At Sponsored by Supervisors Working, we are committed to empowering union employees by re-educating them about their rights and the rules their employers are obligated to follow. Funded entirely through reclaimed grievance funds, our mission is to inform, support, and guide workers in understanding the grievance process, the importance of holding employers accountable, and the value of standing together for fairness and equity in the workplace. Through education and advocacy, we aim to create a culture of awareness, integrity, and justice for all union employees.
the secretary
I can answer most of your union questions. Just click the link below. It's always a good idea to conform the results with your shop steward.
union facts everyone should know
The most important information in the union contract
Sort Rider Agreement
This section of the union agreement covers employee rights, seniority rules, grievance handling, workplace safety, job bidding, rest breaks, time clocks, and supervisor limitations. It outlines full-time work rules, wage progression, and overtime assignment while ensuring fair procedures for discipline, grievance resolution, and labor-management committee functions.
Master UPS Agreement
This section covers union operations, workplace conditions, employee rights, and management relations. It addresses supervision, discipline, paid time, technology, discrimination protections, and union activity. Guidelines for full-time and part-time employees, posting requirements, and package identification are included to ensure clear workplace policies and responsibilities for both employees and management.
grievance Form 101
We break down the form in sections and explain everything you need to fill one out, step by step. Along with how to get and turn it in grievance forms.
download Grievance forms
Grievance forms you can fill out on your phone. templets and fresh copies available
If you learn how to use this website, you can fill out all your grievance forms in a minute. Just download a premade grievance form, then upload it to the website.
SUPERVISORS WORKING INFORMATION
Everything you need to know about supervisors working
WHAT TO DO IF YOU SEE A SUPERVISOR WORKING
Step by step guide on filing a supervisor working grievance
Egress information
Great information on egress and why it's important.
damaged rollers information
Working with defective rollers is bad for you and the employer. More information on why it's important.
Production Standards
Great information on production standards
California rest period laws
Laws the employer must fallow regarding your rest period
UNITED PARCEL SERVICE INFORMATION
Propper procedures, methods, and other great facts.
osha 101
Great OSHA rules and laws that protect and improve the health and safety of employees.
Download the teamster local 70 app
Another great place for employees to download, file and turn in forms.
frequently asked questions
What's the best method i can use to fill out grievance forms?
How much money can i make if i file a supervisor working grievance?
How do i use the "fill and sign" website to fill in my forms?
If I'm being called in the office, what should i know first?
Is my supervisor aloud to clocking me out before the end of my shift?
What do i do if i got kicked off my shift while they let lower seniority employees stay later?
What are the basic requirements for rest periods under California law?
Must the rest periods always be in the middle of each four-hour work period?
What it the Comprehensive Health and Safety Process for UPS?
Any questions you have, more people probably have a similar question. Feel free to leave a question in the contact below.
contact us
THE Opinions Shared on this website Are OUR 0WN AND DO NOT NECESSARILY REPRESENT the EMPLOYER'S POSITIONS, STRATEGIES, OR OPINIONS. ALL VIEWS SHARED Are Protected Under the NATIONAL LABOR RELATIONS ACT
are your Supervisors working?
Union contract information
The Employer agrees that the function of supervisors is the supervision of employees and not the performance of the work of the employees they supervise.
Supervisors will not perform the work of the employees they supervise except during training, demonstration, and safety education.
Supervisors will not perform Union member’s work until all reasonable efforts have been exhausted to have the work covered by Union employees of United Parcel Service.
It's the responsibility of the employer to have a sufficient number of employees on roll to cover the work.
Supervisors or other employees of the Employer who are not members of the bargaining unit shall not perform bargaining unit work in preparing the work areas before the start of the Employer’s hub, preload or reload operation, nor shall the Employer send any bargaining unit employee home and then have such employee’s work performed by a supervisor or other employees of the Employer who are not a member of the bargaining unit.
6) When additional employees are necessary to complete the Employer’s operations on any shift or within any classification, the supervisor shall exhaust all established local practices to first use bargaining unit employees including where applicable, double shifting, early call-in, and overtime.
"Why Do Supervisors Perform Union Work?"
Supervisors are not supposed to perform the work of the employees they supervise. The union contract clearly states that supervisors should only do bargaining unit work under specific conditions, such as training, safety demonstrations, or emergencies. Despite this, supervisors sometimes still perform union work. Here are the most common reasons why:
Insufficient Staffing
The company does not have enough employees scheduled to cover the workload.
The employer sends workers home early, only to "realize" more help is needed later. Usually its deliberately done at the expense of the employee.
Lack of Accountability
Supervisors assume no one is watching or willing to file a grievance.
Employees may be unaware of their rights or hesitant to challenge supervisors.
Pressure from Upper Management
A higher-level manager may instruct the supervisor to work.
The supervisor wants to make their area look more productive to gain favor with management.
Personal Convenience
Some supervisors work out of boredom when they have no other tasks to do.
In cold weather, they may choose to work just to stay warm.
Incentives and Bonuses
Some supervisors receive rewards (such as food, company clothing, or bonuses) for high productivity—rewards that should be given to union employees instead.
sovereign supervisor
Sometimes supervisors think the rules don't apply to them because no one ever holds the accountable. These supervisors also break safety rules regularly.
Lack of Knowledge
Some newer supervisors may not fully understand that they are not allowed to perform union work. This is a very unlikely situation that rarely happens.
Legitimate Safety Situations
In rare cases, a supervisor may have to step in to enforce or restore safe working conditions, such as clearing blocked emergency exits. We usually never grievance in this situation.
No matter the reason, supervisors working is a violation of the contract and essentially takes money out of employees' pockets. The union has strict rules against it because it undermines job security and fair wages. While stopping it completely may be impossible, employees can control it by holding supervisors accountable and filing grievances when they see violations. When supervisors perform union work without consequences, they will continue to do so. The responsibility falls on union employees to stand up for their rights and protect their jobs.
IF you ask them "why are you working?"
ask the fallowing fallow up questions for your notes.
"Are you training someone?"supervisors shall not perform any bargaining unit work, except to train employees or demonstrate safety
IF no, What part of the shift is it? BEFORE or DURING/AFTER
*IF before
"Did you call any seniority employees to come in early?"
"Are we on plan today based on the operations report?"
*IF during/after
"Did you give out any RTOs?"
"Did you call anyone in to double shift?"
"Anyone sent home early?"
"Anyone offered a chance to keep working?"
"Are we on plan today based on the operations report?"
*If management asks you to go back to work, just say "I am fulfilling my contractual obligation by trying to talk to you before filing a grievance."
YouTube videos
Filing on Supervisors
Dustin & Dave, hosts of the Worker Power Hour podcast & Teamster shop stewards, explain the supervisor's working clause in the UPS contract, why its important, how to file the grievance, and tips for building union power on the shop floor!
Make UPS Pay for Supervisors Working
Supervisors aren’t helping when they do bargaining unit work–they’re taking money out of your pocket. Whenever supervisors work, a union member loses their chance to get hours.There are winning tactics to stop supervisors working and make UPS pay for violations. We cover them in this webinar!
Reality Check Episode 6: Supervisors Working
We Discuss the issues surrounding supervisors working and filling on them when they do.
Think about it...
You wouldn't let a referee score points in a game. That's not his job to "help" out.
You won’t let a landlord live in your apartment for free because he's "helping" you fill space. That's your space.
You won’t let a food manager take tips from your waiter, so they can "help" them spend it faster.
If you're going swimming, You won’t let a lifeguard swim laps for you, to "help" you exercise faster?
You won’t let a teacher take a test for a student, so they can finish quicker?
You won’t let your waiter at a restaurant eat the food you ordered so you can "leave earlier"?
You wouldn't pay to go to the movie theater, only to have them fast forward through the boring parts of the movie so you can "get out sooner".
...so why would you let a supervisor take your work and your money?
WHAT to DO IF YOU SEE A SUPERVISOR WORKING
STEP 1
Take note of the situation as quicky as possible, so it doesn't interfere with your productivity. I usually text a coworker in the area so they can be a witness for my grievance if needed.
Your notes should have the 4W's and any witnesses. What are the 4W's? Great question...
WHO = Name of supervisor working First or last name is acceptable
WHAT = What union work were they preforming.Anything a union employee would do
WHERE = Location they were workingA specific door # or as vague and just the work area
WHEN = When they started workingWe don't get paid to supervise the supervisors so just note the first and last time you see them doing union work and focus on your task at hand.
EXAMPLE:
John Smith loading trucks metro 3 @4:30-8:00
Bill breaking jams for door 34 @7:32
Sam was dumping Bags in small sort @9:44
Hanna sorting irregs on PD3 @6:27 & @7:40 & @7:50Tip Never put a witnesses name on your grievance form. Instead, put "witness upon request" at the end of the explanation of contract violation. Management likes to intimidate and harass your witness so make sure you keep them safe.Tip Only one supervisor per grievance form. If you see 3 supervisors working, you'll file 3 separate grievances. This will simplify and expedite the settlement process.Tip 2 simple ways to record how long a supervisor is working:
Note when you first see them doing union work (clocking in) and the last time you see them doing union work (clocking out). So the total should be when they started to when they finished4:30am-8:00am = 3.5 hours
Note when you first see them doing union work (clocking in) and just put that down for when they started working. For total you put the guaranteed hours a part-time employee would get. preload is 3.5 and twilight & night is 4 hours. Double check with your shop steward.
STEP 2
Immediately after your shift NOT ON THE CLOCK you wanna fill out the grievance form. I recommend doing it in your car, before you head home or in a designated break area during lunch. You will loose motivation or forget to file the grievance if you do it any other time. Here is a fresh grievance form (For local 70 only).
STEP 3
Most importantly is you have the proper wording for the contract violation and relief sought. You can add more stuff to the sections but make sure it includes the following.Contract Violation: Article 31 and all others that applyRelief Sought: (guaranteed hours for 1 shift or total hours supervisor worked) __ hours and to be made whole in every way. Invoking Article 6, section 1.
STEP 4
Time to turn in the grievance. you have three different ways:
Email your grievance to the email address provided on the top of your grievance form
Turn it in to your shop steward
Take it down to your local union.
If Management tries to talk to you about your supervisor working grievances or casually brings it up during a conversation, without your shop steward present, you're able to file a harassment grievance on that supervisor/manager on the grounds of intimidation and/or coercion.
grievance examples
Example #2
or, you can do this...
step 1
download Grievance form
Download this grievance form on your phone. You'll only need to fill out a couple thing in order to complete the form.
step 2
Fill and sign form
Click on the link to fill out the form. Save the completed grievance form as a JPG, then send it to the unions email.
how to get a supervisors name
Acquiring a supervisor’s name as an employee can be trickier than it seems. Some supervisors don’t wear identification as required, while others are new or from a different shift. Directly asking them can sometimes make them uneasy, leading to awkward interactions. Since knowing a supervisor’s name is important for communication, accountability, and grievance purposes, employees must find subtle ways to obtain it. Fortunately, there are several non-confrontational methods to do this without raising suspicion. Whether through observation or casual conversation, getting the information you need is possible without making the situation uncomfortable for anyone involved.
Check Their Identification Badge – If visible, this is the easiest way to get their name without any interaction.
Look at Their Clipboard – Supervisors often carry clipboards with their name on top. A quick glance can give you what you need.
Check Employee of the Month Boards – If they’ve received recognition, their name and photo might be displayed.
Ask a Coworker – Someone else may already know their name, making this a simple, non-direct method.
Ask Another Supervisor – Supervisors usually have no problem sharing each other’s names.
Ask Your Shop Steward – They typically know everyone and can provide the name easily.
Politely Ask the Supervisor – A subtle approach like, "Thanks for your help today. Remind me, what was your name again?" can work without raising suspicion.
Last Resort: Identify Them by Location – If all else fails, describe them in a grievance as “supervisor with no ID in [specific location].”
There is no single right way to get a supervisor’s name—just whichever method makes you feel the most comfortable. Some employees prefer observation, while others may casually ask around. The key is to gather the information without creating tension or making the supervisor feel uneasy. Whether through indirect means like checking a clipboard or directly asking, the important thing is ensuring you have the name when you need it.
