In late September, SMART announced a brand-new maternity leave benefit fund — part of our union’s wholesale commitment to supporting, welcoming and retaining women and new mothers in the sheet metal industry.

The benefit fund, jointly funded with SMACNA as part of the Sheet Metal Industry Labor-Management Cooperation Fund, is designed as a reimbursement for local unions participating in health and welfare funds. During pregnancy, the fund will reimburse up to $800 per week beginning in the second trimester; after pregnancy, the benefit will reimburse up to $800 per week for six weeks (with two additional weeks — eight total — available for Cesarean deliveries). In total, the benefit provides for a combined reimbursement of 26 weeks.

“We believe this will empower SMART tradeswomen, so they no longer feel that they need to choose between having children and having a career in our industry,” said SMART General President Michael Coleman. “I’m proud of everyone involved for their tireless work on this important initiative, which will help bring more sisters into our union and our trade.”

“We all realize this is an important commitment to make to the industry, so we’re happy to partner with SMART to try to make the world a little bit better,” added SMACNA CEO Aaron Hilger during a webinar announcing the benefit fund in late September.

Along with childcare, pregnancy and childbirth are regularly cited by women in the building trades as major obstacles — both when starting their careers, and for staying in the trade. Local 265 (Carol Stream, Ill.) journeyperson Danielle Wilson, the first recipient of a maternity leave program at her local union, believes the new International maternity leave benefit fund will help strengthen and grow SMART for years to come.

“I think it’s going to be a huge selling point,” Wilson said. “We’re so well paid and our benefits are amazing, and our retirement’s so good, but the U.S. is one of only a handful [of countries] … that don’t have maternity leave.”

“To know that this is a profession that has maternity leave, I think it’s going to be a huge, huge point on bringing more women in,” she added. “To know that our unions are looking out for us by saying, ‘hey, not only do you have this great pay, these great benefits in retirement, but if you decide to have a family, we have your back for that, too.’”

The maternity leave benefit fund launched January 1, 2025. For more information, please contact SMART Director of Special Projects Louise Medina.

In fall 2024, CSX Railroad announced plans to change how the carrier moves freight between Chicago and the East Coast; a plan that would have forced more than 120 SMART-TD members to choose between relocation from Cleveland to either Buffalo, N.Y., or Willard, Ohio — or be laid off.

SMART-TD officers and former Ohio Senator Sherrod Brown took action in response. And with the senator’s help, union railroad jobs stayed in Cleveland where they belong.

“[Senator Brown] said, ‘Hey look, your plan is very flawed and you’re definitely affecting Ohio workers in a negative way.’ And here we are [now], talking about creating more jobs for Ohioans,” said SMART-TD Ohio State Safety and Legislative Director Clyde Whitaker.

The fight for Cleveland railroaders started when CSX unveiled a plan to streamline its operations in Northern Ohio by reducing train stops and crew members at Collinwood Rail Yard. This streamlining predominantly depended on employees moving to Buffalo or Willard — 180 miles and 80 miles away from Cleveland, respectively.

“With the crews in Cleveland, there was a lot of panic and a lot of ‘what if,’” said Ryan Fries, SMART-TD Local 378 vice local chairperson. “‘Are we going to have to drive three and a half hours to work? Is my spouse going to have to change jobs?’”

“Their whole plan was contingent on us moving, because they needed the manpower to go with their plan,” added SMART-TD General Committee GO-049 Assistant General Chairperson Eric Kosinski.

According to CSX, this was a positive development — one that would actually create jobs, Fries said. But, he added, phase three of CSX’s plan was essentially a full shutdown of Collinwood Yard. After a conversation with CSX Superintendent Darin Hershiser, Whitaker agreed.

“In the 24 years I’ve been here, whenever I hear that word [streamlined], that tells me you’re shutting the entire place down and we’ll get a barebones operation. Which, coincidentally, was their plan.”

That’s when SMART-TD reached out to former Senator Brown, asking him to help broker a meeting between TD and CSX. Brown took action, issuing a public letter that called on CSX President and CEO Joseph Hinrichs “to meet with workers as soon as possible and reverse plans that would remove train stops and train crews from the Collinwood Rail Yard facility in Cleveland.”

“In the strongest possible terms, I urge you to reverse CSX’s strategy concerning Collinwood staffing,” Brown wrote. “CSX recorded more than $3.7 billion of profits last year. Instead of cutting positions at Collinwood, CSX should pursue safer and more reliable operations by investing in hiring in Cleveland and across your company’s rail network.”

