manufacturing

International Brotherhood of Electrical Workers
4th district

A voice at work

JOB SECURITY

BETTER WAGES

OPPORTUNITY TO THRIVE

RETIREMENT SECURITY

GREAT HEALTHCARE

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MANUFACTURING

IBEW manufacturing members, employed by companies of all sizes, produce a wide array of products and electrical and electronic components for many diverse industries, such as communications, healthcare, national defense, aerospace, consumer electronics and computer hardware. Equipment needed for the generation, control and distribution of energy is also produced by IBEW manufacturing members.

The highly diversified list of products manufactured by IBEW members includes electric motors and generators, light fixtures, all types of household appliances, broadcasting and entertainment equipment, telecommunications equipment, and scientific and medical equipment.

The Manufacturing Department of the IBEW was established to help local unions in their efforts to help make sure all workers in local communities have a chance for union representation.

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When workers come together as a group, they give themselves a voice in the workplace through a guaranteed contract.  Some of the benefits of having a collective bargaining agreement:

• Higher wages – fair rates of pay, periodic pay increases, shift and grade differentials
• Better working conditions – job security, safety and health protections, seniority, and fair treatment
• Reasonable hours – defined work schedules and paid holidays and vacation
• Solid benefits – health insurance, sick leave, and pension
• A voice at work – formal steps to settle contract disputes through a set grievance procedure.

Union workers earn more than nonunion workers. On average, a worker covered by a union contract earns 10.2% more in hourly wages than someone with similar education, occupation, and experience in a nonunionized workplace in the same sector.

• When union density is high, nonunion workers benefit from higher wages. When the share of workers who are union members in an industry or occupation is relatively high, as it was in 1979, wages of nonunion workers are higher than they would otherwise be. For example, had union density remained at its 1979 level, weekly wages of nonunion men in the private sector would be 5% higher (that’s an additional $2,704 in earnings for year-round workers), while weekly wages for nonunion men in the private sector without a college education would be 8%, or $3,016 per year, higher.

• Union workers are more likely to be covered by employer-provided health insurance. More than nine in 10 workers—95%—covered by a union contract have access to employer-sponsored health benefits, compared with just 68% of nonunion workers. When adjustments are made for other characteristics that may affect benefits coverage—such as sector (public or private), industry, region, employee status (full- or part-time), and establishment size—union workers are 18.3% more likely to be covered. (Health Insurance premium increases are subject to negotiations under a union contract)

• Unions provide due process, protecting workers from arbitrary dismissal. Private employment in every state except for Montana is generally “at will,” meaning employers are free to dismiss workers for almost any reason, except for reasons specified by law (e.g., on account of race, religion, disability, or other identities that are protected classes). Union contracts typically have provisions that require employers to have a proper,
documented, performance-related reason for disciplining or dismissing a worker (“just cause”) and generally the worker has a chance to improve performance before the employer moves to dismiss the worker. Collective bargaining agreements also typically include a grievance and arbitration process to allow workers and the union to challenge unfair discipline or terminations.

• Union workers have more input into the number of hours they work. Almost half (46%) of nonunion workers say they have little or no input into the number of hours they work each week, compared with less than a quarter (22%) of union workers.

• Union workers get more advance notice of their work schedules. More than one in three workers (34.4%) who belong to a union get at least a week’s advance notice of their work schedules, whereas less than one in four nonunion workers (23.2%) do. (These calculations exclude workers whose schedules never change.)

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When workers come together as a group, they give themselves a voice in the workplace through a guaranteed contract.  Some of the benefits of having a collective bargaining agreement:

Higher wages –fair rates of pay, periodic pay increases, shift and grade differentials

Better working conditions – job security, safety and health protections, seniority, and fair treatment

Reasonable hours – defined work schedules and paid holidays and vacation

Solid benefits – health insurance, sick leave, and pension

A voice at work – formal steps to settle contract disputes through a set grievance procedure

When workers come together as a group, they give themselves a voice in the workplace through a guaranteed contract.  Some of the benefits of having a collective bargaining agreement:

Higher Wages –fair rates of pay, periodic pay increases, shift and grade differentials

Better Working Conditions – job security, safety and health protections, seniority, and fair treatment