union facts everyone should know
Article 3 Section 6:
CLOSED OR PARTIALLY CLOSED CENTERS OR HUBS
Whenever a center or hub is closed or partially closed, the employees affected will be entitled to follow the work and their seniority will be dovetailed in the new location.Article 18 Section 2:
COMBINATION JOBS
Employees may be required to work in more than one (1) classification during their working hours of any day, but in such event shall be paid for the entire day at the hourly rate of the highest job classification worked, except for utility drivers.Article 26 Section 5:
EQUIPMENT STANDARD
No employee shall be discriminated against for refusing to operate equipment which does not meet the required standardArticle 7 Section 2:
Teamsters/ups labor management committee
The committee shall be obligated to remain in session until the agenda is complete. If the employer fails to appear at the designated time and place of hearing, such failure shall result in default decision against the employer for cases which are on the agenda for that date. Default decision against the Union involved shall likewise apply if the representative of the Union involved fails to appear.Article 7 Section 7:
Grievance settlements
If the Employer fails to make the payment available on the employee’s fifth (5th) scheduled workday, the employee will be paid an additional amount equal to one-half (1/2) of their daily guarantee at their regular hourly rate for every full pay period in which the shortage is not paid after the fifth (5th) scheduled workday, until corrected.Article 7 Section 4:
Handling of discharge or suspension
If the employer fails to give such written notice without the specified five (5) day period, the right to discharge or suspend for that particular reason shall be waved.Article 19 Section 3:
LUNCH PERIOD
The lunch period shall commence not less than four (4) hours after the employee starts work, and shall be completed no later than six (6) hours after the commencement of the employee’s work.Article 30 Section 1:
PREFERRED JOBS
The Company shall maintain a preferred list for each shift. This list shall be maintained in the manager’s office. Part-time employees with six (6) months or more seniority desiring to work these preferred jobs shall sign the appropriate bid according to Article 3, Section 11. The employees awarded these preferred jobs shall stay in these jobs for a minimum of six (6) months.Article 10 Section 1:
SAFETY AND JOB HEALTH
Under no circumstances will an employee be required, or assigned, to engage in any activity involving dangerous conditions of work, or danger to person or property, or in violation of any applicable statute or court order, or in violation of a government regulation relating to safety of persons or equipment.Article 3 Section 8:
SENIORITY LIST
The Company will be responsible to post and provide an accurate seniority list every February 1st and August 1st of each year.Article 19 Section 5:
STARTING TIMES
Changes in starting time shall be posted on the time clock prior to the end of the last shift worked.Article 31 Section 1:
Supervisors working
The Employer agrees that the function of supervisors is the supervision of employees and not the performance of the work of the employees they supervise.Article 11 Section 6:
TIME CLOCKS
The Employer shall not alter an employee’s time card in any manner without clearing the alteration with the employee.Article 18 Section 24:
Egress
The Employer shall not permit packages, materials, or equipment to be placed permanently or temporarily within the 28in wide exit access in front of an exit door or at the top or bottom of a stairway that is part of an exit access point.Article 6 Section 1:
Extra Contract Agreements
The Employer agrees not to enter into, or attempt to enter into, any agreement or contract with its employees, either individually or collectively, or to require or attempt to require employees to sign any document, either individually or collectively, which in any way conflicts with the provisions of this Agreement.Article 20 Section 5:
Identification
All management personnel shall wear an ID badge or nametag identifying them as supervision while on duty and shall provide their name upon request.Article 37 Section 1:
MANAGEMENT EMPLOYEE RELATIONS
The Employer shall not in any way intimidate, harass, coerce or overly supervise any employee in the performance of their duties...The Employer will treat employees with dignity and respect at all times, which shall include, but not be limited to, giving due consideration to the age and physical condition of the employee.MEMORANDUM OF UNDERSTANDING:
MANAGEMENT EMPLOYEE RELATIONS
If a part-time employee completes their assigned duties and leaves work in less than three-and-one-half hours they shall be considered to have forfeited the right to their daily three-and-one-half hour guarantee. This shall not affect an employee’s right to a minimum three (3) hour daily guarantee.Article 44 Section 2:
Package Identification
No package will move through the system without enough tape clearly visible from all sides identifying the package as over seventy (70) pounds.Article 5. :
SANITARY CONDITIONS
Such toilet facilities will be equipped with proper ventilation devices and shall be heated as climatic conditions shall warrant. The Employer agrees to provide lockers for those employees who are required to change into a uniform or take a lunch period. All other employees will be provided a suitable area for keeping personal items and clothes.Article 4. :
STEWARDS
The Employer recognizes the employee’s right to be given requested representation by a Steward, OR the designated alternate, at such time as the employee reasonably contemplates disciplinary action...When requested by the Union or the employee, there shall be a steward present whenever the Employer meets with an employee concerning grievances or discipline or investigatory interviews. In such cases, the meeting shall not be continued until the steward or alternate steward is present.Article 6 Section 6:
Technology and Discipline
No employee shall be disciplined based solely upon information received from GPS, telematics, or any successor system that similarly tracks or surveils an employee’s movements unless they engage in dishonesty... The Company must confirm by direct observation or other corroborating evidence any other violations warranting
discharge.
the Union book
DOWNLOAD UNION BOOK
WhAT TO DO when CALled intO the OFFICE
Know and use your union rights to protect yourself from unfair discipline. Make sure you and your co-workers are prepared to enforce your right to representation.
"Could This lead to Discipline?": Ask the supervisor if the meeting could lead to a disciplinary action. If so, ask to have your steward before proceeding. If they continue to ask questions, do not leave the meeting but tell the boss you won't answer any questions without union representation.
Ask for the Steward of YourChoice: You have the right to choose your steward, where possible & reasonable.
Clarify the Subject of the Meeting: Your shop steward has the right to ask management what the subject of the meeting or interview is. It's important to use this right to avoid a fishing expedition. If management refuses to answer, document their refusal.
Meet with Your Steward After: finding out what the meeting is about, you have the right to talk privately with a steward before proceeding with the meeting Be honest with your steward. They can't defend you if they don't have the facts or the full story.
Take Notes: Keep a record of what happens during the meeting. even if your steward is, in case one of you misses something.
Stay Calm: If you don't remember a detail, say that. You can ask for a document that might help you to remember. Don't offer extra details and information. Answer questions simply and directly no matter how many times they ask.
If You are Disciplined: Make sure you understand the terms of the discipline, and if you received a warning letter, take it seriously in case of further discipline. if you are suspended or discharged, file a grievance on it.
bill & johnny
Bill and Johnny sit down to play a board game they both haven’t played in a long time. As the game progresses, Johnny makes a move that catches Bill off guard.
“Hey, you can’t do that,” Bill says.“Yeah, you can,” Johnny insists.Bill says. “Go check the rulebook.”
Johnny flips through the pages and, to his surprise, realizes Bill is right. Johnny's been playing it wrong his entire life.
“Well, that’s not how I played growing up. My older brother taught me how to play” Johnny mutters.
Bill shrugs. “Doesn’t matter how you thought the game worked—these are the actual rules.”
Now, think about your job. Would you rather be Bill—the person who knows the rules and can stand up for himself—or Johnny, blindly trusting that the people in charge will always tell you the truth?Because here’s the thing: If you’ve never read the rulebook for yourself, how do you know you’re not being taken advantage of?By the time you finish reviewing our website, you’ll realize that most employees are just like Johnny—playing the game without ever knowing the real rules. The question is, will you keep playing that way?
R.T.O.
What is a RTO?
R.T.O. stands for Request Time Off and should be taken before your shift starts, or at the very beginning of your shift.
Why Taking a R.T.O. at the end of your shift is a Bad Idea
A R.T.O. may seem like a convenient way for employees to leave work early, but it often comes with significant drawbacks. Here’s why:
Loss of Guaranteed Pay: Part-time employees at UPS are guaranteed at least 3.5 or 4 hours (Depending on the shift) of pay per shift.
Possible Loss of Benefits: Some benefits, such as healthcare and pension contributions, are based on total hours worked so regularly taking RTOs can reduce the total weekly hours, which may jeopardize eligibility for benefits.
Increased Workload on Remaining Employees: When employees leave early, their work still needs to be completed, and that puts more pressure on those who stay, leading to burnout and resentment among coworkers.
Employer Cost-Saving at Employee Expense: RTOs primarily benefit the company by reducing labor costs, while employees bear the financial loss. If the company consistently offers RTOs, it may indicate a staffing issue rather than a fair system.
What the the Memorandum of Understanding (MOU) Say?
The Teamsters-UPS agreement clarifies that employees who voluntarily leave before completing at least 3.5 or 4 hours (Depending on the shift) forfeit their guarantee. However, employees are still entitled to a minimum of 3.5 or 4 hours (Depending on the shift) of pay unless they choose to leave sooner.
Bottom Line
Taking an R.T.O. may seem like a personal choice, but it comes with financial risks, potential benefit reductions, and extra workload for colleagues. Employees should think carefully before agreeing to leave early and ensure they understand their rights under the contract.
if Your employer pushes back
loosing your cool automatically looses your argument, and management knows that. It's important to always stay calm and professional as possible. If you feel like your employer is trying to push your buttons, remember these key points when talking to them:
Clearly communicate your boundaries: Politely but firmly communicate to the supervisor that their behavior is inappropriate and unacceptable.
Document the incidents: Keep a record of the harassing behavior, including dates, times, and specific details of what occurred.
Seek support: Reach out to your union for guidance and support in addressing the situation.
Request your shop steward: Request a steward to help discuss your concerns and attempt to resolve the issue with the supervisor.
Follow the grievance procedure: If the behavior continues, follow the grievance procedure outlined in the union contract to address the harassment formally.
Maintain professionalism: Always respond to the supervisor's behavior in a professional and composed manner.
Stand up for yourself: Assert your right to be treated with dignity and respect in the workplace.
Don't engage in retaliatory behavior: Avoid responding to the harassment with retaliatory behavior, as this can escalate the situation.
Take action: If the situation does not improve or if the harassment persists, consider escalating the issue to higher authorities within the company and call the ethics number.
By taking these steps and advocating for yourself in a respectful and professional manner, you can address the supervisor's harassing behavior and work towards a resolution that upholds your rights and dignity in the workplace.
dealing with difficult supervisors
Check out this webinar for Teamster members & stewards on how to deal with difficult supervisors. Management uses many tactics to keep members disorganized and on the defensive. Get tried and true tips on being prepared when called into the office, and effective first-step grievance handling.
Getting Control of Production Standards
Know the Methods
You have a legal right to all methods, policies, and procedures that are involved in your production standards.
If the company won't give it to you, speak with your Business Agent. You can also file Labor Board Charges. Contact TDU if you're not sure what to do.
Document Your Time
Carry a notebook and document all of your down time and gap time. That way you make sure you are credited the correct time, and have evidence to push back if management tries to discipline you over time.
Watch for Common Changes that Create Problems with Standards
Problems are often caused by: non-standard work that is not included in the standard; deterioration of standard conditions like equipment; inadequate PF&D; changes to racking.
Talk with your steward about using Audit Trails to monitor changes.
Fight Discipline with Information Requests
Production standards can almost always be challenged by demonstrating flaws in the details: Request the procedures by which the company established the standard. Find out how changes to the system are made and documented. Request the procedure by which the company established its PF&D allowance.
Grieve Specifics, Not the System
Don't grieve the system, grieve discipline.
Use information requests to build your case.
Use the "if you can live with it" rule: Don't risk opening the system up to scrutiny that can backfire.
Production Standards
This video covers production standards, employer transparency, grievance strategies, unfair discipline prevention, and workplace time-study preparation for better worker rights and fair treatment.
INFORMATION REQUESTS
As with any potential grievance, a thorough investigation is required.Information rights are one area of labor law that remains solidly pro-union. You can use the right to information to gather data to help win grievances, put the boss on notice, and apply pressure toward an acceptable resolution.In addition to the information requests that you would typically submit to understand a situation better and bolster your just-cause arguments (documentation that substantiates the company position, past discipline, prior performance, training records, etc.), you also need to learn about the company's method of determining the standard.Once we understand the company's approach, we can base positions on evidence that its work measurement technique is inappropriate or has been misappliedAs a baseline, request the procedure by which the company established its standard. What is the system, how does it determine the times allowed, and what parts of the work are included?Who has access to the system, when and how are changes made, how are they documented, and what changes have been made during the time frame of your interest?Also, request the procedure by which the company established its personal, fatigue, and delay allowance. Often you can critique the company's numbers by demonstrating the flaws in deriving them and the unreasonableness of doing the job as outlined in the fatigue calculations.
Ask management to produce published studies or documentation used to determine their fatigue allowance. Sometimes this will demonstrate that these allowances are based on subjective judgments or entirely made up rather than scientific.
If the company stalls or refuses to provide this information, filing a National Labor Relations Board complaint is free, and in most cases, you can expect a positive result. Plus, the company will be forced to spend time and energy defending itself. Ultimately, you get the information you need and set a precedent that compliance with information requests isn't optional.
We think you should follow a clear, documented process so you have a record of your efforts to obtain the Standard Operating Procedures (SOP) for your assigned job. Below is a three‐step process that you can adapt to your situation:
Step 1:
Polite Inquiry
• Begin by approaching your supervisor in a respectful manner.
• For example, you might say:
“Hi [Supervisor Name], I’m trying to make sure I fully understand my responsibilities. Would you please provide me with the current Standard Operating Procedures (SOP) for the job I was assigned? I want to ensure I’m following the proper procedures.”
• This initial request establishes that you’re simply trying to do your job correctly and that you value clarity.
Step 2:
Firm Follow-Up with Reference to Rules
• If your initial request isn’t met or if further assignments fall outside your expected duties, make a follow-up request that is more assertive.
• You could say something along these lines:
“Hay [Supervisor Name], I asked earlier for the SOP to clarify my duties, and I’d appreciate receiving it as soon as possible. According to our guidelines and workplace rules, I need to work within the limits of my assigned responsibilities. If I don’t receive this information, I will need to involve my shop steward to help ensure that all procedures are being followed correctly under the applicable rules and regulations.”
• This step makes clear that you are aware of your rights and outlines the consequences of continued non-compliance.
Step 3:
Involve the Shop Steward and File a Grievance if Necessary
• If after the second request your supervisor still does not provide you with the SOP, then make it known that you will have a shop steward present when discussing this matter.
• For example:
“[Supervisor Name], since I haven’t received the required SOP and procedures relevant to my assigned job, I’d like you to go get my shop steward present for the rest of this discussion. we all need to review this matter together because I believe that not having access to the SOP is impacting both my safety and my ability to work within the defined parameters. I will be filing a grievance for the failure to follow our workplace protocols if i don't receive the SOP for my assigned job"
• Once the shop steward is present, explain the situation in detail and document the discussion. Inform them that you intend to file a grievance addressing this issue, which also includes the request for your SOP and any discrepancies in how your duties are being defined or assigned.
Our recommendation is that you keep a written record of all these communications (emails or notes from in-person conversations) as they will serve as evidence of your attempts to resolve the matter internally. Standing up for your rights is crucial both for your protection and for the fairness of your workplace. Let your supervisor know that you are simply seeking clarification so you can perform your job as defined by the procedure, and if necessary, involve the appropriate union representation to ensure that these guidelines are followed.
TYPES OF production GRIEVANCEs
Knowing and understanding any existing contract language is essential in forming a strategy These general guidelines can help you navigate the issue where the contract is silent.Three common causes of problems with standards are:
Non-standard or missing work: Extra work is being done that was not included in the original calculation of the standards. For example, if there is a change in the process or duties mandated by supervisors on the fly, then the time to perform this must be added. Consider a process that requires printing and applying labels from a 500-piece roll. If that roll runs out twice each shift and the operator is responsible for loading and maintaining the label printer (a non-cyclic element in engineering jargon, meaning it happens periodically, but not every time you repeat the cycle), the time required for this must be included.
Deterioration of standard conditions: Determine where and under what conditions the standards were developed, and document differences between then and conditions now. For example, in a warehouse, there may be periods when seasonal items in high demand cause excessive delays because of increased congestion in the aisles where these items are stored. A potential solution would be to negotiate a temporary reduction in the performance level at which the standards are enforced or to increase the delay allowance.
