This union is very focused on the longshore contract, its negotiations and administration. And for good reason. The Longshore Division is the backbone of the ILWU, the source of its strength, longevity and prosperity.

But the union’s warehouse locals, especially those in California (Locals 6, 17 and 26) negotiate and regularly mobilize to enforce dozens of different collective bargaining agreements. That challenge is all the more daunting since they have to do it with far fewer resources than their flush sister longshore locals. How they accomplish all they do is a tribute to their ILWU spirit of determination and savvy.

In this issue we report on several of the recent contracts Northern California Local 6 has wrested from less than willing employers. Each one of them is a remarkable achievement, demonstrating some shrewd negotiating skills and inspiring solidarity. And each one has made notable gains, especially impressive in the current concessionary atmosphere unions across the U.S. and Canada are facing.

Take the case of the Bayer Healthcare workers (see page 5). More that 550 ILWU workers operate this facility that manufactures blood-clotting agents for hemophiliacs. The unit’s one contract covers them all, from lab technicians to janitors. The employer aimed to whittle away at the unit, trying to peel off the janitors in this round. The employer’s first proposal included outsourcing the janitors’ work altogether. When that didn’t fly, the next offer contained huge wage cuts for the janitors and bonuses for everyone else if they accepted the deal.

But the unit would have none of it and soundly voted down that contract. Facing an undividable group, the employer finally relented.

The workers at Republic Services, a landfill operation in the East Bay, knew they were being under-compensated compared to other union workers at similar facilities nearby (see page 6). So 15 of the 16 workers signed and presented a petition to their employer requesting Local 6 represent them and bargain a new contract. When the employer refused, they took action, walked out and shut the place down. Soon they had talks and eventually a new contract bringing them up to industry standards.

The workers at Recycle America faced a familiar problem (see page 6). The recycling processing industry is relatively new—not to mention labor intensive, dirty and dangerous—and minimal organizing has been done in it. So wages are low and conditions poor, and workers face employers getting local government contracts based on lowest bids.

But the workers at this East Bay facility threatened to strike if their employer didn’t end the two-tier wage system. They also demanded and got not only significant raises, but a new pension plan while maintaining their health coverage.

It’s not hard to see the recurring formula in these success stories. Difficulties are overcome as the workers themselves understand what they need and, with the help of experienced local leaders, stay solidly together and present a unified force the employers can’t break.

—Steve Stallone
               Editor