The combined efforts of union labor and a pro-worker senator paid off: SMART-TD officers met with CSX and were able to devise a solution.

“We were actually able to implement a plan that created more jobs for the area,” Fries concluded.

Hundreds of railroaders, along with friends, family and labor supporters, gathered at Boston’s historic South Station in October to rally for fair wages, sick leave, maternity days and other essential benefits.

The event was coordinated by a coalition of rail labor organizations, including SMART-TD, the AFL-CIO, IAM, ATDA, BRS, TCU and IBEW. Workers and allies confronted Keolis, the French-owned passenger rail operator of the Massachusetts Bay Transportation Authority, which has neglected negotiations since the previous contract expired July 1, 2022.

The rally featured passionate speeches from local Boston elected officials, four members of Congress and representatives from multiple rail unions.

SMART-TD was represented by Deputy National Safety and Legislative Director Jared Cassity, who emphasized the importance of solidarity among the unions.

“Today is our day. Now is the time to get the contract you all deserve!” Cassity declared. “It does not matter if you are an engineer. It does not matter if you are a conductor, if you’re a signalman, a dispatcher, a track worker; whatever the issues are, they are OUR issues. And the only way we fix them is when we stand together, and we fight together!”

Keolis has been accused of failing to bargain in good faith with SMART-TD and the other unions representing their workforce. As Congresswoman Ayanna Pressley pointed out in her speech, Keolis workers are paid 12% less, on average, than their counterparts on Amtrak to move the same passengers in Massachusetts.

Congressman Steve Lynch added that Keolis is contracted out by MBTA to run the commuter rail system in Boston, and the company’s contract is coming up for bid. He made it clear that if Keolis doesn’t come to the table and get serious about retaining the frontline workers who keep Boston trains running safely and on time, it will be replaced by a contractor that will.

More than 50 SMART-TD members attended the Oct. 23 rally, as well as brothers and sisters from SMART Local 17 and the Northeast Regional Council. The overwhelming message was clear: Workers will continue to fight for a fair agreement until they have a new contract.

Members of Local 17, including SMART NERC Regional Manager and General Vice President Robert Butler, showed their support at the rally.

“We showed Keolis that workers, riders, our congressional delegation and the whole Massachusetts labor movement is behind us in our fight for a fair contract,” said New England Safety & Legislative Director Dave Stevenson.  

SMART-TD is taking action to confront the rise of transit assaults with the launch of our new Assault Reporting Form. We can fight for real change when we can present our own proof of verbal and physical assaults that we face in the line of duty. Our online form, available through the SMART app or website, makes this easy to do.

View the Assault Report Form ►

If you experience an assault, please take a few moments to use the Assault Reporting Form. The form is user-friendly and designed to be filled out in just a couple of minutes. We urge all transit members to report every single hostile encounter. We want overwhelming numbers.

Access the Assault Reporting Form through the SMART-TD website under the “Get Involved” menu or through the SMART App. The app is free and available for download on all platforms by searching for “SMART Union” in the app store for your device.

SMART-TD to independently fact-check management data

Workplace violence against transit employees is an enormous concern for all of us. Before today, incident details have been collected and self-reported by transit agency management. We suspect that they often underreport the number and severity of these incidents. SMART-TD’s Bus and Transit Assault Prevention and Safety (BTAPS) Committee is changing this narrative by empowering each of us to report incidents directly, allowing SMART-TD to reflect the true extent of the problem. This is one way we can use our collective power to hold our employers accountable.

From August 2024: Bus VP Alvy Hughes, Deputy National Legislative Director Jared Cassity, AFL-CIO TTD Chief Of Staff Matt Colvin, BTAPS Chairperson Christine Ivey, FTA Acting Administrator Veronica Vanterpool, National Legislative Director Greg Hynes, Bus VP James Sandoval, SMART-TD Auxiliary Rep. Monica Sandoval.

Speaking truth to power in Washington

This initiative was discussed during SMART-TD’s First “Bus/Transit Day On The Hill” in August 2024. Our union delegation met with Veronica Vanterpool, acting administrator of the Federal Transit Administration (FTA) at the time of writing, where she expressed her support for our efforts. Vanderpool requested access to the data we collect, so the FTA can cross-reference our reports with those sent by transit companies. She wants to ensure a comprehensive view of the number and severity of assaults that we face.