Inadequate PFD allowances: These allowances are multipliers that directly increase how much time is added to normal time to calculate the standard. So the larger the allowance, the more time will be allowed. Companies tend to be very optimistic in estimating them, setting them as low as possible. For example, say that the normal time for making a pot of coffee is 120 seconds. Does that mean you can make 30 pots an hour? A default recommendation in engineering textbooks is to use a 15 percent PFD allowance, In this case, a reasonable standard would be to add 15 percent (or 18 seconds) for each cycle. Adding this allowance time to the "normal" time sets the bar to make 26 pots of coffee an hour, not 30. Especially for delay allowances, it can be helpful to document the actual delays experienced. Members can get involved by gathering data in logs or tracking a random sample of orders spread over time. It is essential to make the company explain how it determines its allowances,
Key Notes on Factors Affecting Standards & Performance
Causes of Inaccuracy or Substandard Performance
Irregular Conditions:
Method changes
New safety or quality requirements
Increased congestion
Faulty equipment
Poor methods
Changes to racking or aisle configurations
Inaccurate Reporting:
Breaks/lunches
Start/end times
Submitted delays
Incorrect equipment ID
Incorrect product cube size/weight
Desired Effect of Standards & Incentives
Management must take responsibility, not rely solely on standards/incentives.
Workers expect:
Readily available supplies and tools
Well-maintained equipment
Clear explanations of required methods
Proper working conditions as designed
Personal, Fatigue, and Delay Allowances
Personal Allowance:
Covers daily personal needs (bathroom, water breaks, minor interruptions).
Industry average for warehouse work: 5%.
Fatigue Allowance:
Accounts for physical, mental, and environmental stress.
Causes:
Physical: Standing, force exertion
Mental: Monotony, concentration, eye strain
Environmental: Cold, noise exposure
Typically calculated using job condition worksheets.
Delay Allowance:
Covers unavoidable, random workplace interruptions.
Unique to each department or warehouse, determined through studies.
Warehouse Division - International Brotherhood of Teamsters
Contract Language for Warehouse Production Standards
Allowances and Rest Breaks
Fatigue Allowances:
10% minimum for 8-hour shifts.
After 8 hours, either taken off standards or reduced to 80% enforcement.
No worker on standard after 10 consecutive hours.
Forklift operators: Minimum 5% fatigue allowance.
Personal Allowances
Two 15-minute paid rest breaks.
One 1-hour unpaid (or instructed to take a 30-minute) meal break.
Additional 5% personal allowance (fallback: 3%).
Break Travel Time: Included in standard; union can audit.
Heat Stress Breaks:
If temp exceeds 80°F at shift start, employer provides fluids, ventilation, and a 5-minute paid break per hour.
Downtime Policy
Jointly developed, posted instructions for downtime.
Employees and union receive copies.
Worker Training
24-hour paid training for all workers before new standards or within one week of hire, covering:
Production standards, rest breaks, and downtime rules.
Record-keeping and handling complaints.
Safe lifting methods.
Required work methods.
Training materials and instructors jointly approved by employer and union.
Employee Access to Information
Right to request:
Daily & weekly performance reports.
Historical performance data without restriction.
Workers can maintain personal records of productivity, efficiency, and downtime.
Time for record-keeping and raising concerns is built into the standard.
Union Access to Information
Weekly Reports for union stewards and agents, including:
time on/off standard, actual work time, total cases.
Right to inspect upon request:
Standards documentation (allowances, studies, time data, methods, slotting locations, etc.).
Individual performance records.
Audit trails or KVI data for any order.
General Provisions
No change in methods/standards affecting time by 1%+ without union consultation.
Union can audit or grieve any changes.
Enforcement level of production standards capped at 95%.
Cube break levels*: 50-55 to reduce injury risk.
Definition of Terms
Actual Time - Total time measured against standard time minus credited delays and non-work time.
Allowance - Time increment included in the standard time to compensate for lost production due to fatigue, personal time and unavoidable delays, Typically applied as a percentage
Avoidable Delay - Time incurred during a work assignment that is within the control of the worker such as idling and/or performing unnecessary tasks,
Delay Allowance - Time included in the standard to allow for minor delays beyond the control of the worker. Typically applied as a percentage
Direct Time -Time as measured and reported as productive work.
Effort - The measurement of the will to work as demonstrated by a worker while performing a task.
Element - A segment of a work cycle echoing a process, motion and/or process, that is distinct, describable and measurable.
Fatigue Allowance - Additional time added to the standard (usually as a percentage) to account for the adverse affects of physical, mental and environmental conditions.
Frequency - The number of times an element occurs during an operation cycle. For example; frequencies are typically engineered for non-repetitive elements such as case re-handling and case hooks which is sometimes required when performing the order selection task.
Indirect Time - Time that is non-productive or measured by an engineered labor standard. Breaks, lunches, and breakdowns are a few examples of indirect time that must be credited back to a worker,
KVI - An acronym that stands for Key Volume Indicator., A KVI time value is associated with a particular determinate for which an allowable time is calculated.
Leveling/Performance Rating - An engineering method for which skill, effort and pace are considered during observations and the development of the standards. The observed time is adjusted to reflect the actual skill, effort, and pace put forth so that the end result of the engineered standard reflects that of a measured requirement of a worker with average skill, pace, while working within normal operating conditions,
Method - A sequential sequence of motions and tasks required to produce a predicable outcome of a job assignment or product.
Personal Allowance -Time added to a standard to allow for personal needs such as restroom breaks, drink of water and etc.. Usually applied as a percentage.
Predetermined Motion Times - A scientific method used in determining time values from pre determined times of specific manual motions. MTM (Methods Time Measurement) and MOST (Maynard Operating Sequence Technique) are the most widely accepted and utilized.
Process Time - Time required is controlled by machinery, equipment, and/or technologies for which is beyond the control of a worker.
Reported Performance - The actual time performed by a worker as compared to the standard allowable time. The performance is mostly stated as a percentage achieved against standard. The performance percentage is determined by the Standard Time divided by the Actual Time.
Skill - The ability reflective of one's knowledge, practice, and aptitude. One's ability to plan ahead and reduce motions results in skill that is considered above average.
Standard Data - A compilation of several or many elements whereas as the average times have already been determined, The data values and sequences are utilized in constructing time standards on work similar to that from which the data was previously determined.
Standard Time - The allowable time for a qualified worker, with average skill and average pace, to perform a specific task or assignment when following a prescribed method, and during normal working conditions as managed by capable supervision. The standard time also includes personal, fatigue, and delay allowances
Throughput - Defined as the number of cases shipped divided by the number of hours incurred.
IMU - Acronym for Time Measured Unit. A Time Measured Unit is a time value derived from time studies of many motion picture frames, for which the speed of the motion pictures was calibrated to reflect real time. One (1) TMU is equal to One (1) frame unit.
Unavoidable Delay - An incident that is outside the worker's control or responsibility that hinders the worker's ability to perform the work in a proficient manner.
Grievance form templets
Click on any download button to link you to the PDF form. Most forms are already filled out and just need a name and date to complete them. The Fill and SIgn website is the best place to fill out the forms. We also have a step by step instructions on how to save your grievance form, once you are finished filling it out.
local 70
FRESH FORM
This is a fresh grievance form.
Local 2785
FRESH FORM
This is a fresh grievance form.
SUPERVISORS WORKING
Use this form if you see any supervisors working. Make sure you only put one supervisor per grievance form. This will speed up the resolution process.*File grievances immediately after your shift.
Explanation:
[Supervisors/Managers Name] was [Union Job] on [Location] at [Time].Contract Articles:
Article 31 Section 1 and all others that apply.Relief Sought:
[Supervisors/Managers Total Hours Worked] hours and to be paid whole in ever way.
SENIORITY LIST
Is your seniority list not up to date? You'll need to file this grievance multiple times before they actually update the seniority list. List should be updated February 1st and August 1st.*You'll probably need to file this form once a month until the violation is resolved.
Explanation:
Posted seniority list is out of date and needs to be updated immediately.Contract Articles:
Article 3 Section 8 and all others that apply.Relief Sought:
Update posted seniority list immediately.
OVER 70 TAPE
File this grievance if you never see employees applying over 70 tape on the appropriate packages or receive over 70 pound packages without proper identification.*We recommend filling one for each shift violated.
Explanation:
The employer is failing to provide "over 70 tape" and not instructing employees to use it for proper visual identification of overweight packages, as required for safe handling and compliance with the contract.Contract Articles:
Article 44 Section 2 and all others that apply.Relief Sought:
Immediately provide "over 70 tape" instruct employees on its use and ensure compliance.
DAMAGED ROLLERS
Are you being forced to work with damaged/defective rollers when you're loading trailers. Make sure you are marking and dating the damaged/defective rollers and letting your supervisor know about the equipment not meeting the production standard. File this grievance If they continue to have you work in that area.*We recommend filling one for each shift violated.
Explanation:
The Employer is instructing employees to operate equipment which does not meet the required standard. Working with defective rollers isn't part of the production standards nor standard operating procedure.Contract Articles:
Article 26 Section 5 and all others that apply.Relief Sought:
Fix damaged/defective equipment immediately.
START TIME
Is management changing the start time after the end of your shift? Are they posting the changes? The union doesn't know this is happening unless you file this grievance.*File grievances immediately after your shift.
Explanation:
Changes in start time is not being posted on the time clocks prior to the end of the last shift worked.Contract Articles:
Article 19 Section 5 and all others that apply.Relief Sought:
Post changes in start time prior to the end of the last shift worked.
MANAGEMENT ATTIRE
Is your supervisor/manager not wearing proper identification? It's important that employees can identify supervisors/managers for grievance purposes.
Explanation:
[Supervisors/Managers Name] was seen not wearing an ID badge or nametag identifying them as supervision while on duty.Contract Articles:
Article 20 Section 5 and all others that apply.Relief Sought:
All management personnel shall wear an ID badge or nametag identifying them as supervision while on duty and shall provide their name upon request.
EGRESS
File this grievance if you are having egress issues due to overloaded equipment and/or a understaffed work area. It's managements responsibility to enforce and maintain egress at all times during the operation.*We recommend filling one for each shift violated.
Explanation:
Egress issues are not being addressed or prevented due to insufficient staffing, damaged/defective equipment and overloaded work area.Contract Articles:
Article 18 Section 24, Article 10 Section 1, Article 26 Section 5, Article 37 Section 1 and all others that apply.Relief Sought:
Management needs to understand it's their responsibility to enforce and maintain egress.
PREFERRED JOBS
All preferred jobs need to be assigned in seniority order from a preferred job list. File this grievance if you don't have a preferred job list on your shift. A good thing to look out for employees with less than 6 months of seniority filling those positions. Those employees are being exploited by management.*You'll probably need to file this form once a month until the violation is resolved.
Explanation:
The company is not maintaining a preferred job list for this shift. This list should be maintained in the manager's office, but it isn't. Part-time employees with six (6) months or more seniority are supposed to be working these preferred jobs and allowed to sign the appropriate bid according to Article 3, Section 11.Contract Articles:
Article 30 Section 1 and all others that apply.Relief Sought:
Post preferred jobs list and fallow seniority order when filling those positions.
22.3 BID JOBS
File this grievance if you have a lot of 22.3 jobs not being bid out. Management will eliminate these jobs or gift them out regardless of seniority if you don't file this grievance.*You'll probably need to file this form once a month until the violation is resolved.
Explanation:
22.3 full-time jobs are being eliminated without union being notified. Over a dozen full-time jobs are not being bid out to employees. All un-bid 22.3 jobs are used as favoritism tokens by management and gifted out or eliminatedContract Articles:
LETTER OF UNDERSTANDING: ARTICLE 22.3 FULL-TIME EMPLOYEE WORK RULES and all others that apply.Relief Sought:
Bid out all 22.3 jobs.
rest period
Is management staggering your breaks? Do they call break as soon as you start? Are you working over 3 hours and they still haven't call break? Breaks are supposed to be mutually agreed upon between union and management, not whenever management wants.
Explanation:
The rest period needs to be mutually agreed upon between the employer and the principal officer or other full-time employee of the Union. No mutually agreed upon set time is leading to staggered breaks, and some employees never receiving a break.Contract Articles:
Article 11 Section 1 and all others that apply.Relief Sought:
Set a mutually agreed upon rest period. Disagreements under this section will be referred to United Parcel Service and the Union Policy Committee.
assigned job
Are you being pulled out of your assigned job? The union is very strict about employees doing their assigned jobs.*File grievances immediately after your shift.
Explanation:
Management is pulling people out of their assigned job, to bump other people out of their assigned job. The union is very clear on having people just do their assigned job.Contract Articles:
Article 37 Section 1 and all others that apply.Relief Sought:
Employees stay in their assigned jobs.
lockers
File this grievance if you don't have a locker and you are a full time employee. You'll have to file this grievance multiple times to get a locker.*You'll probably need to file this form once a month until the violation is resolved.
Explanation:
The Employer is not providing me with a locker. Lockers are for those employees who are required to change into a uniform or take a lunch period.Contract Articles:
Article 5 Section 1 and all others that apply.Relief Sought:
Assign me a locker as soon as possible please.
ventilation
File this grievance if the ventilation system in the bathroom doesn't work or isn't turned on.*You'll probably need to file this form once a month until the violation is resolved.
Explanation:
The ventilation system in the majority of the bathrooms have been turned off or are not working. Hazardous smells are not being properly ventilated.Contract Articles:
Article 5 Section 1 and all others that apply.Relief Sought:
Make sure the ventilation system in every bathroom is functioning correctly.
micromanage
Are you being asked to do more than what's expected based on standard operating procedures? You can't meet production standards if you are doing more than what's expected.*File grievances immediately after your shift.
Explanation:
I'm being micromanaged to do more than what's expected. It's not my job to compensate for the fact that management hasn't hired enough employees to help keep the company running, and I will not destroy my mind and body to do SO. I can't meet production standards if l'm being instructed to do multiple jobs at one time.Contract Articles:
Article 37 Section 1 and all others that apply.Relief Sought:
stop micromanaging employees. Properly staff work areas to prevent injuries. Hold all employees to the same expectations, no favoritism. Fair days work, fair days pay.
no rest period: middle of shift violation
Rest breaks must be given as close to the middle of the four-hour work period as is practicable. File this grievance if you didn't receive your rest period. California Labor Code Section 226.7 requires employers to pay employees one extra hour of pay at their regular rate.*File grievances immediately after your shift.
