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PROPOSED 2019 COLLECTIVE BARGAINING RESOLUTIONS

INTRODUCTION ................................................................................1

TheUAW’sCollectiveBargainingPhilosophy ................................ 4

KeyIssuesinBargaining ................................................................ 4

BACKGROUND

CoordinatedBargaining ................................................................. 8

WorkingTogetherGlobally ............................................................ 9

PoliticalActionandV-CAP ........................................................... 11

ECONOMIC ISSUES

WagesandSalaries ...................................................................... 14

RetirementIncome ...................................................................... 16

HealthCare .................................................................................. 18

GroupInsurance .......................................................................... 20

ProfitSharing ............................................................................... 21

WorkSchedules ........................................................................... 23

TemporaryWork .......................................................................... 25

WorkandFamily .......................................................................... 26

NON-ECONOMIC ISSUES

HealthandSafety ........................................................................ 30

OpioidCrisisandAddictionintheWorkplace ............................. 38

Non-Discrimination ..................................................................... 39

DiversityandInclusion ................................................................ 41

Discipline,GrievanceProcedureandUnionRepresentation .......41

NewMemberOrientationandCommunication .......................... 43

PrivacyandSurveillance .............................................................. 44

WorkplaceViolence..................................................................... 47

EAPandDrugTesting .................................................................. 48

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EducationandTraining ................................................................ 49

BenefitsforServicewomen,Servicemen,andVeterans ..............51

EmployeeDiscounts .................................................................... 52

JOB SECURITY

Organizing ................................................................................... 53

InvestmentCommitments ........................................................... 53

NewTechnologyandNewJobs ................................................... 54

QualityGoodsandService .......................................................... 56

Sourcing ....................................................................................... 57

SkilledTradesandApprenticeships ............................................. 58

OTHER ECONOMIC AND NON-ECONOMIC ISSUES

UnemploymentInsurance ........................................................... 60

InjuredWorkersandWorkers’Compensation ............................ 60

PreferentialHireandRecallLanguage ......................................... 61

DurationoftheCollectiveBargainingAgreement ....................... 61

ElectronicDataCollection ........................................................... 62

EnvironmentalResponsibility ...................................................... 63

LaborandCommunity ................................................................. 64

CONCLUSION: We Are One ............................................................. 66

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2019 Special Bargaining Convention Resolutions Book

WE ARE ONE

Introduction

Inatraditionthatdatesbackdecades,UAWmembersgathertogetherin theSpecialBargainingConvention tosetabargainingagenda thatwillguideusinidentifyingpriorityissuesandcraftingcreativesolutions.Overtheyears,UAWmembershavestruggledwiththeupsanddownsof the economy and the ever-changing politics that frame the rulesandregulationsunderwhichweorganize,bargainandwork.Thoughchallengesingeneralarenotnewtous,weneedtoappreciatethatthelabormarketin2019isverydifferentfromtheonetheUAWbargainedin during theheight of the labormovement in the 1970s. Todaywework in an environment where “gig” jobs are becoming the norm,unionizedworkplacesarerare,corporationsaren’texpectedtoshareprofitswithrank-and-fileworkers,andemployershavepittedusagainsteach other and against workers from around the world with globaloperationsandsourcing.Wealsohavepoliticiansandjudgeswhoaremorelikelytowriteandenforcetherulesoftheeconomyinfavorofcorporate interests. But together, we can take on the challenges oftoday’slabormarket.Throughthepowerofaunion,eachworkergetsaseatatthebargainingtableandasay inthecontractthatprovidesprotectionagainstat-willemploymentandguaranteesthewagesandworkingconditionsagreedtoinnegotiations.

The environment forworking people in theU.S. has been changing.Partofthechangeisamoreaggressive,broad-basedattackonunions.Butpart isduetothe lackofcommitmentand loyaltytotheU.S.onthepartofemployersandelectedofficials.Thesechangesmeanthatthesocialsafetynetuponwhichourcontractshavebeenbuiltisbeingeroded.Theanti-laborCongresscreatedbythe2016electiontargetedSocial Security,Medicare,Medicaid, and federal worker pensions tooffsetdeficit-inflatingtaxcutsforthewealthiestofAmericans.SocialSecurity benefit rules are changing to encourage workers to retirelater,meaninganagingworkforcewithincreasedmedicalneeds.Manyemployersare increasing retireecosts forhealthcareorphasingoutcoverage altogether and Medicare isn’t available until age 65 anddoesn’tcoverallmedicalcosts.The2016electionalsoresultedinanti-labor appointees to the National Labor Relations Board (NLRB), the

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governmentagency thatenforces labor lawas it relates tocollectivebargainingandunfairlaborpracticecharges.

Thelackofcommitmenttoprovidinggood,familysupportingjobscanalsobeseen inthegrowinguseoftemporaryworkersbyemployers,many of whom are basically permanent employees at temporarywages and benefits. In automanufacturing, it is not unusual to findthat40percentormoreoftheworkforceisemployedbyatemporaryagency.Notonlydoemployersfillmanypositionsthatwereoncegood-paying jobswith temps, the growth of the practice created anothercategoryofprecariousworkerswhohaveno voiceon the job,don’tbenefitfromcollectivebargaining,havefewornorightsatworkand nojobprotection.

Taken together,we findourselves in a situationwhere the economyhasbeenexpandingforyears,unemploymenthasbeenathistoriclows,butrealwagegrowthhasnotkeptpacewithworkerproductivity,anduniondensityisjust6.5percentintheprivatesectorand10.7percentoverall.Inaddition,mostofthebenefitsofincomegrowthgeneratedbyastrongereconomyhavegonetothoseatthetopoftheeconomicladder. Anti-worker regulations at the local, state and federal levelsbearsomeoftheresponsibility,asdoemployerswhoexploitlow-wageworkers, therebydiminishingwages andopportunity for allworkers.Wecannotforgettheroleplayedbycorporations,manyofwhicharemaking recordprofits,but sharing lessand lessof thoseprofitswithworkersand,instead,payingexecutivesandshareholders.

Unionpowerintheworkforceandcollectivestrengthatthebargainingtableprovideadefenseagainstlowwagesandderegulation,provideacounterbalancetoanti-workercorporateinterestsandhelpmitigatetheeffectsoftradeagreementsthaterodeworkers’power.Unfortunately,theproblemoflowuniondensityisunlikelytoimproveinthenextfewyearsbecausetheNLRBisdecidedlyanti-laborandpro-employer.Since2016,theboardhasbeenworkingtooverturnasmanypro-workerrulesaspossible.Atthesametime,anti-laborjusticeshavebeenconfirmedtotheU.S.SupremeCourtandthreeprecedent-settingSupremeCourtdecisionshaveweakenedunions,theabilitytocollectivelybargainandtoholdcorporationsaccountableforunfairlaborpractices,andotheranti-labortactics.

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Despitealloftheseissues,thereislightattheendofthetunnel;thelightofour430,000members.Wearereadytostandtogetherasone,acrossawidearrayofindustriesandoccupations.Ourmembersworkinautomotiveandthepartssupplierindustries,aerospaceanddefense,heavy trucks, and farm and heavy equipment industries. We alsowork incardealershipsandareemployedmakingbathroomfixtures,home furnaces and water heaters, lawn and garden equipment,tools and hardware, firearms, boats,modular housing, toys,musicalinstruments, pharmaceuticals, canned food, butter, coffee, beer andnuts.UAWmemberscanalsobefoundathomedoingfreelancewritingor providing child care and working in state and local government,universities, casinos, hospitals, media, technical and design centers,libraries,museums,andlegalservices.

We congregate at 570 active locals, and we are covered by 2,000contracts at more than 1,000 employers. While our union sistersandbrothersmayhavebargainedoverdifferent issuesdecades ago,our ultimate goals are the same today aswe carry on the legacy ofbargaining for the rights and dignity of workers. We demand safeworkplaces, fair pay, better jobopportunities anda voice in shapingourworkenvironment.

Thepositivebenefitsofourcontractsdon’tstopwithourmembers,theyspreadthroughouttheeconomy.Whenourworklivesimprovethroughcollectivebargainingsodothoseofallworkerswhoseemployersmatchthecompensationfoundinunioncontracts,andasthosewhobenefitfromtheincreasedspendingatrestaurantsandlocalbusinesses.Oursuccessover theyearscomeswithagreat responsibilitybecauseweknow that when we bargain, it’s not just for our members but forworkerseverywherewhobenefitfromusraisingthebar.

Althoughthecurrentpoliticalclimateismakinglifeharderforworkersandunions, theeconomy ishealthy,andourunion isstrong.Wearefortunatethatasweconfrontthechallengesofself-servingemployersandanti-unionpoliticians,wehavethepowerofourbrothersandsistersandtheprotectionofourcontracttohelpdeliverabetterstandardoflivingforourselvesandourfamilies.Theworldoutsidethebargainingtable poses numerous challenges to winning a fair agreement forworkers.But theUAWhasa seatat the tablewithmanagement; an

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opportunitytobeheardandtoshapethefutureofUAWmembersforthenextfouryears.

The UAW’s Collective Bargaining Philosophy

Bargaining isnevereasy,andeachsetofnegotiationscomeswith itsownchallengesandopportunities.Thisproposedresolutionisintendedto help guide us through this process and reflect our bargainingphilosophy.Thisphilosophyconsistsofthreecoreprinciples:

First,ourbargainingprogramiscomprehensive. It takesabigpictureviewofissuesfacingourmembersacrossallindustriesandoccupations.Byadoptingasingleresolution,wecanaddressthediverseissuesweencounter in each round of bargaining while building power union-widebasedonacommonsetofprinciples.

Second,ourbargainingprogrambuildsuponpastsuccesses.Wecallthisabuildingblockapproach.Itisalong-termapproachthatprotectsgainsfromthepast,makesincrementalimprovementswheretheyaremostneeded,andbuildsforthefuture.Thewages,benefitsandworkruleswehavetodayareaproductofthisapproach–ittookmanycontractstogettowherewearetoday.

Third,ourbargainingprogramworkstoestablishandmaintaincommoncontract provisionswithin similarworkplaces and across companies.This pattern bargaining approach establishes wage and benefitstandardswhileremainingflexibletodifferencesbetweencompaniesandworksites.Patternbargainingtakeswagesoutofcompetitionandforcescompaniestocompeteonthebasisoftheirproducts,notonwhocanpaytheleast.Patternbargainingisaprovenwayforustosecureoureconomicandnon-economicbenefits.

Ultimately,thepowerofthemembershipwilldeterminehowsuccessfulweareinbargaining.Wearemostpowerfulwhenweareunifiedaroundacommonsetofgoals,standtogetherasunionsistersandbrothers,anddefymanagementattemptstodivideus.

Key Issues in Bargaining

Ourgoalistoprotecttherightsanddignityofworkersandprovidesafeworkplaces, fair pay, better jobopportunities anda voice in shaping

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ourworkenvironment.Wewillbetacklingtheseissuesinanuncertainpoliticalandeconomicenvironment.Theeconomyhasbeenexpandingforyears,theunemploymentratehasremainedlowandwagesformanyworkers have started to rise. These are all positives forworkers andbargaining.However,mostofthegainsfromthisexpandingeconomyhavegonetothetoponepercentratherthantoworkersand,aswelookahead to the next four years, there are cautionary economic signalson thehorizon. Interest ratesarehigherwhichslowsdowndemand.President Trump’s trade wars, though billed as protecting workers,arealsohavingnegativeimpactsonthedomesticeconomy.Lastly,thelegislative, regulatoryand judicial climatewill remain challenging forworkers,unionsandcollectivelybargainedcontracts.

Thougheachsetofcontractnegotiationshasitsownuniqueissues,allmemberswillneedtoaddressthefollowingkeyissuesinbargainingtoachieveourgoals forourmemberstodayand, justas importantly, inthefuture:

• Reducingwagedisparitieswithinclassifications

In the last fouryears,UAWmembershavebargainedtoeliminatetieredwages.Wewillcontinuetoworktoeliminatetierswheretheyexist.Wewillalsoworktoreducethetimeittakesfornewworkersto progress to topwage rates.With our building block approachtobargaining,eachsetofnegotiationsprovidesanopportunitytoimprove the economics of our agreements. We can take one ormoreyearsoff theprogression, raise thestarting rate toahigherpercentageof the top rate,or increase theamountbywhichpayincreaseswith each stepof the progression. All of these changesdelivereconomicgainsforcurrentandfuturemembersandhelptoclosethegapbetweenworkers.

• Reduce the use of temporary workers and improve workingconditions

TemporaryemploymenthasbecomecommonplaceintheU.S.;lesssoinUAWworkplacesthankstoourcontracts.However,wecandomoretolimittheuseoftemporaryworkers,especiallywheretheyareused insteadofpermanentemployees.Contract languagecanbeusedtospelloutwhen, forwhat,andforhow longtemporaryworkers may be used. We can also require that our employersdirectlyhiretemporaryworkersandincludetheminourcontracts.

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Eliminatingtheagencymiddlemanmakestheemployeraccountablewhichisgoodfortheworkersanditfreesupmoneythatshouldbepaidtotheworker,nottheagency.

Wherewehavetemporaryworkers,weneedtobargaintoincludethem in our contracts. Through the contract we can make suretheirpayiscomparabletoothernewhires.Theyshouldalsohavehealth care, union representation and a clearly defined path to permanentemployment.

• Insourcenewandoutsourcedwork

Thesourcingofworkisaconstantbattleinnearlyallofourworksites.Akeytojobsecurityisbeingbusyandinsourcingtheworkweusedtodoisthebestplacetostart.Additionally,weneedtotieproductivityimprovements to bringing in newwork from non-bargaining unitemployees,outsidevendorsor suppliers. Insourcinghelpsprotectandgrow jobs,but italsogrowsUAWmembershipandhelps theunionbuildpower.KeepingjobswithinaUAWcontractalsohelpsmaintainstandardsinwages,benefitsandworkingconditions.

• Newinvestment

Keepingfreshproductsandthebesttechnologyinourworksitesiskeyforjobsecurity.Prioritizingandbargainingfornewinvestmentishowwecaninvestinourmembers.Newinvestmentgivesusthebestchanceofbargaininggoodcontractsandprotectingjobsnowandinthefuture.

• Training

We need to push for more training, provided more frequently.New technology will impact all members eventually. The key tomakingthattechnologyworkforusistomakesureweknowhowtouseitandreceiveongoingtrainingthatallowsustotroubleshootproblems.Technologyisgreat,butitcan’tworktoitsfullpotentialunlesswearealsoworkingtoourfullpotential.

• Protecthealthcareandretirementsecurity

Wewill continue to insist that quality, comprehensive, affordablehealthcare isaminimumstandard.Wemustalsoprioritize larger

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employer contributions to retirement savings plans, whetherdefinedbenefitordefinedcontributionplans.

• Protectworkplacehealthandsafety

Thereisnothingmoreimportantthanreturninghomesafelyattheendoftheworkday.Withhealthandsafetyregulationsunderattackatthestateandfederallevel,ourcontractprotectionsareevenmoreimportant.Wemustdefendlanguageandpracticesthatareworkingandimproveareasthatareweak.