SMART-TD will push the current administration to take the same worker-first approach to this crisis.

SMART-TD’s delegation included Bus Vice Presidents Alvy Hughes and James Sandoval, SMART-TD’s National Legislative Department, and BTAPS Committee Chairperson Christine Ivey.

Holding transit companies accountable if they underreport

If our findings reveal that transit companies are intentionally underreporting assaults, Vanterpool assured us last August that the FTA will use its federal authority to hold employers accountable. And even with the change in presidential administrations, obtaining this data gives us more power to inform industry leaders, governmental officers and the public. This is a vital opportunity where we as a union can take a stand, advocate for our own safety and shine a light on the alarming frequency of the assaults we face.

Our incident reports are gathered by the chair of the BTAPS Committee, and the proper State Safety and Legislative Director, General Committee Chairperson, as well as SMART-TD’s Deputy National Safety and Legislative Director Jared Cassity.

The information we gather on the SMART website and app is protected. Details included in your reports, including the name of who filed each report, are kept confidential. Your manager will not know that you filed a report. 

As SMART-TD members, we all demand a safe work environment. Our participation is crucial in making our voices heard. Together, we can highlight the severity of transit assaults and work towards meaningful change. The data we collect will not only inform regulators but will also empower us to advocate effectively for the rights and safety of our brothers and sisters in the field.

In the wake of Hurricanes Helene and Milton — and the catastrophic damages inflicted on communities across the Southeast — SMART members union-wide banded together in solidarity, mobilizing to offer support to members and families in need.

“We make sure our members are taken care of,” said Local 5 (East Tenn., North Ga., Southwest Va. and N.C.) Business Manager Christian Fuller. “I want to personally thank all who were involved and the International for their help.”

Hurricane Helene hit the United States on September 26, with Milton making landfall just two weeks later — devastating broad swaths of Alabama, Georgia, North and South Carolina, Tennessee, Virginia, West Virginia and Kentucky. Members, families and communities all felt the brunt of these disasters; many lost power and experienced extensive damage to their homes and livelihoods.

In the immediate aftermath of both hurricanes, SMART sent targeted emails and texts to members in impacted states, providing information on the SMART Disaster Relief Fund and instructions on the fund’s use. International leadership also maintained contact with officers at affected local unions, and General President Michael Coleman sent a letter to all local unions and International staff outlining the materials needed and local union distribution centers to send donations to.

The swift local and International action yielded results.

“The Disaster Relief Fund granted two local block grants and 13 member grants, and many members were also supplied with necessities from their locals and donations from General President Coleman’s mobilization letter,” said SMART Director of Special Projects Louise Medina. “The fund has provided $100,000 in grants.”

Locals 5 and 399 (South Carolina) were able to secure generators, power cords, chainsaws, ice machines, water, coolers and nonperishable food, helping sustain members across their jurisdictions. Local 85 (Georgia) and Local 435 (Jacksonville, Fla.) also leapt into action, working with the International and mobilizing local staff to help members confronted with property damage, debris clearage and, in some cases, the inability to leave their homes.

The same spirit of solidarity helped provide aid to SMART-TD members.

State Safety and Legislative Director Adren Crawford from Tennessee, along with Brother Jason Caldwell and other members of Local 1162 from Erwin, Tenn., donated funds and actively secured and distributed generators to affected members of their local.

Tommy Gholson and General Committee 898, as well as State Safety and Legislative Directors Clyde Whitaker from Ohio, Louis Costa of California, Jeff Mitchell of Kentucky and Don Roach of Michigan all stepped up to make donations. General Chairpersons Rick Lee of GCA 049, Brian Killough of GCA 513 and Luke Edington of GO 953 also offered significant contributions to bolster recovery efforts. Killough and the GO 513 members he represents raised an additional $12,000 for the relief fund.

And the UTU Insurance Association — SMART-TD’s in-house insurance company — added a $5,000 donation in the days following Hurricane Helene.

Overall, General President Coleman noted, the hurricane recovery effort put the principles of our organization into practice.

“Solidarity isn’t just a value that ties us together; it’s an action we take to support each other and fellow members of the working class,” he explained. “No matter your job, whether you’re a sheet metal worker, a bus operator, a railroader, we take care of each other.”

The SMART-TD Safety and Legislative Boards for the state of Virginia and Washington, DC, have voluntarily merged. This decision, voted into effect by both boards on November 15, will streamline operations and create a more unified voice at local, state, and federal levels. 