Explanation:
Rest breaks must be given as close to the middle of the four-hour work period as is practicable. If the nature or circumstances of the work prevent the employer from giving the break at the preferred time, the employee must still receive the required break, but may take it at another point in the work period. I was instructed to clock out without receiving a rest period nor did they add an additional 1 hour of pay to my timecard, as per California labor
lawsContract Articles:
A11.S1 and California Labor Code Section 226.7 and all others that apply.Relief Sought:
I'm seeking the one additional hour of pay for me and all other affected employees (as mandated by law) and request that proper procedures be implemented to ensure compliance with all rest period laws in the future,
no rest period
File this grievance if you didn't receive a rest period and they want to just add 15 minutes to your timecard. California Labor Code Section 226.7 requires employers to pay employees one extra hour of pay at their regular rate, not just 15 minutes.*File grievances immediately after your shift.
Explanation:
Under California Labor Code Section 226.7 and IWC Wage Orders, my employer failed to authorize and permit a rest period during my shift, instead adding 15 minutes to my timecard. This violates the law, which prohibits requiring employees to work during breaks and mandates an additional hour of pay when breaks are missed. Rest periods must be provided to ensure compliance and protect employee well-being.Contract Articles:
Article 11 Section 1 and all others that apply.Relief Sought:
I request that my employer comply with Labor Code Section 226.7 by paying me one additional hour of compensation for the missed rest period. Furthermore, the employer should implement policies to ensure breaks are provided during shifts and train supervisors to prevent further violations.
seniority: Kicked off shift
Did you get kicked off your shift while they let lower seniority employees stay later? Filing this grievance will get you paid until last lower seniority employee who worked beyond your dismissal.*File grievances immediately after your shift.
Explanation:
Management kicked me from my scheduled shift at the end of the day, despite the company's recognition that seniority principles should guide operational decisions. I was told to clock out while employees with less seniority continued to work, directly violating the company's stated policy. This action disregards the principles of fairness and respect for seniority outlined in our workplace guidelines.Contract Articles:
Article 3 Section 11 and all others that apply.Relief Sought:
I request a review of this incident to identify the last lower-seniority employee who worked beyond my dismissal. I seek compensation for the hours I was unfairly denied.
adjusting timecards
Are you going to clocking out, only to find out that a supervisor/manager has already clocked you out? They can't adjust your timecard without your consent.*File grievances immediately after your shift.
Explanation:
I am filing this grievance because my employer adjusted my timecard without my consent. All timecard alterations must be cleared with the employee. The adjustment was made without my knowledge, denying me the opportunity to verify or challenge the change. This action breaches both our union contract and California labor laws requiring accurate and transparent time records, which could impact my compensation and trust in the timekeeping process.Contract Articles:
Article 11 Section 6 & Article 37 Section 1 and all others that apply.Relief Sought:
I request my timecard be corrected to reflect the actual hours worked and full payment for any underpaid hours. I also seek assurance that future adjustments will only be made with prior notification and consent, as required by our collective bargaining agreement.
shift guarantee
If the employer directs to leave work early, you have a contractual right to the daily guarantee if not forfeited voluntarily. All employees have a right to a minimum daily guarantee.*File grievances immediately after your shift.
Explanation:
Employer is requiring me to leave work early and is not paying me my guaranteed daily pay, as stipulated by the contract. While the agreement allows forfeiture of the guarantee if an employee voluntarily leaves early after completing assigned duties, this does not apply to situations where the employer directs the early departure. This violates my contractual right to the daily guarantee if not forfeited voluntarily.Contract Articles:
Memorandum of Understanding and all others that apply.Relief Sought:
I seek payment for all unpaid guaranteed hours and assurance that I will not be directed to leave early without pay for my guaranteed hours in the future, per the contract.
Improper Staffing: Tender
Is management not filling tender positions? It's not SOP to have equipment running without sufficient employees present.*File grievances immediately after your shift.
Explanation:
Management is operating equipment without employees present, violating standard operating procedures and safety training guidelines. Our training explicitly states that equipment must not run unattended to prevent accidents and ensure proper oversight. This practice creates safety hazards, disregards established protocols, and puts both employees and the company at risk. Employees are expected to follow these rules, yet management's actions contradict them, leading to an unsafe work environment. Immediate action is necessary to address this issue and ensure compliance with safety regulations.Relief Sought:
Management must immediately stop operating equipment without employees present. Clear enforcement of standard operating procedures is required, along with retraining to ensure all personnel follow safety guidelines. This will promote workplace safety, prevent accidents, and ensure consistent adherence to established policies.
22.3 Job Elimination: Volume
Management can't just eliminate a 22.3 job without letting the union know 30 days ahead of time. Even though the volume is low, packages are still moving through that work area and require that position to be filled regardless of volume, according to SOP.*File grievances immediately after your shift.
Explanation:
My manager eliminated a job due to low work yolume without notifying the union, violating Article 22.3. This article requires the employer to maintain 22.3 jobs and notify the union at least 30 days before changes. Additionally, under A37.s1, employees must be treated with dignity and respect, which includes fair job security. The elimination of this job without union involvement disregards our contractual protections and seniority rights. This action may constitute unfair labor practices, and I am filing this grievance to ensure compliance with the contract and to protect affected employees.Contract Articles:
22.3 FULL-TIME EMPLOYEE WORK RULES & Article 37 Section 1 and all others that apply.Relief Sought:
The union must receive proper notification for any future job eliminations per Article 22.3. Management must acknowledge and correct this violation to uphold contractual obligations.
Retaliation
Did you file some grievances, and your boss thinks it's acceptable to make you work harder than everyone else now? We don't think so, and the union feels the same way.*File grievances immediately after your shift.
Explanation:
I believe I am being retaliated against for previously filing legitimate complaints. Under California Labor Code Section 98.6, it is illegal for an employer to take adverse action against an employee for engaging in protected activities, such as filing grievances. Since my prior complaints, I have experienced unfair treatment, which I believe is a direct result of retaliation. I am requesting an investigation into this matter and appropriate corrective action to ensure a fair and lawful workplace.Contract Articles:
Article 20 Section 21 & Article 37 Section 1 and all others that apply.Relief Sought:
I request that my employer immediately cease all retaliatory actions and ensure compliance with California Labor Code S 98.6 Additionally, I seek written assurance that no further retaliation will occur and that my rights as an employee will be fully upheld.
Micromanaging + Defective Equipment
Are you being asked to do more than what's expected based on standard operating procedures? You can't meet production standards if you are doing more than what's expected. Especially if you are operating defective/unsafe equipment.*File grievances immediately after your shift.
Explanation:
I am filing this grievance due to management's unfair treatment, including excessive micromanagement, requiring me to work with defective equipment, and holding me to a higher standard than my coworkers, T am being assigned nearly double the workload expected under standard operating procedures, which creates an unfair and unsafe work environment. These actions violate Article 37, Section 1 of our agreement, as they constitute intimidation, harassment, and overly supervising my performance. Additionally, this treatment fails to respect my physical condition and dignity, as required by our contract.Contract Articles:
Article 37 Section 1 and all others that apply.Relief Sought:
Management must cease excessive micromanagement, provide properly functioning equipment, and ensure fair and consistent workload distribution per standard operating procedures. Additionally, they must adhere to A37 s1 by treating me with dignity and respect, ensuring that I am not held to a higher standard than my coworkers.
paycheck error
Shortages involving more than fifty ($50.00) dollars for full-time employees, and twenty-five ($25.00) dollars for part-time employees, will be corrected and the payment will be made available to the employee on their second scheduled workday after reporting the shortage. If it wasn't corrected on time, file this grievance.
Explanation:
I am filing this grievance due to incorrect wages on my paycheck, with multiple missing hours. Per our agreement, payroll shortages exceeding $50 for full-time employees and $25 for part-time employees must be corrected and made available within two scheduled workdays. My missing wages have not been corrected within the required timeframe, violating the payroll error correction policy. Additionally, the employer has failed to provide the necessary payroll error penalties for each full pay period the shortage remains unresolved.Contract Articles:
Article 17 and all others that apply.Relief Sought:
I request immediate payment of all missing wages, including any penalties outlined in the payroll policy. Future payroll errors should be corrected within the contractual timeframe to prevent recurring issues. If unresolved, I seek enforcement of the contractual penalties until full correction is made.
Production Standard Request
A request for the company to provide clear documentation on production standards, leading to unfair expectations.
Explanation:
Request clarification and enforcement of proper procedures for my specific job position. The company has not provided clear documentation of the methods, policies, and standards used to determine my production requirements. This lack of transparency has led to unfair expectations and potential disciplinary actions. Additionally, changes in workload, equipment conditions, and personal, fatigue, and delay (PFD) allowances have not been properly accounted for. I am requesting a formal review of my job's production standards and the procedures used to establish them, along with access to all relevant documentation and justification for any applied standards.Relief Sought:
Management provides all relevant documentation regarding my job's production standards, including methods, PFD allowances, and any recent changes. Additionally, I request a fair reassessment of these standards with union involvement to ensure accuracy.
failure to provide Production Standard Request
Management has failed to provide requested documentation on production standards, preventing verification of fairness and impeding defense against discipline. Immediate compliance and explanation are requested.*You'll probably need to file this form once a month until the violation is resolved.
Explanation:
Management has failed to provide the requested documentation regarding my job's production standards within a reasonable
timeframe. I have formally requested information on the methods, policies, and PFD allowances used to determine my work expectations, but my requests have been ignored or delayed without justification. This lack of transparency prevents me from verifying the fairness of the standards applied and impedes my ability to defend against any potential discipline. I request immediate compliance with my information requests and an explanation for the delay.Relief Sought:
Management must immediately provide the requested documentation regarding production standards, including methods, allowances, and recent changes. If they fail to comply, I request union intervention and potential legal action through the National Labor Relations Board to ensure my right to this information is upheld.
Defective Equipment
Are you being forced to work with damaged/defective equipment? Make sure you're letting your supervisor know about the equipment not meeting the production standard by the end of your shift. File this grievance If they continue to ignore the issue over time, and still have you work in that area.*We recommend filling one for each shift violated.
Explanation:
The employer is instructing employees to operate equipment that does not meet the required standards. Working with defective equipment isn't part of production standards or standard operating procedure. Issue was reported to the supervisor, but never was resolved.Contract Articles:
Article 26 Section 5 and all others that apply.Relief Sought:
Fix damaged/defective equipment that was previously reported to supervisor and neglected by management.
Extra Contract Agreement: Violation
If Management attempts to discuss a grievance without union representation, when you explicitly invoked Article 6 Section 1 in the previously filed grievance. This behavior constitutes coercion, creates a hostile work environment, and discourages employees from exercising their rights under the contract.*We recommend filling one for each shift violated.
Explanation:
Management attempted to confront me about a previously filed grievance without a proper union representation present. This action violates Article 6, Section 1 of our contract, which was included in a previously filled grievance. The manager's attempt to address the grievance directly with me constitutes intimidation and coercion, as it undermines my rights as a union member to have representation during such discussions. This behavior creates a hostile work environment and discourages employees from exercising their rights under the contract.Contract Articles:
Article 6 Section 1 and all others that apply.Relief Sought:
Management must cease all attempts to discuss grievances without proper union representation. They must also provide training to supervisors/managers on A6, S1, ensuring compliance with the contract.
Click the link to "fill and sign" the form
damaged and/or defective rollers
While these rollers may not appear entirely "broken", their compromised condition poses significant risks, such as loss of egress, falling packages, and other hazards commonly associated with our warehouse environment. These issues create unsafe working conditions, which are not in alignment with our standard operating procedures or the operational standards established for equipment functionality.Our current procedures and expectations are based on equipment operating correctly to ensure employee safety and efficiency. Using defective rollers undermines these standards and increases the likelihood of accidents or injuries. As per California workplace safety laws, employees have the right to work in safe environments and to refuse unsafe work without fear of retaliation. This includes the right to report hazardous conditions to management and to request written documentation about defective equipment.We also want to emphasize that working with defective equipment is not only a deviation from our expected safety protocols but also places liability on the company. In the event of an injury caused by defective rollers, the company may bear responsibility for medical expenses, lost wages, and other damages. This is a situation we believe both management and employees aim to avoid. To address this concern, we kindly request that management replace defective rollers and/or be replaced as soon as possible. As well as a review of safety protocols related to equipment maintenance and employee reporting processes be conducted to ensure compliance with workplace safety laws.By prioritizing the repair of defective equipment and reinforcing a culture of safety, we can maintain a productive and secure working environment for all employees. We are confident that management shares this commitment and will take prompt action to resolve this matter.
"What do i tell my supervisor/manager if I'm being forced to work with damaged/defective equipment?"
first warning
"Sorry, but I'm not working with damaged or defective equipment that doesn't meet production standards today. Do you have another area i can work in?"
second warning
"I'm actually refusing to work with damaged or defective equipment that doesn't meet production standards. This is your final warning. Do you have another area i can work in before i have to ask for my shop steward?""
final warning
"Can you go get my shop steward? I need them as a witness for my grievance while I explain the proper procedures to you."
WAIT FOR YOUR STEWARD TO ARRIVE. It's your right to be given requested representation by a Steward, or the designated alternate, at such time as the employee reasonably contemplates disciplinary action.
Tell your steward "I'm refusing to work with damaged or defective equipment that doesn't meet production standards and i asked if they have another area i can work in? I'm not refusing to work, I'm refusing to work with damaged/defective equipment. Article 26 Section 5 says No employee shall be discriminated against for refusing to operate equipment which does not meet the required standard."
If they still force you to work with damaged/defective equipment
Let the shop steward know you will be filing on the situation and you're going to use them as a witness upon request. Take note of everything and continue to work with the damaged/defective rollers because it's very important that you work as instructed. As soon as you can, after you clock out, file this grievance form.
egress
UPS Egress Procedures: Key Information Summary
Emergency Exit Planning
Emergencies are unpredictable; planning safe evacuation routes is crucial.
Key areas to monitor for egress issues:
Irregular (Irreg) Trains: Blocking exit paths.
Sort Aisles: Packages obstructing walkways.
Loading/Unloading Areas: Walkways, platforms, and vehicle floors.
Responsibilities for Maintaining Egress
Irreg Trains:
Must be attended at all times (driver in cab or within 50 feet).
Must be moved promptly if blocking an exit in an emergency.