Reasonable Hours – defined work schedules and paid holidays and vacation

Solid Benefits – health insurance, sick leave, and pension

A Voice at Work – formal steps to settle contract disputes through a set grievance procedure

When workers come together as a group, they give themselves a voice in the workplace through a guaranteed contract.  Some of the benefits of having a collective bargaining agreement:

Higher wages –fair rates of pay, periodic pay increases, shift and grade differentials

Better working conditions – job security, safety and health protections, seniority, and fair treatment

Reasonable hours – defined work schedules and paid holidays and vacation

Solid benefits – health insurance, sick leave, and pension

A voice at work – formal steps to settle contract disputes through a set grievance procedure

frequently asked questions

  1. First, it’s important to again recognize that you and your co-workers are forming this union.  Using your union to harm the employer would obviously not be in your best interest and is therefore not something you would do.
  2. Second, the IBEW is by no means anti-employer. It fully recognizes that employers and employees are co-dependent on each other, and when companies prosper it provides opportunities for workers to prosper too.
  3. When employees form unions and engage in collective bargaining, they’re doing so to protect their interests and help assure they’re not trampled on as their employers seek to increase profits. 

There are several reasons workers join or form unions.

  1. At-Will Employment vs. Working under a Collective Bargaining Agreement (CBA)  Absent a contract stating otherwise, employees are presumed to be at-will employees.  That is, they’re employed at the will of their employer.  Their employer unilaterally sets all the terms and conditions of employment, can change them any time it wants and for any reason it wants.  An employee’s only choice is “take-it or leave-it.”
  2. By contrast, workers who form unions and negotiate a contract with their employer are employed under the terms and conditions of that contract.  The employer cannot change the terms and conditions of the contract without the union agreeing to those changes, and is legally bound to honor that contract.  The contract between a union and an employer is commonly referred to as the Collective Bargaining Agreement or CBA.
  1. The union can’t control how your employer behaves so we can’t promise that it won’t violate the law. However, any threats, coercion, or retaliation by the company will result in the union filing Unfair Labor Practice Charges with the National Labor Relations Board.
  2. You can learn more about your rights under the National Labor Relations Act by visiting the NLRB’s website: nlrb.gov.
  3. Here are 35 things that employers sometimes do that violate the law. “35 Things The Company Can Not DO Flyer.”
  1. Most employers who learn that their employees are forming a union will bring in their own specialists. They may call themselves union avoidance consultants, or labor relations consultants, but their job is to convince you to remain at-will employees. These well-paid consultants orchestrate and carry out the employer’s campaign against the union.
  2. The management will likely hold captive audience meetings to talk to employees about unions and how bad it would be if one were to come into this workplace. High-level managers and corporate executives often speak at these meetings too. The meetings are held during the workday, so attendance is mandatory. They often include lunch or a pizza party.
  3. The goal of the union buster is to create fear and doubt among the employees.
  4. They’ll ignore the fact that you and your coworkers are forming this union and portray the union as “a third-party of outsiders” coming in to disrupt the great relationship that currently exists.
  5. They’ll portray the union as a business, saying you’re just customers that the union needs to stay in business. They’ll ask, “Why would want to pay money to a union?
  6. They’ll admit they may have made some mistakes and weren’t aware that employees weren’t happy. This is followed up with the promise to make things better if you give them one more chance.
  7. They’ll try to discourage you by saying that organizing will be an act of futility, or that you may end up with less than you have now. (For one, this is an unlawful threat, and two, it’s not true. No contract goes into effect unless it’s voted on and accepted by the workers, and why would you vote to accept a contract that wasn’t beneficial to you?) Click Here for more info on how. “Bargaining does not start from a blank sheet of paper.”
  8. For more things employers say to dissuade employees from forming unions, click on “12 Dirty Tricks You Should Know About.” Because employers need a majority of the employees to vote against the union, you can expect to be treated with the respect you’ve long deserved. This is by design, as it’s a proven tactic to make employees feel things are better now and maybe we don’t need a union after all. (Hint: It goes away as soon as the threat of forming a union goes away, and things go back to the way they had always been.)
  9. You should be prepared for lies and false statements made by your employer. The NLRB will not investigate false statements and lies made during an organizing campaign because it feels it’s the workers’ responsibility to distinguish fact from fiction. As such, it is imperative that you do your research and determine for yourself who is telling you the truth and who is lying to you.

