CBA Process Update December 14, 2017
- Was progress made at the November mediation session? If so, what progress was made?
Unfortunately, no meaningful progress was made at the mediation session.
- Who requested the mediation session – the Union or Hecla?
The Union asked Hecla if it was willing to mediate and Hecla agreed.
- What are the remaining open items?
There are six open items remaining: Scheduling; Wages/Silver Premium Bonus; Holidays; Personal Leave Days; Bidding/Progression system; and Term of Contract.
- How long did Hecla and the Union meet, and were proposals exchanged on each of the six open items?
In mid-October, Hecla had provided the Union with proposals on key topics, and was awaiting responses when negotiations broke down on October 30, 2017. The Union arrived at the two-day November mediation session unprepared to respond to any of Hecla’s October proposals, and had no new ideas to suggest.
- Did Hecla have any new proposals?
Hecla went into the mediation session expecting responses to the proposals it had provided in October, and advised the mediator it was very interested in working with the Union to reach an agreement, but in order to do so, it needed responses to its October proposals.
- Did the Union ultimately provide any proposals?
On the first day of the mediation session, Hecla patiently waited the entire day for the Union to develop a proposal. Disappointingly, the day ended with no response from the Union. Finally, at noon on the second day of mediation, the Union submitted a proposal on Job Bidding/Job Progression.
- During the two-day mediation session, did the Union provide a response to Hecla’s proposal on Scheduling?
- During the two-day mediation session, did the Union provide a response to any of Hecla’s other outstanding proposals?
- Was any progress made following the Union’s proposal on Job Bidding/Job Progression?
The substance of the Union’s proposal was essentially the same as they had proposed in October. The proposal included very minor, non-material changes, and still allowed a senior miner (a/k/a “Sugar Daddy”) to select where and with whom he works.
- Was the mediator of any value to the process?
Yes. Given the Union requested the mediation session, and yet failed to arrive with any new ideas or responses to the open Company proposals, the mediator helped to facilitate the process and suggested new ideas.
- Did any of the mediator’s suggestions result in any new offers?
Yes, the mediator suggested a “meet in the middle” concept on the core topic of Job Bidding/Job Progression. The mediator’s suggestion had the potential to resolve the most contentious topic in this labor dispute.
- Can you describe the offer?
The mediator recognized Job Bidding/Job Progression as the core issue on which the labor dispute is based. He encouraged Hecla to consider a progression system known to the Union elsewhere. The mediator asked if Hecla would consider making a very significant change in its position by dropping its entire proposal on the subject, and instead agree to convert to a system used at another mine represented by the United Steel Workers (“USW”).
- To which USW represented mines was the mediator referring?
Any of the USW represented mines in the United States.
- Did Hecla agree to the mediator’s suggestion?
After taking time to think about the mediator’s suggestion, Hecla advised the mediator it would agree to a system used in another USW mine, so long as the mine was an underground mine with a shaft. Hecla specifically cited the Stillwater Mine in Montana, and the Galena Mine in North Idaho since both mines are represented by the USW. The mines are reasonably close in proximity to the Lucky Friday Mine and compete for supplies, service providers, and labor. The Union understands the systems used at Stillwater and the Galena, and must believe they are safe as the USW agreed to the respective systems. In addition to being represented by the USW, the Galena Mine is represented by the same Local (No. 5114) that represents the Lucky Friday Mine.
- What was Hecla’s offer?
Hecla offered the Union the ability to choose either the Galena Mine system or the Stillwater Mine system as the basis for the system at the Lucky Friday Mine. Hecla expected this significant move to result in a resolution of the Job Bidding/Job Progression issue.
- Did the Union accept?
Shortly after sharing the offer with the Union, the mediator returned to advise Hecla the Union was unwilling to agree to either system. The Union insisted on keeping the unique bidding system in place at the Lucky Friday Mine.
- Were there further discussions on the subject?
- This sounds like a very substantial change by Hecla in its position. Was there any follow up by the Union to try and make this concept work?
The offer was a very significant modification to Hecla’s position. We offered to completely change our position on the core issue of this labor dispute in an effort to meet in the middle. We offered to accept a system known to and used by the Union. Unfortunately, the Union was unwilling to compromise.
- Were there further discussions on any of the other open items?
When the Union failed to make meaningful compromise by accepting the system used at either the Galena Mine or Stillwater Mine, insisting on senior employees retaining the ability to dictate where and with whom they work, the mediation session ended.
- What is the next step?
Hecla plans to submit a revised final offer to the Union before the end of December.