Never park in front of a pedestrian exit door.
Sort Aisles:
Packages should be placed only on one side of the aisle.
Never block exit doors, stairway tops/bottoms.
Loading/Unloading Areas:
Minimize package accumulation on walkways, platforms, and vehicle floors.
Promptly clear fallen packages.
Understanding Egress: "To, Through, and Away"
To: Clear access leading to the exit.
Through: The actual exit (door, passageway).
Away: The discharge area (safe zone outside)
Compliance Requirements
Irreg Trains:
Can stop in exit routes only for loading/unloading.
Operator must remain in the cab or within 50 feet.
Packages, Materials, Equipment:
Never placed in front of exit doors or stairway tops/bottoms.
Sort Aisles:
If temporary placement is necessary, only on one side of the aisle.
At least one path for exit must remain accessible.
Monitoring & Control
Emergency exits must always remain clear and unobstructed.
Maintain clear pathways in all work areas (walkways, platforms, floors).
Plan for emergencies by keeping exit routes free of hazards.
Preventing Slip, Trip, and Fall Hazards
Keep walkways free of objects.
Store equipment properly after use.
Load packages immediately—avoid stacking outside vehicles.
Dispose of trash properly to maintain a clear workspace.
Regulatory Compliance Highlights (Title 24, Part 2, Section 3302)
Exits must always be accessible and free of obstructions.
Safe passageways must lead to at least two exits where required.
Exits cannot pass through kitchens, storerooms, restrooms, or similar areas.
No hangings, draperies, or mirrors should obscure or confuse exit paths.
Exits should avoid high-hazard areas unless shielded by barriers.
§3225. Maintenance and Access to Exits.
a) Exits shall be so located and arranged that they are readily accessible at all times. Where exits are not immediately accessible from an open floor area, safe and continuous passageways, aisles, or corridors leading directly to every exit and so arranged as to provide convenient access for each occupant to at least two exits by separate ways of travel shall be maintained, except as a single exit or limited dead ends are permitted by other provisions of these regulations.(1) Every required exit shall be maintained free of all obstructions or impediments to full instant use in the case of fire or other emergency.(2) Where exits are not immediately accessible from an open floor area, safe and continuous passageways, aisles, or corridors leading directly to every exit and so arranged as to provide convenient access for each occupant to at least two exits by separate ways of travel shall be maintained, except as a single exit or limited dead ends are permitted by other provisions of these regulations.(b) Exits from a room may open into an adjoining or intervening room or area, providing such adjoining room is accessory to the area served and provides a direct means of egress to an exit corridor, exit passageway, exit stairway, exterior exit, horizontal exit, or exterior exit balcony.EXCEPTION: Exits are not to pass through kitchens, storerooms, restrooms, closets or spaces used for similar purposes. Foyers, lobbies, and reception rooms constructed as required for corridors shall not be construed as intervening rooms.(Title 24, Part 2, Section 3302(e).).Exits will not pass through any room subject to locking. (Title 24, Part 2, Section 2-3302(e).)(c) No hangings or draperies shall be placed over exit doors or otherwise so located as to conceal or obscure any exit. No mirrors shall be placed on exit doors. No mirrors shall be placed in or adjacent to any exit in such a manner as to confuse the direction of exit. (Title 24, Part 2, Section 2-3302(i).)(d) Exits shall be so arranged that it will not be necessary to travel toward any area of high hazard occupancy in order to reach the nearest exit, unless the path of travel is effectively shielded from the high hazard location by suitable partitions or other physical barriers. (Title 24, Part 2, Section 2-3302(d).)NOTE: Authority cited: Section 142.3, Labor Code. Reference: Section 142.3, Labor Code; and Section 18943(c), Health and Safety Code.
Last resort
If Management doesn't want to comply with California laws, you can always let OSHA know about the egress situation. Just so you know, the California Occupational Safety and Health Act of 1973 gives all employees the right to file a complaint about workplace safety and health hazards with Cal/OSHA & the name of any person who submits a complaint must be kept confidential by law, unless the person requests otherwise.
steps to file a complaint
Take a picture of the egress issue.
Note what specific location you are taking a photo?
Note where does the areas egress lead to?
Take two photos further out in order to see more of what is in the affected location.
Provide a picture of the map layout (like evacuation map) and circle areas in a color to be seen of where it is in the building.
Note if you ask a manager/supervisor that you speak to when this is happening? Who and what was the outcome?
OSHA Information
* this is the absolute last resort if all other safety cannels are exhausted.
Sort rider agreement
The blue section of the union book.
This section of the union agreement covers various aspects of employee rights and workplace conditions. Key points include seniority protocols for job assignments, discharge, and suspension procedures, and grievance handling. It stresses non-discrimination, safety, and health regulations, ensuring employees are not required to operate unsafe equipment or work in hazardous conditions. The agreement outlines job bidding practices, preferred job lists, rest periods, and lunch breaks. It also defines the use of time clocks, the combination of job roles, and the structure of the Teamsters/UPS Labor-Management Committee. Specific provisions address full-time employee work rules, including seniority retention and wage progression, as well as the assignment of overtime. Additionally, supervisors' roles are clarified to prevent them from performing union work except in limited circumstances, and violations of these rules are subject to penalties. The agreement also includes details on handling grievances, with clear timelines and procedures for resolution.
table of contents
articles and sections
A3.S6
CLOSED OR PARTIALLY CLOSED CENTERS OR HUBS
Whenever a center or hub is closed or partially closed, the employees affected will be entitled to follow the work and their seniority will be dovetailed in the new location. In the event the employees affected elect not to follow the work, it shall be offered to the other employees at the center or hub in seniority order. In the event no employee elected to follow the work and it becomes necessary to reduce the working force, the provisions of Article 3, Section 2-Application of Seniority, shall apply. In the event of closing or partially closing any hub or operating center, the Employer shall notify the Union of its intent and post the amount and type of positions affected and the date of such contemplated action at least thirty (30) days in advance.
page 13
A3.S8
SENIORITY LIST
The Employer shall post and maintain a current seniority list at all times in a conspicuous place at each operating center. Said list shall be considered to be correct as posted unless a protest is registered with the Employer and the Union within thirty (30) days from date of posting. At the time of posting, a copy will be faxed, mailed or emailed to the Local Union. These lists will include a Master part-time, list of hub and all shifts. The Company will be responsible to post and provide an accurate seniority list every February 1st and August 1st of each year. Prior to posting the seniority list, the Company and the Union will verify that the list is accurate.
page 14
A3.S10
SENIORITY and job assignments
All preferred and higher straight-time hourly rate jobs shall be offered to all employees in seniority order. The bidding practice in each area will be maintained. The Local Union will be provided copies of all bids and a list of successful bid winner(s).The opening shall be posted for five (5) working days, including the rate of pay. Employees shall receive the higher rate of pay during the qualifying period, which shall be no more than thirty (30) working days. Once having accepted a bid position, an employee may not request a change until such employee has remained in the position for a period of six (6) months, except to exercise seniority to qualify for a higher paid position. Employees on approved leave shall not be deprived of their seniority selection rights. The successful selector shall be assigned within five (5) days of the completion of the selection process.
page 15
A3.S11
recognition of SENIORITY
The company recognizes that the principles of seniority will be given prime consideration in the everyday operation of the business.
page 15
A5.S1
DISCRIMINATION IN EMPLOYMENT
The Union and the Employer agree not to discriminate against any individual with respect to hiring, compensation, terms, or conditions of employment because of such individual’s race, color, religion, sex, national origin, or age, nor will they limit, segregate, or classify employees in any way to deprive any individual employee of employment opportunities because of race, color, religion, sex, national origin, or age.
page 15
A7.S2
teamsters/ups labor management committee
(a) There shall be a Teamsters/United Parcel Service Labor-Management Committee composed of three (3) representatives of the
Union and there shall be three (3) representatives of the Employer. None of these representatives shall be involved in the dispute.The Committee shall formulate such rules of procedure as it may deem advisable and such rules of procedure will be made known to all parties under this Agreement. Regular meetings of the Commit-
tee shall be held on the agreed upon day of each month to pass upon matters referred to it. If no cases are on the agenda, meetings may be canceled. If grievances develop which require more immediate action, the Committee may meet on any other date which may be agreed upon. The Committee shall be obligated to remain in session until the agenda is completed.If the Employer fails to appear at the designated time and place of the hearing, such failure shall result in default decision against the Employer for cases which are on the agenda for that date. Default decisions against the Union involved shall likewise apply if a representative of the Union involved fails to appear.A majority decision of the Committee shall be final and binding upon the parties. Any discharge or suspension case deadlocked by this Committee may be submitted to an impartial arbitrator by either the Employer or the Union. All other deadlocked cases shall be referred to a Western Region-UPS Committee as outlined in Section 2(b). All grievances that only cite National Master Agreement provisions that cannot be resolved at the UPS Labor Management Committee shall be referred directly to the National Grievance Committee. All other cases that are deadlocked by the UPS Labor Management Committee will be referred to the WRT-UPS Labor Management Committee.If any grievance is deadlocked at the WRT-UPS Labor Management Committee, and there is a disagreement between the Co-Chairs as to where a deadlocked language case will proceed under
this grievance machinery, this dispute may be submitted by either party for resolution to the Chairs of the National Grievance Committee or their designees.(b) The Western Region-UPS Committee shall be composed of three (3) representatives of the Union one (1) of whom shall be appointed by the Western Region Director, one (1) of whom shall be the negotiating Committee Chair for the appropriate contract grieved, and one (1) shall be appointed by the Union Chair, and three (3) representatives of the Employer, one (1) of whom shall be the Regional Labor Relations Manager, or their designee, and the
other two (2) representatives designated by the Employer. Issues resolved at this level shall be final and binding. Any case deadlocked by the Committee will be referred to an International Teamster-UPS Committee composed of the President of the International Brotherhood of Teamsters and the Vice President of Labor Relations of UPS, or their designees. Issues resolved at this level shall be final and binding. Any case deadlocked by this Committee may be submitted to arbitration by either the Employer or the Union.(c) If either the Company or the Union alleges that there has been a violation of a prior UPS Labor-Management Committee or the WRT-UPS Labor Management Committee panel decision, the complaining party shall have the right to bring their complaint to the Co-Chair of the Nor Cal Committee and the Corporate Labor Relations VP. If no resolution is obtained, the complaining party may appeal the dispute to the Co-Chairs of the National Grievance Committee for discussion. If the National Co-Chairs cannot resolve the dispute the grievance may then be processed through the grievance procedure as outlined in the provisions of this Article.
page 18
A7.S4
handling of discharge or suspension
Any case pertaining to a discharge or suspension shall be handledas follows:(a) In discharge or suspension cases, the Company shall not proceed with any interrogation unless the employee being interrogated is provided with Union representation from their Local Union unless specifically waived by the employee, in writing, with a copy to the Union.(b) In all cases, except theft, intoxication, use, sale, or possession of illegal narcotics and gross insubordination, each having occurred on the job, an employee to be discharged shall be allowed to remain on the job, without loss of pay, unless and until the discharge is sustained under the grievance procedure. In suspension cases, the employee shall be allowed to remain on the job, without loss of pay, unless and until the suspension is sustained under the grievance procedure. Notwithstanding the above, an employee who tests positive as a result of a DOT periodic test (in accordance with the National Master United Parcel Service Agreement for controlled substances) shall be offered an unpaid leave of absence for a drug rehabilitation program. If the employee refuses to participate in a drug rehabilitation program or fails to complete it satisfactorily, they shall be subject to disciplinary action. An employee shall have the right to return to work after satisfactorily completing the drug rehabilitation and aftercare program under the same guidelines as described.(c) Within five (5) days of the occurrence of the alleged cause for discharge or suspension, the Employer shall give written notice
by certified mail to the employee and to the Local Union of its decision to discharge or suspend the employee and such notice shall set forth the reason or reasons for the discharge or suspension. If the Employer fails to give such written notice within the specified five (5) day period, the right to discharge or suspend for that particular reason shall be waived. But this shall not preclude the Employer from introducing as evidence, should a subsequent discharge or suspension occur, any reason or reasons to substantiate unsatisfactory work performance arising out of circumstances which occurred during the nine (9) month period immediately preceding the date of discharge or suspension notice. However, in order for any such reason to be introduced by the Employer, the Employer must have given specific written notice by certified mail to the employee and to the Local Union of the circumstances giving rise to such reason within ten (10) days of the occurrences of the circumstances. Such written notice may not be submitted for consideration by the Labor-Management Committee except in cases in which the Employer has given the employee a notice of discharge or suspension and such notice shall not be subject to economic action by either the Union or the Employer. If the Local Union does not file with the joint secretaries of the Committee a written protest of the Employer’s action within five (5) days, excluding Saturdays, Sundays and holidays from the time of receipt of the Employer’s notice, the right to protest such discharge or suspension shall be waived.(d) Should the Local Union file protest of the intended discharge or suspension within the time period set forth in subsection (c), then
the case shall automatically be placed on the agenda of the Committee described in Section 2 above. Discharge and suspension cases referred to the Committee will be placed first (1st) on the agenda of the Committee provided that the Committee shall not hear the case until the five (5) days specified in subsection (c) have elapsed. Off-roll discharge cases may be added to the current month’s agenda.(e) If the Committee reaches a deadlock, the matter shall be heard by the scheduled impartial arbitrator for final decision. The selection of the arbitrator for a decision in discharge or suspension cases shall be made pursuant to Section 5 (a) below, and the arbitrator so selected shall hear the case within forty-five (45) calendar days not more than one hundred and thirty-five (135) calendar days, from the date of the deadlock and render their decision in not more than ten (10) calendar days from date of hearing of the case. The method of selection of the arbitrator shall be made as provided in Section 5.
page 20
A7.S7
grievance settlements
All monetary grievance decisions or settlements shall be submitted by separate check payable to the grievant or grievants and a copy of same sent to the Local Union for the records. Such settlements shall be paid within five (5) days of the settlement. If the Employer fails to make the payment available on the employee’s fifth (5th) scheduled workday, the employee will be paid an additional amount equal to one-half (1/2) of their daily guarantee at their regular hourly rate for every full pay period in which the shortage is not paid after the fifth (5th) scheduled workday, until corrected.