  1. Some employers respect their employees’ right to choose to form a union and negotiate collectively, or remain at-will employees.
  2. Some employers prefer this relationship, as it stabilizes the workforce, helps it retain experienced and valuable workers, and helps them to project their labor costs in the coming years.
  3. That being said, employers prefer the “At-Will” employment relationship because it allows them to call all the shots unilaterally. It allows them to make changes anytime it want or for whatever reason. Having their employees take advantage of the National Labor Relations Act creates an unwanted counter to management’s ultimate power, so you can at least expect the Company to try and persuade you that you are better off being union-free and campaign against the union.

It’s important to understand that workers don’t hire a union, or bring in a union, they join together with their co-workers to form the union.  The reason they do this is because it’s the only means workers have to compel their employer to bargain with them in good faith for a written contract.  The IBEW has experienced representatives and negotiators to lead the way, but the issues proposed by the union during negotiations are those the workers themselves bring forward.  You’re forming a union to accomplish as a group what you can’t as individuals.

  1. The NLRB requires that employees demonstrate a minimum showing of interest before it will come in and conduct an election. It requires proof that at least 30% of the workforce is interested in collective bargaining.
  2. As such, the union must first determine what it feels is an appropriate bargaining unit.
  3. The IBEW then asks employees in this bargaining unit to sign an “Authorization Card.”   These cards are used for two purposes. (1.) They show IBEW who supports forming a union. (2)  They show the NLRB there’s a sufficient number of interested employees for them to hold an election.
  4. Can I be fired for signing a card?  It is clearly unlawful for an employer to retaliate against anyone for signing a card.    Additionally, these cards are treated as strictly confidential by the IBEW and the NLRB. (Unless you tell someone you signed one, no one will ever know.)  Cards can be submitted electronically from this website, further assuring confidentiality.
  5. Can I sign a card and still vote NO?  Yes, the cards only get you to an election.  It’s the votes cast during that election that determines if the majority supports the union and collective bargaining.
  6. If enough employees sign authorization cards, IBEW will file a petition with the NLRB that asks them to come in and hold a secret ballot election.
  7. On this petition, the union lists the employer and location, and a description of the bargaining unit.  Not the names of the employees, but a list of classifications to be included, as well as those to be excluded.  (Managers, supervisors, and security guards are automatically excluded by law.)
  8. The employer receives a copy of the petition, but not the authorization cards. They go directly to the NLRB who also won’t reveal who signed them, or even how many employees signed them.
  9. The NLRB will try to get the union and the employer to mutually agree to the election details and bargaining unit.  This happens 90% of the time, and when it does the parties sign a stipulated election agreement outlining the bargaining unit, and when and where the election will be held.
  10. Sometimes an employer will challenge the make-up of the bargaining unit. (It has the right to make a challenge, but it can’t dictate what it will be.) If Wheelabrator were to challenge the make-up of the petitioned-for unit, the NLRB listens to the arguments from both sides and makes the final determination of who is included and who is excluded, and when and where the election will be held.
  11. The amount of time between the union filing the petition and the actual election is typically four to six weeks.  The process may be delayed if the employer challenges the petitioned-for bargaining unit, and some employers use challenges as a delay tactic.

  1.  

  1. Workers in the United States have a law that gives them the right to join or form unions if they so choose, and it’s unlawful for an employer to threaten, coerce, or retaliate against any employee who chooses to exercise those rights. It’s called the National Labor Relations Act (NLRA), and it was passed in 1935.

  2. Under the NLRA, employees have a right to engage in concerted activities with co-workers for mutual aid and protection. They can discuss workplace issues with each other such as pay rates, benefits, how they’re being treated by management, etc. Any retaliation by an employer against employees because they’re engaging in this type of activity violates federal law.