Wemust also find ways to supportmembers who are strugglingwithoneoftoday’sbiggestproblems:opioidaddiction.Whetherthememberisbattlingaddictiondirectly,orwithfamilymembers,wemustacknowledgethatthis isapervasiveanddamagingproblem,andweneedtoaddressitinourcontracts.

• Fairandinclusiveworkplaces

We are dedicated to workplaces free from discrimination andwhereopportunitiesforadvancementandtrainingareavailabletoallmembers.Wealsowanttomakesureourworkplacesembracediversityandinclusionsothatallmembersenjoydignityandrespectfromtheirunionbrothersandsisters,aswellasfrommanagement.

• Organizing

Ourabilitytonegotiategoodcontractsforourmembersisdirectlyrelatedtotheuniondensityatouremployers.Bargainingtoorganizeisawaytogrowthepowerofourlocalunionsbyincreasingunionmembershipatouremployers.Therisksofwhipsawingandflippingworkdropwhen theotherworksites are alsoUAW.Bargaining toorganizemeansmakingitaprioritytowincontractlanguagesuchasallowingcardcheckrecognition,agreeingtoneutralityinorganizingdrivesandallowingtheUAWaccesstonon-unionworksites.Itisaninvestmentinthelong-termstrengthoftheunionandourlocals.

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BACKGROUND

Coordinated Bargaining

UAWmembersnegotiatebetterpayandbenefitsandwindignityandrespectatourworksitesthroughcoordinatedbargaining.Unitingwithother UAW members, and members of other unions who work atthesameemployerorinthesamesector,isapillarofourbargainingphilosophy.Webargainbettercontractswhenwestandtogetherbehindasetofcommongoalsandobjectives.Wewillcontinuetoexpandtheuseofcoordinatedbargainingacrossalloursectors.

We know that coordinated bargaining works because employers doitallthetime.Noemployersendsdifferent laborrelationsorhumanresources executives to different sets of negotiations with differentdemands, priorities and objectives. We usually see the same facesacrossthetable.Theyspeakwithasinglevoiceandweshouldtoo.

CoordinatedbargainingworksbestinsectorswherewehaveastrongUAWpresence.Forexample,wehaveestablishedindustrywidewageandbenefitstandardsinmanyofourCompetitiveShop/Independents,Parts and Suppliers contracts. When all UAW members making thesamethingordoingthesamejobhavethesamepayandbenefits,wehavetakenwagesoutofcompetition.Thismeansthatemployerscannolongerwhipsaw—forceourworksitestocompeteagainsteachotherbasedonwhowilldotheworkforthelowestwage.Instead,employersareforcedtocompetebasedonquality,productivityandinnovation.

Coordinated bargaining doesn’t just happen. Building the power ofcoordinatedbargainingrequiresmonthsandyearsofwork.Ittakestimetoshareinformation,buildrelationships,developcommonbargainingproposalsandstrategies,andcometogetherasaunifiedforce,insteadofaweakandfragmentedlabormovement.

Wereaffirmourcommitmenttocoordinatedbargainingby:

• Forming new and strengthening existing Wage-Hour andBargaining Councils at key UAW employers and in key UAWsectors. These councils facilitate building power throughcoordinatedbargaining.

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• Negotiating common expiration dates in collective bargainingagreementswiththesameemployerorinthesameindustry.Thisstrengthensourbargainingpositionby forcingtheemployer tonegotiatewithallrepresentedworkersatonetime.

• Negotiatingtogetherovercommoneconomicandnon-economicissues. Ifwecannotall sit at the same tableat the same timeinbargaining,wewill coordinateourbargaining schedulesandproposalsinternallytoachievethesameresult.

• WorkingwithotherunionsintheUnitedStatesandaroundtheworldwhorepresentworkersatouremployersandinoursectors.Thisincludesparticipatinginemployerandindustrycouncilsandlabor coalitions. Sharing information and joining together insolidarity strengthens our bargaining position at the table andtakesawaytheemployer’sabilitytopitusagainstourbrothersandsistersinotherlabororganizations.

Working Together Globally

Thecorporateagendaintheglobaleconomyhasbeentodrivedownwagesandbenefits,toexploittemporaryworkers,tolobbyforlawsthatweakencollectivebargainingandtherighttoorganize,andtoreducestandardsthatprotectworkerhealthandsafetyandtheenvironment.It is clear we cannot maintain economic and social justice at homewithout securing economic and social justice around the globe. Itis critical that we work together across borders to strengthen ourpositionatthebargainingtablewithemployerswhohaveoperationsaroundtheworld.This is importantbecause foreigncompanieshaveU.S.operationsandAmericanmultinationalsareexpandingabroad.Bydeveloping strong relationships with our international counterparts,wehavebeenabletocalluponthemforhelpwhenneeded—justasweprovideassistancetoworkersabroadwhenasked.

Oneof thewayswework together is throughcompany-basedglobalunionnetworksthatuniteworkerswhoshareacommonemployer.TheUAWbargained to establish suchnetworks at FCA, Ford, andGMaswellasatCaterpillarandJohnDeere.Thesenetworksstrengthenourbargainingpositionbyarminguswithinformationthatonlyunionscanprovide,supplementingtheunityandstrengthofUAWmemberswithglobalunityandworkingtostopemployersfromwhipsawingworkers

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acrossborders.Moreover,thesenetworksareapowerfulmechanismforsolidarityandcooperationamongworkers.

With some companies, the global networks can also make use ofGlobal Framework Agreements (GFAs) to protect labor standards attheinternationallevel.TheFordUnionNetworksignedahistoricGFAwith the company in 2012 which enshrines a commitment to basiclaborrightsandsafetyatwork.CooperationamongunionsintheFordUnionNetworkandenforcementoftheGFAhasresultedinorganizingvictoriesforautoworkersinplaceslikeIndiaandSouthAfrica.

TheUAWworkswithIndustriALL,aglobalunionfederationrepresenting50millionmanufacturing sector workers in over 140 countries. OurmembershipinIndustriALLhasbenefitedourunionwithglobalactsofworkersolidarityinsupportofourtransnationalorganizingcampaignsatforeign-ownedautocompanieswithoperationsintheU.S.TheglobalunionfederationisalsocoordinatingacampaignurgingUAWmembersandotherIndustriALLaffiliatestopledgetohelpstopviolenceagainstwomenatwork.Aspartofourongoingeffortstopreventandaddressviolence,harassment,anddiscrimination,theUAWhasproudlyjoinedtheglobalcampaign“Notinmyunion,notinmyworkplace”toworkwithhundredsofotherinternationalunionstohelpendgender-basedviolenceatworkandelsewhere.

TheUAWisworkingwithIndustriALLandacoalitionofunionstoaddressworker exploitation in Mexico by supporting independent Mexicanunions.Fordecades,companyunionshavedominatedinMexico.Theseso-called unions sign “protection contracts,” which are imposed bytheemployerbutnotbargainedwithelectedworkerrepresentatives.However, the recent Presidential and legislative elections inMexicohavebroughtaboutachangeforthebetterinthepoliticallandscape.This is thebeginningofanewchapter inwhichworkerswillbeabletojoinindependent,democraticunionstonegotiatelivablewages,fairbenefits,andbetterworkingconditions.Stronger,independentunionsinMexicowillprotecttheinterestsofUAWmembersandU.S.workersbyslowingtheracetothebottom.

Toadvanceourglobalstrategyandwinsocialandeconomicjusticeforall,wewill:

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• Work in the global union networks to exchange information,implementstrategiccross-borderorganizinginitiativesandworktogethertostrengthenthebargainingpositionofallworkers.

• WorkwithIndustriALL,otherinternationalunionsandexpertstodevelopproactivestrategiestodealwithnewtechnologyandthechangingnatureofwork.Wewanttopreservegoodjobsandtoensurejobsofthefuturearegoodunionjobs.

• Negotiate strong enforceable Global Framework AgreementswithemployersthathaveoperationsintheUnitedStates.

• Solicitsupportfromourglobalunionpartnersforourtransnationalorganizingcampaigns.

• Fight to stop gender-based violence, harassment anddiscriminationatthenegotiatingtable,onthestreets,andinthedomesticandinternationalpoliticalarenas.

• Support independent, democratic unions around the world tofightforaglobaleconomythatworksforeveryone.

• Work for justice in the global supply chains that are linked toourworkplaces.Wewilldemandtransparencyfromcompaniesand accountability for the use of subcontractors and third-party sourcing.Westand for freedomofassociation, collectivebargaining rights, safeworkplaces and livingwage jobs for all.Whenpossible,wewilluseourstrategicposition in thesupplychain and our access to management to demand fairnessthroughoutthemanyoperationslinkedtoouremployers.

• DefendInternationalLaborOrganization(ILO)standardsandworkfor their full implementation in theUnitedStates.Wewill alsoworkwithouralliesaroundtheworldtosupporttheirstrugglestoachieverespectforbasicworkers’rights.

Political Action and V-CAP

TheUAWispoliticallyactivebecauseourabilitytomakeprogressforworkersatthebargainingtableistiedtoourabilitytoelectpro-laborcandidatestooffice.Federal,state,and localofficialsmakecountlessdecisions that impact the well-being and quality of life for workingAmericans;thesedecisionscansupportorundercutcontractprovisionswenegotiateatthebargainingtable.Wemustremainactivelyinvolved

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in the political process in order to advance the interests ofworkerson issues likeworkplace health and safety, trade policy, the right toorganize, the right to a fair collective bargaining process, pensions,SocialSecurity,Medicare,Medicaid,andcivilandhumanrights.

Inatimeofverydeeppoliticaldividesandsocialunrest,ourpoliticalactionisguidedbyourcorevalueswiththegoalofelectingcandidateswhowilllistentoandadvocateforworkingwomenandmen,notjustlargecampaigndonors.OneofthemosteffectivewaystoensurethatallworkingAmericansarerepresentedinpoliticsistomakesurethatpro-workercandidatesareelectedandheldaccountable.

UAWmembershelpelectpro-workercandidatesbysupportingV-CAPthroughV-CAPcheckoff.V-CAPistheUAW’spoliticalactionprogram,whichincludestheUnion’sPoliticalActionCommittee(PAC).ThePACfundismadeupofvoluntarycontributionsfromUAWmembers,bothactiveandretired.Themoneyisusedtosupportpro-workerpoliticalcandidateswhohaveearnedtheendorsementoftheUAWCommunityAction Program (UAW CAP). This voluntary contribution is usuallymadethroughautomaticpayrolldeduction,calledV-CAPcheckoff.Bylaw,uniondues cannotbeused to contributedirectly toany federalcandidate,and inanever-increasingnumberofstates,anystatewidecandidate forpublicoffice.V-CAPcheckoff isestablished in theUAWConstitution,Article12,Section20whichisouronlymeansofmonetarysupportformanylabor-endorsedcandidates.V-CAPwillgivenotonlyUAWsisters andbrothers, but allmen,women, and children, youngandold,avoiceandhopeofcreatingamorejustandequitablesociety.

Without these voluntary contributions, our ability to impact theoutcomeofimportantelectionswouldbegreatlyweakened.AV-CAPcheckoffclauseallowsustocontributedirectlyfromourpaychecks,todecidehowmuchtocontribute,andtoadjustourcontributionamountatanytime.ConsistentmonthlycheckoffcontributionsarethesourceofmostofourV-CAPfundsandthismethodallowsustogearupforbigbattlesahead.TogiveUAWmembersastrongvoiceinpolitics,wewillpursuethefollowingobjectivesatthebargainingtable:

• V-CAPcheckofflanguageinallUAWcontracts.

• ContractscontainingV-CAPcheckofflanguagemustbereviewedto assure that employers provide all needed information andchargeonlyreasonableadministrativefees.

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• WemustredoubleoureffortsandcontinuebargainingtoreceiveV-CAP information inanacceptableelectronic format fromtheemployer.This isbecomingevenmore importantasmanylawshavechangedmakingitharderforunionstorepresentmembersinpolitics.

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ECONOMIC ISSUES

Wages and Salaries

Bargainingcommitteesacrosstheunionhavebeentakingadvantageofthestrongeconomytoraisewagesandsalaries.Wehavealsotargetedinequalitieswithinourcontractsandeliminatedtieredwageswhereverpossible.Thenextfouryearsourjobwillbetocontinuetochipawayatwageinequalitieswheretheyexist,suchasinlongprogressionsandlowerwagesfortemporaryworkers.

However, wemust also have an eye on the larger inequality in oureconomy. CEOs at America’s top firms have seen their extraordinarycompensation increase nearly 50 percent since the recession andprofits are eating an increasing share of our nation’s income at theexpenseofwagesforworkers.Corporationsarehandingthoseprofitsover to shareholders rather than reinvesting in thebusinessand theworkforce.This inequality is theresultof toomuchcorporatepowerinoureconomy.Theimpactisclearwhentheunemploymentratesitsbelow4percentandover7millionjobsremainunfilled,yetworkers’inflation-adjustedwagesarestagnant.

WhileCEOsmakemillionsorbillions,theytellAmericanworkerstheyneed to compete with oppressed workers in Mexico and China. InMexico,automakershaveusedshamunionstosuppressworkersandpaywagesbelow$3perhour.Thesesamecompanies then threatenU.S.workerswiththoselowwages.

Other workers are denied job security through temporary workingarrangementsandoftencontendwiththefurtherinsultoflowerwagesandfewerlegalprotections.AccordingtotheBureauofLaborStatistics,in2017themedianwageforaproductionworkeremployedthrougha temporary agencywas 29 percent lower than productionworkersdirectlyemployedbymanufacturers.

Meanwhile, politicians attack workplace democracy, safety, and jobsecurity,whilepassingunfair tradedeals.Ourbrothersandsisters inthepublicsectorhavebeenfightingthisbattlewithanti-workerelectedofficialswhobelieve the route toabalancedbudget ison thebacksofworkingpeopleandretirees.Altogether,theseforcesputrelentlessdownwardpressureonwages.

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Aswesitdowntobargainwagesandsalaries,wehaveanopportunitytonotonlygainourfairshareofprofits–buttoalsoprovideanexampleto non-union workers of what is possible when workers organize.Whenwestandtogetherasone,ourworkplacescanbesafeandourcompensationcanbefair.

Totheseends,theUAWintendsto:

• Eliminatetieredwagessoworkersdoingthesamejobwithsimilarexperiencereceivethesamerateofpay.

• Worktoestablishwageandbenefitstandardssothatemployerscannotwhipsawworkersacrossworksites,jobsordepartments.

• Establishwageprogressionsthatarebasedonobjective,clearlydefinedmeasures.Wewillalsoseektoimproveprogressionstoreduceinequalitybetweenworkers.

• Seek wage increases that ensure earnings keep pace with orexceedinflation.

• Seektoeliminatethepayincentiveforusingtemporaryworkers,soallworkerscanenjoygoodpayandastablejob.

• Seekpayequitybetweenmenandwomentoensurethatmenandwomen receive comparable pay for comparablework andequalaccesstonewjobopportunities.