page 23
A10.S1
SAFETY AND JOB HEALTH
The Employer shall not require employees to take out on the street or highways any vehicle that is not in a safe operating condition or not equipped with the safety appliances prescribed by law. It shall not be a violation of this Agreement where employees refuse to operate such equipment unless such refusal is unjustified. All equipment which is refused because not mechanically sound or not properly equipped, shall be appropriately tagged so that it cannot be used by other drivers until the automotive maintenance department has adjusted the complaint.Under no circumstances will an employee be required, or assigned, to engage in any activity involving dangerous conditions of work, or danger to person or property, or in violation of any applicable statute or court order, or in violation of a government regulation relating to safety of persons or equipment. The term, “dangerous conditions of work” does not relate to the type of cargo which is hauled or handled. Any employee involved in any accident shall immediately report said accident and any physical injury sustained.When required by their Employer, the employee, before the end of their shift, shall make out an accident report in writing on forms furnished by the Employer and shall turn in all available names and addresses of witnesses to the accident. Copies of the same shall be made available to the employee upon their request.Employees shall immediately, or at the end of their shifts, report all defects of equipment on a suitable form furnished by the Employer. The Employer shall not ask or require any employee to take out equipment that has been reported by any other employee as being in an unsafe operating condition until same has been approved as being safe by the automotive maintenance department. When the occasion arises where an employee gives written report on forms in use by the Employer of a vehicle being in an unsafe working or operating condition, and receives no consideration from the Employer, they shall take the matter up with the officers of the Union who will take the matter up with the Employer. All package cars and tractor-trailers and/or trucks shall be equipped with all safety equipment as required by the Department of Transportation—Part 393.
page 27
A11.S1
rest period
The Employer agrees that all part-time employees shall be allowed to take a rest period during the first four (4) hours of work. Any part-time employee who will be required to work six (6) hours or more shall be entitled to a second (2nd) rest period before the fifth - 28 -Article 11(5th) hour of work. House rules regarding the time for such periods shall be mutually agreed upon between the Employer and the Principle Officer or other full-time employee of the Union. Disagreements under this Section will be referred to United Parcel Service and the Union Policy Committee
page 28
A11.S6
TIME CLOCKS
The Employer shall install time clocks. Such time clocks must be kept accurate. Employees shall punch in on such time clocks when they report to work and shall punch out when all work is completed. The Employer shall not alter an employee’s time card in any manner without clearing the alteration with the employee. Upon request, an employee may inspect the record of their time for the previous day’s work. An employee will be allowed to view the operation report for the current pay period for the purpose of checking their hours worked. The Employer agrees to provide forms for the employee to record their daily starting and ending times. The Company agrees to audit, on a regular basis, to ensure the availability of time clocks in all operations at the same locations as any other device used to record employees work time. In instances where a time clock is not available due to repair or damage, upon notification the Company shall immediately either repair or replace the unit. All time clocks shall be converted so as to record time in hundredths. In accordance with Article 12 of the NMUPSA an employee’s hours worked, and rate of pay shall be available for review electronically by the affected employee on a Company maintained website. Upon request an employee shall be allowed access to a computer to check and verify their hours on the Company maintained website.
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A18.S2
COMBINATION JOBS
Employees may be required to work in more than one (1) classification during their working hours of any day, but in such event shall be paid for the entire day at the hourly rate of the highest job classification worked, except for utility drivers.
page 37
A19.S3
LUNCH PERIOD
The lunch period shall not be less than one-half (1/2) hour or more than one (1) hour in duration. The lunch period shall commence not less than four (4) hours after the employee starts work, and shall be completed no later than six (6) hours after the commencement of the employee’s work. If the employee is directed to take a one-half (1/2) hour lunch, the remaining one-half (1/2) hour will be paid at the over-time rate.
page 39
A19.S5
STARTING TIMES
The Company shall post starting times for all part-time employees on the prior Friday of the week for which the shifts are to be effective. Changes in starting time shall be posted on the time clock prior to the end of the last shift worked.The Employer may delay the start time of employees due to inclement weather, earthquakes, civil unrest, and/or floods that result in delaying the arrival of ground packages provided the affected employees are notified at least two (2) hours in advance of their scheduled start times. Start times will not be delayed unless the delay is equal to one (1) hour or more.
page 40
A26.S5
EQUIPMENT STANDARD
Rules and regulations covering standards of equipment and safety of operations as prescribed by Federal and State governmental agencies having jurisdiction over such matters, shall control the operations of the Employer and the work of employees. No employee shall be discriminated against for refusing to operate equipment which does not meet the required standard.
page 55
A30.S1
PREFERRED JOBS
The Company shall maintain a preferred list for each shift. This list shall be maintained in the manager’s office. Part-time employees with six (6) months or more seniority desiring to work these preferred jobs shall sign the appropriate bid according to Article 3, Section 11. The employees awarded these preferred jobs shall stay in these jobs for a minimum of six (6) months.
Preferred Jobs List:
Rewrap and Damage Acceptance
Auditor
Irregulars Cart
Air Recovery Trailer
Hooper
Debagger
Tower
Small Sort
Auditor
Haz Mat
High Volume Pickoff
SPA
Small Sort
Bagger Sorter
International Auditor
In General Locals, where applicable, Clerks and Car washers.
page 61
A31.S1
supervisors working
The Employer agrees that the function of supervisors is the supervision of employees and not the performance of the work of the employees they supervise. The Union agrees that the Employer must train employees and must prevent service failures.Accordingly, the parties agree that supervisors will not perform the work of the employees they supervise except during training, demonstration, and safety education; and supervisors will not perform Union member’s work until all reasonable efforts have been exhausted to have the work covered by Union employees of United Parcel Service. It is the responsibility of the employer to have a sufficient number of employees on roll to cover the work, in addition to a sufficient number of utility drivers on roll. All violations will be paid at the double time rate of pay to the affected employee or the bounty system within five (5) days of settlement.Local practice as it relates to payment under this Article and under Article 3, Section 7 of the National Master United Parcel Service Agreement shall prevail.
page 62
LETTER OF UNDERSTANDING
ARTICLE 22.3 FULL-TIME EMPLOYEE WORK RULES
1. All Article 22.3 jobs shall be first bid to full time employees and secondarily to part time employees.
2. Employees who have gone through a full-time progression and bid into an Article 22.3 job shall not be obligated to undergo a second full-time wage progression. An employee, who is in full-time wage progression at the time of them being awarded an Article 22.3 job, shall not be forced to start their progression over. Employees shall be paid according to the National Master UPS Agreement and the NCSA.
3. Jobs bid under Article 22.3 provisions shall be specific to the job class (i.e. loader, sorter, irreg. driver) and subject to the provisions as outlined in Article 22.3. If an Article 22.3 job is changed by fifty percent (50%) or more, the employee shall have the right to retain the job or exercise their seniority to bump into a different Article 22.3 job. Fifty percent (50%) as used in this article is defined as either the entire first shift job or the entire second shift job being changed. The Union will be notified of any proposed changes to an Article 22.3 position at least thirty (30) days prior to implementation of said changes.
4. Full time laid off employees may on the following Monday in order of their seniority work in or cover an Article 22.3 position that they are qualified to perform.
5. Article 22.3 employees shall be included and made a part of the single full-time seniority list in each building where they are located for lay off, bidding purposes and the assignment of overtime.
6. A minimum of 10% full-time relief shall be established from the part-time employees to cover vacations, leaves of absence or other scheduled absences of 22.3 positions. In operations where there are less than ten (10) 22.3 full-time positions, there shall be a minimum of one (1) full-time relief position bid. After the full-time relief list has been exhausted, part-time employees may be used to cover absent 22.3 full-time positions. These jobs shall count in the number of 22.3 jobs required under Article 22.3 of the National Master UPS Agreement.
7. Part-time employees, who desire to work as Article 22.3 relief, shall sign the Article 22.3 relief bid sheet. In order for a part-time employee to be eligible for a relief position, their normal part-time shift must be part of the same time slot as the Article 22.3 job they are relieving. The employee will work their regular job during their regular shift at the Company’s discretion. Excluding sick leave, vacation and leaves of absence, employees who are unavailable or refuse work on three (3) separate occasions within a three (3) month period shall have their names removed from the relief list. An employee will not be allowed to re-bid to the 22.3 relief list until they has been off of the list for five (5) full calendar months.
8. Part-time 22.3 shall not gain full-time seniority but shall gain progression credit for one full week in any week they work a day as a 22.3 relief. Progression will reset if the employee is off the relief list for two (2) years.
page 82
master agreement
The white section of the union book.
The section outlines various topics related to union operations and workplace conditions. It includes provisions for supervisors, stewards, and sanitary conditions, as well as extra contract agreements. Additionally, there are clauses on technology and discipline, paid time, egress, posting requirements, and employee identification. The agreement also covers union activity, protections against discrimination, and guidelines for both full-time and part-time employees. Other sections deal with management-employee relations and package identification. These articles aim to define the working conditions, rights, and responsibilities for both union members and management, ensuring clarity on issues like discipline, union engagement, and employee treatment within the workplace.
index
articles and sections
A3.S7
Supervisors Working
(a) The Employer agrees that the function of supervisors is the supervision of Employees and not the performance of the work of the employees they supervise. Accordingly, the Employer agrees that supervisors or other employees of the Employer who are not members of the bargaining unit shall not perform any bargaining unit work, except to train employees or demonstrate safety, or as otherwise provided in the applicable Supplement, Rider or Addendum. However, in the case of Acts of God, supervisors shall comply with the procedures in subsections (b) and (c) and may only perform bargaining unit work until bargaining unit employees are available. The Employer shall make every reasonable effort to maintain a sufficient workforce to staff its operations with bargaining unit employees. The Employer also agrees that supervisors or other employees of the Employer who are not members of the bargaining unit shall not perform bargaining unit work in preparing the work areas before the start of the Employer’s hub, preload or reload operation, nor shall the Employer send any bargaining unit employee home and then have such employee’s work performed by a supervisor or other employees of the Employer who are not a member of the bargaining unit.(b) When additional employees are necessary to complete the Employer’s operations on any shift or within any classification, the supervisor shall exhaust all established local practices to first use bargaining unit employees including where applicable, double shifting, early call-in, and overtime.(c) If there is no established local practice, the following shall apply with regard to inside work. Within each building, each operation will maintain appropriate list(s), by seniority, of those part-time employees requesting coverage work. It will be the employees’ responsibility to sign up on the appropriate list. The Company shall post such lists and employees who are interested in adding their names to the lists shall do so on the first working day of each month. It will be the employee’s responsibility to make sure their contact information is correct. Employees who are unavailable to work on three (3) separate occasions within a calendar month shall have their names removed from the coverage list. Those employees shall be eligible to re-sign the list the following month. When coverage work is available, the Company will use the appropriate list to fill the required positions, and such employees will work as assigned. The employee must be qualified for the available work and double shift employees shall have seniority among themselves. No employee is allowed to work more than two (2) shifts in any twenty-four (24) hour period. Local call verification practices and procedures shall remain in place. Nothing contained in this Section shall change existing practices or procedures covering full-time work.(d) If it is determined at any step of the grievance and/or arbitration procedure that this Section, or a “supervisor working” provision in a Supplement, Rider or Addendum, has been violated, the aggrieved employee will be paid as follows: (i) if the actual hours worked by the supervisor amounts to two (2) hours or less, the aggrieved employee will be paid for the actual hours worked by the supervisor at the rate of double time the employee’s rate of pay at the time of the incident; or (ii) if the supervisor works more than two (2) hours, the aggrieved employee shall be paid four (4) hours at straight time or actual hours worked at double time the employee’s rate of pay at the time of the incident, whichever is greater. If no aggrieved employee can be identified, the payment will be made to the grievant. Such remedy shall be in addition to any other remedies sought by the Union in the appropriate grievance procedure. If a Supplement, Rider, or Addendum does not have a provision requiring notice to the steward when a supervisor works the following shall be incorporated: “In the event a supervisor does perform bargaining unit work, the Employer shall notify the appropriate shop steward as soon as possible.” In the event that any individual supervisor is found to be in violation of the first paragraph of this Subsection three (3) times in any nine (9) month rolling period, the grievance shall be paid at quadruple time the employee’s rate of pay for the hours specified in the first paragraph of this subsection.
page 10
A4.
STEWARDS
The Employer recognizes the right of the Local Union to designate Job Stewards and alternates from the Employer’s seniority list. The authority of Job Stewards and alternates so designated by the Local Union shall be limited to, and shall not exceed, the following duties and activities:(a) The investigation and presentation of grievances with the Employer or the designated company representative in accordance with the provisions of the collective bargaining agreement:(b) The collection of dues when authorized by appropriate Local Union action; and(c) The transmission of such messages and information, which shall originate with, and are authorized by the Local Union or its officers, provided such messages and information:(1) have been reduced to writing; or(2) if not reduced to writing, are of a routine nature and do not involve work stoppages, slowdowns, refusal to handle goods, or any
other interference with the Employer’s business.Job Stewards and alternates have no authority to take strike action or any other action interrupting the Employer’s business, except as
authorized by official action of the Local Union. The Employer recognizes these limitations upon the authorized Job Stewards and their alternates, and shall not hold the Union liable for any unauthorized acts. The Employer in so recognizing such limitations shall have the authority to impose proper, nondiscriminatory discipline, including discharge. However, in the event the Job Steward or the designated alternate has led, or instigated or encouraged unauthorized strike action, slowdown or work stoppages in violation of this Agreement they may be singled out for more serious discipline, up to and including discharge. Stewards and/or alternate stewards shall not be subject to discipline for performing any of the duties within the scope of their authority as defined in this Section, in the manner permitted by this Section.Recognizing the importance of the role of the Union Steward in resolving problems or disputes between the Employer and its
Employees, the Employer reaffirms its commitment to the active involvement of union stewards in such processes in accordance with
the terms of this Article. The Job Steward or the designated alternate shall be permitted reasonable time to investigate, present and process grievances on the Company’s property without interruption of the Employer’s operation. Upon notification to their supervisor, a steward shall be afforded the right to leave their work area for a reasonable period of time to investigate, present and process grievances and to represent a fellow employee concerning grievances or discipline so long as such activity does not interrupt the Employer’s operations. This shall include the steward’s right to represent an employee in connection with any grievance concerning safety issues. The Employer will make a reasonable effort to ensure that its operations are not interrupted by the steward’s engaging in such activity. The Employer shall not use interruption of its operation as a subterfuge for denying such right to the steward.Where mutually agreed to by the Local Union and Employer, stewards may investigate off the property or other than during their regular schedule, without loss of time or pay. Stewards will be paid for time spent in meetings under this Article which occur during the
steward’s regular working hours. Stewards shall also be paid for time spent in meetings which occur outside their working hours, or
on days off, by mutual consent. Such time spent during the Job Steward’s or the designated alternate’s regular working hours shall be considered working hours in computing daily and/or weekly overtime if within the regular schedule of the Job Steward or the
designated alternate.The Employer recognizes the employee’s right to be given requested representation by a Steward, or the designated alternate, at such time as the employee reasonably contemplates disciplinary action. The Employer also recognizes the steward’s right to be given requested representation by another Steward, or the designated alternate, at such time as the Steward reasonably contemplates disciplinary action. When requested by the Union or the employee, there shall be a steward present whenever the Employer meets with an employee concerning grievances or discipline or investigatory interviews. In such cases, the meeting shall not be continued until the steward or alternate steward is present.If an employee does not wish to have a Union Steward in any meeting where the employee has a right to Union representation under this Article, the employee shall sign a waiver of Union representation, a copy of which shall be furnished to the Union upon its request.If requested by the Local Union, the designated Stewards will be provided with copies of all warning, suspension and discharge letters. If a supplement has no provision allowing a Local Union to request documents/information with regard to pending grievances, the following shall be incorporated into the Supplement: “The Employer shall, upon written request, provide the Local Union or the steward designated by the Local Union, with documents/information that is reasonably related (based on NLRA standards) to the pending grievance.” Job Stewards, or designated alternates, shall be allowed to wear an identifying steward’s badge, provided by the Union, at all times while on the Employer’s premises
page 12
A5.
