Presidents Report

We have not been using this form of communication for a long time. During our period of CCAA we relied on mass meetings and our website, even the local media. However times have changed.

We have been overwhelmed with information in the last few months. New Policies and Procedures are appearing in all departments.

This has been confused with various policies downloaded from the net and posted as plant Policy. Be advised that the Health and Safety Committee has in co-operation with Scott Buckiso created a U.S.S. / U.S.W. Policy format to clarify the confusion. These will appear in you department jointly signed by the parties as per the Act to eliminate the confusion.

Traffic Control and Regulations

Also a plant “Traffic Control Regulations” is being posted. These regulations are for the most part unchanged from the previous Regulations with a few exceptions. No Bicycles’ will be allowed on site. To that end security has proposed a bicycles rack will be placed at the front gate to secure the bicycles. The employee will be responsible for transportation from the gate to their respective work area.

Canteen Service

U.S. Steel took control of Stelco on Oct. 31, 2007. Since that time there has been a push to conform to U.S. Steel Policies and Operating Procedures. The first Policy introduced was the cooking equipment. Every department on site had toasters, frying pans, BBQ’s and coffee makers etc. All were removed in one fashion or another. It was not that we were a crew of short order cooks; the equipment was there for a reason. We have virtually no canteen services. We have the catering truck that comes on site daily and the machines in the CMC and BOSC, nothing else exists at this point. We have been discussing enhanced service with U.S. Steel and hope to report back soon.

New Equipment and Personal Protective Equipment

New Equipment / Personal Protective Equipment are being issued by U.S.S. The new equipment is of a high quality, we will see these improvements in the near future as the Health and Safety Committee works through the distribution process.

New Relationships

Since the buyout the Local has been in contact with the Union in Pittsburgh more than in the past. Our collective agreement is up in 2009. However the U.S Locals are up in 2008. We have been invited to meet and observe the American Locals as they prepare for bargaining. The Americans deal as a chain with one master agreement for all steel. Of course conditions in the U.S. are quite different. The U.S. locals bargain for rights and benefits that we already have with the Ontario Health Insurance Plan (O.H.I.P.). The most costly Health Benefit and a major part of their bargaining. The other is worker involvement. Our Basic Agreement was essentially the model of worker involvement presented to the American Locals a number of years ago. It has worked for us in making Lake Erie the best steel plant in North America and a better place to work. However we still have a long way to go and believe there are still huge opportunities. Our Collective Agreement specifically refers to the value of Union input into the decision making process through employee involvement. We have for several years been actively involved in day to day decision making in the operation. It has always been the view of workers at Lake Erie that the people on the shop floor are the experts in what we do and these initiatives should be driven from the shop floor up and we still believe in that philosophy. We need to balance the needs of the operation with the needs of the employees and we can continue to be the best steel plant in North America and beyond. We feel that this is far more productive approach but time will tell.

Bill Ferguson President of Local 8782

Vice Presidents Report

There are so many things to talk about but I will only address a couple for this newsletter. The Company has decided that they don’t believe in the European / Canadian type of labour relations. A relationship that encourages and values input, thinking outside the box, one of cooperation and mutual respect for the betterment of the business. There is no doubt the shareholders own the company. Everyone else is just an employee or representative of the Company. We all come to work to provide a service and strive to do the best we can. All employees have a vested interest in the long term viability of the company for this is what provides for our families and what we rely on to give us a decent standard of living when we are working or when we retire. Such a relationship will only result in an attitude of ownership which will result in a more productive and efficient operation. We have done an excellent job at this in the past which is one of the biggest reasons this plant is one of if not the best operations anywhere.

Whether the topic is Family Day or their obligations under the Collective Agreement with the Business Plan, Continuing Business Improvement, Workforce Revitalization (including the co-op or apprenticeship programs and CSTEC), Contracting Out, unreasonably withholding mutual agreement shift changes, the shoot first and ask questions later discipline, we are being shown that this is a paternal, top driven relationship (which seems to be embraced by many) with little or no input into anything. Let’s take the downturn scheduled overtime and the other schedule changes for example. It’s OK to contract their brains out every day of the week in violation of the collective agreement but when it comes to the times they can contract out within the collective agreement they want to reschedule our people. They can use contractors if required on downturns because this is surge maintenance and we do not object because all of our people are fully utilized. The off shift or weekends they are allowed under the collective agreement for contractors in the case of emergency, environmental or safety if they have been through the call in procedure but again they want to reschedule our people while there will still be contractors in (working Monday – Friday) or work going out everyday doing the day to day work our members should be doing. We have adequate people on the off shift to respond to most jobs anyway. The plant has been run effectively this way for the last 15 years with no negative impact on the operation. There was no rational, this was a we are the boss decision to match the cookie cutter approach to the rest of their operations. No analysis or identifying a defined need. Then when they had the meetings with the Chief Stewards they assigned them to go out and deliver their message. Deliver it yourself. We have Production and Utilities departments that are in need of resources so bad everyone is being stressed out and in some instances the plant is in jeopardy. These decisions are resulting in a workforce that no longer wants to take the initiative or be here any longer than they have to be for their regular shift, this is being conveyed to me every day by our members and the lines at Human Resources for their retirement numbers also show it. People that had thought about staying on for a few more years are looking for the door because we have gone back 30 years where we are just a number on payroll and have no value than to do what we are told. We get paid so do what your told and don’t ask any questions, if you don’t like it here go get a job somewhere else attitude. We have been told that people obviously weren’t doing their jobs if we had only been to arbitration twice in four years and these were because of discharges. “That some things are best left to the grievance procedure” gives a big indication to speak to the willingness to communicate and resolve issues.

