When Mary Plagman's doctor put her on a 25-pound weight restriction because of her pregnancy, UPS management informed her that they had no work available for her. As they have done with many other women in her position, UPS forced her off the job and onto leave under the Family and Medical Leave Act (FMLA).

Anticipating the end of her FMLA leave Plagman-Markham planned to go onto disability leave, but now UPS is challenging her ability to get even that limited protection.

Doctor’s Orders

Markham’s doctor put her on restricted work on Dec. 14, 2004 and she filed for disability within 30 days of that date. To prevent her from receiving disability UPS now claims that her disability date was four days earlier, on Dec. 10.

Every day I walk to the time clock to punch in. On the way, I say “hey” to a handful of loaders, sorters, and a few clerks, but rarely a driver. At my shop, solidarity between UPS drivers and part-timers is the biggest and most overlooked issue. Management deserves credit for dividing us. In response, Teamsters must do an even better job of coming together on the shop floor. We may all work at the same hub, and be covered under the same Master Agreement, but UPS has driven a wedge between part-timers and drivers. That wedge is production standards, understaffing and the company’s daily violation of our union contract.

Production Standards Pressure Workers: A Classic Example

Management always tries to get the most work out of the fewest workers. Last week was a classic example. One day the whole supply chain was backed up. The guy I usually load my trailer with was home because of an injury so we were short one. On top of that, the newest package handler was not called in. So we were down two. Of course, that day we were slammed with packages and were 20 minutes late getting the trailer loaded. If the feeder driver is late, he hears about it from the supervisor. These kinds of things happen all the time at my shop, and create a lot of tension between drivers and loaders. What can we do together to confront management and not each other?

Meeting in the parking lot, before or after your shift, is a good way to open up communication between drivers and part-timers. Talk about what it’s like to work under these standards and how supervisors often do bargaining unit work instead of hiring more workers or giving current employees more hours. This is a direct violation of our contract and we should fight it.

Full Time Jobs Mean Union Power

Where are the full-time inside jobs required by the last contract? What is the union doing about it? How do full-time inside jobs benefit drivers? If more part-timers become full-time they will be more involved in the union, making it stronger. Many part-timers view their union dues as little more than a tax. In many locals, that is sadly all they are. With delegate and international elections around the corner, it’s more important than ever to make this an issue so as to find common ground between UPS’ Teamster employees.

Your Grievance Is My Grievance

Imagine if management had to face consequences inside for grievances drivers filed and vice versa. Workers should encourage their stewards to work with each other in filing and presenting grievances—especially when they are about the same issue like supervisors doing bargaining unit work or forcing production standards.

Setting up an informal get-together, even just once a month, will give brothers and sisters a chance to talk about what’s bothering them. When a part-timer becomes a driver is a good time to build bridges between the two sets of workers. Stay in contact and have the new driver speak to other part-timers who are interested in driving. Find out if the new driver is having problems or has filed any grievances. Encourage folks to attend local meetings and especially craft meetings at your local dedicated to UPS, if you have them.

Rallying around new job creation and holding the company to what they’ve promised is a way to both unite the workforce and to improve the quality of our workdays. UPS is a billion dollar company because of the work Teamsters do on the ground every day. But still we hear rumblings about things like the nonunion competition at Fed-Ex and an alternative pension to Central States. If we’re going to fight the concessions pushed by the company and sold to us by union officers who are too cozy with management, then we need a strong, member-driven union united across classifications.

The $1.25 billion acquisition of Overnite Transportation by UPS marks a turning point in the transportation industry and for our Teamsters union.

The largest employer of Teamsters will soon operate an enormous nonunion freight division. And the Teamsters’ worst nemesis in the freight industry, Overnite, will be financially backed by the most profitable transportation company in the world.

UPS-Overnite is the face of the new trucking industry in which all the big players—Yellow-Roadway, FedEx, DHL—are consolidating and positioning themselves to compete as integrated transportation companies.

Nonunion Operations to Grow?
Each of the emerging global giants has both Teamster and nonunion operations, with the exception of FedEx, which is almost entirely nonunion. Left unchecked, the nonunion operations at “Teamster” employers will grow and undermine our bargaining power, job security, and pension plans.