SANITARY CONDITIONS
The Employer agrees to maintain a clean, sanitary washroom having hot and cold running water with toilet facilities in all present and future buildings. The Employer further agrees to provide separate toilet and changing facilities for male and female employees in all present and future UPS buildings which have more than fifteen(15) drivers.The Employer shall implement procedures designed to ensure privacy for all employees when using facilities in UPS buildings with fifteen (15) or fewer drivers.Such toilet facilities will be equipped with proper ventilation devices and shall be heated as climatic conditions shall warrant.The Employer agrees to provide lockers for those employees who are required to change into a uniform or take a lunch period. All other employees will be provided a suitable area for keeping personal items and clothes. Assigned lockers will not be opened by the Employer unless either the employee or a Union representative is present.Where the Employer and the Union agree that the local water is not suitable for drinking, the Employer will provide bottled drinking water.
page 15
A6.s1
Extra Contract Agreements
Except as may be otherwise provided in this Agreement, the Employer agrees not to enter into, or attempt to enter into, any agreement or contract with its employees, either individually or collectively, or to require or attempt to require employees to sign any
document, either individually or collectively, which in any way conflicts with the provisions of this Agreement. Any such Agreement or document shall be null and void. Any such agreement or document may not be placed in an employee’s file or used by the Employer as a basis for discipline or used in connection with any disciplinary proceeding, nor may any such agreement or document nor the contents thereof be divulged to any person or entity.In addition, the Company will not discipline an employee for refusing to sign any Company form related to the principle of a fair day’s work unless the signing is required by law or by this Agreement.
page 16
A6.s6
Technology and Discipline
No employee shall be disciplined based solely upon information received from GPS, telematics, or any successor system that similarly tracks or surveils an employee’s movements unless they engage in dishonesty (defined for the purposes of this paragraph as any intentional act or omission by an employee where they intend to defraud the Company). A driver’s failure to accurately recall what is reflected by the technology shall not by itself be considered dishonesty. The Company must confirm by direct observation or other corroborating evidence any other violations warranting discharge. The degree of discipline dealing with off-area offenses shall not be changed because of the use of the above-mentioned systems.No employee shall be issued a warning notice based solely upon the above-mentioned systems without first having a verbal counseling session on an identical infraction (e.g. two seat belt violations). Any such discipline shall also comply with applicable Supplemental disciplinary procedures and requirements.Vehicles may not be equipped with inward-facing cameras. Forward-facing capability of cameras shall not be used for discipline. Further, there shall be no in-cab audio recording or videotaping. Any functionality included in driver-facing cameras (including their driver recording and monitoring functionality) will be disabled and rendered inoperable to prevent recording and monitoring of in-cab activities. Upon request, evidence of the disabled functionality of any driver-facing camera shall be provided to the Package Division. Driver-facing sensors will only be used for the purpose of triggering in-cab audible alerts related to distracted driving and for the purpose of identifying coaching/counseling opportunities related to the same during Integrad or the thirty (30) day driver qualification/probationary period. Driver-facing sensors will not be used for any purpose during any phase of a disciplinary process or be the sole basis for disqualifying a driver during the thirty (30) day period.The Company acknowledges that there have been problems with the utilization of technology in the past. Therefore, at the request of the Union’s Joint National Negotiating Committee Co-Chair a meeting will be scheduled with the Company Co-Chair to discuss any alleged misuse of technology for disciplinary purposes and what steps are necessary to remedy any misuse.
page 20
A17.
paid for time
All employees covered by this Agreement shall be paid for all time spent in service of the Employer. Rates of pay provided for by this
Agreement shall be minimums. Time shall be computed from the time that the employee is ordered to report for work and registers in
and until the employee is effectively released from duty. All time lost due to delays as a result of overloads or certificate violations involving federal, state or city regulations, which occur through no fault of the driver, shall be paid for by the Employer.The Employer will not allow employees to work prior to their start time without appropriate compensation.Wages for selected vacations, in all instances, will be paid to the employees no later than the workday prior to their vacation. If the employee does not receive their vacation check, the Employer will make all reasonable efforts to provide the check the following day
including delivery by Saturday or Next Day Air. If the employee requests to see their vacation check on the Monday as permitted below and the Employer fails to make the vacation payment available by Saturday following the employee’s regular scheduled payday, the employee shall be paid an additional amount equal to one-half (1/2) of their daily guarantee at their regular hourly rate of pay for every subsequent pay period until the shortage is corrected. Other shortages involving more than fifty ($50.00) dollars for full-time employees, and twenty-five ($25.00) dollars for part-time employees, will be corrected and the payment will be made available to the employee at their reporting location on their second scheduled workday after reporting the shortage. If the Employer fails to make the payment available on a full-time employee’s second scheduled workday and the shortage was the result of the Employer’s error, the full-time employee will be paid an additional amount equal to one-half (1/2) of their daily guarantee at their regular hourly rate for every full pay period in which the shortage is not paid after the second (2nd) scheduled workday, until corrected. If the payroll error for a full-time employee is not corrected within two (2) pay periods, the payroll error penalty described above shall be increased to the full-time employee’s full daily guarantee.If the payroll error involves a part-time employee, the penalty paid for shortages described above which are not paid on the second (2nd) scheduled work day shall be equal to four (4) hours times the part-time employee’s regular hourly rate. The four (4) hour payroll error penalty for a part-time employee shall continue to be paid for every full pay period in which the shortage is not corrected. Within thirty (30) days of the implementation of the Employer’s new payroll processing system, but no later than January 1, 2026, the following shall apply: The payroll error penalty described above for full-time employees shall be increased to the employee’s full daily guarantee for every full pay period in which the shortage is not paid after the second (2nd) scheduled work day, until corrected. For part-time employees, the payroll error penalty shall remain at four (4) hours pay. If the payroll error is not corrected for a part-time employee within two (2) pay periods, the penalty shall be increased to five (5) hours.Errors of less than fifty ($50.00) dollars for full-time employees or twenty-five ($25.00) dollars for part-time employees and overages will be corrected in the following weekly paycheck. The Union and Employer shall have the authority at any level of the grievance procedure to award a penalty up to the amount specified in the prior paragraph for any violation of the provision.If an employee works in different classifications during a shift that are paid at different rates, the different hours and rates shall be available for review electronically by an employee on a Company maintained website. Any grievance payments included on a paycheck will also be available for review by affected employees electronically with the applicable identifying grievance number on a website maintained by the Employer. Nothing in this paragraph is intended to eliminate any local practices regarding availability of data regarding grievance settlements.Any grievance settlement not paid within ten (10) working days of the settlement shall entitle the grievant(s) to a penalty payment as
outlined above. The ten (10) working day period shall begin to run when the management representative agrees to the settlement. The Employer shall pay a maximum of one penalty payment for a multi-grievant grievance, which shall be subject to the additional penalties set forth above for untimely payment, until corrected.When an employee notifies the Employer in writing of any ongoing overpayment, the employee’s liability will cease five (5) working days after the date of the written notification. The notification shall be provided to the employee’s immediate supervisor or manager.All employees must receive their vacation pay in a separate check before taking vacation. Vacation checks for an employee, who is taking a scheduled vacation in accordance with the applicable Supplement, Rider or Addendum, will be at the operating center on Monday of the week prior to the employee’s vacation week(s). This is to ensure that the employee receives their pay prior to taking their vacation. The employee will be shown their check upon request, but will not receive the check until the regular scheduled payday.All green checks will be taxed at the employee’s regular withholding tax rate.Paycheck stubs will show the year-to-date vacation, sick and personal leave balances.
page 52
A18.s24
egress
The Employer and Union shall monitor conditions in and around all work areas including but not limited to sort aisles and areas where vehicles are loaded or unloaded to ensure that temporary impediments created by placed or fallen packages are minimized. The Employer shall not permit packages, materials, or equipment to be placed permanently or temporarily within the 28in wide exit access in front of an exit door or at the top or bottom of a stairway that is part of an exit access point.
page 73
A19.
posting
The Employer agrees to supply and provide suitable space for the Union bulletin board in each center, hub, or place of work. Postings by the Union on such board are to be confined to official business of the Union and on the Union’s official letterhead or TITANS. In each package center there shall be a covered bulletin board. Union Stewards shall have a key for the Union bulletin boards. The Employer shall not remove, tamper with or alter any notice posted by the Union unless such notice is harmful to the Employer. Any such notice removed by the Employer shall be re-posted if the Union’s position is sustained through the grievance procedure.
page 75
A20.s5
identification
Should the Employer find it necessary to require employees to carry or record full personal identification, such requirements shall be complied with by the employees. The cost of such personal identification shall be borne by the Employer. Employees, other than applicants, shall be paid up to two (2) hours at their current straight time hourly rate of pay for their time in the process of obtaining an airport badge. This includes obtaining the initial badge and any recertification badge. Provisions in Supplements, Riders or Addenda that are superior shall prevail. All management personnel shall wear an ID badge or nametag identifying them as supervision while on duty and shall provide their name upon request.
page 77
A20.s21
UNION ACTIVITY
Any employee member of the Union acting in any official capacity whatsoever shall not be discriminated against for acts as such officer of the Union so long as such acts do not interfere with the conduct of the Employer’s business, nor shall there be any discrimination against any employee because of union membership or activities. Any employee shall have the right to wear a Union pin where there is a practice affording such a right.
page 78
A22.s3
FULL-TIME COMBINATION AND
PART-TIME EMPLOYEES
The parties agree that providing part-time employees the opportunity to become full-time employees is a priority of this Agreement. Accordingly, the Employer commits that during the life of this Agreement, it will offer part-time employees the opportunity to fill at least twenty-two thousand five hundred (22,500) permanent full-time job openings throughout its operations covered by this Agreement.This commitment shall include the obligation to create at least seventy-five hundred (7500) new full-time jobs from existing part-time jobs during the last three years of this Agreement throughout its operations covered by this Agreement; one thousand (1000) in
the third year of the contract; three thousand (3000) in the fourth year; and thirty-five hundred (3500) in the fifth year of this Agreement. In creating these jobs, the Company shall be allowed up to one and one half (1.5) hour gap between jobs in a workday notwithstanding any provision in any Supplement, Rider or Addendum that is more limiting. Any disagreements will be referred to the Chairs of the National Negotiating Committee for resolution.The number of full-time jobs created under Article 22, Section 3 of the 1997-2002, the 2002-2008, the 2013-2018 and the 2018-2023 Agreements shall not be reduced. Within sixty (60) days of the ratification of this Agreement the Employer shall provide the International Teamsters Union a report detailing and identifying the full-time jobs which will need to be maintained pursuant to this paragraph.
page 79
A36.
NONDISCRIMINATION
The Employer and the Union agree not to discriminate against any individual with respect to hiring, compensation, terms or conditions of employment because of such individual’s race, color, religion, sex, gender identity, sexual orientation, national origin, physical disability, veteran status, age, or any other class protected by any federal or state law, or engage in any other discriminatory acts prohibited by law, nor will they limit, segregate or classify employees in any way to deprive any individual employees of employment opportunities because of race, color, religion, sex, gender identity, sexual orientation, national origin, physical disability, veteran status, age or any other class protected by any federal or state law, or engage in any other discriminatory acts prohibited by law. This Article also covers employees with a qualified disability under the Americans with Disabilities Act.
page 148
A37.s1
MANAGEMENT EMPLOYEE RELATIONS
(a) The parties agree that the principle of a fair day’s work for a fair day’s pay shall be observed at all times and employees shall perform their duties in a manner that best represents the Employer’s interest. The Employer shall not in any way intimidate, harass, coerce or overly supervise any employee in the performance of their duties. The Employer shall not retaliate against employees for exercising rights under this Agreement. In considering any grievance alleging retaliation for exercising their rights under the Agreement, the severity and timing of the Employer’s actions that modify an employee’s work assignment or reprimand employees shall be relevant factors to a determination of motivation. The Employer will treat employees with dignity and respect at all times, which shall include, but not be limited to, giving due consideration to the age and physical condition of the employee. Employees will also treat each other as well as the Employer with dignity and respect.
page 148
A44.s2
Package Identification
The Employer agrees that it will periodically instruct its customers to place at least one (1) over 70 pound label on all such packages shipped, enter the weight of the package on the label and notify the pick-up driver of the over 70 pound packages to be picked up. The driver shall complete and affix as many additional over 70 pound labels and/or identifying tape as is reasonably necessary to provide proper visual identification of the package for safe movement through the system. The label and tape shall be of bright contrasting colors. No package will move through the system without enough tape clearly visible from all sides identifying the package as over seventy (70) pounds.The Employer shall contact and work with customers who do not have identifying weights on all packages. This will include incompatible and overweight packages.
page 197
memorandum of understanding
Teamster United Parcel Service Negotiating Committee (Union) and United Parcel Service, Inc. agree that it was their mutual intent that if a part-time employee completes their assigned duties and leaves work in less than three-and-one-half hours they shall be considered to have forfeited the right to their daily three-and-one-half hour guarantee. This shall not affect an employee’s right to a minimum three (3) hour daily guarantee.
page 201
Grievance form 101
What is a Grievance?