Ronnie Hobbs, Virginia’s current safety and legislative director, will lead the combined body. Jarad Jackson, DC’s safety and legislative director, will serve as vice chairperson for Passenger Rail Service, while Ray Miller, Virginia’s alternate legislative director, becomes vice chairperson for Freight Rail Service. 

“By pooling resources, the leadership team is better equipped to advocate in Richmond, the DC Mayor’s office and on Capitol Hill,” Hobbs said.  

Willie Bates, former SLD for DC,  Jarad Jackson, vice chairperson of Passenger Service of Virginia/DC, Ronnie Hobbs, safety and legislative director for Virginia/DC

Hobbs added: “This merger strengthens our collective power. Together, we’ll be more effective in advocating for the issues that matter most to our members. The new structure marks a stronger, more cohesive effort to address the region’s pressing challenges.” 

Safety for Amtrak conductors remains a key priority 

The merger addresses member challenges in Virginia and DC, where many activities span the boundary between the two regions. Combining the boards will focus resources and legislative activities while spending fewer resources coordinating efforts. We can act as one because we are one. 

Safety remains their top priority, with a focus on addressing staffing shortages at Amtrak’s Union Station, where conductors are often required to work without an assistant conductor.  

Please note that a full list of 2024 SMART sheet metal scholarship winners is available here, and information on 2025 scholarships is available here.

The following essay by Gwen Burbridge, Local 91, was selected as 2024’s best scholarship entry essay:

Growing up in a union household has provided me with a lot of opportunities that others have not had, and I feel extremely grateful. My dad is a hard-working member of the sheet metal workers union, which has provided our family with a steady income, good health insurance, a sense of community, and a strong set of ethics.

Having a steady income meant that when I was growing up, we never had to worry about how we were going to afford the basic necessities, and I knew that I could participate in extra activities without it being a financial burden on the family. As a child, I was able to play travel sports which required equipment, hotel stays, and travel expenses. I was able to take art classes and Spanish classes as a child. Our family takes yearly vacations, and I’ve had the opportunity to visit sixteen different National Parks and twenty-three different states. I’ve also visited a few out-of-town union halls too, so my dad can add to his T-shirt collection!

Most importantly, my dad’s income allowed my mom to stay home with us when we were little, giving us a strong foundation in our most formative years. My dad’s union wages also paid for my mom to go back to school when we were older so she could start a new career as a teacher, making her a union member too.

Personally, I am thankful for the amazing health insurance that comes as a union benefit. While I don’t remember it, I was born with a birth defect that eventually required surgery at age two. My parents always talk about how the doctors ran the tests needed to discover what most doctors would have missed had I been underinsured. I’ve also had regular dental check ups and braces while knowing that quite a few of my peers had to set up payment plans for theirs because they didn’t have the insurance.

As a competitive multi-sport athlete, I’ve incurred my fair share of injuries over the years. I’ve watched some of my teammates’ parents tell them they had to wait to be seen by a doctor, or couldn’t afford a co-pay. This has never been a consideration for my parents, and when they knew I was injured, they didn’t hesitate to take me to the doctor. I had ACL and meniscus surgery in June, and the surgery and weekly physical therapy benefits have been outstanding. I have been to some of the best doctors and specialists in my area, and I can trust that decisions regarding my health are never based on financial decisions, but based on what is truly best for my health and well-being.

Another thing I love about being part of a union family is the sense of community I feel. We frequently attend events such as the Labor Day Parade, and local hockey or baseball games sponsored by the union. I can feel a sense of pride when I attend these events from both union members and their extended families. I’ve gotten to know other kids my age whose parents are also sheet metal workers, and made some new friendships along the way.

As I’ve gotten older, I’ve learned to appreciate the dinnertime discourse and discussion about topics in the news. We have family discussions about the importance of fighting for workers’ rights and fair pay, and how your vote matters when it comes to these important issues. One of the first items I checked off of my to-do list when I turned eighteen last month was to register to vote so my voice could also be heard. I plan to study business marketing in college with a minor in nonprofit leadership and development so I can continue to advocate for those who are underemployed, underinsured, and not receiving the fair treatment they deserve from their employers.

My experience as a union family member has set me up for a lifetime of success. I have been provided with the academic and social opportunities needed to be successful in college and I’ve had high quality medical care to ensure I was living a fulfilling and healthy life. I’ve developed a strong sense of respect for my community, and the ethics to do what is right. I have no doubt this strong foundation built on union values will take me far in life.