We can’t let that happen.

UPS-Overnite symbolizes the threat posed by the new trucking industry. But just as important, UPS-Overnite gives our union an opportunity to take on that threat and win by organizing the world’s largest integrated parcel-freight-logistics company wall-to-wall.
We have the power to do that at UPS-Overnite, setting the pattern for organizing the other trucking giants—Yellow-Roadway, DHL, and ultimately FedEx.

The stakes have never been higher. If we act decisively, the Teamsters union can reassert ourselves as a major force in the new trucking industry, restoring Teamster power, not as a slogan, but as a source of security for a new generation of Teamsters.


Click on the stories below for more information about the UPS-Overnite deal:

UPS+Overnite = Danger Ahead
What Does it Mean for Freight Teamsters?
New Threats and Opportunities
Now's the Time to Organize Overnite
Teamster Pension Funds Could be Strengthened
DHL: The Next Move?

A long hot summer has been even longer and hotter for the thousands of UPS package car drivers who contend with constant and excessive overtime.

The short-term impact of this problem on Teamsters is tremendous. Weekday family life is nonexistent. Weekends are for recovery. The long-term effects include more injuries, more accidents and difficulty making it to retirement age. TDU spoke with a number of stewards and business agents about this issue and what can be done to protect members.

"Everyone is upset,” according to Des Moines Local 90 steward Todd Hartsell. “We are seeing people who have never filed a grievance filing them now. Standards are being cut, stop counts and overtime are up.”

“Over five hundred grievances have been filed on 9.5 violations in Local 688,” St. Louis steward Gil Clark reported, referring to violations of a rule limiting how often a driver can be forced to work more than 9.5 hours a day. “On paper management says routes are 8.5 hours, but drivers are coming back in with 11 hours day after day.”

The only thing hotter than the issue of overtime is the air coming from the IBT. Hoffa announced at a June meeting that the IBT had a plan. “It almost sounded like an Amway convention,” one BA said of the meeting. “They kept saying that they had a plan and were excited and that they felt positive about getting things done.”

“All we’ve gotten from the IBT is a postcard saying they are going to take it seriously,” Local 89 steward David Thornsberry said. “They’ve got an information gathering form to use, which is fine, but we are way past the stage of needing info. UPS workers know what’s going on. Teamster officials know what’s going on. It’s time for a real plan and action, not surveys.”

The IBT is hinging its approach on the double-time penalty in the contract. Detailed wording was added in 2002 to Article 37 stating that drivers can file grievances whenever they work over 9.5 hours three or more times in a week. Two penalties were set out in the article: double time pay for hours worked over 9.5 and/or adjustment of a driver’s work schedule.

“One problem with this language,” pointed out Local 728 BA Butch Traylor, “is that the penalty is not really that hard on the company. With the penalty kicking in only after 9.5, and taking into account that you already get time and one half for those hours, it works out to maybe $7 a day as penalty, or $35 per week.”

When asked if members in one of the largest UPS locals had ever seen penalty pay, David Thornsberry responded, “We’ve seen it as much as I’ve seen a girlfriend I had back in high school who moved to Canada, and nobody has seen her.”

St. Louis is another location where the IBT is falling short. Members handed officials a powerful weapon by filing over 500 grievances on 9.5. Rather than press for quick action, the local gave UPS a 30-day period to solve the problem. That 30 days will bump right into peak season, when they can disregard overtime limits all over again. (And the local supplement provides the right to strike in certain circumstances—an additional hammer the union is choosing not to use.)

Root Causes
At the same time, Traylor pointed out, “UPS is increasing the stops per car. The number of stops used to be in the 90s, last year it was around 108 and this year 118. That’s about 25 stops extra, that is why we have so much overtime. Even Hoffa has admitted that the company is nearly ten percent understaffed.”

Another factor is the cutting of time allowances. UPS applies production standards even though the contract does not recognize them. The managers plan the routes on those allowances, and when they are cut, routes disappear and more work gets piled on fewer drivers.
“The Albany, Ga., center is a good example,” according to Traylor. “Two years ago there were 44 routes. Now there are 39, even though there is more volume.”