- According to statements made by the Union in November, Hecla’s terms “have not changed” since the strike began. If this is true, wouldn’t Hecla be submitting the same offer it submitted to the Union in January 2017?
If the statements by the Union were true, we would be submitting the same terms. However, the Union’s statements are far from the truth, so Hecla’s revised final offer will be significantly different than the offer made in January 2017.
- If the Union’s statements are untrue, what has changed?
The statements by the Union are extremely misleading. Not only has Hecla offered different terms following the strike, the Union and Hecla, subsequent to the strike, have agreed on multiple articles. Hecla and the Union signed off on three full articles in September. These agreed-upon articles include Recall Rights, Seniority, and Short-Term Disability.
- Did Hecla’s position change in any other areas?
Hecla has provided changed language regarding Scheduling, Call Out Pay, Vacation, and various other areas.
- Was agreement reached in any of these other areas?
Yes. The parties reached verbal agreement regarding Call Out Pay, and Vacation, among other areas.
Lucky Friday Operations
- How much cash did the Lucky Friday produce for Hecla in 2016?
The Lucky Friday consumed over $20 million during 2016, primarily related to the funding of capital projects intended to increase efficiency, productivity and safety in the future at the Lucky Friday.
- Has the Lucky Friday Mine repeatedly broken production records?
The Lucky Friday has not broken any production records in recent years. In 2000, the Lucky Friday produced 5 million ounces of silver. In 2016, the mine produced 3.6 million ounces. In 2010, the Lucky Friday produced a record 351,000 tons of ore, and in 2016 the mine produced 294,000 tons of ore.
Annual Shareholders Meeting
- I understand several representatives from the USW attended Hecla’s Annual Meeting of Shareholders in Vancouver during May. How did it go?
It went very well. There were approximately 60 people in attendance, including five representatives from the USW. Phil Baker, Hecla’s President and CEO, gave a presentation on innovations that are in place at, or coming to, the four mines. The presentation included information on ore sorting, battery powered vehicles, and autonomous vehicles. All questions were presented to and answered by Ted Crumley, Chairman of the Board, and Phil Baker. The meeting was very upbeat and optimistic (a video recording of the meeting is available on Hecla’s website). Following the meeting, refreshments were provided and several displays on innovation were manned by subject matter experts, giving guests, including representative of the USW, an opportunity to learn more about Hecla’s plans to make its mines safer and more efficient. Attendees were also provided an opportunity to ask technical questions of the subject matter experts. The meeting and the innovation session that followed were both informative and interesting.
- Was Hecla’s annual meeting of shareholders moved to Vancouver to avoid the presence of the USW?
No. Hecla has a corporate office in Vancouver and the city has a robust mining presence. Hecla has held its shareholders’ meeting in Vancouver in the past and will most likely do so in the future.
- In which cities has Hecla held its most recent annual meeting of shareholders?
2017 – Vancouver
2016 – Spokane
2015 – Montreal
2014 – Anchorage
2013 – Vancouver
- Was Hecla’s annual shareholder meeting disrupted by the presence of the USW?
No. The few Union members who attended were welcomed and visited with others in attendance, including the Company’s management, both before and after the annual meeting. The Union members asked a few questions during the meeting which were answered without issue. The meeting was conducted in the ordinary course of business and there were no disruptions. The link to a video recording of the meeting is available on Hecla’s website.
- Were the Hecla shareholders supportive of the Company’s proposals?
Yes. The shareholders overwhelmingly voted to, among other things, elect Phil Baker and George Johnson to another term on the board of directors, and approve executive compensation. Each such proposal was passed with over 96% of the vote.
Bid and Progression Systems
- The Union has argued employees will be stuck in their current jobs unless they keep the existing bid system. Is that true?
No. In fact, employees will find it easier to change jobs under the progression system. Under the unique and outdated Lucky Friday bid system, employees have to rely on one of the “Sugar Daddies” to pick them for a mining position, or they have to wait for a vacancy in a mine department position. Under the proposed progression system, which is very common in today’s mining industry, employees can grow within their career paths, or if they do not like their chosen career path, they can enter another career path and grow within that system. Examples of career paths include Mine Support, Milling, and Maintenance. Employees are exposed to a wide variety of tasks under a progression system, and as the employees become proficient in the various new skills, their base wages increase. Flexibility in job knowledge and the opportunity to increase wages are reasons why progression systems have become standard within the industry.
- I continue to read comments from the Union claiming many other mines have bid systems. Can you explain why the Union says bid systems exist and why the Company claims the Lucky Friday system is unique and outdated?