• Seek just rewards for workers’ skills. Well-designed “pay forknowledge” systems offer workers an opportunity to increasetheirpaybyexpandingtheirskillsthrougheducationandtraining.Wewillcontinuetoaddressthe issueofcompressionbetweenskilledandproductionwagesinordertomaintainafairbalancebetweenthetwo,

• Establish a healthy balance between wages and variablecompensation likeprofit sharing.Variablebonusesarepositiveadditionsaslongastheysupplementgoodwagesandbenefits.

• Bargainforanelectiondayholidaysowecanelectrepresentativeswhowillsupportourpublicsectormembers.

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RetirementIncome

The UAW firmly believes that all Americans deserve a dignified andsecureretirementsupportedbyanemployer-providedretirementplan,SocialSecurityandpersonalsavings.Throughtheyears,wehaveusedabuildingblockapproachtonegotiateandimproveemployer-providedretirement benefits, whether they are defined benefit pensions ordefinedcontributionplanssuchas401(k)s.

As we bargain over retirement income benefits, we must educateourselves and seek technical assistance when needed because thelegislative and political landscape is constantly changing. Thesedynamicscanmakebargainingchallengingandgiveemployerscovertochangeessentialbenefits.

For years, defined contribution retirement plans, like 401(k) plans,have been replacing defined benefit plans as the sole employer-providedretirementincomebenefit.Definedcontributionplansallowus to change jobs and take our retirement savings with us, but wealsobeartheriskofmakingsurewehavesufficientsavingstosupportus throughout our retirement.We are alarmed that the percentageof employers offering a matching contribution to defined plans hasdeclinedinthelastfouryears.Wherenegotiationofadefinedpensionplanisnotfeasible,wesupportastrongdefinedcontributionplanthatincludes a significant employer contribution, that is not dependentuponanemployeecontribution.

Traditionaldefinedbenefitplansprovideuswithguaranteed,lifetimemonthlyretirementincomeandwestronglysupportthem.

Wewilladdressthefollowinggeneralpensionissuesinbargaining:

• Employersmaydemandto“freeze”ourpensions.Thesefreezessometimesexcludenewhiresfromparticipatingindefinedbenefitplans;sometimesthemultiplierisfrozenandsometimesaccrualsarestopped.Definedbenefitplanfreezeshaveoccurreddespiteadequate plan funding levels, or even when the employer’sfinancialpositionwasgood.Pensionplanfreezesareoftenjustafirststeptoplantermination.

• The Pension Protection Act of 2006 (PPA) impacted pensionbargaining. This law was meant to strengthen the funding of

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definedbenefitpensionplansandreducestressonthePensionBenefitGuarantyCorporation(PBGC).However,someemployersusethePPAasanexcusetodiluteadefinedbenefitplanorrefusetobargainimprovements.Intheworstcases,employersusethelawtothreatentofreezeorterminatetheplan.

• The PPA places restrictions on seriously underfunded plans.Dependingonthe levelofunderfunding, restrictionscanrangefrom prohibiting plan amendments that increase benefits toprohibitingworkersfromaccruingfuturebenefits.WemustuseourUAWpensionexperts toverifyemployerclaims relating totheserestrictions.

• A recent bargaining trend is for employers to buy out currentretirees and institute lump sum options to new retirees. Thispractice is knownas “de-risking.”Wewill assess anyemployerde-riskingproposalwereceiveunderthestandardofwhatisinourbestinterest.

• Some employers claim accounting issues require regressivechanges inourpensionplansoruse themto justifyde-risking.Theseclaimsmustbeindependentlyverified.

• Defined benefit plans in the public sector continue to battleintensescrutinyandattack.Manyplansareunderfundedthroughno fault of workers and the solution most often proposed byelectedofficialsandthemediaisapensionfreeze.

When defined contribution plans are the sole retirement benefit, wewill:

• Bargain employer contributions that are independent ofemployeedeferrals(whicharepersonalsavings).

Inbargainingoverdefinedbenefitpensionplans,wewillstriveto:

• Resist employer efforts to abandon defined benefit plans fordefinedcontributionplans.

• Improve normal and early retirement programs throughincreasesinbasicbenefits,supplements,andtemporarybenefitsforbothcurrentandfutureretirees.Improvementscanalsobeaccomplished by providing additional benefits to protect andmaintainpurchasingpoweragainstinflation.

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• Improvethefundingstatusofourplanstoimprovethesecurityofbenefitsandtoavoidrestrictionsonourbenefits.

• Eliminateprovisionsallowing for thereversionofpension fundassetstoemployerswhenaplanterminates.

• Improveprovisionsprovidingforcreditedserviceforlayoff,sickleaveanddesignatedcategoriesofhazardouswork.

• Remove early retirement eligibility restrictions for those of uswhoareaffectedby fullorpartialworkplaceclosings, spinoffs,sales,orotherformsofemployerrestructuring.

Health Care

Employer-provided health care benefits are a critical part of ourcompensation,andwearecommittedtopreservinggoodcollectively-bargainedbenefitsforourmembersandretireesbyfightingtoprotectour gains, maintaining quality coverage, and resisting shifting costs toworkers.

DespitethepassageoftheAffordableCareAct(ACA)inMarch2010,manychallenges remain topreservinghealth carebenefits. TheACAcontained important provisions that improved health care benefitsandslowedrisinghealthcarecosts,butthecontinuousattacksontheACA jeopardize these gains, such as ensuring coverage for patientswith pre-existing conditions or eliminating lifetime maximums and othermaximums.

AccesstohealthcarecoveragehasimprovedundertheACA.However,in 2017, 27.4 million Americans were uninsured. This is why ourultimategoalremainsacomprehensive,universalhealthcareplanthatwill provide quality coverage for every person in the United States.Healthcareshouldbearight,notaprivilege.

Health Care Costs: Healthcarecostscontinuetoriseand,inresponse,employerstrytoshiftcoststoworkersanderodethequalityofhealthcarebenefitsatthebargainingtable.Forexample,theymayproposeeliminatingcoverageforspousesanddependents,raisingdeductibles,copaysorpremiums,orlimitingthechoiceofproviders.

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TheKaiserFamilyFoundationhascontinuallystudiedthecostofhealthcareandhowitaffectsindividuals.Workershareofthepremiumhasremainedintherangeof26.4percentto28.3percentoverthepast10years.However,becauseof continuedhealth care cost inflation, thisresultsinhigherandhigherout-of-pocketcosts.

It isnot just inflationthat is increasinghealthcarecostsforworkers.Employersarecompoundingtheproblembyshiftinghealthcarecoststoworkersby increasingdeductibles, copays,andcoinsurance in thebenefitdesign,aswellasthroughso-called‘innovations’suchashigh-deductiblehealthcareplans.High-deductibleplanscanbeappealingto the healthiest workers, but are out of reach for most workers,especiallythosewithserious illnesses.Theresult issiphoningoffthehealthiest enrollees anddrivingup costs forother coverageoptions.Highdeductibleplansarenotasolutiontoincreasinghealthcarecosts;theyonlyservetoshiftcoststoworkers.

Prescription Drugs: Prescription drugs have continued to add tothe strainofhealth care costs. Employers continue toproposemorecost share and more copayment tiers that require greater out-of-pocketcosts,butcost-shifting isnotthesolutiontotherisingcostofprescriptiondrugs.Toaddresstheissue,wecanpartnerwithemployersto create solutions thatensureemployeesare receivinghigh-quality,cost-effective care, while discouraging waste in the system. Whennegotiatingbenefits,wewillfocusonimprovingquality,reducingthecost,andpromotingthehealthandwellnessofourmembers.

Inthisroundofbargaining,wewill:

• Resist cost-shifting and address employer efforts to increasedeductiblesandcoinsurance.

• Work tomaintain and improve upon the gains brought by theACAbyincorporatingthemintoourcontracts.

• Worktoeliminateanygapsincoveragebetweenworkers.

• Pushemployerstodesignpharmacybenefitsthatimproveaccessandreducethecostofcare.

• Support voluntary disease management and care manage- mentprograms.

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• Work to protect employer provided coverage for spouseswithinferioralternativecoverage.

• Work to secure and protect health care benefits for our retiredmembers.

• Demand longer, more comprehensive employer-paid coverageduringtemporaryandpermanentlayoffandperiodsofdisability.

• Continue towork towards and support the establishment of anationalhealthcaresystem.

• Resisthigh-deductiblehealthcareplans thatshift riskandcost toworkers.

Group Insurance

Ourearningpowerisdirectlylinkedtoourabilitytoliveindignityandprovide forour families. Lostearningsasa resultof injury, illnessordeathareamong themostunpredictable threats toworkingpeople.Our negotiated group insurance benefits include basic, optional anddependentlife,accidentaldeathanddismemberment,survivorincomebenefits (transitionandbridge),shortand long-termdisability.Theseessential programs provide critical support at our most vulnerabletimesandshouldbeprotectedandenhanced.

Aswebargainovergroupinsurancebenefits,wemusteducateourselvesand seek technical assistance when needed because the legislativeand political landscape is constantly changing. These dynamics canmake bargaining challenging and give employers cover to change essentialbenefits.

Ourcollectivebargainingeffortswillinclude:

• Employer-paidbenefits.

• Increasestothelifeinsurancecoverageofretirees.

• Protectingsurvivorincomebenefits.

• Ensuringsufficientdisabilitybenefitsareuniversalanddefinitionsarefairlyapplied.

• Guaranteeingthatdisablingmentalhealthconditionsaretreatedthesameasdisablingphysicalhealthconditions.

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• Workingtoprovideretirementsavingsopportunitiestodisabledworkerswithoutdefinedbenefitpensionplans.

ProfitSharing

TheUAWfirstincorporatedtheuseofprofitsharingproposalsintoitsbargainingstrategyover70yearsagoatthe1958SpecialConstitutionalConventionunderthedirectionofWalterReuther.Therationalewaslaid out very clearly: “The UAW supplementary economic demandswould facilitatetheequitablesharingof thegreaterproductivityandadvancingtechnologybyworkers,consumersandstockholders.”

Ironically, at that time, the very idea that a blue collar workerwould receive an extra bonus based on company profits was highlycontroversial and was met with much skepticism by many largecorporations,politiciansandthemedia.

Since1958,awidevarietyofprofitsharingplanshavebeennegotiatedby UAW members across many different industries and types ofcompaniesandorganizations.Indeed,millionsofmembers,alongwiththeirfamiliesandlocalcommunitiesacrossthecountry,havebenefitedfromtheincreasedpurchasingpowerthathascomewithannualprofitsharingchecks.

However,becausebusinessconditionschangeovertime,planlanguageneedstobethoroughlyreviewed,updatedandimprovedduringeachcontract negotiation. Updates should include the metrics that theplanisbaseduponandenhancingpayoutcalculationstoincreasethelikelihood of higher payouts. Additionally, updated language is oftenrequiredtoaddresschangesincorporatestructureorthecreationofnewreportingsegmentsintheirbusiness.

Althoughthereisno“onesizefitsall”approachtocreatingagoodprofitsharingplan,thefollowingstrategiesshouldbeapplieddependingonwhether you are bargaining with a corporation with publicly tradedstock,aprivatefor-profitcompany,anon-profitorganization,orinthepublicsector.

Publicly traded corporations: Over the past few years, S&P 500companieshavereportedrecordprofits.Ontopoftheserecordprofits,the newly enacted tax cuts funded by hard working taxpayers are

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addingevenmoretothebottomlineofthesecompanies.Atacertainpoint,whencompanieshaveconsistentlygeneratedsignificantprofitsafterpayingfornormaloperatingexpensesandcapitalexpenditures,they find themselves with what is commonly referred to as “excesscash”andmustmakedecisionsonhowtousethesefunds.Theycanuse excess cash to reduceprices for customers, invest back into theU.S. by building newmodern facilities, pay down debt or shore upunderfundedpensionsorretireemedicalobligations.Instead,thelion’sshareoftheexcesscashisbeingsenttothecompany’sshareholdersthroughincreasedstockdividendsandsharebuybacks.In2017alone,public companies spent more than $800 billion dollars to buy backtheirownstockinordertoincreasetheirearningspershare.Thisfiguresurpassedthe$1trillionmarkin2018.

With these startling trends in mind, profit sharing plans at publiccompaniesshouldhavetwoseparatecomponents.

Thefirstcomponentisatraditionalprofitsharingplanthatprovidesapayoutbasedonthemainprofitmetricassociatedwiththebusinessunitorsegmentthatismostrelevanttothemembershiponageographicbasis. This profitmetric needs to bepublicly disclosed and reportedto the Securities and Exchange Commission (SEC). For example, if acompanypubliclyreportsaprofitfigureforitsU.S.orNorthAmericanoperations,thatoftenisthemostrelevantfiguretobasetheplanon.

Thesecondcomponentisanewideainresponsetoallthemoneybeingreturnedtoshareholders.ItwouldprovideanadditionalpayouttoUAWmemberswhen a companymakes a distribution to shareholders forspecialdividends,increasestonormaldividends,and/orwhenastockbuybackprogramisannounced.Thegoalsofthissecondcomponentoftheprofitsharingplanisto1)provideUAWmemberswithanequitableshare of the excess cash they helped generate and 2) provide anincentiveforcompaniestostartinvestingmoreheavilyinitsoperationsandworkforcerighthereintheU.S.A.insteadofthecurrentpracticeofexcessivegivebackstoitsshareholders.

Private for-profit companies: Profit sharing plans should be basedonthecompany’smainprofitmetric,whichisoftenthesameprimarymetricthatexecutivecompensationplansarebasedupon.Sincethereisoftennopubliclyavailablefinancialinformationtorelyon,whatever

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profitmetricisutilized,itshouldbefullytraceabletoasetofannualfinancialstatementswhichisauditedbyanoutsideCPAfirm.

Non-profitsorpublicsector: Inorganizationswhereprofitgenerationisnottheprimarygoal,otherfinancialoroperationalmetricscanstillbeusedtoformabonusplan.Examplesofalternativemetricsincludeoperatingsurplusesandbudgetperformance.Whateverperformancemetric is used, it should be traceable to publicly available financialdisclosures, such as Federal Form 990 filed with the IRS or annualfinancialstatementsauditedbyanoutsideCPAfirm.

Regardlessofthetypeofprofitsharingplannegotiated,UAWmembersmusthaveavoiceintheinitialdevelopmentandcontinuousreviewoftheplaninordertoensurethemetricsareappropriate,achievableandunderstood. In addition, awell-defineddispute resolutionprocedureshouldalsobepartofanynegotiatedplan.

Companiesoftenproposeprofit sharingplansasameansof shiftingcostawayfromwhattheycall“fixed”wagesandbenefitsto“variable”paymentswhichareonlymadeifprofitmetricsareachieved.

The UAW takes a different view. We firmly believe and make clearthatprofitsharingplansshouldneverbeareplacementforsolidwageandbenefitincreasesnegotiatedatthebargainingtable,ratherprofitsharing plans should be considered a supplement to those wages andbenefits.

Work Schedules

Through collective bargaining, we believe that work schedules canbe negotiated to create an important balance between work andfamily.Theseschedulescanimproveworkersatisfaction,aidinworkerretention,reduceabsenteeism,improvehealthandsafety,andcreatenewjobsonUAWworksites.