BE4ALL (Belonging and Excellence for All), a joint initiative of SMART, SMACNA and the International Training Institute, launched in December 2021.

When the leadership of the three organizations — along with the member-driven BE4ALL committee — first conceived of the initiative, they had a vision for a unionized sheet metal industry that is welcoming to ALL people. The word “all” was important. The goal was to create workplaces where every member — regardless of race, religion, gender, political affiliation, etc. — feels welcomed and supported. Leadership knew that if we could create this type of environment, it would help build stronger organizations. Stronger organizations would, in turn, build a stronger industry.

The BE4ALL Committee meeting in Washington, DC in November 2024.

There are two parts to the work of BE4ALL: the human side, and the business side. The human side is about practicing the values of kindness, respect and solidarity: “I got your back.” Simply put, it is about being a better human being to one another.

The business side is about helping every member achieve excellence in their craft. It is also about recruiting and retaining more members. More members translates into job security and a strong pension.

The business side and the human side of BE4ALL go hand in hand. In order to bring in more workers and ensure that they are excellent in what they do, we have to create workplaces that will support everyone. This is what BE4ALL is about.

As we settle into 2025, please read this recap of the work we did last year, and where we are heading in the future.

2024 BE4ALL accomplishments

BE4ALL calendar: Published the second BE4ALL calendar. The calendar highlights dates and events of cultural and historic significance for our members.

Rapid Response Protocol: Developed a Rapid Response Protocol. The protocol provides guidance and best practices on how to properly handle complaints of bias in the industry. It also includes steps that organizations can take to prevent bias and proactively create environments that are welcoming.

Toolbox Talks: Published six BE4ALL Toolbox Talks. Each one contains tips, tools and strategies for how to create a more welcoming and respectful workplace and how to be better human beings to each other.

RISE Committees: Launched the SMART RISE Committee. RISE (Representation, Integrity, Support and Empowerment) provides a space for celebrating the experiences and addressing the needs of underrepresented members of our industry. The committee also supports our recruitment and retention efforts within underrepresented communities.

Learning Journeys: BE4ALL conducted several Learning Journeys in 2024, helping raise awareness about topics, events and issues important to SMART members, including mental health, addiction and recovery.

Bias and Belonging Trainings: As of August 2024, over 1,000 individuals — across all three organizations — have received some form of bias and belonging training. The content is designed to train apprentices, journeypersons, leaders and contractors in evidence-based strategies for reducing biases and stereotypes.

Communications: Throughout 2024, BE4ALL produced podcasts, social media content, articles, member contests and videos aimed at raising awareness of BE4ALL and why this work is important. On the SMART side, awareness of BE4ALL among the membership grew from 14 to 45% as of summer 2024.

Pedal to the Metal: Pedal to the Metal is an aggressive campaign to recruit new workers in response to the overwhelming demand created by megaprojects and unprecedented growth within our industry.

BE4ALL website: Launched a standalone website to compile all BE4ALL resources and content in a single location. Breakout sessions for industry leaders: Breakout sessions were held at SMART, SMACNA and Partners in Progress conferences to educate leadership across the industry about BE4ALL.

Plans for 2025

As 2025 gets underway, BE4ALL is continuing much of the previously described work. In addition, we recognize that we must have a stronger presence in the places where members live and work. Five new efforts will help accomplish this:

BE4ALL ambassadors and local BE4ALL committees: BE4ALL will recruit and train a network of “ambassadors:” committed members and leaders who will help promote the work of BE4ALL on the ground. Complementing the ambassadors will be a push to establish local BE4ALL committees. Local committees will help replicate the successful programs and partnerships that have been built at the International level.

Leadership town halls: It is important that members hear directly from leadership on why BE4ALL is important. To facilitate this, the initiative will organize at least three town hall meetings — two in-person, one virtual — featuring the leadership of SMART, SMACNA and the ITI. These town halls will enable members to ask questions and gain a deeper understanding of the vision for BE4ALL.

Community Outreach and Resident Engagement (CORE): There are thousands of nonprofit organizations in North America. Many are in communities — and work with populations — that are untapped markets for worker recruitment. CORE will seek to partner with these organizations to advance SMART and the unionized sheet metal industry’s recruitment goals.