The Union has been unable to name any mines in the United States that have systems allowing miners to dictate to management where and with whom they will work. The Union cannot even cite to a USW-represented mine in this country where the employees tell management where they will work and with whom they will work. The archaic and inefficient system at the Lucky Friday is unique.
The most common system of advancement in the U.S. mining industry is a form of progression system. Some progression systems provide employees a voice in requesting where they work, which is often referred to as “bidding.” These systems provide employees an opportunity to express an interest in job assignments, but do not allow the employees to dictate where and with whom they work. The plan which the Company proposed to the Union provides employees the opportunity to sign a job posting sheet when jobs become available. This process is very similar to other progression systems used in the U.S., including mines currently represented by the Union. Much like every other job advancement system in the U.S. mining industry, the plan the Company proposed does not allow the employees to dictate where and with whom they will work.
While the Union has been quick to claim other U.S. mines have bid systems, the Company has yet to read (or hear from the Union at the negotiating table) any mention of a specific mine in the United States where the miners tell management where and with whom they will work.
- So the collective bargaining agreements at other mines represented by the Union do not contain language allowing the miners to work were they want, and with the employees they choose?
The Union provided the Company with approximately 12 collective bargaining agreements covering USW-represented mines throughout the United States. The Union claimed each such mine had a bid system. Upon further review and discussion, the Union representatives agreed none of the 12 or so collective bargaining agreements contained language allowing the employees to tell management where they would work and with whom they would work.
- Is the issue between the Union and the Company centered on the name of the program of advancement (such as bid system or progression system), or is it centered on the substance of the program?
The issue between the parties is about the substance of the program. Whether the program is call a “Bid” system or a “Progression” system is of little consequence. The issue preventing resolution of the matter is the substance behind the name of the system. The Company needs to operate under a modern day system, similar to its competitors, which allows management to assign skilled and properly trained employees where the work is needed. The system proposed by the Company will provide employees with the opportunity to grow in job knowledge, varied experience and wage rates, it will provide the Company with efficiency, and it will provide the community with a longer-lived mine.
- The Union promotes the Lucky Friday bid system as a safety measure. What happens when one of the miners on the bid is sick, on vacation, or misses work for the day?
When a bid miner does not show up for work, management assigns another qualified miner to the work area. This has been the standard practice for many years. The Sugar Daddy who controls the bid does not select the replacement. A miner’s training, experience, and overall work history all contribute to the supervisor’s decision.
- What is a Sugar Daddy?
The term Sugar Daddy is a common slang term used at the Lucky Friday to describe the small number of senior miners who have the ability to dictate who can work in the mining areas. These Sugar Daddies have a tremendous amount of power in that they determine whether a miner can earn miner bonus, or whether that same miner only earns base compensation. Because these Sugar Daddies dictate who can earn the upper end of the pay scale ($100,000+ per year) or the low end of the pay scale ($60,000+ per year), they achieve a very high status among the workforce.
- Are there any other instances when a miner is assigned to work in a mining area when he is not “chosen” by the Sugar Daddy in that work area?
Instances include vacations and temporary absences for any reason (bereavement, illness/injury, jury duty, among other reasons). Overtime shifts are frequently staffed by non-bid miners who sign up for overtime. Often, a miner who normally works in Area A will sign up for overtime in Area B. Because mine training involves much more than being selected by a Sugar Daddy to work in a certain area, the miners can safely work in various areas of the mine.
- Is it common for mines to have a system of promotion based on a Sugar Daddy system?
No, we are not aware of any other mines where a miner’s individual career growth is dependent upon gaining the approval of a Sugar Daddy in order to be selected to grow from a mine laborer to a miner.
- The Union has argued that miners need to be familiar with their workplaces, and allowing management to assign work where needed will be a safety issue because miners will not be familiar with their environments. Do Sugar Daddies stay in the same work areas year after year with the same crews?
No. The Sugar Daddies bid off one work area and on to another. Sugar Daddies often select new miners for their crews. There have been many instances over the years when a Sugar Daddy dropped one of the miners he had previously selected in favor of someone else. The system has resulted in bad feelings between the employees on the mining crews, jealousy over which miner was dropped and which miner was included, and general frustration by miners who feel they are subject to the discretion of the Sugar Daddy in order to have the opportunity to become a full-duty miner and obtain the miner bonus payment.
- Do the maintenance and milling departments have a bid system?
No. All of the maintenance department and mill department employees work through a progression system. There is no Sugar Daddy system in the maintenance or milling departments. Rather, employees are able to train and progress in the pay scale based on their own initiative. They do not rely on a Sugar Daddy to choose them before they are allowed to train and progress. While these employees are not subject to a Sugar Daddy system, seniority still plays a role. When two or more employees with the same qualifications wish to advance through the training system, the senior employee is selected first.
