over the life of our current agreement to improve communication and trust between the leadership groups for the sole purpose of having productive and amicable discussions at the bargaining table in 2026.
If the same groups that meet for these engagement sessions gather around the bargaining table, I have every reason to believe that we could reach a positive outcome. Actions speak louder than words.
In Solidarity
Richard Exner, President
| 