Schedulesintheindustrieswerepresentincludethetraditionalfive-dayworkweek,alternativework schedulesand flextimeschedules. Theyalsovarybothbetweenworksitesandwithinthe individualworksite.Webelieve these schedules canbedesignedormodified to addressboth the employers’ needs and the individual values of multiplegenerationsofworkers.

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Whicheverwork schedulemodel is selected, the purpose of aworkweek schedule is toprovidebalancebetweenemployers’ needsandourmembers’abilitytomeetpersonal,familyandsocialneeds.

Wesupportlimitingthemaximumnumberofhoursworkedinaweek.Schedulesthatmayrequireovertimeshouldhavestrictlimitsonbothdurationandfrequency.Overtimeshouldneverbeusedtorestrictorsubstitutethehiringofworkers.

In worksites that must respond to fluctuations in demand for theproductorserviceprovided,theemployershouldberequiredtogivethemaximumpossible advance notice.We should have the right todeclineovertime,exceptinisolatedcircumstances.

Work schedules should be designed so that fatigue and injuries areeliminated.Thescheduleshouldprovideadequatepaidrelieftimeandjobrotation.Wherepossible,therelieftimeshouldbedesignedwithflexibilitytofitourindividualschedulesandworkloads.

Thephysical requirements of the job should be carefullymonitored.Jobsthatareergonomicallytaxingshouldhavestrictlimitationsontheamount of time aworker spends on it.Wemust use the bargainingprocess to make sure that work schedules are based on soundergonomicprinciples.

When alternative work schedules are considered, we must seekconsistency in compensation practices for all mandatory, voluntaryor obligatory time away from the job. This includes ensuring theappropriate wages, premiums and hours are provided for vacation,bereavement,jurydutyandallotherleaves.

Wesupportpremiumpayforanyschedulethatrequiresworkbeyondthetraditionaleight-hourday,MondaythroughFridayworkweek.Thisistocompensateforthepotentialdisruptiontoourfamily,civicorsocialengagements.Thisshouldincludepremiumforschedulesthatrequire“off-shift”orweekendwork.Likewise,industriesthatrequire“on-call”readiness shouldbe required to compensate for schedules that limitactivitiesduringtimeawayfromwork.

Whereoperationallyfeasible,weshouldbeabletoadjustourstartingand ending times, or work non-traditional schedules to meet our

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individualneeds.Likewise,wesupportschedulesthatcanbeindividuallymodifiedtosupportimportantlifeeventssuchaschildorelderlycare.

Inworkplacesthatallowworkoff-site,weshouldrequirethatthisworkisprotectedandcompensatedjustastraditionalemployment.

We encourage negotiating schedules that compress theworkweek.To improveourqualityof lifeoutsidetheworkplaceandsupportourengagement in the community,wewill seek additional holidays andincreased vacation and personal time.We also supportmechanismsandpoliciestoencouragethefullutilizationofvacationentitlements.

We resist the use of traditional, alternative, or flexible schedules tolimitorreduceothercontractualrights,suchasemployerpaidhealthcare or retirement benefits. Compressed or modified schedules aremeant for improvements inworkand family life, andwe shouldnotallowschedulechangestodegradetheseimprovements.

In all cases, we believe that schedules should be designed andimplemented through good faith bargaining with the employers.Throughnegotiations,we canensure that schedule flexibility canbeappliedinamannerthatisequitableratherthanarbitrary.Thebalanceofwork life and life outside ofwork can be enhanced only throughequalapplicationoftheseschedules.

TemporaryWork

There were nearly six million temporary and contingent workers inthe U.S. in 2017. Although some jobs are temporary by nature, theincreasedamountofcontingentemploymentinourcountryisduetoemployersusinglong-termtemporaryworkersinplaceofpermanent,directhires.Theydothistoavoidthecostsofunemploymentinsurance,workers’ compensation,andotherpaidbenefits. Italsoprovides theemployer complete operating flexibility. But this flexibility places alltherisksoftheupsanddownsofbusinessonpoorlypaidworkersand theirfamilies.

Wemustdifferentiatebetweentrulytemporaryassignmentsandlong-term temporary workers filling permanent openings. Blurred linesbetweenthesetworolescouldputdecadesofbargaininggainsatrisk.

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Our contracts need to define clear limits on the use of temporaryworkers.Incaseswheretemporaryworkersareemployed,theydeserveunionrepresentation.Wealsohavethedutytostandbyworkersinthefightforsecureemploymentanddefineanapproachtoobtainit.

Ourbargaininggoalsinclude:

• Restricting theuseof temporaryworkers. In our agreements,specificlanguageshouldbenegotiatedtodefinewhentemporaryworkerscanbeused.Thislanguageshouldincludethenumberoftemporaryemployees,thedurationoftheiremployment,andbywhomtheyareemployed.

• Increased security and benefits for temporary workers. Ouragreementsshouldprovidetemporaryworkerswithgreaterjobsecurityandstability.

• Provide a path to permanent employment. Our agreementsneed to define a clear path from temporary employment topermanentpositions.

• Temporary workers’ employment should not go througha temporary agency. Our agreements should mandate thattemporaryworkersbeemployeddirectlybytheemployerwithwhichwecollectivelybargain.

• Temporary workers should be covered by our collectivebargaining agreements. Temporary workers should receivethesamepayasothernewly-hiredworkersandhaveaccesstoemployerpaidunionorientationandunionrepresentation.

WorkandFamily

Our members are not just workers, but also family members withimportantresponsibilities.Consequently,ourbargaininggoalsincludeprovisionsthatallowworkerstomeettheirresponsibilitiesasworkers,parents,caregivers,spousesandfriends.

Parents and caregivers have a responsibility to the individuals intheir care. When the employer recognizes this fact, the worker isempowered.Tosupportmembersintheirrolesoutsidetheworkplace,our bargaining goals include: common sense scheduling, child andelder care resources, contract language that recognizes thedifferent

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familystructures,parenting,lactationandmindfulness.Attainmentofthesegoalsismutuallybeneficialtoallinvolved.

Schedules

Workschedulescanhaveaseriousimpactonworkandfamilybalance.Schedules that support both work and family life can help reduceabsenteeism and alleviate stress which will help improve healthand safety on the worksite. We support the goals identified in theWork Schedule section of this resolution that pertains to work and familyincluding:

• Righttorefusemandatoryovertime

• Flexiblehours

• FMLAextensionsforcatastrophiceventsandnorollingcalendars

Child and Elder Care Resources

Forourworksitesthathavechildandeldercareresources,knowingand understanding what programs are available will help to reducestressandhelp inplanningchildandeldercare.Expandingourchildandeldercareassistanceprogramsisalsoanecessityasqualitychildandeldercareisstillunaffordableformany.

Todothis,wewillbargainto:

• Always have a designated person/people available to assistmembers who are navigating through elder and/or child careprograms.

• Meet individually with members to evaluate their needs andmatchthemtoavailableservices.

• Work with child care providers and area agencies on aging inthecommunitytoimprovethequalityofservicesandnegotiate grouprates.

• Have onsite educational programs that provide resources,seminars, educationalmaterials and hold elder/child care fairsthat invite local businesses to discuss options available to ourmembers.

• Haveonsitechildcaretomaketheworkandfamilybalancingacteasierformemberstomanage.Thiswillalsoincreaseemployee

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productivity and reduce absences due to child care issues. Inlocationswhereonsitechildcareisnotapossibility,groupratesshould be negotiated with nearby facilities to provide moreaffordable,qualitychildcareforemployees.

• Negotiategroupratesoronsiteprogramsforschool-agedchildrenfor before and after school care, holidays, school closings andsummerprograms.

• Expandflexspendingaccountsforuseonelderandchildcare.

ChosenFamilyContractLanguage

Families come in all forms and recognition of the diverse familystructureisimperativeinmodernsociety.Long-termpartners,friendswhohavebecomelikesiblings,oraneighborwhoprovidesregularcaretoanelderlyindividualarenowconsideredfamily.

Toaccountforthiswewillbargainfor:

• Chosen family contract language – to provide the contractualrighttosicktimeandbereavementthatcoversnot justpeoplerelatedbybloodorlegaltiesbutalsochosenfamily.

Parental Leave

Paidparental leavethatencompassesallvariationsofthefamilyandenablesparentstobepresentinthelifeoftheiryoungchild.

Todothisweneedtobargain:

• Paidmaternityandpaternityleave.

• All parental leave should be extended to include the non-traditional familyrecognizingaparent’s roleregardlessof theirpresenceonthebirthcertificate.

• Paidmaternityleaveextended.

• The option to use both maternity and paternity leaveintermittentlythroughoutthefirstyearafterbirth.

• Paidadoptionleaveforspousesandpartnerswhohaverecentlyadopted with intermittent leave offered throughout the yearfollowingtheadoption.

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Lactation Resources

Wewillbargaintomakelactationroomsavailableatallworksitesandtoprovideadequatetimeforpumpingduringtheworkday.Lactationroomsshouldbe:

○ Nomorethana5-minutewalkfromwork-site.

○ Functionalforexpressingmilk.

○ Shieldedfromview.

○ Freefromintrusionbythepublicandcoworkers.

○ Availablewheneveramotherneedstopumporexpressmilk.

○ Equippedwithanoutletandasmallrefrigeratortostoremilk.

○ Notinabathroom.

Mindfulness

Dealingwithwork/family/lifebalancecancausealotofstress.Bargainingformindfulness trainingwouldhelp toalleviate that stress,promotemorepeacefulworksitesandhelpoverallhealthandwell-being.

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NON-ECONOMIC ISSUES

HealthandSafety

In2017,5,190workerswenttoworkandneverreturnedhometotheirfamilies.Itisthefirsttimeinnearlyadecadethatthenumberofdeathssurpassed5,000.Thatmeansanaverageof99workersperweek,or14perday,werekilledonthejob.Inadditiontotheincreasednumberoffatalities,approximately2.8millionnonfatalworkplaceinjuriesandillnesseswerereported,withnearly900,000ofthemresultinginlostwork days. It is estimated that the true toll of neglectingworkplacesafetyistwoorthreetimeshigherduetounderreportingandfearofjoblossorreprisal.Thetragictrendofincreasedjobfatalitiesshowsthatworkisbecomingmoredangerousanddeadlierthankstotheassaultson regulatory protections and funding for worker safety initiativesby theTrumpAdministrationandRepublicans inCongress.America’sworkersdeservebetter.

Through Presidential memorandums and executive orders, newregulatory protections have been frozen and rules to safeguardworkershavebeenrolledbackoreliminatedaltogether.Rulesrequiringemployerstokeepaccurate injuryand illnessrecordsandtodisclosesafety, health and labor violations to qualify for federal contractshavebeenrepealed.Additionally,aproposaltoslashtheDepartmentof Labor’s budget by 21 percentwould have a direct impact on theOccupational Safety and Health Administration’s (OSHA) ability toenforce protection standards and conduct worker safety and healthtrainingprogramsgoingforward.

OSHA’sresourcestoenforcejobsafetyandoversightaretoofewanddeclining. There are roughly 800 federal and 1,000 state inspectorsto inspectover8millionworkplaces.That isone inspector forevery76,400 workers, or enough inspectors to inspect workplaces onceevery159years.OSHA’scurrentbudgetamountstoapaltry$3.65perworker toprotectworkplacehealthand safety. Fewer resourcesandlessoversightwillmeanmoreworkplaceinjuriesanddeaths.Workersneedmorehealthandsafetyprotections,notless.Thisisunacceptable.

Given the scarcity of governmental resources to ensure safe workenvironments, we are unable to wait for an already overworkedand underfunded federal or state inspector to enforce continually

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weakened regulations. We must bargain stronger health and safetylanguage intoourcontractsanddemandmore involvement insafetyprocessesineveryemploymentsectorbasedonhazardidentification,jobevaluation,andeliminationorcontrolofallhazards.Therefore,inthisroundofbargainingwewillmaintainpreviouslywonprotectionsanddemandimprovementsinthefollowingcategories:

HealthandSafetyTraining

All UAW-represented workers should receive jointly administered,employer-financed,healthandsafetytraininginformingthemoftheirrights to a safe and healthful work environment in their respectiveemployment sector, as well as detailed job specific safety trainingidentified by established local joint Health and Safety committees.ThetrainingshouldbedeliveredbyotherUAW-representedworkers.Wherejointtrainingprogramshavenotyetbeenestablished,wewilldemandthathealthandsafetycoursesthataddresshazardsspecifictothetypeofworkperformedaremadeavailabletoworkers.

Research

Employer-funded,jointly-administeredresearchneedstobeexpandedin all safety related disciplines. From reduced chemical exposures,substitutionoftoxicchemicalswithsaferones,ergonomicequipmentandprocessdesignthatlimitsstressors,tonewtechnologiesandtherisksassociatedwiththem,alltypesofworkplacehazardsinallsectorsneedtobeidentifiedandprogramsdevelopedforprevention.

Injury and Illness Reporting

We will bargain language to encourage reporting of near miss andsafetyrelatedincidentsnomatterhowminorinscopeandtoprotectworkers from fearof reprisal for reporting such incidents.Nearmissandminor incidents identifypotentialworkplacehazardsthatcanberemediated before amore serious incident or injury occurs.Wewillcontinue to oppose and seek to eliminate any employer threats todiscriminate,disciplineordischargeaworkerwhoreportsaworkplaceincident or injury. Further, we will oppose “behavior-based safety”schemesdesignedtofocusonworkeractionsratherthanprocessesandeliminationofhazards.Westandopposedtodrugtestinginresponsetoreportingasafetyincident.

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RefusalofHazardousWork

Wewill remain steadfast in seeking to improve language protectingandenforcingworkers’rightstorefuseahazardousworkassignment.Aworkerwhohasareasonablebeliefthattheirworkassignmentmayresultinseriousphysicalinjuryorillnessmusthavetherighttorefusesuchworkwithoutretaliationuntilsuchtimeastherecognizedhazardsareremediatedandsatisfactorysafeworkinstructionsaredeveloped.

EmergencyResponse

Everyworksitemusthaveanestablishedwrittenemergencyresponseplan,anup-to-datecontactlistofkeyfacilityandmunicipalemergencyresponsepersonnel,continuoustraining,andregularevacuation/takecoverdrillswithseparatesignalsfortakecover,evacuationandallclear.Signage,emergencylightingandasystemforaccountingforallworkersintheeventofanemergencymustbeinplace.

MedicalTreatment

Wewilldemandthatmanagementincludeusinestablishingobjectivecriteriaineveryworksitetoprovideproperlystaffedquality,professional,timelymedicaltreatmenttoworkerswhoareinjuredorbecomeillonthejob.Medicaltreatmentmustbeavailableforworkersonallshiftsandthosescheduledtoworkweekendsand/orholidays.

NewTechnology

Advanced notification of new processes, equipment, machinery, orsystemsofworkmustbeprovidedtousattheearliestdesign-instagespossiblesothatpotentialhazardscanbeidentifiedandaddressedpriortointroduction.Newlydevelopedmaterialssuchasnanotechnologies,advanced composites or newly developed chemicals, solvents, fluidsandthelike,mustbeassessedforriskanddeemedsafeforusepriortoexposuretoanyworkers.ItisimperativethatSafetyDataSheetsbekeptcurrentandavailableuponrequest.