What Can Be done
Despite the IBT’s inaction members have sometimes succeeded in softening the blow of the overtime hammer.

“At the Ashbottom building.” Thornsberry explained, “we started filing tons of grievances. Just recently we got bids put up for four more drivers. A few years ago, we got 20 put on. It takes persistence.”
“To be honest,” Traylor added, “the hassle of dealing with many grievances is perhaps itself a deterrent for management.”

“Lots of members are now filing over 9.5,” Pontiac, Mich., steward Darwin Moore said. “We are getting some relief for the ones who file and even won penalty pay recently in a case that went to the panel in Chicago.

“Really, we should be shooting for an 8.5 hour day,” Traylor said, “with progressive steps to penalize the company. There should be double time after nine hours and triple time over ten hours. And it should kick in automatically, not if you file a grievance.”

This is where the IBT has failed to grasp a great opportunity. The overtime issue bumps directly into larger issues of family life, health for workers and safety for the public. Local unions and rank and file members can take some action on their own, but a national campaign would have the most impact.

UPS management’s compliance with the law protecting workers serving in the military has had its ups and downs. The law is the Uniformed Services Employment and Reemployment Rights Act (USERRA) of 1994. It offers a number of protections, such as the mandate that employers continue to provide medical coverage and that they contribute to pension plans for the period of leave.

USERRA also says that employers must make employees whole upon their return to work in terms of seniority rights they would have exercised during their period of leave.

Cases have come to light showing that UPS management sometimes violates the intent of the law. In a Florida case, management has refused to let an employee exercise his proper seniority rights (which would have put him in the feeder classification). They have also stonewalled on pension credits.

In a Virginia case, management has taken an opposite track on seniority rights – claiming that an employee currently on leave has the right to bid during semi-annual bids, even though he will continue to be on leave and not available to actually fill positions. Neither the USERRA law or the contract provide for this, with USERRA stating that employees can exercise their seniority rights upon return to work.

There have also been reports of UPS delaying payment of pension contributions to pension funds.

If you have information on how UPS is mis-applying the USERRA law, please contact TDU. If you need information on USERRA rights, go to the fact sheet on the TDU website or to www.esgr.com">http://www.esgr.com">www.esgr.com

The UPS contract contains a strong clause to prevent management from undercutting the contract. Article 2, Section 2 states that any changes to regional supplements, rider or addendum are “null and void” if they are not approved by the Joint National Negotiating Committee. But a recent ruling by New England Joint Council 10 officials declares that it is “not possible” to enforce this protection.

Joint Council 10 officials dismissed charges against five New England locals for violating this clause and members’ right to vote. Local 25 members filed charges against locals 25, 42, 191, 340 and 677 after these locals allowed UPS management to establish a Sunday to Thursday work week without premium pay—in direct violation of the New England supplement.

The charges correctly state that these locals violated the IBT Constitution when they agreed to the midcontract changes without a vote of all the members covered by the supplement or the approval of the National Negotiating Committee.

In dismissing the charges, the Joint Council hearing panel argued that, “Since the Joint National Negotiating Committee is only convened at the time the UPS agreement is negotiated, it would not have been possible for [the locals] to have obtained a review by the Committee.” The Joint Council also ruled that the givebacks were “informal” agreements and not subject to committee approval—a loophole big enough to drive a set of doubles through.

In a separate ruling, the NLRB stated that, “It appears from the investigation that the members of the Committee did give tacit and indirect approval to this change.”

Which is it? Did James Hoffa and Ken Hall, the committee co-chairs, approve the givebacks or not? And do Hoffa and Hall agree that the IBT can’t use Article 2, Section 2 to prevent midcontract changes that undercut the contract? UPS Teamsters have a right to know.

Pressure tactics and intimidation are part of UPS management’s tool kit. The pressure may be turned on or off, or be directed at a select few, but it is rarely out of the picture altogether. And there are times when management embarks on serious campaigns of intimidation. Sometimes a center manager who has been transferred into an area for exactly this purpose launches these attacks. They target everyone, trying to stampede drivers into cutting corners to temporarily keep management off their back.