It’s unfortunate because many studies have shown and we have shown that you can balance the needs of the operation with the needs of people and this will show on the bottom line of the balance sheet. Something the shareholders can surely relate to.

Mark Talbot Vice President of Local 8782

Health and Safety is Our Main Product

As we made our way through CCAA we worked hard to ensure our profitability as a steel producer. Safety still counted but we were in the business of making hot rolled steel, so we did both, worked safely and made money by making steel low cost per man hours per ton.

Now we have a new owner who has brought Health and Safety to the forefront. Health and Safety has become our main product. Therefore when we come to work we must think safety first. With this in mind we must follow all JSA’s and Health and Safety Policies to the letter. When in doubt talk to your area Health and Safety Rep., Chief Rep. or call the Health and Safety office at 5043 or Tom Jones cell at 905-537-3248.

If you can remember that our product is Health and Safety and our Strength is our three basic rights under the Ontario Health and Safety Act: the right to participate, the right to know (WHMIS) and the right to refuse unsafe work we should be able to stay safe at work and not find ourselves facing discipline for not following proper safety procedures.

Your Health and Safety Committee, Chief Reps. And front line Reps. Are working hard to represent your right to a safe and healthy work environment for all members of USW Local 8782

Grievance Report

“To change and to change for the better are two different things.”

I wish I could understand the changes we are experiencing at Lake Erie Works with our new owners. I know some of the changes that are being made to the company’s 29 year discipline policy and I, like you, do not believe they are for the better! This Union has fought long and hard to get to where we are today and yet we are getting very close to being back to the early 1980’s! Disciplines and discharges are on the rise, moral is next to nil.

Now might be the time to start working smarter! Why don’t we come up with our own change: “No Disciplines on my shift today!” To make this change work we must start using our Stewards and Safety Reps. more. You are allowed a Steward, at your request, when you are receiving written discipline, for assistance in a 1^st or 2^nd step grievance and discharge. Stewards are there to assist you. They are the note takers and your communicators with the Union Hall. They, unlike the company, will investigate your situation and report back to the Grievance Committee. When you ask for Steward representation don’t let your foreman tell you that you don’t need one or they can’t find one get one! Updated Stewards list are supplied to the company for distribution in the plant. If there isn’t a Steward in your mill have your foreman look in another mill! A long standing agreement we have with the company is that each side is represented evenly that is there will be equal numbers at meetings and investigations: one-on-one, two-on-two, etc.

As the Grievance Chair I have not been notified of any changes regarding the discipline procedures in our plant. We still use progressive discipline, all Bargaining Unit employees will be treated the same and we must all be aware of all company policies and procedures.

To Shop or not to Shop?

That is my question to you.

How many of you have gone to a bargain store or dollar store to purchase the small toys, party favours, cups, bibs, or just a quick little present for a child or grandchild? Probably a large number of you. I know I have. A large portion of these items are made overseas. Did you ever wonder why these products are priced so cheap?

Companies move their plants overseas because they have lower labour costs and material costs. This is because they lack legislation for processing and product ingredients that we had put in place to protect our children, our grandchildren and our families.

Some of them exploit 3^rd world workers by inhumane treatment knowing they just want to work towards a better life.

The more manufacturing jobs lost, the higher the safety risk for our families.

Since the relocation of Goodyear and firestone the safety issues we have seen a dramatic increase in accidents caused by defective tires.

Since Mattel uses overseas manufacturers some of our children’s toys have been tested and found to have up to 4500 times the legal limit of lead.