- Do the Lucky Friday miners have a history of choosing their partners based on safety performance?
No. The current Lucky Friday bid system allows the most senior qualified miner (a/k/a, the Sugar Daddy) to select his partners. The Sugar Daddy often chooses his partners on a family-and-friends basis – or “who you know”, rather than on merit or an individual’s safety record.
- Under the Lucky Friday bid system, are mine department employees able to develop new skills and advance as their ambition and skills allow?
Under the current bid system at the Lucky Friday Mine, mine department employees are very isolated, and get stuck, within the current bid system. The system places them into a job and that is all they perform. If an employee wishes to improve and expand his or her skills, or perform another task, that employee needs to wait for a bid to be posted and then hope to be awarded the new position. The current system does not allow an employee to cycle through different work areas and gain new skills and additional compensation. The system tends to pigeonhole employees into the individual jobs they are awarded. The system limits the operation in that employees cannot be moved to work areas where new skills could be learned and put to use by the mine, and it limits the employees by restricting the skills and additional compensation they could otherwise acquire.
- Does the Lucky Friday have trouble attracting new talent as a result of the bid system?
Yes. Multiple qualified miners over the years have declined the opportunity to work at the Lucky Friday Mine because of the bid system. These miners have cited their reasons for declining the job offer as a system of “who you know”, rather than a system of “what you know”. Other miners have accepted employment offers, hoping to navigate the political nature of the bid system, but end up quitting because of the bid system.
- Are mine operations safer with the current bid system?
Hecla management has no evidence of mining operations being safer due to the current bid system. Hecla management is unaware of any world-class safety systems that promote job bidding as a means to achieving a strong safety performance and a zero-harm safety system. The Lucky Friday has faced grievances in the past for seeking to remove unsafe employees from their job bids or for denying bids to employees when management determined that the employees were unable to complete the job safely. In certain of those cases, employees have come to management and expressed a safety concern regarding a fellow employee in a safety-sensitive position. During the course of the grievance and/or arbitration procedures, the Union cited the bid system as the reason the fellow employee should be allowed to continue working in the safety-sensitive position, notwithstanding the concerns expressed by the other employees or management.
- Are bid systems common in the mining industry?
Bid systems are practically extinct. Every mine in the United States where members of the Hecla staff have previously worked, including three mines represented by the United Steelworkers, have progression policies in place.
The Company asked the Union to cite to other mines that have bid systems like the Lucky Friday Mine. To date, after well over a year of negotiations, the Union has still failed to name any other mines with a Lucky Friday style bid system. The mining industry has moved to a progression system that rewards miners financially for the skills they acquire. Due to the archaic bid system at the Lucky Friday Mine, its employees are unable to progress based on their ambition and ability to acquire new skills.
- Doesn’t the bid system make the mine safer?
The safety of our employees is our top priority and we expect all our employees to demonstrate safe work habits each and every day. Four years ago we adopted the National Mining Association’s CORESafety program, which is a risk-based management system approach which has resulted in the Lucky Friday’s safety performance substantially improving. Implementing these types of systematic tools in combination with a culture of continuous safety improvement is what makes mines safer.
- Has the Union submitted any statistical evidence to support their claim that the Lucky Friday bid system provides a safer work environment?
No statistical proof has been provided because none exists. The Lucky Friday bid system is not a form of safety system, and is not the safest system of advancement. The Mine, Safety and Health Administration (MSHA) and the National Mining Association (NMA) have named Sentinels of Safety award winners, the pinnacle of mine safety recognition, for many years. During the last 10 years, not one award recipient used the Lucky Friday bid system.
- Will elimination of the bid system result in decreased production?
Elimination of the archaic bid system will not reduce production. The high-quality miners at the Lucky Friday will continue to work together to increase production levels. These same miners will utilize the current investments into the #4 Shaft, the Centralized Refrigeration Plant, and the Bulk Air Coolers, along with future investments such as Battery Powered and Remotely Operated Equipment to increase production, improve safety, and reduce costs. The combination of the Progression System with Lucky Friday’s skilled miners, improved infrastructure, and new technology will support the Lucky Friday to be feasible for decades.
- Can you explain how the job progression system works?
Under the job progression system offered by the Company, an employee will have the capability to choose a career path (e.g. mechanic, electrician, miner, support, mill, construction, etc.). Within that career path, as employees increase their skill levels, they will earn a higher wage by progressing to a higher Technician (Tech) level. Each career path has defined tasks and skills necessary to learn to progress to each technician level. The system is designed to broaden expertise in employees and crews and reward the increase in skill level with a higher base wage.