  3. How do we determine if a majority of the workers in our bargaining unit want to form a union and negotiate collectively with Wheelabrator for a written contract? The National Labor Relations Board, the federal government agency that oversees this law, comes in and holds a secret ballot election.
    If the majority of the workers vote YES, the NLRB certifies the union as the workers’ collective bargaining representative. At this point, the employer can no longer make unilateral changes to the current terms and conditions of employment and must maintain the “status quo” while negotiating with the employees for a written contract.

  4. If the majority of the workers vote NO, the union is not certified as the employees’ collective bargaining representative and all remain “at-will employees.”

  5.  
  1. Union dues are voted on by the union’s members and appear in the IBEW’s Constitution and the local union’s By-Laws. Dues to the International Union are voted on by delegates IBEW local unions send to its International Convention held every 5-years. Dues for IBEW local unions are voted on and established by the members of that local and are listed in its By-Laws.
  2. Further, workers in IBEW organizing campaigns don’t pay any dues whatsoever until the election is won, a first contract has been negotiated, and that contract has been voted on and accepted by a majority of the employees in the bargaining unit.
  3. The IBEW also waives initiation fees for new members joining the union as a result of an organizing campaign.

  1. If you’ve decided that you like the idea of forming a union and bargaining collectively for a written contract, you need to convey this to the union because we won’t proceed until we know there’s enough support to win.

  2. You show that you’re onboard by submitting an Authorization Card. These cards are not shown to the employer and remain confidential. They are used for two purposes, (1) to show the union how many people support organizing, and (2) they show the NLRB that there’s enough support to come in and hold an election. Authorization Cards can be submitted electronically using the Electronic Authorization Card Form above. If you prefer the more traditional paper card, call or email one of the IBEW Representatives and one will be mailed to you.

  3. If you’re unsure and want more information, you can contact one of the following IBEW Representatives who can answer your questions. Contact them by phone or email, and your communications will be kept strictly confidential. 

A Workforce Represented By The IBEW Means Having A Voice In Your Healthcare Your Safety Your Hours Your Wages .

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the facts about unions

Knowledge is Key

Whether you are an experienced veteran or brand new to unions, educating yourself on your rights is key. There are many myths that exist about how a union functions and rights of its members. The interactive chart shares accurate information that will help you in your decision making process.

Know Your Rights
The Dirty Dozen
Union Facts
Important Links

International Brotherhood of Electrical Workers

quick links

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job security

An IBEW contract means protection for your job. Unions help safeguard you against arbitrary employer actions. They also mean the power to fight for a better work-life balance.

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Labor Unions and the U.S. Economy

Featured Stories

Labor Unions and the U.S. Economy

 

By Laura Feiveson, Deputy Assistant Secretary for Microeconomics

Today, the Treasury Department released a first-of-its-kind report on labor unions, highlighting the evidence that unions serve to strengthen the middle class and grow the economy at large. Over the last half century, middle-class households have experienced stagnating wages, rising income volatility, and reduced intergenerational mobility, even as the economy as a whole has prospered. Unions can improve the well-being of middle-class workers in ways that directly combat these negative trends. Pro-union policy can make a real difference to middle-class households by raising their incomes, improving their work environments, and boosting their job satisfaction. In doing so, unions can help to make the economy more equitable and robust.

Over the last century, union membership rates and income inequality have diverged, as shown in Figure 1. Union membership peaked in the 1950s at one-third of the workforce.  At that time, despite pervasive racial and gender discrimination, overall income inequality was close to its lowest level since its peak before the Great Depression, and was continuing to fall.  Over the subsequent decades, union membership steadily declined, while income inequality began to steadily rise after a trough in the 1970s. In 2022, union membership plateaued at 10 percent of workers while the top one percent of income earners earned almost 20 percent of total income.