Preventative Maintenance

Every worksite needs a well-developed plan that identifies anddocuments scheduled maintenance on all equipment, machinery,devices and processes used in operations or environmental safety.Skilledtradesworkers, techniciansandotherpertinentworkersmust

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betrained inall relevantsafeoperatingprocedures, regulatory,codeand standard requirements prior to being assigned maintenance orrepairtasks.Deficienciesmustbecorrectedimmediately,orequipmentremovedfromserviceuntilcorrectiveactioncanbecompleted.

Ergonomics

Workplaceergonomicsissuesandrelatedinjuriesaffectover2millionworkers in the United States each year. Bargaining for a recognizedErgonomicStandardinallemploymentsectorsisvitalincombatingthewidespread cases of work-relatedmusculoskeletal disorders (MSDs).One-thirdoftheseinjuriesareseriousenoughtocauselosttimefromwork,withbackinjuriesaccountingforalmosthalfofallcompensableMSDs. Repetitive movements, poor deviated work postures, highcontactstressandcontinuousvibrationtopartsofthebodycanallbepreventedbyergonomicintervention.

Ourbargainingagendaforimprovedergonomicsmustinclude:

• Acommitmentfromemployerstofixjobsthatareknowntoposeahazard.

• Established employer funding for ergonomic improvements in allsectors.

• Accurate reporting, investigation and correction of jobswhereergonomic-relatedsymptomsareidentified.

• An agreement by employers to follow established ergonomicbestpractices.

• Requiringallnewequipmentmeetappropriateergonomicdesignstandards and insisting on UAW involvement in design andimplementationstagesofnewequipmentandprocesses.

• Safety equipment designed to work effectively for all sizes ofworkers.

• Increased focus on specific ergonomic provisions to protecthealthcareworkersrequiredtoliftandmovepatients.

Noise

Protectionagainsthearinglossisofparamountimportancetoworkersasitimpactstheirlivesforever.Wewillbargainforjointly-administered

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noiseabatementcommitteesandcallforincreasedengineeringcontrolsrather than relying on personal protective equipment only. We willrequireregularaudiometrictestingperformedforworkersexposedtolevelsabove85Dbaanddemandareductioninnoiselevelsto80Dbaorless,intheworksite,inexistingequipmentandinallnewlypurchasedequipmentandmachinery.Wewill continue todemandasafer levelthantheminimalOSHAstandard.

HazardousEnergy(Lockout)

Failuretolockout/tagoutandisolateordissipatestoredenergysourcescanresultinseriousinjuryordeathtoourmaintenance,skilledtradesand operations workers. Control of hazardous energy and propermachineguardingareconsistentlycitedastoptenOSHAviolations.Tothatendwedemandthat:

• Specific lockout/tagout procedures be developed and adheredto inallworksiteswithour full involvement.Theseproceduresareto includeequipment-specifictrainingandannualrefreshertraining for all operators, maintenance and repair personnel.Written procedures and proper placarding for identificationofenergy isolationdevicesare required. Further, all hazardousenergy control procedures must be reviewed and updated asneeded at least annually orwhen new equipment is installed,existing equipment is modified, or worksite rearrangements/processchangesareconducted.

• Safeguarding and safety devices must be added or designedinto equipment as needed. Existing equipment should bere-engineeredsothatproperenergyisolationiseasilyidentifiedwithasmanybuilt-insafeguardsaspossible.

VehicleTraffic

Over-the-road and industrial vehicle/pedestrian traffic are majorcauses of serious injuries and fatalities. We will demand improvedsafetyprotectionsinhighwayworkzones,onloadingdocksandinhighpedestrianindustrialvehicletrafficareasbytheformationofvehicle/pedestrian committees in needed worksites and the use of newtechnologieswhereavailable.

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Working Alone

Working alone is inherently dangerous in all employment sectors,whether it be working on non-routine tasks in isolated locations,confinedentryspaces,homevisitsoroffworksiteclient interactions.Westronglysupportprotectingworkersbyusinga“buddysystem.”Ifnotfeasible,communicationdevicesor,ifpossible,anappropriatelevelofpersonalsurveillancemustbeprovidedtoallworkersgivenisolated,remote,orfieldassignments.

For workers assigned to work in hazardous areas, confined spacesor areas of atmospheric concern, proper precautionsmust be takenin accordance with safe work practices, including air sampling andadequate ventilation when necessary. If a worker is reasonablyconcerned that their safety is jeopardized because they areworkingalone, management must provide the worker an applicable safeoperating practice detailing precautions to take to perform the tasksafely.

Biological/ChemicalHazards

Effective procedures must be in place to protect workers in thehealthcareindustryfromexposuretobloodborneorotherpathogens,communicablediseases,andinfectiousconditions.Workerswhohavebeenexposedtopotentiallytoxicagentsormaterialsmustbeprovidedwith medical services, physical examinations and other appropriatetestsatnocosttothemtodeterminewhethertheirhealthhasbeenadversely affected. Affected workers shall be provided with writtenexaminationandtestresultsrelatedtooccupationalexposure.

Because of the Trump Administration’s assault on regulatoryprotections;itsdesiretoeliminatetheChemicalSafetyBoard;itsdelaytotheeffectivedateofOSHAstandardsinmaterialssuchasberylliumandsilica;anditsdesiretocutthejobsafetyresearchbudgetby$100million,wewillnegotiate to reduceoreliminate the riskof injuryorillnesscausedbytoxicchemicalexposureintheworkplacebyseeking:

• Increased involvement in exposure measurement andremediationthroughtheexpandeduseofcompany-fundedUAWIndustrialHygieneTechniciansinworksites.

• Reductionsintheuseoftoxicchemicalsthroughsubstitutionofsaferchemicalsorothermethods.

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• Frequent inspection, maintenance and upgrading of filtration,ventilationandaircleansingsystemstoimproveenvironmentalairqualityincludingprotectionfromexposuretoenvironmentaltobaccoandothersmoke.

• More protective exposure limits to all known toxic chemicalsincluding, but not limited to, coatings, lubricants, adhesives,hardeners,solvents,cuttingfluids,airbornematerials,etc.

HazardousWaste/EnvironmentalSafety

Improper handling of waste materials, waste water, accidentaldischarges,andspillscanleadtotoxicsubstancesfindingtheirwayintoourcommunitiesandwatersources.Toensuresafecommunities,wemustdemandpropersafehandlinganddisposaloftoxicwaste.Toaddressenvironmentalissuesandconcerns,wewilldemandinvolvementinthedevelopment and monitoring of worksite environmental protectionproceduresandtoreceivealldatarelatedtoenvironmentalprotectionprogramsthatsafeguardagainsttoxicchemicalreleases.

InadequateStaffingLevels

Inadequatestaffinglevelshavecontributedtounnecessarysafetyandhealthhazardsforworkersinallemploymentsectors.Staffingshortagesinhealthcareandpublic-sectorworksitesputworkersandthepublicat risk. Therefore,we demand that staffing levels are adequate andsufficienttoprotectworkersfromhealthhazardsrelatedtoexcessiveworkloadsorcaseloads.Agreed-uponstaffinglevelsprotectthesafetyofourworkersaswellasthepatientsandclientstheyserve.

ContractorandOutsourcing/PrivatizationSafetyImplications

We stand opposed to outsourcing and privatization of work as itinvariably introduces unsafe work practices into the worksite. Thirdparty,contractoragencyemployeeswithinadequatehealthandsafetytrainingputUAW-representedworkersatriskduetodangerousworkpracticesthatpotentiallyerodeourwell-establishedsafetypoliciesandprocedures.Intheeventmanagementiscontemplatingtheoutsourcingof work as an only alternative, or utilizing third-party employees oroutsidecontractors,wedemandthat:

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• Supplier and contractor health, safety and environmentalpracticesbereviewedandareweighedheavilyinthedecisionforsourcingorprivatizationcontracts.

• Third-partyemployeesandoutsidecontractorsmustberequiredtocomplywithallestablishedsafetyrequirementscommensuratewithrepresentedworkers.

• Contractorsmustprovideajobsitesafetyplantothelocaljointpartiesforreviewandapprovalbeforeworkisperformed.

• Wherethenatureofthecontractedworkrequiresathird-party/contractoremployeetoworkinproximitytorepresentedworkers,adherencetoallworksitesafetypracticesismandatory.

• All contractor safety incidents, injuriesornearmissesmustbereportedtotheproperUAWrepresentativesattheworksite.

• We will be granted access to both domestic and foreignsupplier plants or vendors for investigating their health and safetypractices.

• Wewillbeprovidedwithenvironmentalandsafetyrecordsfromallsuppliersandvendorsandbegiventheopportunitytorespondtoanyconcerns.

PeriodicJointAuditsofWorksites

As theDepartment of Labor andOSHA continue to see funding andhumanresourcesdecline,therewillbefewerfederalandstateworksiteinspectors. Some employers will determine that mitigating risk is acosttheywouldrathernotincur.Theresultofdiminishedcomplianceinspectionsisthatworkerswillbeatgreaterriskofworkplaceinjuriesand illnesses. To ensure a safe and healthful work environment wedemandthat:

• Employers agree to a joint formal performance review (audit)oftheirlocationsandhealthandsafetypracticesasameansofobtaining and re-enforcing compliancewith established healthandsafetyrequirementsandregulations.

• Aworksitevisit itinerarybeestablishedandscheduledthroughappropriatechannels,withaworksitejointopeningconferencethat includes the Shop Committee Chairperson, the highest-rankingmemberofmanagement,andotherkeyfacilitypersonnel.

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• Theparties conduct aplantwalkaround inspection and reviewwritten records in safety and health practices and standardscompliance and accident/incident reporting and injury/ illnessrecords.

• Anonsiteclosingconferencebeconductedtoreportfindingsoftheaudit.

Opioid Crisis and Addiction in the Workplace

Opioid addiction is a shockingly common problem, and it can affectanyone,includinghighlyfunctioningandsuccessfulworkers.Addictiontakes a massive toll on workers, their families, communities, andour society. Chemical dependence can impact an employee’s jobperformance and threaten the safety and well-being of both theemployeeandtheirco-workers.Supportingworkerstogettreatmentisnotonlyrightforthem,itisalsorightforthecompany,savingmoneyinthelongterm.Regrettably,manyemployersdonotrecognizeaddictionas a common illness that affects a wide array of people. It is oftentreatedwithjudgementandbias.However,addictionisadiseaselikeanyotherandshouldbetreatedassuch.

Opioid abuse, both prescription and illicit, was involved in morethan 35,000 deaths in 2015 and increased to nearly 64,000 deathsin2016.Therearenowmoredeathsfromdrugs,two-thirdsofwhichareopioidrelated,thanfromcaraccidentsorgunviolenceintheU.S.annually.Clearlyopioidaddictionisasocietalcrisis.Theestimatedcostto theeconomyof thiscrisis is$400billionperyear,mostof that in theworkplace.

In the past 15 years, sales of prescription opioids have nearlyquadrupled,withapproximately1in3Americanshavingaprescriptionforanopioid.ANationalSurveyonDrugUseandHealthfoundthat4.3millionAmericansengageinnonmedicaluseofanopioideachmonth.Inindustrieswhereworkershavephysicallydemandingjobs,performrepetitivemotions,orspendlongstretchesoftimeontheirfeet,opioidabuseratesareevenhigher.Contractuallanguageisneededtoaddressongoingopioidabuse.Therefore,wewillseek:

• Thecreationof“OptimalCarePlans”throughtheexpansionofemployer funded, Union administered Employee AssistancePrograms (EAPs) for the prevention of dependency and

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addictioncausedbychronicuseofopioidsorotherpotentially addictingchemicals.

• Increasededucationandawarenessrelatedtothecomplexitiesofopioidandothersubstanceabuseaddictionsforworkersandtheirfamilies.

• Enhancedandexpandedtreatmentprograms.

• Treatment,ratherthanpunishment,forworkerswithaddiction.

• Continually updated training for entire worksite populations,includingsupervisortraining.

• TheinclusionofappropriateUAWrepresentativesindevelopingobjective written workplace policies related to addressing,treating, or testing formats that are confidential medicalinformation.

• Written policies, where necessary, that are non-punitive andadministered in amanner consistent with labor contracts andbothstateandfederallaw.

Non-Discrimination

Ourunion’shistoryisrootedinsocialactivismandthepursuitofequalopportunityandsocialjusticeforallworkingpeople.Wehavealwaysrejectedandopposeddiscriminatorypractices,wherevertheyoccur.

We stand for creating working conditions where people are able towork free from discrimination. At the bargaining table, even beforeournationpassedlawstorequirenon-discriminationinemployment,wedemandedequalrightsbasedonraceandsex,winning landmarkprotectionsforallourbrothersandsistersandshowingtheworldwhatdemocracyandequalprotectionintheworkplacelooklike.

Nevertheless, despite decades of legal and contractual protectionagainstdiscriminationintheworkplace,westillhavemuchmoreworktodotoguaranteecivilandhumanrightsforourselvesandallworkers.Ournation’sdialoguetodayovertheseissuesservesasastarkreminderthatfearandignorancestillinformtheperceptionsandbeliefsoftoomany. A rise in recent years of incidents targeting people based ontheirrace,gender,immigrationstatus,orreligiousbeliefsisimpossibleto ignoreandrequiresanaggressiveresponse.Likewise, thecourage

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demonstratedbythemanyvictimsofworkplacesexualharassmentwhohavecomeforwardreinforcesourcommitmenttocreatingworkplacesfreeofsexualharassment.

Inourupcomingnegotiations,wewill continueourproudhistoryofleadingthewaytocrushdiscriminationinallitsformsby:

• Demandingbroadnondiscriminationclausesthatbanworkplacediscriminationbasedonrace,sex,religion,creed,color,nationalorigin, age, disability, sexual orientation, gender expressionand gender identity, marital status, political affiliation or unionactivity.

• Requiringemployerstoprovideeducationandtrainingonanti-discrimination practices, workplace rights, and our sharedresponsibilitytohelpeliminatediscriminationandharassmentinallitsformsfromtheworkplace.

• Demanding a comprehensive program to eliminate sexualharassment which includes a confidential complaint process,mandatorypromptinvestigation,counseling,andanti-retaliationprovisionstoprotectthosewhocomeforwardtoreporttheiroranother’sharassment.

• Requiringthatemployersadoptpoliciesandproceduresthatwillallowthemto liveuptotheir legalobligationtoprovideasafeworkforce,freefromovertsignsofdiscriminationbasedonrace,religion,ornationalorigin.

• Advancingaprocesstodeterminewhetherwagedisparitiesexistbetweenjobsofcomparableworth.Thisprocessshouldincludeanassessmentofcomparableskillandresponsibilitytoremedyunfairwagedisparities.

• Requiring employers to eliminate work safety hazards andphysical demands that preventmemberswith disabilities fromstayingonthejoborreturningtowork.

• Demanding the right to bargain over identification andimplementation of reasonable accommodations that keepworkers employed during periods of temporary or permanentdisability,includingduetopregnancy.

• Rejecting all attempts by the employer to directly deal withworkerswhoneedsuchaccommodation.

