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October 29, Auto Parts Workers Rally Across Ontario CAW members in more than auto parts workplaces took part in a series of lunchtime demonstrations outside their plants during Modeling and analysis of the toyota hybrid system essay province-wide day of action on October The protest was the culmination of months of planning and involved 15, workers across Ontario.
Parts workers called for a stop to the downward pressure on working conditions, employer demands for severe contract give-backs and demanded greater respect for work ownership, including the right to follow work in the event it is relocated to other facilities — with the collective agreement in tact.
CAW President Ken Lewenza told a crowd of demonstrators in the parking lot of Burlington Technologies that cutting the wages and benefits of workers will not solve the uncertainty facing the parts industry.
Lewenza highlighted that demands on parts workers for concessions are not limited to unionized shops, as non-unionized workers often face much more severe cutbacks. In Canada, approximately 20, parts workers are union members while about 40, to 45, are not. Lewenza urged government to introduce fairer unionization legislation, which would see card check certification reinstated in the province.
He also lambasted the government for allowing employers to use replacement workers during labour disputes and touched on the need to introduce fair severance and bankruptcy legislation.
This large-scale effort organized under the campaign Auto Parts Workers United, also included a massive outreach effort to non-unionized parts workers, including those employed by Magna. For more information on the campaign or the Day of Action, please visit: In the statement, passed on October 15, the union expresses its grave concern about the bullying of LGBT teens and urges renewed vigilance against all forms of bullying, including jokes, slurs, harassment, threats and any form of violent behaviour.
We must keep up this fight until each and every one of us can enjoy equal liberty, mobility and respect, to live openly with our families and loved ones in dignity. The union is in first contract negotiations with McIntosh, Air Cab and Aaroport, after being certified as the official bargaining agent in early February.
All three companies are owned by the same individual. The drivers are represented by CAW Local The union is attempting to end a number of unethical practices such as drivers being forced to purchase both their car and insurance from the company owner at a marked up price.
The simulations suggest an incremental loss of between 28, andCanadian jobs. A free trade agreement would make that imbalance worse, Stanford argues. The report comes on the heels of a fifth round of Canada-EU trade talks in Ottawa, which wrapped up on October 22, and the first major public demonstration against the trade deal.
Demonstrations are being held at more than workplaces in Ontario including Toronto, Windsor and Brampton. The union says companies are demanding concessions despite the fact the industry is expected to turn a profit next year, according to a report by the Conference Board of Canada in August.
Union leaders say auto-parts workers are not prepared to give up more of their wages and benefits, or accept a proposed two-tier wage system for new hires. Corporate directors have choices, though: Or they can stand up, do their jobs and force a change in direction by hiring someone who will lead the change, and then back him up.
They understood that the revolving executive doors atop the Glass House left them with few viable inside candidates to replace Bill Ford, that the company needed a CEO hardened by tough industrial restructuring, that the new guy would need billions of dollars to finance a turnaround certain to include cutting jobs, jettisoning brands and shaking the company to its core.
They faced what their rivals at then-General Motors Corp. Which is why Ford is on track to be one of the greatest industrial turnarounds this country has ever seen and GM is doing it the harder way. GM gutted through bankruptcy and emerged as a ward of the federal government.
It is preparing to launch an initial public offering, led by its fourth CEO in less than two years. In 10 years, this could all be gone.
In each case, the outsider gone inside voiced conclusions echoing those from critical employees, outside analysts and media hacks who were routinely dismissed by company officials.
And in each case, the directors backed the new guy because they knew he was right — Ford had to change or it would die. They approved his once-unthinkable moves, funded product plans and backed his management team assembled mostly from longtime Ford hands.
All of which put Ford more squarely on a road to a sustainable and profitable recovery, the kind of result that many inside and outside the Detroit automotive bubble could be excused for thinking they would never see. And a pillar of the American auto industry can legitimately claim that reports of its death were premature.
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