Figure 1: Union Membership and Inequality

Figure 1: Union Membership and Inequality
Source: Union membership data through 1994 from Farber et al. (2021) and Freeman (1998).  After 1995, union membership data is from the CPS and they reflect percent of employed civilian labor force aged 16+ that are a member of a union.  Top Income Share is from World Inequality Database, wid.world

While the overall U.S. economy has grown over the past few decades, the rise in inequality can be a proxy for the experience of many middle-class households. The income of the median family rose only 0.6 percent per year, in contrast to average personal income per household which rose 1.1 percent per year, as seen in Figure 2.  And, notably, other markers of middle-class stability have deteriorated since the 1970s. Income has become more volatile,[1] the amount of time spent on vacation has fallen,[2] and middle-class Americans are less prepared for retirement.[3] Intergenerational mobility has declined—90 percent of children born in the 1940s earned more than their parents did at age 30, while only half of children born in the mid-1980s did the same.[4] 

Figure 2: Income and Wage Growth since the 1960s

Figure 2: Income and Wage Growth since the 1960s

Source: Real median weekly wages from Bureau of Labor Statistics; nominal personal income from Bureau of Economic Analysis; real median household income from Census.  All series are deflated by the Consumer Price Index

So, how could unions help? Treasury’s report shows that unions have the potential to address some of these negative trends by raising middle-class wages, improving work environments, and promoting demographic equality. Of course, unions should not be the only solution to these structural trends. But the evidence below and in the report suggests that unions can be useful in building the economy from the middle out.

Wages 

One of the most oft-cited benefits of unions is the so-called “union wage premium”—the amount that union members make above and beyond non-members.  While simple comparisons of the wages of union workers and nonunion workers find that union workers typically make about 20 percent more than nonunion workers,[5] economists turn to other types of analysis to capture causal effects of unions on wages. The first approach controls for many worker and occupation characteristics with the goal of comparing the wages earned by two similar workers that differ only in their union status. The other empirical approach is “regression discontinuity analysis,” which compares the wages in workplaces which just barely passed a vote to unionize against wages in workplaces that barely failed to pass the unionization vote. All in all, the evidence from these two approaches points to a union wage premium of around 10 to 15 percent, with larger effects for longer-tenured workers.[6]

Work environments

Worker wellbeing is greatly affected by non-wage benefits. Some benefits, such as healthcare benefits and retirement benefits, are a part of the compensation package and have substantial monetary value. Other features of the work environment, like flexible scheduling or workplace safety regulations, may not have direct monetary value but could still be highly valued by workers. For example, one study estimated that the average worker is willing to give up 20 percent of wages to avoid having their schedule frequently changed by their employer on short notice.[7] Another study, co-authored by Secretary Yellen, found that 80 percent of people who like their jobs cite a non-wage reason as the primary cause of their satisfaction and, conversely, 80 percent of people who dislike their jobs cite non-wage reasons to explain their dissatisfaction.[8]

There is strong evidence that unions improve both fringe benefits and non-wage features of the workplace. Figure 3 shows how much more likely it is for a union worker to be offered certain amenities than a nonunion worker. While these simple comparisons reflect correlations only, studies that use more robust empirical approaches find the same: unions have had a large hand in improving work environments on many dimensions and, in doing so, raise the wellbeing of workers and their families.[9]

Figure 3: Fringe Benefits and Amenities

Figure 3: Fringe Benefits and Amenities

Source: Bureau of Labor Statistics.  UI data from 2018.  Other data from March 2021.  Offered benefits describe whether an employee has access to the benefit through their employer, no the take-up thereof.  UI values include non-member workers represented by a union.  UI recipiency rate is the percent of unemployed workers who received UI, irrespective of whether they are eligible for UI payments.

Workplace Equality

The diverse demographics of modern union membership mean that the benefits of any policy that strengthens today’s unions would be felt across the population.Union membership is now roughly equal across men and women. In 2021, Black men had a particularly high union representation rate at 13 percent, as compared to the population average of 10 percent.[10] 

Unions promote within-firm equality by adopting explicit anti-discrimination measures, supporting anti-discrimination legislation and enforcement, and promoting wage-setting practices that are less susceptible to implicit bias. As an example of egalitarian wage-setting practices, single rate or automatic progression wage structures contribute to lower within-firm income inequality compared to firms that make individual determinations.[11] These types of practices, and others like publicly available pay schedules, benefit women and vulnerable workers who can be less likely to negotiate aggressively for pay raises. 