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• Rejectingemployerproposalsthatmakearbitrationtheexclusiveremedyforworkerdiscriminationclaims.Weopposeproposalsthatrequireustowaiveaworker’slegalrighttopursuefederaland state discrimination remedies outside the contract’sgrievanceandarbitrationprocedure.

Diversity and Inclusion

When we look around our workplaces, we see people of differentages, races,genders, religions, sexualorientations,gender identities/expressions, abilities and nationalities.We believe these differencesshould be respected and embraced and reject any attempts byemployersorpoliticianstodivideworkers.

Localunionsandmembersareencouragedtoengagefellowmembers,suchassharinginformationthatraisesawarenessaboutdiscriminationororganizingactivitiesthatshowappreciationfordifferentcelebrationsor cultural practices. When we build solidarity by embracing ourdiversity and standing-up for one another, it makes our whole unionstronger.

Aswe strive tobuild an inclusiveunion,wedemand thatemployersmake a similar effort and dedicate the necessary resources toensure our workplaces are inclusive. To create a harmonious workenvironmentinwhichallworkerscanthrive,wecallforjointunionandmanagementtrainingondiversityandinclusion.Andwewillcontinuetobargainstrongprotectionsanddueprocessformemberstoguard againstdiscrimination.

Discipline, Grievance Procedure and Union Representation

Thegrievanceprocedureisacornerstoneofourcollectivebargainingagreements.Aneffectivegrievanceprocedureprovidesdueprocessforthegrievantwhileensuringthatworkplacedisputescanberesolvedinatimelyfashion.

Incontrasttomanagement-controlledpolicies,aproperlyfunctioninggrievanceprocedurebringsgreater fairness to theworkplace. It alsocontributestoanatmosphereofmutualrespectwhichisessentialtocreatingandmaintainingahighlevelofqualityandproductivity.

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Collectively bargained grievance procedures co-exist with federal,state,andlocallawsthatprotectagainstvariousformsofemploymentdiscrimination.Agrievanceproceduremustnotreplaceourindividualrightsundertheselaws.

Ourbargaining strategywill focusonestablishingandenhancingkeyaspectsofthegrievanceprocedure,including:

• Clearandcompletedescriptionsof thegrievanceproceduresothatitiseasilyunderstoodandapplied.

• Languagethatgivesourstewards,committeemembersandotherrepresentativesthenecessarytimetofulfilltheirresponsibilitiesandprovideeffectiverepresentation.

• Languageprovidingourstewards,committeemembersandotherbargaining unit level representatives paid time to investigategrievancesandadministertheagreement.

• Languagerequiringtheemployertoprovideourrepresentativeswith all information needed to administer the agreement andevaluateandprocessgrievances.

• Clear and enforceable time limits so that grievances movethroughthesystemandareresolvedquickly.

• An option for expedited arbitration, even if only in certaincases, such as policy grievances and serious discipline or dischargesituations.

• Anoptionfortheuseofclosingstatementsinsteadofbriefsforroutinearbitrationcases.

• Language providing for special mechanisms – such as pre-arbitrationmediation–toalleviategrievancebacklogs.

• Provisions requiring an appropriate amount of interest beincludedinallback-payawards.

• Provisions requiring the company to repay unemploymentinsurancebenefits,ifany,aspartofallback-payawards.

• Increased union representation as needed to ensure that ouragreementsareadministeredonatimelyandeffectivebasis.

• Language recognizing that the UAW Constitution sets out adetailed procedure for internal union review of grievance

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handling matters, and that when such a review determines agrievancewasimproperlyhandledorthatnewevidencechangedthe outcome, the employer will reinstate the grievance into theprocedure.

Indisciplinarycases,wewillseek:

• Just-cause provisions requiring an employer to follow fairproceduresandhaveareasonablebasisforitsactions.

• A progressive discipline system which requires the employerto notify the employee of the consequences of continuedmisconductandprovidetheemployeeanopportunitytocorrecthis/heractions.

• Clearlystatedpenaltiesthatareappropriateandproportionatetothemisconduct.

• Provisionsthatrequiredisciplinaryrecordsberemovedfromtheworker’spersonnelfileafterareasonableperiod.

• Provisionskeepingaworkeronthejobuntilchargesareproven,except in instances where health and safety in the workplace isjeopardized.

NewMemberOrientationandCommunication

Imaginewhatit’sliketobeanewemployeepunchingtheclockforthefirsttimeataUAWworksite.Theyprobablydon’tknowanyoneyetandarejustlearningthethingstheyneedtoknowtodotheirjobandgetthrough theday.Unlike inpastgenerations,when thepercentageofunionmembers inthecountrywasmuchhigher,theymaynotknowmuch about unions andhow theywork. They are less likely to havecomefromaunionhomeorhadtheopportunitytoworkataunionjobbefore.Theyareprobablyhappytohaveasteadyjob,buttheymightknowverylittleaboutthestrugglesourco-workerswentthroughtowinandprotectourwages,benefits,andworkingconditions.Ifwe,asunionmembers,don’tmakeitaprioritytoreachouttothesenewworkers,theywill likelygetmostoralltheirinformationfrommanagementortheanti-unionmedia.Butifwe’retheonesthatreachthemfirst,theycanbecometheactivistsweneedtostandstrong.

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New member orientation is both an individual and a collectiveresponsibility. It’s all our jobs to reach out to newmembers in ourwork area, but there are also concrete thingsweneed to include inour contracts to make sure this happens in the most effective andefficientwaypossible.Weneedtomakeapurposefulefforttopullnewmembersinandhelpthemmaketheconnectionsbetweentheirunioninvolvementandtheirwages,benefits,workingconditions,andqualityoflife.

Becauseitisessentialtooursurvivalthatweengageandcommunicatewithourmembers,ourbargaininggoalsinclude:

• Anewmemberorientationclausethatprovidesforaminimumof one employer-paid hour, where union representatives canconductnewmemberorientationprograms.

• Access to employer facilities and workspaces to allow us toengagefreelywithourunionrepresentatives,withoutimproperemployerinterruptionorinterference.

• Regular access to our employers’ workplace communicationsystems to facilitate regularmemberoutreachand interaction,including employer video systems and union bulletin boards(physical and/or virtual), so we can communicate with ourmembers.

• Timely employer-provided notice of newly hired workers thatcontains job classification, employee identification number,and work location so that new workers can be welcomed asthey start theirnew jobsandnewmemberorientation canbe scheduledpromptly.

Privacy and Surveillance

Therapidgrowthintechnologicalinnovationanddigitalizationofdatainrecentyearshasdramaticallyincreasedemployers’abilitytomonitorworkers.Althoughtechnologycanhelpto improveefficiencyand lifeintheworkplace,itcanfartooeasilybeusedimproperlytotrackandmonitorworkers.TheUAWstronglysupportstherightsofworkerstomaintainaprivatelifefreefromemployerinterferenceormonitoring.TheUAWisopposedtounnecessaryorintrusivemonitoringpracticesduringworkinghoursandbelievesthatallworkersmustbenotifiedofanysuchmonitoringthatdoestakeplace.TheUAWisstronglyopposed

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toanyemployermonitoringofworkersduringnon-workinghoursandinnon-worklocations.

Today,nearlyallemployersusesome formofworkplacemonitoring.In theworkplace, employersmonitorworkers’ computer keystrokes,application usage, electronic mail, internet usage, voice mail, andeven interactions with co-workers. Outside of the workplace, someemployers try tomonitor workers’ off-duty use of socialmedia andonline networking sites. Global Positioning System (GPS) technologyallows employers to monitor workers’ exact movements and videorecording technology has transformed limited monitoring of criticalareasoftheworkplaceintoastateofconstantmonitoring.

Aside from the intrusion on workers’ personal liberties, the loss ofworkplaceprivacyhasanegativeimpactonworkers’health,productivity,and morale. Monitoring workers creates a culture of distrust andunderminestheabilitytodevelopnaturalhumanrelationshipsintheworkplace. Numerous studies of workplace monitoring show thatworkers subject to these invasive techniquesexhibit increased levelsofstressandagreaterfrequencyofphysicalproblemswhichcanraisemedicalcostsandcauseotherexpensesforemployers,suchaslosttimeandabsenteeism.Qualitycanalsobeadverselyaffectedasworkersfeelpressuretoincreasetheirvolumeorproductivity,andmanagerialtimeissquandered inaneffort tomonitorworkers in increasinglyspecificandpersonalways.

Because intrusive or pervasive workplace surveillance creates moreharm than good for workers and management, and because non-workplace surveillance by employers represents a totally unjustifiedintrusionintoworkers’privatelives,theUAWmustaddresstheseissueswithourelectedofficialsatboththestateandnationallevels,aswellasatthebargainingtableby:

• Limiting employer monitoring of workers’ on-dutycommunications, with clearly defined exceptions and privacysafeguards. For example, before an employer is permittedto monitor a worker’s on-duty communications, it should berequiredtoalreadyhaveprobablecausetosuspecttheworkerofwrongdoingorhaveaspecificbusinessneedtomonitorthecommunicationinquestion.

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• Requiring employers to publicly and specifically disclose theconditions under which worker communications are to bemonitoredthroughspecificandseparatedisclosuresthatarenotburiedinlegaleseorboilerplate.

• Prohibiting all employer monitoring or accessing of union-relatedorcollective-actionrelatedcommunicationsbyworkers,and especially communications by union officers, bargainingcommittees,andorganizingcommittees.

• Prohibitingallemployermonitoringofworkers’off-dutyelectroniccommunications. This prohibition should extend to employers’directly accessing employees’ social media or networking sitesaswellastoemployers’inducingco-workerstoaccesssuchsources on its behalf. This prohibition should also extend topolicies that requireor encourageworkers to sharepasswordswiththeemployer,to“friend”theemployer,ortoinanyotherwayprovidetheemployerwithaccessnotavailabletothegeneralpublic.Employersmustalsobeprohibitedfromusinginformationobtainedfromsuchsourcestodiscriminateagainstemployeesorasafactorindisciplining,terminating,orhiringemployees.

• Eliminatingespeciallyintrusiveemployerpracticessuchasvideomonitoringofemployeerestroomsandbreakareasorrequiringworkers to carrymicrophone-enabled devices that are able tomonitortheiroralcommunications.

• ProhibitingemployeruseofGPSorothertechnologiesthatcanmonitor worker whereabouts or movements, especially whenworkersareoff-duty.

• Forbidding employers’ use of information acquired throughmonitoring of workers to set production standards or to disciplineworkers.

• Requiringtheemployertodiscloseinformationitobtainsthroughworkermonitoringwiththeunionforthepurposeofeffectivelyadministering contract provisions that touch on workplaceprivacymattersandwheneversuchinformationisrequestedandisrelevantorexculpatoryinthecontextofauniongrievance.

• Forbidding employers from maintaining information obtainedthroughmonitoringaworkeroncethatworkerhasbeenfound

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innocent of an infraction or has had any relevant disciplineremovedfromhisorherpersonnelfile.

Workplace Violence

About 2 million people each year report being the victim of sometypeofworkplaceviolenceand,tragically, it isestimatedthata largepercentage of worksite violence goes unreported. Studies indicatethat58percentofworkerswhowereharassed,43percentwhowerethreatened,and24percentwhowerephysicallyattackeddidnotreporttheincidents.

Whenitcomestoworkplaceviolence,thevictimsareoverwhelminglywomen.Whileallworkersaresubjecttoslips,trips,falls,orcrushingtypeinjuries,womenarenearlythreetimesaslikelytobecomevictimsof homicide, harassment or intimidation. A comprehensive nationalstudy conducted over the last decade revealed that supervisors orupper-levelmanagerswere identifiedasabusers inapproximately70percentofreportedcases.

WorkplaceViolenceisdefinedbytheOccupationalSafetyandHealthAdministration (OSHA) as any act or threat of physical violence,harassment, intimidation or other threatening disruptive behaviorthatoccursattheworksite.TheNationalSafetyCouncil(NSC)reportedthat workplace deaths because of a violent act, increased by 17percent,becomingthesecond-mostcommonfataleventin2016aftertransportationincidents.

Workplaceviolence,likeotheroccupationalhazards,isbestdealtwiththroughahealthandsafetyprogram.Withworkplaceviolenceincidentsescalatingandactiveshooterinstancesincreasing,wewilldemandourcollectivebargainingagreementscontain:

• Awrittenworkplaceviolencepreventionprogramthat includescomprehensivetraining.

• Asiteemergencyresponseprogramthatdetailsresponsestoalltypesofviolentincidents.

• Anemployer-fundedactiveEmployeeAssistanceProgram(EAP)thatassistsworkers suffering fromstressful lifeeventsatworkandathome.Stress, longhours,and fatigueareoften triggersthatleadtopotentiallydangerousactions.

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• Accesstoemployer-funded,targeted,andlicensedmentalhealthandcounselingreferrals.

• Policiestoregulateoreliminateweaponsfromtheworkplaceasameasuretoreducethepotentialforaseriousinjuryorfatality.

• Policiesandprocedurestoensureswiftreactiontoanyseriousorcrediblethreatofviolence.

• Measuresto immediatelyaddressanymenacingbehavior,suchas stalking,assault,harassment,discriminationor intimidation,includingbutnotlimitedto,theuseofaweapon.

• A provision forbidding the use of profiling as a predictor of apotential act of violence or as justification for questioning aworkeraboutanincidentofworkplaceviolence.

• Participation by UAW representatives in investigations of job-related complaints and incidents involving actual or potentialviolence,abuse,harassment,discriminationorintimidation,andindiscussionsanddecisionsaboutpreventivemeasures.

• Provisions for UAW representatives to defend the actions ofa worker identified as having participated in or threatened aviolentact.Werecognizethatwedonothaveanobligationtodefendpotentialviolentacts,however,wedohaveadutyoffairrepresentation to ensure equal treatment among representedworkers and to protect the privacy rights of the accuser andaccusedalike.

EAP and Drug Testing

EmployeeAssistancePrograms(EAPs)areanessentialtoolforkeepingworkers mentally and emotionally healthy. EAPs offer confidentialassistancetoworkerswithpersonalproblemsthatmayadverselyaffecttheir job performance and everyday lives. By helping workers withtheir personal problems, EAPs also help the employer by preventinglostproduction,poorquality,absenteeism,substanceabuse,andothernegativeeffectsontheworkplace.

Wemustdemandthatemployersmaintain,strengthenorimplementcomprehensiveEAPstohelptroubledworkersgettheassistancetheyneedandkeeptheirjobs.

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Inthisroundofnegotiations,wewillseekto:

• NegotiateeffectivejointEAPswheretheydonotexistandexpandandimproveexistingEAPs.AcomprehensiveEAPshouldinclude:mentalhealthservices;substanceabuseandaddictiontreatmentand counseling; family counseling; financial literacy educationandcounseling; legalservicereferrals;andchildandeldercareresourcesandreferrals.

• EstablishandimplementatrainingandcertificationprocessforworksiteEAPrepresentativestoprovideuniformandconsistentEAPservicesacrossUAW-representedworksites.

• Continue to support and advocate for a full rangeof inpatientandoutpatientprogramstodealwithaworker’sortheirfamilymembers’mentalhealth,substanceabuseandaddictionissues.