The mill is currently working in a progression system, and the mechanics and electricians, for the most part, follow a progression type of system. Employees on support crews (trucks, loaders, nippers, cagers, graders) will develop skills in many areas but most will find a niche and spend most of their time performing that task. However, if necessary, their acquired skills will allow them to perform other tasks to improve efficiency of their crew. Miners would be placed in locations to work and would remain in that area unless there was a business need to change, such as the work in that area is reduced or stopped altogether or another area of higher priority is identified. Having consistency with employees and work areas can improve quality and conditions and can be a valuable benefit. However, there must be the ability to place employees where necessary when the need arises.
- Can management demote employees’ paygrades at will?
No. Tech levels cannot be downgraded at will. There is a policy outlining a regression procedure that would be followed if an employee is not performing to expectations for their Tech level. The first step is to perform an evaluation. After the evaluation is performed, the following section of the Progression Policy would be applicable:
“If the employee has any ratings below “Meets Expectation”, the supervisor will formulate a plan for improvement with the employee, and the employee will be provided an opportunity to demonstrate sustained improvement. If the employee was not able to correct the performance deficiencies within the timeframe formulated by the action plan, the case will be evaluated with the employee’s supervisor, the Department Foreman, and the Human Resources Manager. The group will discuss the possibility for regression. If the group’s consensus is to regress the individual, the recommendation for regression will be signed and sent to the Department Superintendent for final approval or further discussion. Upon final review of the Department Superintendent, the employee may be regressed to the appropriate technician level with the associated reduction in pay.”
- Do all of the hourly employees at the Lucky Friday Mine work under the bid system?
No. Many of the employees at the Lucky Friday mine do not work under the bid system. For example, the mill department works under a progression system, and the maintenance department works under a modified progression system.
- Is changing the bid system all about the continuous mining machine?
No. The continuous mining machine is a way of increasing the safety of the mine and possibly make it more productive. Changing from the bid system is an evolution that has happened in the mining industry over the years. The progression system allows the mine to have the right skills in the right place at the right time.
- Does the average annual employee pay of over $84,000 per year include the value of Hecla provided benefits?
No. The average pay of over $84,000 per year only includes W-2 eligible earnings (such as wages, 11 paid holidays, up to 5 ½ weeks of paid vacation, and bonus pay). The value of the non W-2 eligible benefits are in addition to the $84,000 average annual pay.
- Were all hourly employees provided full benefits?
All full-time employees were provided benefits including Company-funded retirement, 401(k) with Company match; life insurance; medical, dental, and vision insurance (which covers both the employee and his or her dependents); and short-term disability benefits. These benefits are in addition to the W-2 eligible benefits such as vacation, holidays and bonus.
- Under the Company’s proposal, will the miner contract pay (“gypo” pay) be eliminated?
The Company proposal does not include any language to change the existing “gypo” pay system.
- Will the profit share plan remain in place under the Company’s proposal?
Yes, the method for calculating the financial pool for the profit sharing will be the same under both the 2010 Agreement and Company’s 2017 proposal.
- Why was the 2010 CBA Silver Price Premium (SPP) trigger point changed?
The 2010 SPP trigger point was increased from the trigger point in the 2006 contract in an effort to align the payment point with the mine’s costs. However, the $7.50 trigger price which was chosen did not fully account for rising costs, which often left Lucky Friday paying the full premium even though costs were higher than revenues. The 2010 CBA Silver Price Premium paid employees $0.01 for every $0.01 that the silver market price exceeded $7.50 up to a maximum market price of $13.50. At recent silver market prices this premium amounted to $6.00 per hour worked each month to hourly employees. The program was no longer serving the intended purpose of rewarding employees when the Company was cash flow positive.
Under the Company proposal, approximately half of the SPP paid out in 2016 ($3 of the $6) was allocated to base wage increases and the remaining half ($3.00) was used for the Tier 1 SPP. The new SPP is paid when the Lucky Friday’s quarterly per ounce revenue covers its quarterly per ounce costs, it’s margin. When the margin is positive employees will be paid $0.01 for each $0.01 of margin on the first $3.00 of margin.
Overall, this change allows Lucky Friday to increase base wages (which increases overtime, holiday and vacation pay) and maintain a Silver Price Premium payout when costs are below quarterly revenues, which was the original intent of this incentive pay. The increased base wages provide a more secure source of employee income, as they are paid even when the mine is not producing silver.
