Building A Better Lcbo
The LCBO has the potential to be a world leader not only in knowledge and sales, but in setting the standard for the kind of working conditions we want to see for every worker. Management’s slash-and-burn approach won’t get us there, but, with the right vision, we can build the better LCBO we know is possible.
The people of Ontario built the LCBO, paid for the LCBO, and own the LCBO — and every year, we benefit by using the LCBO’s profits to pay for important public services from highways to home care. But as the LCBO’s owners, what kind of an employer should we expect the government to be?
Right now, 84 per cent of LCBO retail workers are in casual positions, making an average of $30,000/year. Too many work alone in unsafe environments, commute hours for two-hour shifts, are trapped in casual jobs for decades, or face the risk of having their jobs contracted out. At the same time, the LCBO is exploiting temp agency workers to pad its bottom line. Is that really the kind of employer we want our government to be?
A better LCBO is possible.
What if we decided to make the LCBO better? We could make sure no worker was forced to work alone, that all workers had predictable schedules that allowed them time with their families, that casual workers had shifts long enough to be worth the commute, and that long-time workers had some job security in recognition of their dedication to the LCBO’s success.
What kind of example should government set for private employers?
The government’s actions send a message to employers. Will that message be one that says it’s fine to cut corners, put safety at risk, and exploit those with the least, as long as it all leads to higher profits? Or will we send a message that employers are expected to ensure that workers are safe and treated fairly?
Together we can save the LCBO — not just the LCBO we have, but the better LCBO we know is possible.
Go to www.SavetheLCBO.ca to learn more about this vision for a better LCBO, and what you can do to help save the LCBO.