In addition to demanding treatment and counseling for workers’substance abuse and addiction issues, we must also ensure thatsubstanceabuseissuesareaddressedinacooperativeandconstructivewaythatprotectsworkers’privacyandlegalrights.Tothatend,wewill:

• Insistonbargainingoverallemployeedrugtestingpolicies,andoppose random drug testing. Where some form of testing isrequiredbylaworagreedtobytheparties,UAWAdministrativeLetterVol.40,No.1,“UAWSubstanceAbusePolicy”shouldserveastheguidelinefornegotiations.

• Seek reasonable drug testing policies for registered medicalmarijuana users in states that allow use of marijuana forhealth reasonsand forallworkers in states thathave legalizedor decriminalizedpersonal useofmarijuana.Workers that usemarijuanalegallyoff-duty,andthatarenotimpairedonthejob,shouldnotbedisciplinedordischargedsimplybecausetheyhavedetectablelevelsofmarijuanaintheirsystems.

Education and Training

Withtheworkforcefacingtechnological,economic,anddemographicchanges, it’s important that education and training remain a keypriorityinourcollectivebargainingstrategy.TheUAW,ouremployers,and our members have seen the benefit of increased knowledgeacquired through various training partnerships in our members’ job

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performance.Thoughtful,well-designedtrainingprogramsprotectourmembers’jobsbyensuringtheyhavetherightskills.Butit’salsoagoodwayto increasequalityandproductivitywhilereducingturnoverandabsenteeism.Studiesshowthat40percentofworkerswhogetpoorjobtrainingquitthatjobinthefirstyear.Justasimportantly,ongoingopportunities for training and development help us confidentlyperformourvarioustasks,enjoygreaterjobsatisfactionandadvanceourcareers.

Elsewhereinthisresolutionweidentifywaystoaddressnewtechnologythrough bargaining. For our members, the most important way toaddress automation, artificial intelligence, electrification and othertechnologicalchangesiswithon-goingtrainingthatleadstoupskilling,greater access to existing apprenticeships and new apprenticeshipsgearedtonewtechnology.Throughtraining,wecanlearnnewprocessestoadapttoourjobsorlearnskillstotransitionintonewones.Traininginso-calledsoftskills,orcommunicationandproblem-solvingskills,isimportantsothatwecanrisetounforeseenchallengesandproblemsinourwork.

In many worksites we tap the expertise of our own members toprovidetraining.Butwemustalsoreachouttothecommunitytoofferopportunities to young people and take advantage of resources atcommunitycollegesanduniversities.

The changing demographic of the workforce, added to the existingshortage of skilled trades workers, will force new investments ineducationandtraining.AsBabyBoomersexittheworkforceatarateof10,000peopleperday,anewgenerationofMillennials—workersbornbetween1980and2000—istakingtheirplace.Significantknowledgeandon-the-jobtrainingwillwalkoutofthedoorwiththeBabyBoomers.Withouttrainedworkerstotaketheirplace,wewill struggletokeepouremployersfromoutsourcingwork,claimingalackofavailableskills.

Educationisalsothevehicletofosteranewgenerationofactivists.OurunionisbuiltonthevictoriesoftheUAWwomenandmenthatcamebefore us. Learning about these struggles teaches today’s membersthatprogress is slow, tediousand isonlyachieved throughsolidarityandstruggle.Understandinghowwegot towhereweare todaywillhelpusdevelop theskillsweneed tobeeffectiveunion leadersand

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activists, engagewith one another and build solidarity to tackle theissuesweface.

With the demands of a shifting workforce and a changing world ofwork,weseekimprovededucationandtrainingbydemanding:

• Aseatatthetableforfrontlineworkerswhennewtechnologyorprocessesarebeingintroduced,withinputintothedevelopmentoftraining.

• A strong voice for union members when identifying trainingopportunitiesforcareeradvancement.

• Improvedaccesstojob-relatedtrainingandcertificationprograms.Thisincludesofferingflexibleschedulingandcompletionoptionstoaccommodateworkandfamilyresponsibilities.

• Tuition assistance for off-site education and skills training thatcoverscourseworkandresultsinadegreeorcertificate.

• Educationleavetoallowustocompletecourseworkorexplorenewsubjects.Educationleadstonewwaysofthinkingandnewperspectives that canbeapplied in theworksite foremployer-wideimpact.

• Employer-paid union education leave to accommodate ourmembers’ schedules and commitments, so they can learn ourunion’shistory,gainskillsforstrengtheningtheirlocalunion,andbuildsolidaritytofightbackagainstanti-workerforces.

BenefitsforServicewomen,Servicemen,andVeterans

Our union recognizes the sacrifice and service of all the men andwomenwhohaveservedinthearmedforces.Theyserveourcountrywith honor and distinction and they deserve our respect and thethanks of our nation. Through our collective bargaining and politicalaction,wewillstrivetohelpourveteranssecuregoodjobsthatprovidesuitable pay and benefits. That includes ensuring that veteranswhohave service-related medical needs receive high quality care in a dignifiedsetting.

Our bargaining programs reflect our support for veterans and activedutypersonnelbyseekingfairtreatmentintheworkplace.

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• Wewill continue tobargain formilitaryduty leave, alongwithcontract provisions to require employers to make up thedifferencebetweenmilitarypayandbenefitsandtheregularpayandbenefitswhenaUAWmemberiscalledtoactiveduty.

• We will seek additional improvements in pay and benefitspractices, coverage eligibility and administrative proceduresaffectingmilitary leave.Specifically,wewillseektoensurethatthewagesandbenefitsofreturningmilitarypersonnelarepaidin a prompt manner. Individuals who have suffered injuriesshould receive special dispensation, beyond that required bythe Americans with Disabilities Act, if necessary, so they may resumeemployment.

• Wewillurgeemployerstojoinusinsupportingadequatefundingforveterans’healthcareprograms.

• Finally, the UAWwill continue to lead the fight to create andpreservegoodpaying jobs inAmericasothatwhenthosewhohaveservedourcountrysowellreturnfromtheirtoursofduty,thesewomenandmenwillhaveaccesstoqualityjobs.

EmployeeDiscounts

UAWmembers make a variety of products and provide an array ofservices, all with pride. We work hard creating quality items andexperiences and deserve to be acknowledged for it. That’s why wesupportemployersofferingUAWmembers,theirfamilies,ourservicemenandwomanandveteransdiscountsonproductsandservices.

Our negotiating approach should include advocacy for growing andimproving our employee discount programs that serve workers.WeshouldbargaintobringthosediscountshometoUAWmembers,theirfamilies,ourservicemenandwomanandveterans.

Discountprogramsmustadhere to theUAW’spoliciesandpractices,theEthicalPracticesCode,aswellasapplicablefederallaborlaws.

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JOB SECURITY

Organizing

Union density is a critical component of collective bargaining. UAWdensityinasectorenablesustobargainfromapositionofstrengthandgivesusthepowertowineconomicjusticeatthebargainingtable.Whenuniondensityislowinasector,bargainingqualitycontractsisdifficult.Non-unionworksites that employ low-road practices undermine ourcontracts. High union density benefits workers by taking wages outofcompetition. Insectorswithhighuniondensity,employerscannotretainworkerswithoutprovidingprevailingwages,benefitsandworkingconditions,orhaving theirworkersorganize towinaunioncontract.

Byorganizingmoremembers inallsectors,ourabilitytoprotectandenhancehard-foughtwinsatthebargainingtableincreases.Tocontinuetogrowourunionandsecureeconomicandworkplacejusticeformoreworkers,wewill:

• Negotiateneutralityandcard-checkprovisionsinexistingcontracts that apply to the employer’s other facilities, new facilities,subsidiariesandanyjointventuresornewly-acquiredoperations.

• Demandneutralityandcard-checkprovisionswitheachemployerthat provide for a smooth, coercion-free organizing process.Wewill insistthattheprocessincludeaccesstotheworkplace,accurate worker contact information and a mechanism forexpeditedresolutionoflegitimatedisputes.

• RequireemployerswithUAW-representedunitstousealllawfulmeanstoinformassociatedsuppliersandvendorsoftheirdesireto work with suppliers and vendors that respect labor laws,includingworkers’righttoorganizethroughemployerneutralityandcardcheckprocedures.

• Insistthatemployerssubscribetoa“BuyAmerican”policywhere-byanysuppliersandvendorsthatproduceproductsandservicesintheUnitedStatesbegivenprioritywhenbiddingcontracts.

InvestmentCommitments

One of best ways to protect our jobs is to ensure that we providehigh-qualitygoodsandservicesinaproductive,cost-effectiveway.To

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achieve this,weneed investment inourworksites.New investmentscan increase efficiency and growthwith new technology, equipmentandrenovatedfacilities.Thosekindsofinvestmentsaddresstheprocessbywhichwecreategoodsandservices.Butourworksitesmustalsobewhere the employer places newproducts. To secure our jobs in thefutureourbargaininggoalsinclude:

• Involvementin investmentdecisions.Weareasknowledgeableaboutouremployer’soperationsasmanagement,andourfirst-hand experiencemeanswe aremore aware of problems thanmanagement. Worker insights must be considered from theearlieststagesofinvestmentdecisions,throughimplementationandworkforcetrainingrequiredbythenewinvestment.

• Proper resources available in our workplaces. Outdated orinefficientequipment,includingmachinesandcomputersystems,impairourabilitytocompeteinthemarket.High-qualitygoodsand services are the product of high-quality equipment thatmakesuseofthelatesttechnology.

• New products. In order to maintain long-term job security,it is imperative that our employers stay up to date with therapidlychangingglobalmarketsandsourcenewproductsfrom UAWworksites.

NewTechnologyandNewJobs

Disruptivetechnologyintheworkplaceisnotanewchallengebutitisone that requires a strategy. Throughoutourhistory,UAWmembershave shown that we step up when called on to implement newprocesses,usenewequipmentandproblemsolveto improvequalityandincreaseproductivity.

Asweprepare forbargaining in2019andbeyond,we findourselvesinwhat isbeing called the4th IndustrialRevolution.Wearealreadyexperiencingthisrevolutioninourpersonal lives.Ourmobiledevicesallow us to view our home through security system apps, turnappliances on and off, and change thermostat settings.We can alsostart, stop, lockandunlockourvehicles.Weutilizecloudtechnologyfor listening tomusic, checkingemails and saving familyphotos.Wearealsoexperiencingthisrevolutioninourworkplaceswiththeuseofcollaborativerobots,artificialintelligence,theInternetofThings(IoT),

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andadditivemanufacturingor3Dprintingtechnology.Wehaveseen3Dprintingmovefromourprototypelabstotheshopflooranditsusewillonlycontinuetogrow.Inshort,digitalinformationisbeginningtotoucheveryaspectofourworklives.

Studieshaveshownthatforevery10manufacturingjobswewillhaveinthefuture,sevenarenotyetdeveloped.Anotherwaytolookatthisis that65percentof thechildrencurrently ingradeschoolwillworkinjobsthatdon’texistatthistime.By2022,wecanexpecttolose75millionjobsduetotechnology,buttherewillbeagainof133millionnewjobsduetotheintroductionofnewtechnologies.

Technologyisadvancingexponentially,thereforewemustembracethischangeandbeattheforefrontasitadvancesfurther.Wemustbargainfor languagethatprotectsthe jobsofourmembersbyensuringthatfutureworkremainswithinourrespectivebargainingunits.Toachievethis,ourbargainingagendafocuseson:

WorkforceTraining

With the advancement of technology, it is critical that our unionleadershipandcompaniestakeanactiveroleinsupportingthecurrentworkforcethroughtrainingandupskilling.Nobodyknowstheproductandprocessesbetterthanthepeoplewithhandsonexperience.Ouremployers’mustcommittodevelopingastrategythatrecognizesourmembershipasanassetandthatutilizesanapproachthatempowersourmembershiptotakeadvantageofnewandexistingopportunities.Training should alsobe a pathway for ourmembers to advance intonewcareers.

Technology ismaking the uniquely human skills of problem solving,collaboration and teamwork even more valuable. Our futuretraining plan needs to incorporate an enhanced focus on Life SkillsTraining, soourmembershave the skills to effectively dealwith theissues that arise inourworkplaces. This training should cover topicssuch as diversity, conflict resolution, working in teams/groups, and effectivecommunication.

Apprenticeships

Weneed todemandan increase in apprenticeship opportunities forourmemberstoaddressthecurrentshortagesofskilledworkers,while

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alsolookingtocreatejobopportunitiesinfuturefieldsandareasthatarejustnowbeingdeveloped.

NewJobs

Asadvancedtechnologiesareimplemented,itiscrucialthatnewjobsandnewworkaresecuredbyourbargainingunits.Technologicalshiftshave the potential to create new high-quality jobs for our currentand future unionmembership.Wewill demand that our employersacknowledgeworkers’talentsandprioritizethesecurityofourexistingworkforcetoensurethat technology leads toa futureofgoodwork,goodjobsandenhancedqualityoflife.

AdvancedNoticeofTechnologyInvestment

We should be involved with decisions about technology investmentfrom conception to execution to determine the impact to themembershipandjobs.Thiswillallowforpreparationanddevelopmentofthemembershipformeaningfulworkwithoutdisruption.

BenefittingfromProductivityImprovements

Ourunionmembershipshouldbenefitfromproductivityimprovementsdue to process improvements and new technology implementation.Thebenefitcanbeintheformofenhancedcompensation,morepaidtimeofforjobsecuritythroughinsourcingnewwork.

Quality Goods and Service

Producing quality goods and services is important for customersatisfactionandourjobsecurity.Wetakeprideinourworkandwanttomakesureourgoodsandservicesarethebesttheycanbe.Thoughour work effort is an important component, employers must alsodo theirpartbymaking surewehave the right toolsand rightworkenvironment. For that reason,wemustbe included in conversationswithmanagement about quality andwe should look at all elementsthat impactquality likestaffing levels,suppliers,training,technology,toolsandworkflow.

Therefore,intheareasofproductsandservicequality,wedemand:

• Workerinputintoproductdesigntoensureconsistenthighlevelsofquality.

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• Properstaffinglevels.This iscrucialforqualityworkandasafeworkenvironment.

• Qualitydata,includingcustomersatisfactiondata.

• Investment in equipment or technology that will improve thequalityandefficiencyofourwork,accompaniedbytrainingforallimpactedmembers.

• A jointly establishedquality resolutionprocess that is updated asneeded.

• Continued and expanded use of theUAWQuality Certificationmark.

Sourcing

Toprotectourjobsandguaranteefuturejobsecurity,weneedtohaveanactiveroleinouremployers’productandsourcingdecisions.Whenitcomestimetobidonnewworkorexpandservices,UAWmembersneedtobeinvolved.Ifqualityorproductivityisanissuewithacurrentorpotentialcustomer,weneedavoiceinimprovingit.Ifouremployeristryingtooutsourcejobs,weneedavoiceinproposinganalternativetokeep the jobs in thebargainingunit.Bydemandinganactive rolein sourcing decisions, we ensure that our products and services arecompetitive,highqualityandsupportgoodjobsandwages.

AtsomeofourUAWrepresentedworksites,wealreadyhavecontractlanguage that gives us a seat at the table early in decision-makingprocessesandlimitsouremployers’abilitytooutsourceUAWjobs.ThislanguageallowsustonegotiateinvestmentandproductcommitmentsandaddnewjobsatUAWworksites.

