Every year, the holiday season slowly approaches and it seems like Canada Post always finds a way to get caught with their pants down. Another record delivery year passes, workers are worked to the bone and management sings their own praises – all the while wondering, how did we get through all of this? Well the answers is simple and right in front of you……..THE WORKERS!
Canada Post operates at approximately a 10 to 1 ratio of workers to management. That tells us when evaluating the share of the workload, workers contribute to ninety percent (90%) of the burden. Obviously this does not represent an equal distribution of effort, although I’m sure management will disagree with that statistic. Apart from all of that, this holiday season presented us with the usual pitfalls, however, some new issues have emerged that are a cause for concern. At the Pacific Processing Centre (PPC) and at delivery depots, members worked tirelessly day and night to process mail, packets, and parcels destined to be delivered by Letter Carriers and MSCs into the waiting arms of Canadians. This is also the time of year when expectations are at their highest, as well as the overtime.
We have become accustomed to hearing management utter phrases such as; ‘expectations’, ‘targets’, and ‘solutions’, this year it was a number: 60,000. How did we arrive at this this number exactly? What does it mean? The number is related to the expected amount of parcels to be processed on each of the three (3) rotating shifts at the PPC. By all accounts, it seems Canada Post met this target one time throughout the course of the peak season. Yes that’s right, once! An achievement shamefully celebrated by shift #3 manager Jennifer Gall. Ms. Gall felt it was appropriate to recognize the meager milestone – a target clearly missed considering the initial target of 60,000 per shift, per day – by distributing toques detailing the achievement similar to a sports team winning a championship. Regardless of all of this, workers from shift 1 and 2 where presented a cold shoulder from Ms. Gall, despite the fact they contributed to the success while on pre and post shift overtime. Was this to suggest they had no part to play in this accomplishment, I thought we are all part of the same team? It appears the manager elected to distribute this token reward to perhaps amplify her achievements to her associates and superiors as to suggest a “look at me” attitude.
Arbitrators have ruled that this sort of behaviour is demeaning and a form of discrimination. We are led to believe we all have a role to play in this company’s success. If this in fact is the case, then shouldn’t we recognize everyone equally. This accolade came at a cost, and a big one at that. In typical clandescent fashion, Canada Post failed to address issues regarding health and safety, and working conditions. For example, the health and safety surrounding the conditions of the PPC parking lot and our delivery depots. Again, Canada Post was completely caught off guard by the adverse weather, and as a result treacherous conditions persist throughout this winter season. These conditions were so terrible in some places that they mirrored conditions we would not dare to deliver because of the imminent danger – but we hit 60,000!
Health and Safety representatives were brushed aside when raising concerns regarding the loading/unloading of trailers. The IMSS belt ran around the clock while workers tried to enjoy their break in open filthy rest pods, despite a previous arrangement to turn the system off during break periods. To add insult to injury, rest pods and washrooms were under supplied with soap and paper products. Additionally, Ms. Gall showed us her benevolent side when escorting a worker off the floor and suspending them for two (2) days for viewing a missed call on their cell phone from a family member – but remember we hit 60,000!
As of January 9, 2017, seventy-six (76) trailers filled with overseas packets are sitting in the PPC yard unworked. Some dating back to November, was this intentional or an oversight? Our members are dealt heavy-handed blows of discipline for the smallest of transgressions. If I was a betting man, and I am, I would bet that no one will be held accountable from management for any of the transgressions described in this bulletin.
In the wake of all of this mayhem, the actions of a few have outweighed that of the many. There is nothing wrong with the recognition for a job well done. What is wrong is discriminating against all those involved and praising oneself for the achievements of others. Every worker in some part, contributed to every successful delivery this season, and that is what truly needs to be acknowledged.
In Solidarity,
Chris Zukowsky
1st Vice president
ck/CUPE-3338