Culture change: For BE4ALL to be successful, every member must be able to see, feel and engage with the work. To make this a reality, SMART, SMACNA and the ITI are rolling out a set of practices and behaviors that ALL members can practice on a regular basis. They include simple but important things like expressing gratitude to coworkers and acknowledging birthdays, anniversaries and other important events in the lives of fellow members.

Bottom line: When you add up everything discussed in this article, you have a roadmap to building a stronger union. This is how we transform our industry. This is how we practice being better human beings to one another. Not for some members. For ALL members.

The International Training Institute (ITI) recently received a $3.4 million grant to build two testing, adjusting and balancing (TAB) labs at training centers for SMART Local 85 in Atlanta and Local 88 in Las Vegas.

Funded by the United States Department of Energy’s Office of Manufacturing and Energy Supply Chains (MESC), this grant establishes the ITI as a new Industrial Training and Assessment Center (ITAC). With funds from the Bipartisan Infrastructure Law, the ITAC program supports educational institutions to provide energy efficiency, clean energy, and health and safety job training to participants, simultaneously helping improve industrial sector efficiency and productivity.

A large portion of the grant will be spent the first year, building the two labs. The last two years of the grant will allow the ITI to conduct training in TAB, ventilation verification and indoor air quality, heat pump technology, and other courses that involve energy efficiency and the installation of those systems and equipment. There will be 12 classes hosted by the ITI in each location over each of the two years, said Mike Harris, ITI administrator.

“Ultimately, the goal for us was to build these two labs to expand our workforce in these areas and utilize these facilities to do training for members — one on the East Coast and one on the West Coast,” he said. The grant began April 1 and gives the ITI one year to build the labs, which Harris doesn’t expect to take that long. “If we complete them early, we may be able to move into the next part of the grant, the training, early.”

Local 85 in Atlanta recently purchased a new building for its training center, essentially providing a blank slate to create an 8,000-square-foot lab. Local 88 in Las Vegas is currently undergoing a renovation and expansion project to their facility and will finally get a dedicated TAB lab after years hosting the training across the parking lot in the back of the union hall building, Harris said.

“I think they’ll be two unique labs that will both be excellent sites to host our training,” he added. “While they will be a little different depending on what each needs to make the lab fit the space and the contractors in that area, we will be able to facilitate the same top-rate training classes at both.”

Both labs will feature the newest technology and equipment, and they will allow instructors to create real-life scenarios for students to problem solve. At Local 85, a clean room will be set up to allow fume hood, HEPA filter and dedicated outdoor air system (DOAS) training as well as fire/smoke damper and stairwell pressurization.

Las Vegas’ Local 88 will have an approximately 5,000-square-foot lab, equipped with a pressure independent variable air volume (VAV) system with direct digital and pneumatic controls; a constant-volume, multi-zoned air handler; two types of water piping system training boards; chilled water system; three-circuit hot water system; and digital controls training stations. In addition, a three-compartment room-to-room pressurization structure for fire life safety stair and compartmental pressure setups is planned, along with a hospital critical room pressure setup, commercial kitchen exhaust hood system, laboratory fume hood system and a clean room training structure.

Alan Still, training director at Local 85, has been waiting for a TAB lab his entire 21-year career as head of the apprenticeship program.

“We’ve been teaching TAB for 10 years without a lab. We’ve had a lot of makeshift stuff we’ve had to put together,” he said. “It’s finally a dream come true. Through the partnership with the ITI, we are able to get the best of the best, state-of-the-art lab with everything an apprentice would ever see on a job. It’s a great opportunity. It better equips them to be out in the field. It’ll increase our work hours as far as giving them that real-world experience.”

Currently, the closest certified TAB lab for Local 85 members to test for certification is in Philadelphia, Still said. Not only will the new lab allow members to test and receive certifications in house, it gives them the opportunity to expand to other certifications, such as fire life safety, they could not provide before.

“We will be able to host fire inspectors, fire marshals. We can show them what happens when the fire dampers work and when they don’t work,” Still said. “I could have never dreamed what we were going to have, and it would not have been possible had it not been for this grant.”

Ken Bosket, TAB specialist and full-time instructor at Local 88, echoed that sentiment.

“It’s going to bring us up to par to what is actually out in the field when our technicians go out there to work. We are outdated with our current TAB lab,” he said. “That’s one of the main reasons I’m excited — we’re going to have more equipment to work with, more real-world scenarios to run.”

