Kroger Teamsters in Indiana Local 135 have won sweeping contract improvements by mobilizing and uniting members across five different languages.

The agreement ends the longest Kroger contract in Teamster history, a 12-year deal that eroded members’ conditions and rights. Members ratified the contract by over 96%.

That 12-year deal was signed on the brink of Right to Work coming to Indiana. The union’s goal behind the long contract was to try to keep Kroger a closed shop for as long as possible. But it came at a steep cost.  

Warehouse management changed three times in the 12 years, bringing new problems each time. 

The new contract fixes many of those problems. Members won one contract for all job classifications, restored porter jobs that had been contracted out, won new protections against further subcontracting, and secured the right to honor picket lines. 

Members won wage increases of four dollars over less than three years and they’ll be back for more soon. The new contract goes from the longest to the shortest Kroger agreement in the Teamsters. Members will be back at the table to fight for more in just 32 months.

Many Languages, One Union  

Advance planning, unity, open bargaining, and escalating actions were the keys to the successful contract campaign.

To start, shop stewards used bargaining surveys to talk Teamster–to-Teamster, identify common issues, build unity around key demands, and prepare members to get involved.

In April, members took their first action—wearing buttons with the message “Together for a strong contract” in all languages spoken in the warehouse—English, Spanish, Burmese, Chin, and Creole.

Next up was a series of escalating actions. It started right before bargaining began on Memorial Day weekend which is a peak season in grocery.

On most days, members get their equipment before pre-shift and operations can start right on time—or even early—with only one person distributing equipment from one window. 

But for Memorial Day weekend, members agreed that instead of getting their equipment before punching in, they would wait until after pre-shift and get their equipment after they punched in.

It was a small action with a big impact. “The company is used to getting unpaid time from most of us every shift,” said shop steward Mario Martinez. “It adds up to almost 100 hours of unpaid time every day.” 

With roughly 500 members on six different start times and several languages spoken in the warehouse, if the action was going to be successful, communication was key. 

“Our warehouse is very diverse,” said Chief Steward Vince Wilkes. “We held parking lot meetings before our job action to make sure no matter what language you speak, we were all in this together.” 

To make sure the message got out, stewards worked with bilingual members at every start time to communicate across the dominant languages spoken. “Members who haven’t really been active in the union before asked ‘How can I help?’” said Martinez. 

“When bilingual members saw we were having a hard time communicating, they stepped up to help with translation and wanted to be a part of it.”

When it was time for their heaviest shift and there was a long line of members waiting to sign out their equipment, management knew they had a problem on their hands. 

“They opened up the second window, but still only had one person distributing equipment,” said Monika Spears, dock assistant/bus driver steward. “Management was scrambling around because almost every single person waited until they were on the clock to come get their equipment,” said Spears. 

Days after their job action, the bargaining committee was across the table from management. “Members were excited because we were all involved this time,” said Spears.

Open Bargaining

Open bargaining began in late May. All members were welcome and dozens attended negotiations. 

“Management showed no urgency and would disappear to caucus for hours,” said Shop Steward Greg Gorman. “We used that time to strategize.”

As management stalled, Teamster members escalated. They voted by 99% to authorize a strike. 

Days before expiration, with economics on the table, Kroger management faced a packed house of more than 150 members in negotiations. “Our members showed up and let the company know we’re united,” said Wilkes.

With a strike threat looming, the company agreed to the new contract 30 minutes past midnight.

"We went to the warehouse straight from the bargaining table to let the guys know,” said Wilkes. "There were over 100 scabs waiting at the gas station. I told the members, 'Those scabs are gonna be mad as hell they didn’t get a paycheck!'"

Proud to be Teamsters

Mobilizing to win improvements after more than a decade of stagnation has brought renewed pride and unity to the warehouse. 

“All the activity and transparency motivated members to participate,” said Martinez. “This year has been a whole new experience, getting together as stewards and involving members across the unit.” 

“It’s brought the floor together,” said Wilkes. “Members are talking about the union and thanking the negotiating committee. We are more united and informed than ever. Open bargaining has had a huge impact on our shop floor. People are proud to be union, and proud to be Teamsters.”