- Isn’t the premium at risk by the company investing in projects that will raise the cost per ounce?
Yes. But the company wants the Lucky Friday and all its mines to be cash flow positive. Under the proposal if the mine has positive margin then employees immediately receive a penny of premium on the first penny of margin. The proposal doesn’t require a recoupment of previous capital or a return on investment before employees receive a premium.
- Is the value of the lead and zinc produced at the Lucky Friday included in Hecla’s proposed Silver Price Premium Plan?
Yes, the value of the lead and the zinc are included in Hecla’s Silver Price Premium calculation.
- Will employees see a decrease in base wages under the Company's proposal?
Over 95% of employees will see an increase in base wages under the Company’s proposal. The increases range from $0.17 per hour to $6.17 per hour based on position and level of experience, with an average increase of approximately $3.00 per hour.
- Why was the pay structure changed?
The pay structure was adjusted to be more competitive with the market, and to provide more bandwidth between entry level and experienced employees. Under the 2010 labor agreement, an employee with 19 years’ experience was only making $0.38 per hour more than an employee with 4 months’ experience. The Company does not believe that style of compensation structure recognizes the difference in skill level and experience that the proposed Tech Level pay structure offers.
Health Care Benefits
- What are the changes to the health insurance plans?
The Company has offered three health care plans – group medical, dental, and vision plans. Within the medical plan, employees can choose from three plan options, which cover themselves as well as their family members. The Bronze Plan, in conjunction with a Health Savings Account, requires no premium, the Silver Plan requires a 5% premium cost sharing, and the Gold Plan requires a 15% premium cost sharing. The health care plans are very competitive across the industry for both low premiums and quality of coverage. The offered medical plan provides certain benefits unavailable under the current hourly medical plan, such as child wellness visits. The Company’s offer provides the hourly employees with coverage under the very same plans that the salaried employees enjoy, and at the same low premium percentages.
The Company has proposed medical plan premiums, which is a change from the current practice, but the premiums are very reasonable, and in many cases low when compared to similar employer-provided plans. The dental and vision premiums contained in the Company’s offer are significantly lower than what the hourly employees are currently paying under the “enhanced” hourly dental and vision plans (a majority of the hourly employees are enrolled in the “enhanced” plans).
Linked below is a PDF that illustrates the reduction in monthly premium cost sharing by moving from the current enhanced dental and vision plans to the offered plans.
Linked below is a PDF that illustrates the difference in monthly premium by adding the medical plan cost sharing, and reducing the dental and vision premium cost sharing.
- What are the changes to the vacation plan?
The Company’s offer includes a full year’s allotment of vacation each January; grants vacation based on years of service, not hours worked in a pay period; and continues to allow employees to bank vacation. Under the 2010 CBA, hourly employees accrued vacation based on eligible hours worked each pay period. Under the new plan, vacation will be granted in one allotment each January after the end of the year in which it is accrued. There is a transition year in 2018, during which time the Company will advance 40 hours of the 2018 accrual to employees in July, with the remainder granted in January 2019. From January 2019 forward, employees will be granted full-year vacation allotments in January of each year.
- Will the miners stop accruing vacation hours during 2017?
No. Throughout 2017, miners can continue accruing vacation under the same formula that existed under the 2010 contract. This form of vacation accrual would continue until the end of this year. Beginning on January 1, 2018, miners will no longer accrue vacation based on regular hours worked in a pay period. Instead, miners will be granted a full allotment of vacation hours on January 1 of the following year. For example, an employee with 2 years of service will be granted 80 hours of vacation on January 1, 2019. During the transition year of 2018, the Company will advance every employee with one or more years of service, 40 hours of vacation on July 1, 2018.
- Is the proposed vacation plan a reduction in the bargaining unit’s vacation benefit?
No. The Company expects to pay more in vacation benefits for two reasons.
1. An employee will no longer have his or her vacation accrual reduced for missing a shift. Under the 2010 vacation system, employees did not earn vacation time when they missed a shift. The Company’s proposal eliminates that deduction, and grants full-time employees with at least one year of service, a full vacation allotment each year.
2. All vacation time an employee has banked will immediately be valued at the higher rate of pay the Company is offering in its wage rate section. Under the 2010 contract terms, vacation was paid at the hourly at which the vacation time was accrued.
- Why does the company want to make holidays scheduled days of work?
To make the Lucky Friday productive we need it operational on every possible day. There are very few mines that don’t work every available day. However, most mines, and Lucky Friday will be no different, will, as the situation allows, consider modifying the schedule for certain holidays.