The Consumer Product Safety Commission (CPSC) from the U.S. tested some Halloween novelty items;

Frankenstein cup – 39 000 ppm lead

Witch candy basket – 21 000 ppm lead

Skull candy bucket – 2 700 ppm lead

Acceptable limit in the US is 0.600 ppm.

Lead poisoning causes serious health problems especially in children in their developing nervous systems and brains. Small amounts even dust can cause problems and possibly death.

Having more inspectors for imports is not the solution. We need our manufacturing jobs brought back to our country where they belong, but at the same time help workers in developing countries keep the right to a fair wage and treatment.

It’s a very fine line.

Do we boycott Wal-Mart, Hanes products, K-mart, Firestone, Goodyear, Mattel, Nike etc because there have been evidence of exploitation of workers and subpar materials in the name of profit at the expense of humanity?

If we stop buying these products will it allow workers in developing countries to win the rights for a fair wage?

Do we keep buying products and shopping at stores to help keep those workers earning some money but at the same time cause the Canadian whom had that same job last year to have to get a second minimum wage job?

I will not dictate your choices. I will only give you something to think about.

My choice is Bring our manufacturing jobs back and protect the ones we have but at the same time support and educate workers in developing countries.

Yes I will have my cake and eat it too!

Donna Wingrove

Co-Chair Women’s Committee

For more information on ‘Get the Lead out’ campaign visit usw.ca, women’s committee link.

For more information of products and manufactures visit www.usw.ca or www.usw.com for links.

Retirees Report

We are currently in the process of updating the list of Retirees. If a member has relevant information to updating of the list please get in touch with us either by e-mail: retirees@uswa8782.com or phone 519-587-2000 ext. 229. We are usually at the hall on Wednesdays from 9:30 a.m. – 12:00 p.m.

Also to the Stewards in all departments, please let us know of any upcoming retirements in their respective departments so we can make the necessary arrangements regarding the presentation of the Union Jacket etc. Thank you!

On a sad note we extend our sympathies to the Families of Brother Mike Smitson and Brother Paul Dale. Mike passed away suddenly at the age of 51. Mike worked in the Iron Making Area. Paul passed away after a long battle with cancer at the age of 61. Paul worked in the Steelmaking Area. Both will be sadly missed by all.

Of special note due to the overwhelming workload involved with retirement obligations at the Union Hall, Bill and I are fortunate to be able to add a new name to the staff. Phil Maddocks will be a positive influence to our cause. Welcome aboard Phil.

In Solidarity,

Bill Talbot

John (Reb) Felker

*You know you are old when you are tired and you hurt all over and you have not done anything yet!

Ways and Means

An idea was conceived, back in early 2006 by a newly elected member of the executive of Local 8782 of the United Steel Workers of America, that there needed to be a way that we could financially assist temporarily needy members of our local. This after he had witnessed the executive being approached by members for financial assistance from the union during periods when they were off work. At the time all that could be offered was a collection raised among the executive members. There was nothing established in the unions constitution to address these requests. The idea had merit but the local union could not formally involve themselves in such a venture. It was decided that a committee be formed and so in early 2007 some non-executive members were called upon to head up the process.

People with similar vision were asked to join this committee to help in such areas as: setting guide lines as to who could qualify and what kinds of financial assistance would be considered, how would we raise funds to meet these needs, and so on. It was understood that this was a not for profit group and all members would work on a volunteer basis leaving any and all moneys raised for the sole purpose of fulfilling the parameters set out by this committee. These funds were not to be considered for the local’s operating expenses but strictly separate and under the control of the members of the committee.

The members met several times over the following months and decided on the name “Ways & Means Committee” with Mark Fletcher chairing the meetings. As we could not be considered a registered charity, we needed to raise money through donations and fundraising

We started with two raffles, one prize being a “Well Stocked Bar Fridge” the other prize, 50% of the money collected through the sale of tickets. Most of the support for these raffles was garnered from the rank and file of Local 8782 which inspired our slogan: “Workers Helping Workers”

With the proceeds from these draws we established an account at the CIBC bank in Jarvis with signing power given to two of three people: Terry McKinnon, Bryan Kennedy, and or Paul Coutts. With a mission statement, a set of principles and guidelines drawn up, a form for applying for assistance made up, and a small start to a bank account we are well on the road to seeing the original idea come to fruition. We are always looking for people who are interested in this worthwhile cause to commit some time to help in any way they can. Our present committee is made up of: Mark Fletcher, Bryan Kennedy, JP Grant, Randy Graham, Paul Coutts, Terry McKinnon, Donna Wingrove, Reb Felker (retiree rep.). If you have any inquiries, or would like to get involved, contact any one of these dedicated people and they‘ll be more than glad to help you.

Paul Coutts Trustee Ways and Means Committee