Empirical studies have confirmed that unions have, indeed, closed race and gender gaps within firms. For example, one study finds that the wage gap between Black and white women was significantly reduced due to union measures.[12] Another study provides evidence of how collective bargaining has reduced gender wage gaps amongst teachers.[13]

Spillovers

The positive effects of unions are not limited to union workers. Nonunionized firms in competition with unionized workplaces may choose to raise wages, change hiring practices, or improve their workplace environment to attract workers.[14] Unions can also affect workplace norms by, say, lobbying for workplace safety improvements, or advocating for changes in minimum wage laws.[15] The empirical evidence finds that these positive spillovers exist. Each 1 percentage point increase in private-sector union membership rates translates to about a 0.3 percent increase in nonunion wages. These estimates are larger for workers without a college degree, the majority of America’s workforce.[16] 

Unions may also produce benefits for communities that extend beyond individual workers and employers by enhancing social capital and civic engagement. Union members vote 12 percentage points more often than nonunion members, and nonunion members in union households vote 3 percentage points more often than individuals in nonunion households.[17] In addition, union members are more likely to donate to charity, attend community meetings, participate in a neighborhood project, and volunteer for an organization.[18]

Conclusion

Increased unionization has the potential to contribute to the reversal of the stark increase in inequality seen over the last half century. In turn, increased financial stability to those in the middle or bottom of the income distribution could alleviate borrowing constraints, allowing workers to start businesses, build human capital, and exploit investment opportunities.[19] Reducing inequality can also promote economic resilience by reducing the financial fragility of the bottom 95 percent of the income distribution, making these Americans less sensitive to negative income shocks and thus lessening economic volatility.[20] In short, unions can promote economy-wide growth and resilience.

All in all, the evidence presented in Treasury’s report challenges the view that worker empowerment holds back economic prosperity. In addition to their effect on the economy through more equality, unions can have a positive effect on productivity through employee engagement and union voice effects, providing a road map for the type of union campaigns that could lead to additional growth.[21] One such example found that patient outcomes improved in hospitals where registered nurses unionized.[22]

The Biden-Harris Administration recognizes the benefits of unions to the middle class and the broader economy and has taken actions, outlined in Treasury’s report, to empower workers. There have been promising signs: union petitions in 2022 rose to their highest level since 2015,[23] and public opinion in support of unions is at its highest level in over 50 years.[24] The evidence summarized here and in Treasury’s report suggest these burgeoning signs of strengthening worker power are good news for the middle class and the economy as a whole. 

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For Workers

Fair and Competitive Compensation:
The union can negotiate fair wages and benefits for individual employees, ensuring that they receive competitive compensation within the industry.
This fosters job satisfaction and loyalty, contributing to a stable and motivated workforce.

Improved Working Conditions:
The union can advocate for improved working conditions, including safety measures and health benefits.  Better working conditions not only enhance the individual employee’s well-being but also contribute to a healthier and more productive work environment.

Job Security:
Through negotiations and collective bargaining, the union can work to secure job protection measures.
Increased job security provides peace of mind for individual employees and promotes a stable workforce for the company.

Professional Development Opportunities:
Collaborative efforts between the company and the union can lead to the establishment of training and development programs. These programs benefit individual employees by enhancing their skills and employability while supporting the company’s need for a skilled workforce.

Employee Representation:
The union serves as a representative for individual employees, ensuring their voices are heard in decision-making processes. This empowerment contributes to a positive workplace culture and helps the company address employee concerns proactively.

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For Communities

Economic Growth:
Strengthened worker-employer relationships foster a stable and productive workforce. Increased employment opportunities and job security contribute to a more resilient local economy.

Local Prosperity:
Healthy employer-employee partnerships lead to higher wages and improved living standards.
Increased disposable income within the community stimulates local businesses and services.

Social Cohesion:
Positive workplace relationships spill over into the community, promoting a sense of belonging and unity.
Shared values and mutual support create a socially connected and harmonious environment.

Skill Development:
Strong worker-employer collaboration encourages skill development and continuous learning.
A skilled workforce attracts new businesses and industries, further diversifying the local job market.

Innovation and Entrepreneurship:
Supportive employer-employee dynamics encourage innovation and creativity. This atmosphere can lead to the emergence of local entrepreneurs and startups, contributing to community development.

Community Involvement:
Engaged employers and workers are more likely to participate in community initiatives. Volunteerism, community projects, and corporate social responsibility activities strengthen the overall fabric of the community. A strong worker and employer relationship, therefore, has a ripple effect that goes beyond the workplace, positively impacting the community at large.