- Why did the Company shorten the Non-Industrial Disability period from 12 months to 6 months?
The Company offered a fixed 26-week time limit for which an employee can be on short-term disability, which the Company believes was the intent of the existing program. The Company believes the intent of the Non-Industrial Disability program is to help those employees who are off work due to an illness or injury for up to 26 weeks (6 months), which is a standard period for short term disability programs. This program was not intended to be an endless leave situation. Under the 2010 CBA, employees may be paid for up to 26 weeks, and the Company is not looking to change this aspect. The Company offered language in Article 12 – Seniority, that allowed any employee rehired within 6 months of the exhaustion of Non-Industrial Disability benefits to recapture his or her seniority.
- Is there a primary issue in the negotiations that is preventing resolution of the strike?
The most contentious issue is the Bidding/Job Progression system. Far more time has been spent debating and discussing bidding/job progression than any other issue.
- Are there other significant issues preventing resolution of the strike?
Early in the negotiating process, and with the help of the federal mediator, the Company and the Union identified 6 “key” issues (Bidding/Job Progression, Wages, Silver Premium, Scheduling, Health Care Plans, and Vacation). The Company and the Union reached a tentative agreement on the Health Care Plan in March, leaving 5 unresolved key issues. After the strike started, the Union suggested Recall Rights are a key issue. While the Union may view Recall Rights as a key issue, the Company does not rank Recall Rights among its top 5 remaining issues.
- It was stated in the newspaper that Hecla and the Union were scheduling a meeting in early to mid-July. Why is it taking so long to meet? Why can't they meet earlier?
Representatives of the Company and the Union spoke on June 12th and agreed to meet with full committees from both sides. The Company was ready, willing, and able to meet on any date agreeable to the Union. The Union was unable to meet until June 22nd, and therefore June 22nd was chosen. Later on June 12th, the Union representative called and stated the Union was unavailable to meet until after the Independence Day holiday, so the meeting was postponed until July 6th. The Company has been, and continues to be, available to meet on any day up to and including July 6th.
- Will Hecla provide a new proposal?
The Company has some new ideas to share on issues that were jointly determined to be “key issues” when working with the federal mediator in 2016. The Company would like to share the ideas, and if the two sides believe the ideas have the potential to gain traction, the parties can continue talking at the table and develop the concepts at that time, or the parties can go back to their offices, study the ideas, and then reconvene shortly thereafter to try and find common ground. The Company would also be interested in hearing from the Union in the event it has any new ideas.
- Is the Company trying to “bust” the Union with its Final Offer?
No. As the Company has stated since negotiations began last year, the Company’s Final Offer contains changes necessary to modernize the operation of the Lucky Friday Mine, to make it safer, more efficient, and to extend the life of the mine. The Company is not attempting to “bust” a union that has been part of the Lucky Friday Mine for many decades.
- What Union rights would still be in a new collective bargaining agreement if the Company is not trying to “bust” the Union?
A new collective bargaining agreement, like the agreement from 2010 to 2016, would still include many rights such as the following: 1) the Union is recognized as the representative of the employees; 2) The Company will continue to deduct Union dues from employee paychecks in an amount as provided by the Local 5114 leadership, and send the dues to Pittsburgh; 3) The grievance procedure is unchanged, as it has been for decades; 4) The arbitration provision is unchanged, as it has been for decades; and 5) Despite what the Union has been declaring, seniority rights will still be in a new collective bargaining agreement. The Company, however, has proposed to change where and how seniority applies.
Furthermore, the Union proposed an additional Union right during these negotiations. It proposed that it be given the opportunity to speak with newly-hired employees about the Union during their initial training period. And, during the negotiations, the Company agreed to give the Union this new right.
- Has there been any violence or other unlawful action by the Union or the employees since the strike began?
To date, there has been no violence on the picket line. However, since the strike began, picketing employees have shined bright lights into the windshields of salaried employees traveling to the mine. This act was especially dangerous when it occurred in the early morning hours when salaried employees were arriving for day shift before sunrise. The Union as well as local law enforcement were notified, and these actions stopped.
The Company respects the right of the Union to peacefully picket and to advertise its position in this labor dispute. The Company expects that the strike will continue to be peaceful, particularly in light of the fact the Union’s current campaign focuses on employee safety.
However, during the week of June 5th, a manager for the Company was warned by a striking employee that matters will soon be “escalating”. The Company has taken this threat seriously and has notified local law enforcement. The Company intends to do all it can to continue to protect its employees, its property, and the public.
- Has the Company refused to meet with the Union?