What can be done to defend yourself and your coworkers? Over the years Teamster members have developed their own tool kit for responding to pressure and intimidation.

Cut Corners Today, Pay the Price Tomorrow

Don’t fall into the trap of taking risky short cuts. One of the most effective defenses is something you can do well in advance. Work every day in such a way and at a reasonable pace that you will be able to maintain over the long run, especially while having an OJS ride.

Working through your lunch or off the clock before work or after you punch out on the DIAD will catch up with you. Cutting corners on safety or on methods is also a risky short-term gamble. Short-term survival tactics such as those mentioned will serve to create an unrealistic production standard that you will not be able to maintain through the ups and downs of your career at UPS.

Keep Records

Many UPS Teamsters use the Daily Log Book, available from TDU, to keep track of significant events during their workday that could effect “performance.” A pocket-sized notebook can serve a similar purpose, as could a PDA. If you are able to recall and point to problems beyond your control—traffic tie-ups, weather problems, delays—you will have the ammunition needed to counter management pressure over production.

Safety and Good Work Habits

Pay attention to how UPS says they want you to do your job. Handle over-70 packages strictly according to the rules. Deliver stops in the order set up by the computer, even if it is goofy. If a decision comes up during the day that may cause you delay, communicate it to the mother ship and let them make the decision. Doing it strictly the UPS way is often the best way to protect yourself and will often succeed in getting a manager off your back.

When they want to ride with you tell them to bring a video camera so they can make a training video. Practice, practice, practice, and don’t forget to get your customers into the act. Ask them to let you do your job exactly the way UPS wants it done when you have that special shadow along with you for the day. Ask your customers to communicate with your rider by complimenting on the good job you do or asking the supervisor all the service questions they have been just dying to know.

There is nothing like a good customer who just wants to know everything there is to know about international shipping from your supervisor.

Unity and Education

It is far easier for management to run amok when members are divided or isolated or uninformed about their rights. So it is a must to practice rank and file unity and carry out some basic education for newer members. Whether your local union is behind the effort or not you can:

• Make it a point to have older workers talk to and greet newer workers.
• Hold short parking lot meetings before or after work to talk about issues and strategies.
• Distribute copies of the contract, and the Rank and File Guide to Enforcing the Contract, to members.
• Insist on representation or a coworker witness when called into a meeting by management.
• Hand out information sheets on rights and issues (available from TDU).
• Start a website for sharing information and ideas (members in Denver, Albany, N.Y., and other areas have sites).
• Hold a member rights workshop, sponsored by your local, if they are willing, or with TDU’s help, if they are not.
• Get together often as a group for special occasions or social events. Getting to know each other and concentrating on the things that unite us are a great way to support each other.

These are just a few of the many strategies that can be used to protect against management intimidation.

In 2006 we will be just one year away from the campaign needed to win a new UPS contract. It is not too early to start discussing plans for contract 2008.

In the past several years UPS has mounted an unprecedented attack on working conditions, job security and benefits.

Work hours, stop counts—and injuries—continue to rise. UPS ignores 9.5 contract language that was meant to protect package car drivers. Subcontracting chips away at feeder jobs and the epidemic of supervisors working must be dealt with forcefully.

At the same time, UPS is growing its nonunion divisions, creating a sphere of operations that threatens the security of good Teamster jobs.

Last but far from least, UPS has advanced its plans to attack good Teamster pension benefits. The 2008 contract will be a battleground over the future of retirement security.

We have to be ready for each and every one of these challenges. The fight for safe jobs and good benefits begins now.

When UPS bought Menlo Forwarding it gave our union the chance to bring hundreds of Teamsters under the protection of the UPS Master Agreement. Menlo was a stepchild of the freight contract. Though doing essentially the same work as freight Teamsters, Menlo workers made significantly less and were scattered under local agreements.

Local Agreements Leave Many With Low Wages & Poor Benefits
The good news is that all Menlo (now called CSI) contracts will expire at the same time as the 2002-2008 UPS contract, enhancing bargaining power.

The less than good news is although Menlo/CSI Teamsters now work for highly-profitable United Parcel Service, their wages and conditions will continue to be set by the inferior local contracts.