Inbargainingwewillfighttocreatelongtermjobsecurityandaddnewjobsbyproposingcontractlanguageto:

• Prohibit the outsourcing of bargaining unit work without mutualagreement.

• Negotiateinvestmentandnewworkforourbargainingunits.

• Establishanongoingprocessforunion involvement insourcingdecisions that includes early notification, regular informationsharingandaccesstocomprehensivecost,quality,productivity

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andotherdatathatgoesintobidsandoutsourcinganalysis.Theprocess must also include opportunities and support for theuniontomakeacaseagainstoutsourcingandkeeptheworkinthebargainingunit.

• Secureongoingdiscussions to identify insourcingopportunitiesfrom third party vendors, contractors and non-bargaining unitemployees.

• Create accountability for sourcing commitments. We need tomakesurethatemployersdeliveronpromisednewinvestmentandjobs.Wemusthavetheabilitytonegotiate,usethegrievanceprocedureoreven strikeover violationsofour agreementsonoutsourcing,investmentandnewjobs,exceptinsituationsthatarebeyondthecontroloftheemployer.

Skilled Trades and Apprenticeships

Theapprenticeshipsystemhasbeenusedtomeettheneedsofallourworksitesforwellover80years.TheUAWapprovedprogramissecondtononeinprovidingourmembersaccesstoapprenticeshipprogramsandjoiningtheranksofjourneymen.

However, our workplaces are changing. Employers are placing newdemandson skilled tradeworkers and introducingnew technologiesandprocessesintoskilledtradeswork.Theincreaseduseofautomation,robotics, and connected devices, sometimes referred to as ‘Industry4.0’,hasthepotentialtochangeworkconditionsorerodebargainingunitwork.

Forourskilledtradesmembers,wemustbargainforjointlydevelopedcontinuoustrainingprogramstoensurethatourskilledtradesmembersarepreparedforthesenewtechnologiesandthattheworkthatcomeswiththesenewtechnologiesremainsinthebargainingunit.Theskilledtradesworkersofthe21stcenturymustbeabletoadjusttochangingworkpracticesandmaintainproficiencyinthelatesttechnologies.Wemustdemandthatemployersprovideadequate initialandcontinuedtrainingandopposeanyattemptsbyemployerstoreducejobsorerodebargainingunitworkthroughinadequatetrainingofourmembers.

Additionally, as many of our skilled trades members approachretirementage,wewillneedmorememberstoentertheseprograms.

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Thiswillrequirepromotingandensuringaccesstotheseprogramsforyoungermembers,aswellasencouragingwomenandpeopleofcolortoenterapprenticeshipprograms.

WorkthatrequireshighskilllevelsisnotconfinedtothemanufacturingsectoroftheUAW.Weareadiverseunionwithworkersinavarietyofindustriesthatrequirehighlevelsofskillandeducation.Ourmembersmusthaveaccesstoadequatetrainingandacademicopportunitiesinordertoenhancetheir jobsecurityandpreparethemforchanges intheirindustries.

Therefore,wemustnegotiateto:

• Require that allUAWcontracts insist on an approvedprogramwiththeUAWNationalSkilledTradesDepartment.

• Require that skilled tradesmembersgraduate fromabonafideapprentice program or have eight years of verifiable workexperiencesinabasictrade.

• Work with employers to jointly develop apprenticeships thatprovide the skills needed to work with new technologies andprovidecontinuousclassroomandhands-ontrainingforcurrentskilledtradesmembers.

• Ensure workers are equipped and trained to safely performassignmentsintheirclassification.

• Protect work that has traditionally been performed by UAWskilledtradesmembersintheworksite.

• Restricttheuseofoutsidecontractorsforrepairandmaintenanceofmachinery,equipment,orprojectwork.

• Localunionsmustbenotifiedofnewtechnologyenhancementsthatarebeingbrought intoourworksites. Theworkmust staywithourhourlyandsalaryranks.

• FightagainstcontractingoutandensureUAWmembersperformallin-housework.

• Demand training in communication skills, market savings andprofit/lossissues.

• Requireemployerstoinvestinnewtechnologysoourmemberscan sufficiently perform their jobs and protect current/ futurework.

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OTHER ECONOMIC AND NON-ECONOMIC ISSUES

UnemploymentInsurance

State governments have severely limited workers’ ability to collectunemploymentbenefits and theweeklybenefitshavebeen severelyreduced.Layoffsorterminationsareamongthemoststressfuleventsinmembers’lives.Westandbesideourbrothersandsistersanddemandprotection from the unfortunate consequences of layoff and otherformsofunemployment.

Therefore,ourcollectivebargainingprogramincludes:

• Increasing the number of employer-funded programs thatprovide supplemental income to laid-off workers as well asincreasingtheamountofsuchbenefitswheretheyalreadyexist.Supplementingthemeagerbenefitsprovidedbythestatewillhelp workersmaintainabasicstandardoflivingastheyawaitareturntoworkorsearchforajobwithequivalentwagesandbenefits.

• Policies that discourage employers from unnecessarilyopposing unemployment claims made by members who have beenterminated.

• Provideemployer-fundedtransitionprogramstohelpdisplacedworkersmove on to newopportunitieswith equivalentwagesandbenefits.

• Extend worker’s employer-paid health care coverage for thedurationofthelayoff,regardlessoflengthorcause.

• WorkingwithemployerstosecureTradeAdjustmentAssistance(TAA)benefitsforeligibleworkersanddemandprogramsfundedbyemployerstobepaidtosimilarlysituatedworkerswhodonotqualifyforTAA.

InjuredWorkersandWorkers’Compensation

Workers who become injured or acquire an occupational illness ordiseaseduringtheiremploymentdependonWorkers’Compensation.Workers’Compensationinsurancecoversmedicalexpenses,lostwagesfromtime-offwork,compensationforpermanentimpairmentsand,insomecases,jobretraining.Althoughmandatedbystatelaw,thelegallyrequiredprotectionsareofteninadequateforaworker’sneeds.

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Ourcollectivebargainingagreementswillensurethatwecontinuetoprotectourmembersasfollows:

• Provideourmembersasafeandhealthyworkenvironment.

• Provide the right to pertinent information pertaining to allWorkers’Compensation claims to indicatewhetherpatternsofinjuriesorpotentialhazardsexistattheworksites.

• Ensure injured workers are not subject to being harassed,punishedordiscriminatedagainstwhileinjured.

• Providetherighttolight-dutyworkassignmentsorreassignmenttoinjuredorrestrictedworkers.

• Secure contractual language that continues to provide benefitaccrual towards pension credited service time and guaranteesthe continuation of company defined contribution& companyhealth care contribution to members while off on Workers’Compensation, including other benefits that are associatedwithbeing active atwork, such asprofit sharing, bonuses andincentivepackages.

• Expanding protection to members who are off on Workers’Compensation,bindingthesellerand/orpurchasingemployertoallthetermsandconditionsoftheexistingcollectivebargainingagreement in theeventofa closing, sale, assignmentorothertransferofbusinessownership.

PreferentialHireandRecallLanguage

Layoffs are difficult and disruptive, but we can negotiate languagetominimize their impact on ourmembers.Our bargaining goals callfor requirements that employers giveourmemberswhoare laid offor separated from closed facilities preferential hiring before hiringworkersfromtheoutside.Ifworkinotherclassificationsisavailableattheemployer,ourmembersshouldbegiventheopportunitytotrain,withemployer-paidtraining,forthosepositions.Thiswillbeessentialasnewtechnologiesentertheworkplace.

DurationoftheCollectiveBargainingAgreement

Ourprimarytaskistonegotiatethecollectivebargainingagreement’sduration based on the long-term interests of our membership. To

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determinetheappropriatelengthofacontracttherearemanyfactorstoconsider.Thesefactorsinclude:

• Industry or sector standards that set guidelines for contractduration.

• The opportunity to improve our bargaining position by liningup our contract expiration date with the expiration dates ofotherUAWunitsatthesameemployeronourownorthroughcoordinatedbargaining.

• The employer’s book of business, bidding timelines andfluctuatingcustomerneeds.

• The overall state of the economy, industry or sector and theprojected future economic condition of the employer caninfluenceourbargainingpositionforbetterorworse.

• The political atmosphere nationwide or in your state, city ortown.Thisisespeciallytrueforpublicsectoremployees.

• Thetermsandconditionsofthenewlynegotiatedagreement.

Electronic Data Collection

Collecting reliable and timely data on UAW members is vital tomaintainingacompleteandaccurateportraitofourmembership.Thebenefitsofaccuratemembershipdatainclude:

• Creating a powerful tool for effective communication withmembers.

• Providing key employment and membership data essentialto political action and mobilization, collective bargaining andorganizing.

• Facilitating accurate reporting of financial data formaintaining membership records and satisfying government reportingrequirements.

• Enablingproactivedecisionmakingbasedonrealtimeinformationregardingchangesinourmembership.

Collectingdataelectronically fromemployers is aquick andefficientway to receive the information. In bargaining,weneed to negotiate

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for employer-provided electronic data that meets the followingrequirements:

• Complete list of all represented employees, including bothactiveandretiredworkers,withdemographicinformation,duesdeducted,andV-CAPcheckoffamounts,whereapplicable.

• SubmittedintheformatdevelopedbytheUAWwiththerequiredfieldsataminimum.

• Transmitted in a secure and encryptedmanner using industry-standard methods and in accordance with applicable legalrequirements.

• Providedatregularintervalsofnolessthanoncepermonth.

EnvironmentalResponsibility

The industrialization that has created jobs, wealth and modernconveniences has also come with environmental consequences. Forthe health of our members, our communities and our planet, weembracethechallengeofprotectingourenvironmentandourjobs.Webelieveclimatechangeisrealandcausedbyhumansandthatwehavearesponsibilitytotackleit.Weknowthatthroughcollectivebargainingandpro-workerpublicpolicy,wecanaddressclimatechangeinawaythat creates quality jobs and keeps workers safe on the job and in theircommunities.

As good stewards of the environment, we canwork to tackle theseissues legislatively by supporting policies that promote domesticproductionofgreentechnologies,suchaselectricvehicles,windmills,and solar panels, as well as common sense regulations that reducethe environmental impacts of current products. Andwe can bargainwithemployerstoensuretheseadvancedtechnologiesareproduceddomestically under quality labor conditions. There is no reasonenvironmentalinnovationshouldcomeattheexpenseofworkers.

Climate change also has consequences for workers on the job site,such as heat, air quality, and extremeweather, and employersmustbe required to provide proper protections to mitigate these risks.In particular, heat stress has become a more significant issue thatrequiresfederalregulationandnewcontract language.Workingclasscommunities,whetherurbanorrural,areoftenthecommunitiesmost

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heavily impacted by pollution and climate change. To address thisenvironmentalinjustice,weneedpublicpolicyandbusinesspracticesthatprotectthesecommunitiesfromenvironmentalrisksandpromoteinvestmentstoensuretheycantakepartinthenewgreeneconomy.

Todothis,ourbargainingagendacallsfor:

• Investmentinourfacilitiestoproduce“green”products.

• Contractlanguagethatprotectsworkersfromthehealtheffectsofheatstress,withorwithoutsupportingfederallegislation.

• Supportingtheuseofcleanrenewableenergysourcesandenergyconservationprojectsintheworkplace.

• Supportingandorganizingworkersinkeygreenindustries,suchasenergy,infrastructure,andadvancedtechnology.

• Workplacerecyclingandwastereduction.

• Supportforemployersubsidizedmasstransitandcarpooling.

• Telecommutingopportunitieswheretheymakesense.

• Investments in our facilities that will ensure surroundingneighborhoodsarefreefrompollutionandhazardouswaste.

LaborandCommunity

The UAW Constitution calls on UAW members to work to improvethe “general economic and social conditions in the United States ofAmerica,CanadaandtheCommonwealthofPuertoRicoandgenerallyinthenationsoftheworld.”Ourmovementisn’tonlyaboutimprovingworkingconditionsinourworkplacesbutimprovingourcommunitiesaswell.

Ourmembersareattheheartofourunionandourcommunities.OurStandingCommitteesvolunteerinlocalneighborhoods.Weparticipateinourchurchesandschools.Andwhendisasterstrikes,UAWmembersdon’t hesitate to volunteer and give generously to help others. Therelationshipsweforgewithourcommunityinvolvementhelpusbuildcommunity support for workers’ issues and engage, mobilize andempowercommunitymembersintoaction.

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Mostofourmembers’community-buildingwork isdoneduringnon-workingtime.Theseactivitiesofcommunityandcivicengagementaresoimportanttousasindividuals,toourcommunitiesandtothelabormovement that our collective bargaining program seeks to removebarriers to our members’ full engagement with their communities. Weseek:

• AnElectionDayholiday, toallowallworkersanopportunity toparticipatefullyinthedemocraticprocess.Whenitisnotpossibletonegotiateaholiday,wewill seekpaidvoting leave,allowingworkerstimetovotebeforeoraftertheirworkday.

• Communityserviceleave,toallowworkerstousepaidtimeawayfromworktoparticipateinvolunteeractivitiesinthecommunity.

• School participation leave, to allow workers to take part infield trips, classroom programs, parent-teacher conferencesand similaractivities–or tovolunteer their time toworkwithschoolchildreninthecommunity.

• Civilserviceleave,toallowmemberstorunforofficeandservein elected or appointed government positions without losingseniorityoraccruedservicecredits.

We strongly encourage all our members to give back to theircommunities.Byworking together,wecancreateabetterandmorejustsociety.

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CONCLUSION

WE ARE ONE

Thisresolutionsetsoutacomprehensivebargainingagendatoguideusinournegotiations.Butmorethanthat,thisdocumentspellsoutwhatwestandforasaunion.Ifyoureadbetweenthelinesofthespecificdemands, you seeour drive for dignity and equality on the job, fairwagesandbenefits,andsafeworkplaces.ThisresolutionispresentedtotheSpecialCollectiveBargainingConventionfordiscussion,debateand voted on by the delegates to the convention. It is a bargainingagendabuiltbyUAWmembers,forUAWmembers.

Thelandscapeforworkersiseverchangingandwehaveexperiencedchange in the four short years since we last convened a SpecialCollectiveBargainingConvention.Workersarefightingharderthaneverforfairnessandavoiceonthejobthankstoanti-workerlegislationandregulationatthestateandfederallevelsandtheappointmentofhostileoverseersattheNationalLaborRelationsBoard.Butthecontractswenegotiatetogether,asone,arepowerfultoolsforthemanythousandsofworkersandtheirfamilieswhocountonthem.

Attheconclusionofthisconference,wewillbeginanewfour-yearcycleofbargaining.Thisisatimeforustodefendtheindustrystandardswehelpedcreateandbuildonthosestandardstodeliverjobsecurity,animprovedstandardoflivingandabetterworkenvironment.

To fully realize our strength and achieve our goals, we must standtogetherasoneinsolidarity.Thejourneywillbedifficultbutthathasneverpreventedusfromdeliveringthebestcontractspossibleforourmembers,anditneverwill.When“WeAreOne!”nogoalisimpossible.

Solidarityforever!