No. Over the past 13 months, the Company has readily met with the Union 27 times before the strike and four times during the strike. The Company has never refused to meet with the Union and continues to pursue new meetings with the Union.
- Isn’t the proposal just asking for a huge concession from the workforce?
No. Employees will make more money, and employees, who are currently limited in their opportunities for growth due to the bid system, can increase their skills and pay by advancing through the Progression System. With higher base wages, there is more certainty of pay as the higher base wages will be paid even when mine production is temporarily halted. Although health benefits are reduced, the plan is the same as the salaried employees’ plan, which is a very competitive plan, with lower than average cost sharing and out-of-pocket expenses. The Company expects to pay more overtime, holiday and vacation pay under the proposed system.
The major issue is the elimination of the bid system, which benefits only a small number of senior employees and prevents many employees from being rewarded in their jobs and compensated based upon their merit.
- There have only been three negotiations meetings since March, why doesn’t the Company meet with the Union more often?
The Union refuses to make meeting with the Company a priority. The Company is available to negotiate any day of the week; however, the Union consistently tells us they are busy and need three weeks between meetings.
- Why are the meetings so short? Is the Company refusing to negotiate when sitting at the table with the Union?
The meetings are brief because the Union is typically unprepared. Most recently, on August 16, after waiting nearly two weeks between meetings, the Union said they needed more time to think about the Progression System and was therefore unprepared to discuss the issue.
In addition, the Union only partially responded to the Company’s ideas on Vacations and Holidays, and instead provided a “dog ate my homework” excuse claiming they didn’t have a functioning computer and therefore couldn’t provide a full response. Amazingly, the Union negotiating committee, which consisted of seven people from the local union, staff and district representative levels, were not able to acquire a working computer in order to have a productive meeting.
- Is the Union just delaying the process?
Yes. The Union leadership is clearly delaying the process. The Union is very sophisticated, well-funded, and has trained and experienced personnel. If the Union wanted to locate a computer to provide a timely response, they could have done so. Instead, the Union further delayed the process and the Lucky Friday employees missed another paycheck.
The Company has been available and willing to meet daily since it first suggested meeting in May, but the Union gives these meetings low priority. The Company routinely must wait two, three or four weeks before the Union finds time in their schedule to meet. Meanwhile, the striking employees miss paycheck after paycheck.
- When was the last negotiating meeting?
The last meeting was held on August 16th. Because the Union was unprepared, the meeting only lasted 45 minutes. Both sides agreed to provide additional information following the meeting. The Company submitted its subsequent information to the Union on August 18th and, in an attempt to move the process forward, the Company requested a meeting as early as Monday, August 21.
- When is the next scheduled meeting?
The Union claimed to have a busy schedule and could not meet until September. After waiting over a week for the Union to provide the information it promised, no response has been received.
- Have the July and August meetings resulted in any agreements on certain topics?
No agreements have been reached. Nearly seven weeks after the Company first submitted new ideas, it is still waiting on a full response from the Union.
- Has the Union submitted any new ideas?
No. The Union has only partially responded to the topics raised by the Company, and has not presented any new ideas.
- We understand Hecla and the Union had several meetings recently, is this accurate?
Yes. Hecla and the Union met over the course of three days (September 15th – September 17th).
- How long did you meet and what topics were discussed?
The negotiating committees held face-to-face discussions for approximately five hours over the three days. The primary topic was Job Postings/Job Progression, but time was also spent discussing Recall Rights, Seniority, and Non-Industrial Disability benefits.
- Did you reach agreement on anything?
Agreement was reached on three articles: Non-Industrial Disability, Seniority, and Layoff (which contains the provision on Recall Rights).
- What agreement was reached on Recall Rights?
The parties agreed to a two-year recall right following layoff.
- Were any agreements reached on Job Postings/Job Progression?
The parties spent approximately four hours discussing Job Posting/Job Progression. While no agreement was reached on the issue, the parties agreed to continue discussions at the next meeting.
- When do you plan to meet and negotiate again?
The next negotiating meetings will be held on September 29th and 30th.
- What other topics do you plan to discuss at the next meeting?
At this time, the Parties plan to discuss Job Postings/Job Progression, which continues to be the primary issue in these negotiations. It is possible additional issues could be discussed as well. Other issues, such as Wages, Overtime, Vacation and Holidays also exist. However, the wage structure is based on the Job Progression system, and Hecla’s proposal on Overtime, Vacation, and Holidays is based on the recently proposed wage structure. As a result, the Job Posting/Job Progression system continues to be the key element in reaching an agreement.
Lucky Friday conversation from AEMA Member Profiles interview with CEO of Hecla
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