For example, wages for Menlo workers under one of the best contracts, in Chicago, are just under $21.00 per hour. Wages under other contracts are well below that figure and in some cases ten dollars behind UPS wage rates.

Under the new UPS-CSI Supplement, wages will continue to be set by dozens of local agreements. One result: the number of wage rates at UPS will now balloon even further. Menlo CSI workers will get three-percent annual wage increases. Likewise, benefits will continue to be tied to whatever was in the old local contracts.

There is no catch-up provision to bring lower-paid CSI Teamsters closer to the national contract scale, and no provision to bring all employees into our Teamster plans.

The real battle for parity for Menlo/CSI Teamsters has been postponed and will now take place during the 2008 bargaining.

The $1,000 signing bonus is a bad omen for the 2008 UPS contract. UPS has tried this trick in years past to win approval for substandard agreements.

Danger of Subcontracting
CSI joins the growing constellation of UPS divisions. What exactly is its relationship to the UPS that employs Teamsters? What protections are in place to protect CSI Teamsters from loss of work to nonunion operations? CSI is actually a vendor for UPS Supply Chain Solutions (SCS). One manager referred to CSI as only a “preferred vendor,” which means that SCS is free to switch to others.

This fear is real: the agreement exempts CSI units from protection under subcontracting protections in Articles 1and 32 of the master UPS agreement.

It appears that James Hoffa and Ken Hall have failed to use the power of our union to win strong contract protections for Teamster members and to extend the UPS national contract to new UPS divisions. That challenge lies ahead.

“Over 2,000 new jobs created” the Teamster magazine cover trumpets. Read on and we learn that these jobs came about as a result of the IBT “turning up the heat” on UPS over subcontracting and other violations.

Turning up the heat could be welcome, but is that really the case or is this just because of the International Union election this year? The contract has been in effect for three and a half years, so why has it taken so long?

Members, stewards and officers on the ground know the real story.

“FedEx is kicking UPS’ butt in some corridors,” Kansas City feeder driver Michael Savwoir explained. “This is about improved time in transit, that is where feeder jobs are coming from.”

For some time now UPS has been shifting volume off rail and onto trucks. Rail congestion and delays are one reason for the move. Another reason is the trend within the trucking industry to offer shippers ever-tighter transit time guarantees. A royal battle has resulted, with freight and small package trucking companies competing over this profitable sector of the market.

In Atlanta, UPS is adding 60 feeder positions, most as a result of a shift from rail to truck. UPS is also shifting its feeder network in the Northeast. Work is moving from the Alexandria, Va., rail facility to Parsippany, N.J., where numerous feeder jobs will be created. Providence, R.I., is also picking up feeder positions.

In the Midwest, UPS has added sleeper and mileage runs in the Kansas City area, including a 682-mile turn to Dallas. The Earth City building in St. Louis is getting new mileage runs.

“While hard to track fully, subcontracting is basically the same,” Savwoir said. “Members and stewards in many areas have kept the heat on UPS and the IBT about the problem for years. By getting better at documenting subcontracting, stewards in some areas are winning monetary settlements on grievances. But UPS still subcontracts.”

Some subcontracting grievances have been won, and every victory is welcome. But it will take a lot more of that to end the subcontracting. In some areas UPS is routinely using Mail Contractors of America to move trailers from rail yards to UPS buildings. Grievances are still pending over this contract violation.

Sometimes what is missing tells an important part of the story. A related issue, not mentioned in the Teamster magazine, is how and when UPS plans to integrate nonunion Overnite Transportation into its operation. Trucking analysts note that in the long run, it makes no sense to keep the operations separate. FedEx has been very successful in integrating its freight, package and air operations.

The Teamster leadership needs a plan to bring all UPS divisions into our union.

The growing number of mileage and sleeper runs, and their effect on the whole feeder operation is another issue for the future. UPS has a long-term plan for transforming the way feeder work is done.

Global Warming 2006: UPS Teamsters need to brace themselves for a major warming trend in 2006. Hoffa’s PR machine has started pumping hot air. The forecast for 2006, at least until the IBT election, is for the hot, sticky conditions to continue. The only relief will be an organized and informed Teamster membership.