A grievance is a formal complaint raised by an employee when they believe management has violated workplace policies, contract terms, or labor laws. It can involve issues like unfair treatment, unsafe conditions, or contract violations. Grievances follow a structured process, often outlined in a union contract or company policy, to seek resolution. If management consistently followed proper procedures, treated employees fairly, and upheld agreements, there would be no need to file grievances. Addressing concerns proactively helps maintain a positive work environment and avoids unnecessary disputes.
"But I'm sacred of them retaliating against me"
We understand your fear of retaliation, but you have the right to a fair and safe workplace. Filing a grievance ensures that workplace policies and agreements are upheld, benefiting not just you but your colleagues as well. Retaliation is illegal, and protections are in place to prevent it. If issues go unaddressed, they may continue or worsen. Consider discussing concerns with a trusted representative or documenting everything for your protection. You deserve to be treated fairly, and taking action can help create a better work environment for everyone.
grievance form
Make sure you have the correct local form. Email all completed grievances to the email provided.
If violation continuously happens, put the date of violation and then add on going in the date of violation section. For all the personal information, just put On file.
Check off all that apply to the violation. If the violation is happening on two separate shifts, file two separate grievance forms.
If you are having trouble filling out the explanation of the grievance, try this:
Go to chatGPT and input this prompt:
I need a explanation for a grievance I'm going to file, involving me and my employer. I need this explanation in 100 words or less. Here is some more context about this situation: +Explain the violation in as much detail as possible. Then put: Here is some information on the topic: +copy all laws and union facts on the situation. Then hit enter
Cool, right? Welcome to 2025.
Never put a witnesses name on your grievance form. Instead, put witness upon request at the end of the explanation of contract violation. Keep all names of witnesses in your notes. Management likes to intimidate and harass your witness so make sure you keep them safe.
All articles are covered but you want to be specific in the violation if possible. ALWAYS put at the end ...and all others that apply.
If you are having trouble filling out the resolution for this grievance, try this:
Go to chatGPT and input this prompt:
I need a resolution for a grievance I'm going to file, involving me and my employer. I need this resolution in 50 words or less. Here is some more context about this situation: +Explain the violation in as much detail as possible. Then put: Here is some information on the topic: +copy all laws and union facts on the situation. Then hit enter
Don't worry about filling this part of the grievance out. It accomplishes nothing.
"how do i get a grievance form?"
| OBTAINING FORMS | PROS | CONS | SPEED |
|---|---|---|---|
| Go to the union office | You get a handful of copies. | Waste gas and takes time out of your day. | Slow |
| Ask a shop steward | Steward knows what's happening and can inform you of your rights. | You get only a few copies, or they might be all out of forms. | Medium |
| Download online | You get a unlimited copies and its environment friendly. | None | Fast |
Filing a grievance should be simple and accessible for every employee. There is no wrong way to obtain a form, only what works best for you. Whether you prefer a physical copy or a digital version, we provide multiple ways to ensure you can access and submit your grievance with ease.
Visit the Union Office– Stop by in person to pick up a physical copy. This is a good option if you prefer a printed form and want to speak with someone directly.
Ask Your Shop Steward – Your shop steward can provide you with a form on-site, saving you a trip to the union office.
Download from this Website – Instantly access the grievance form our website at your convenience.
PDF Format - Download and fill it out on your phone, tablet, or computer.
JPG Format- Save the image to your phone and use a picture editor to complete the form digitally.
Print at Home - If you prefer a paper copy, you can print the form yourself.
Some methods require travel, paper, and ink, while others are instant and completely digital. The best option depends on what’s most convenient for you. No matter how you choose to get your grievance form, the most important thing is that you have access to the resources you need to protect your rights.
"What's the best method to fill out grievance forms?"
| FILL OUT FORMS | PROS | CONS | SPEED |
|---|---|---|---|
| Hand written | None | One mistake can trash the form. Illegible handwriting can cost you important information. | Slow |
| Fill in forms website | Easy and legible. | Learning curve | Fast |
Filing a grievance form correctly is important to ensure your concerns are properly addressed. There are multiple ways to fill out the form, depending on your preference and comfort with technology. Below are the different methods you can use:
Filling Out by Hand
Download and print the grievance form from the website.
Use a pen to neatly fill in the required information. grievances have been thrown out for being illegible.
Scan or take a clear picture of the completed form before submitting it.
Using Your Phone’s Picture Editor
Download the PDF form from the website.
Open the PDF in your phone's picture editor.
Use the text tool to type your information into the designated boxes.
Save the edited form as JPG or print out the copy.
Using an Online "Fill and Sign" Tool
Download the PDF from the website.
Upload the file to a "Fill and Sign" website.
Enter information in the necessary boxes (usually just 3-4 fields).
Save the completed form as JPG or print out the copy.
Each method has its advantages. Filling out the form by hand is simple but requires printing and scanning. Editing the form on your phone is convenient but might take some time to learn. Using an online "Fill and Sign" tool is often the easiest, as it only requires filling a few boxes. Choose the method that works best for you and ensure all required information is included before submitting your grievance. You should still keep your detailed notes and witnesses, just in case.
pro tip
You can always use your phone's picture editor to add text to the lines. If your phone's app doesn't want to work for this process, InShot is a free app we were personally using for this part.
"where do i turn in my grievance form?"
| TURNING IN FORMS | PROS | CONS | SPEED |
|---|---|---|---|
| *Go to the union office | You get a hard copy, stamped and assured it's being processed immediately. | Waste gas and takes time out of your day. | Medium |
| *Hand it to your shop steward | Steward knows what's happening and can defend you better. | You get a hard copy within a week, stamped and assured it's being processed. | Slow |
| **Email the union | You get a response email assuring you it's being processed. | No physical copy with received stamp | Fast |
*Hand written only
**Online forms only
If you didn't hand your grievance form to the shop steward, please let them know what grievances you turned in. That way, they can look out for more violations of that nature.
Once you've completed your grievance form, the next step is submitting it. The method you choose will depend on whether you have a physical paper copy or a digital JPG file. Below are the different ways you can turn in your grievance:
Hand-Delivering a Paper Copy
Bring the printed form to the union office and you get a stamped copy for your records in return.
Give the form to your shop steward, who will submit it on your behalf. However, this method may take up to a week to process.
Printing and Hand-Delivering a Digital Copy
If you filled out the form digitally and saved it as a JPG on your phone or computer, you can print it.
Once printed, follow the same process as a physical copy—either take it to the union office or give it to your shop steward.
Emailing a Digital Copy
Attach the JPG file to an email and send it to the union using the email address provided on the form.
The union typically responds with a confirmation email, which serves as proof of submission, similar to receiving a stamped copy in person.
Each submission method has its advantages and drawbacks. Hand-delivering a paper copy ensures immediate receipt but requires travel and printing. Email submission is instant and fully digital but you don't get a stamped copy. If speed is important—especially for grievances that operate on a bounty system—choosing the fastest method may be crucial. Ultimately, the best option is the one that works best for your situation while ensuring your grievance is properly submitted and documented.
Understanding the Bounty System for Grievances
In most cases, when two employees file a grievance on the same issue, monetary penalties are awarded to the employee with the highest seniority. However, when the bounty system applies, speed matters more than seniority in determining who receives the monetary penalties.How the Bounty System Works:
If multiple employees file grievances on the same issue, the person who submits their grievance first (before the next panel meeting that grievance is on the docket) will receive the monetary penalties.
If two employees submit grievances before the upcoming panel, then seniority still determines who gets the penalties.
Even if a senior employee files their grievance before the final deadline, they will not receive the penalties if another employee (even with lower seniority) submitted their grievance before the next panel and the issue was already resolved.
Key Takeaway:
To maximize your chances of receiving the monetary penalties, file your grievance immediately after your shift—don't wait! The sooner you submit, the better your chances under the bounty system.
Osha 101
link to the OSHA website.
ups osha violations
would you like to see All the Oakland OSHA Violations?
california laws
California labor code: 1102.5
Sponsored by Supervisors Working does not accept donations. Our funding comes exclusively from reclaimed grievance money that rightfully belongs to workers and is won back through holding management accountable.Without workplace violations, our organization wouldn’t exist, and every grievance we successfully reclaim is a direct result of employers failing to follow the rules. Accepting outside donations would undermine the foundation of our mission: ensuring that workers receive what they are owed and that employers uphold their obligations.Instead of donating, we encourage you to stay informed, know your rights, and support your coworkers in holding management accountable.Over 300 grievances filed since established in 2023
We aim to instill characteristics of a true Teamster:
Loyalty
Integrity
Honor
Compassion
Courage
Steadfast
Trustworthy
Fair
Just
Reliable
What to Do with Your Grievance Winnings
When you win a grievance, it’s easy to take the money, stay quiet, and move on with your day. And that’s exactly what management wants—they treat it like hush money, hoping you won’t talk about it.But here’s the truth: this money was taken from you and your coworkers. It represents wages that should have been properly paid, jobs that should have been filled, and rights that should have been respected. You fought for it, and you won. Now, the question is: What will you do with it?Recommended Approach:
Keep most for yourself—you earned it.
Give back to your coworkers in a meaningful way. You don’t have to hand out cash, but consider small gestures like:
Buying a coworker a soda or snack.
Hosting a pizza party for your immediate work area.
Gifting small gift cards.
Bringing in snacks for coworkers who also stand up for their rights.
Why Give Back?
This isn’t just about generosity—it’s about solidarity. Management counts on keeping employees divided and uninformed. When you share even a small portion of your grievance winnings, you remind your coworkers that:
Standing up for yourself works.
Knowing your rights matters.
You’re not just in it for yourself—you’re fighting for fairness for everyone.
Of course, what you do with your grievance money is ultimately your choice. But remember: when you win, it’s not just your victory—it’s a win for all of us..
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UNITED PARCEL SERVICE INFORMATION
SAFETY
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Comprehensive Health and Safety Process
Click the link to "fill and sign" the form
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Once you are finished filling out the form, click APPLY CHANGES at the bottom of the screen.
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California rest period laws
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shop stewards rights
Access to Grievance-Related Documents
As a steward, you have the right to access and review any paperwork related to grievances, disciplinary actions, or safety issues that you are investigating or representing. This includes documents that management may use to justify their actions or decisions.
Right to Represent Employees
You are entitled to represent employees in meetings or discussions with management where disciplinary action or grievances are being addressed. This includes the right to review any paperwork presented during these meetings.
Right to Documentation
If management is conducting a meeting or interview with an employee, you have the right to ask for clarification on the subject of the meeting and request any related paperwork. If management refuses to provide this, document their refusal.
Right to Take Notes
During any meetings or discussions, you have the right to take notes and keep a record of what is discussed. This includes documenting any paperwork that is presented or referenced.
Right to Privacy with Employees:
You have the right to meet privately with the employee you are representing to review paperwork and discuss the situation before proceeding with any meetings with management.
Right to Paid Time for Union Duties
Time spent reviewing paperwork, investigating grievances, or attending meetings related to your duties as a steward during your regular working hours is considered working time and must be paid. If these activities occur outside your regular hours, they must be compensated by mutual consent. Protection from Retaliation: You cannot be disciplined for performing your duties as a steward, including requesting or reviewing paperwork, as long as you are acting within the scope of your authority and not disrupting operations.
GUIDELINES FOR STEWARDS
When members come to you with workplace problems, you will need some guidelines to follow. Please review the following:
LISTEN TO THE MEMBER
Find a quiet place and a convenient time and listen carefully. If you don't have the time tell the member and schedule another time when you can listen without distraction. Encourage the member to talk freely. Ask relevant "open" questions. Review all the known facts - more than once, if necessary. Facts may change as more information is provided, or as more time is allowed.
INFORM THE MEMBER
Explain to the member how you will proceed in resolving the problem. Determine if the problem is grievable; if so, explain how the grievance process works. Go over the investigative steps required; explain the contract's time frames, and the possibility of delay. Be upfront and honest; yet don't make promises.
INVESTIGATE THE PROBLEM
Investigate every aspect of the problem. Use the Six Ws. Interview relevant, reliable and helpful witnesses. Seek precedents. Consult with the local, the business agent and other stewards. Ask questions and keep written records of everything.
READ THE CONTRACT
Review the contract for any applicable provisions or language. If the contract is unclear consult your business agent. Also check memorandum, letters of understanding, work rules, laws and past practices for possible violations.
PROCEED OR WITHDRAW
If you feel that this is a problem that may proceed to the formal stage, then arrange a meeting between yourself, the member and their immediate supervisor. Prior to this meeting, you and the member should review all the facts. On the other hand, if you have determined not to proceed, then you need to explain why (i.e.; no violation exists or can be proven), to the member. Once again, be upfront and honest. Remember, you didn't make promises.
MEETING THE SUPERVISOR
Before putting the complaint on paper, you need to meet with the immediate supervisor and try to resolve it informally. Settling a workplace problem at the lowest step should be your preferred goal as a steward. If not settled at the informal meeting, then you file a formal grievance in writing.
WRITING THE GRIEVANCE
Before formalizing the grievance in writing, check with the business agent. File it according to the policy and wishes of your local union,. Make sure that all the necessary information is provided on the form. Include any other records or evidence you found in while investigating. Write the grievance in clear, concise phrases without giving away any evidence (save that for later.) Be objective leave out all personal comments opinions or feelings. And make copies. Remember that during your investigation you asked the Six Ws; when writing the grievance, you have to answer them.
CONDUCT
Steward's conduct must be professional at all times. Through preparation, performance and honesty, you will gain the respect of your members and management. Set a good example at the workplace. Do your job well and perform your steward duties with integrity. Throughout the grievance procedure, keep your members informed. Good communications builds trust.