With new equipment and updated technology, Bosket hopes the TAB lab brings in sheet metal journeypersons who want to expand their skills in addition to current apprentices.

“TAB is not as easy as everyone thinks. We run into potential road blocks in our field all the time. Understanding how equipment and systems operate helps immensely in solving problems,” Bosket said. “We help find solutions and steer the proper functioning of not just merely HVAC equipment, but on a much broader scale. We’re talking water flow, air flow, electrical systems, building automated controls, building environmental or indoor air quality conditions, fire life safety systems. Understanding TAB is a precious asset.”

The locals were chosen based on need in the area, contractor demand and the ability to train not only members from around the country but also the apprentices and journey-persons in those local memberships.

“There’s a big need for it, and it’s going to help them start expanding that workforce or that knowledge to their workforce,” Harris said.

Delegates to the Third SMART General Convention in August 2024 left Las Vegas with an array of union apparel, including a SMART laptop bag, SMART-branded hats and SMART polo shirts.

What convention attendees may not have realized is that those items — along with a growing range of SMART merchandise — were designed, assembled, fabricated and embroidered by their union brothers and sisters in Ontario, Canada.

“I’m super proud of that, and we’ve been continuing to have more locals as well as our International purchasing more products,” said Local 540 (Mississauga, Ontario) Business Manager and Financial Secretary-Treasurer Derek Evans. “It makes me feel good to know that our members made these products, and our other locals are proud to know that these products are made by our members instead of another union or nonunion.”

Local 540 is the only SMART local in Canada that strictly represents production workers. Members work in a variety of industries (HVAC, automotive, fire life safety, etc.) and with a broad range of materials — including, as of approximately 10 years ago, two shops in the garment and apparel sector. That was when Sonny Wu, the owner of an apparel company called Season Group, approached the local (as well as other unions) to inquire about transitioning to signatory status.

“He wanted to get into making union-made apparel that he could sell to other unions throughout Canada and the United States,” Evans explained. “Ultimately, he made the decision to select SMART Local 540.”

Local 540 Business Manager Derek Evans (left) with Wilson Wu of Union Made Apparel

That decision has proven fruitful, even as things have changed in the years since. Sonny Wu retired, splitting his business into two separate shops — Season Group and Union Made Apparel — headed by Vincent Hu and Sonny’s son, Wilson, respectively. (Sonny remains very much involved.) And Local 540 members at both shops are now producing pieces for a huge number of their fellow union workers: SMART Local 30 and Local 285 in Toronto, the SMART Transportation Division, the Amalgamated Transit Union and many others, as well as workplace uniforms and gear.

For Wilson Wu, it’s important that labor movement merchandise is made by union members in North America.  

“A lot of goods nowadays, they’re bought from somewhere overseas — but we make everything in-house,” he explained.

“We’re end-to-end manufacturing, from sourcing the raw materials — locally made cotton — to dying the fabric, to cutting and sewing, trimming, design consultations, as well as decorating the garments, whether it’s embroidery or screen printing.”

Plus, Wu said, the union advantage pays off in the shop’s bottom line.

“We’ve gotten a lot more work ever since we’ve unionized; our workers are a lot happier,” he explained. “No regrets. It’s probably the best decision we’ve ever made.”

Wilson and Sonny Wu

The Ontario garment industry’s workforce is extraordinarily diverse, Evans said: Many employees are of Chinese, Japanese, Vietnamese and Indian descent, along with other countries throughout Asia (and Europe). The same goes for Local 540 sheet metal production shops, particularly in the automotive industry.

As a result, Local 540 has worked to ensure that these members — no matter who they are, where they come from or what language they speak most comfortably — receive the support they deserve. Contracts and workplace communications are translated into a variety of languages, and Local 540 has worked with companies to provide assistance to members navigating the immigration process and applying for Canadian citizenship.

“It has been a learning experience, but the members tend to be welcoming,” Evans said. “The opportunities we have are going to come through diversity and inclusion of different races and cultures. The workforce is changing.”

What’s most important, he added, is that all members — regardless of their ancestry or first language — continue to reap the benefits of union representation. Local 540 member Chris Ferreira, a longtime garment industry worker, indicated that the union difference is certainly being felt.

“It’s been great working at Union Made Apparel,” he said. “There’s been quite a bit more work, it’s a lot more reliable. I’ve been in embroidery for quite a few years, and it’s not too easy to get reliable orders. So yeah, it’s been great, real great being part of Local 540.”