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For Manufacturing

Improved Communication:
Open and transparent communication between the company and union fosters trust and understanding. Timely sharing of information reduces misunderstandings, leading to smoother operations and better collaboration.

Enhanced Productivity:
A harmonious relationship encourages a cooperative approach to problem-solving and process improvement. Union workers, when engaged positively, are more likely to contribute to efficiency and productivity gains within the manufacturing processes.

Workforce Stability:
A positive relationship with the union helps in maintaining a stable and motivated workforce. Reduced labor turnover and increased job satisfaction contribute to consistent production levels and lower recruitment costs.

Conflict Resolution:
Effective labor-management collaboration facilitates quicker resolution of disputes and conflicts. Addressing concerns promptly helps maintain a positive work environment, preventing disruptions to production schedules.

Employee Well-being:
A harmonious relationship promotes the well-being of union workers through fair wages, benefits, and working conditions.
This, in turn, enhances employee morale, engagement, and commitment to the company’s success.

Competitive Advantage:
A positive relationship with the union can be a competitive advantage in the marketplace. Demonstrating a commitment to fair labor practices and collaboration with the workforce can enhance the company’s reputation and appeal to customers and investors. A harmonious relationship with union labor, therefore, not only contributes to a positive workplace culture but also brings tangible benefits to the manufacturing company in terms of productivity, stability, and competitiveness.

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For You

Mutual Success and Stability:
Shared Prosperity: A positive and collaborative relationship fosters an environment where the success of the manufacturing company is intertwined with the well-being of its employees. When the company succeeds, it can share the benefits with its workforce through fair compensation, performance bonuses, and other incentives. This creates a sense of shared prosperity, aligning the interests of the employees and the company.

Long-Term Partnership: A stable and cooperative relationship between the company and the union sets the foundation for a long-term partnership. This stability allows both parties to plan for the future with confidence, knowing that they can rely on each other for support and collaboration. Long-term partnerships contribute to the overall sustainability and success of the business.

Adaptability and Resilience: In the face of economic challenges or industry changes, a mutually supportive relationship between the company and the union allows for collective problem-solving and adaptation. Joint efforts in navigating uncertainties can lead to more resilient strategies and solutions that benefit both individual employees and the company as a whole.

Employee Engagement and Commitment: When employees feel that their interests are considered and valued, they are more likely to be engaged and committed to the company’s success. A positive work environment resulting from the collaborative efforts of the company and the union promotes a strong sense of loyalty and dedication among employees, contributing to the overall stability of the workforce.

Open Communication Channels: Mutual success relies on transparent and open communication channels between the company and the union. Regular dialogue allows for the identification of common goals, the resolution of issues, and the continuous improvement of working conditions. Transparent communication builds trust and strengthens the foundation for a relationship based on mutual success and stability.

Competitive Advantage: A manufacturing company that can demonstrate a harmonious and mutually beneficial relationship with its workforce through the union gains a competitive advantage in the market. This positive reputation can attract top talent, enhance customer trust, and appeal to investors who value responsible and collaborative labor practices.

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Rights To Organize

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Worker Rights

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Forming A Union

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Great Healthcare

Union workers enjoy comprehensive and affordable family healthcare. The IBEW negotiates strong health benefits, so workers can access the care they need  without worrying about the costs.

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Retirement Security

Union workers enjoy stronger retirement security than their nonunion counterparts. In fact, nearly 100% of union members have retirement benefits through their job.

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opportunity to thrive

The IBEW takes pride in being the best-trained  workforce around, and we are committed to ensuring that all our members have the chance to grow professionally. The IBEW offers the most comprehensive training in the entire electrical industry, which means more career opportunities  for you.

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better wages

Union members make more money. On average, union workers make nearly 20% more than nonunion workers according to the Bureau of Labor Statistics. That’s because a union contract gives workers the power to make sure they are paid their fair share.

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a voice at work

When workers come together as one, they gain a voice at work, with a say in wages, benefits, and  work rules. Without a union, everything from your paycheck to scheduling is at the whim of  management. But collective bargaining gives you power.

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