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The percentage of work that union sheet metal workers and contractors perform in a given region is called “market share.” When a local union’s market share is high, that means members have more work opportunities. When a local’s market share is threatened, members could face the possibility of reduced jobs.

That’s why SMART locals organize constantly to maintain and grow their market share. A recent example from Nevada demonstrates the impact.

A threat to Local 26 members

Since construction began at Tesla Gigafactory 1 in Reno in 2014, SMART Local 26 union contractors have successfully performed almost all mechanical sheet metal work on the project. The scale of the facility required workforce support from SMART members across the country, with sheet metal workers traveling from nearly every region to assist Local 26 in meeting the workforce demands of one of the largest industrial projects in the United States.

Members at the Gigafactory in 2017

Toward the end of 2025, rumors began circulating that Tesla had started self-performing a significant portion of the sheet metal work outside of the main Gigafactory building. Initially, Local 26 was unable to verify the reports until a former Tesla employee visited the union hall seeking employment opportunities.

During discussions with the worker, organizers learned that Tesla was performing large-scale ductwork installations using more than 60 workers from across the country — workers who were not SMART members. The worker also identified the project location and explained that Tesla was staffing the operation through a temporary labor provider, Superior Skilled Trades (SST), based out of Florida.

Further investigation revealed that SST was recruiting heavily from Southern states and other regions with lower wage rates, making Tesla’s compensation package highly attractive to workers willing to travel. SST’s focus was on providing labor quantity rather than skilled sheet metal experience, resulting in many workers possessing only limited sheet metal backgrounds.

Tesla’s use of out-of-state workers posed a clear danger to SMART members, taking away work opportunities in the region. Recognizing this threat, Local 26’s Organizing Department quickly mobilized.

From left to right: Organizer Cesar Carrillo, newly elected Business Manager Sean O’Keefe and newly elected Business Representative Shane Henderson

An opportunity to build union strength

Organizers began building relationships with workers on the project and developed an extensive list of potential members from the Tesla workforce. Through consistent jobsite visits, conversations and follow-up efforts, organizers identified qualified workers who could strengthen the local union while also reducing Tesla’s ability to self-perform work.

Over the following months, Local 26 successfully recruited more than 30 workers from the project, including 18 journeypersons, 7 forepersons and 5 apprentices.

The successful recruitment of these workers was an immediate help to Local 26, which was facing a period of unprecedented workforce demand. The additional workers helped the local satisfy workforce requests while simultaneously creating opportunities for union contractors to reclaim portions of the work that Tesla had originally planned to self-perform.

As of the end of the second quarter of 2026, Tesla continues to self-perform some sheet metal work; however, the scale of those operations has been significantly reduced compared to the previous year. Through aggressive organizing and workforce recruitment, Local 26’s Organizing Department successfully mitigated a major threat to members’ work opportunities while strengthening the local’s membership for future growth.

What began as a challenge to members’ market share ultimately became one of the local’s most successful recruitment efforts in recent years. Great work, Local 26!

When workers come together to form a union, they’re making a choice to build collective power and win the pay, benefits and workplace standards they deserve. The road to unionization is, far too often, a tough one. But as employees at Dallas-area contractor Stratus Systems demonstrated, solidarity on the job can help workers overcome the challenges in their path.

From 2023 through 2026, workers at Stratus Systems worked with SMART Local 68 members and organizers to build an organizing campaign through sustained outreach, relationship building and the determination of trusted worker leaders.

Stratus worker-turned-organizer Yadriel Carrasquillo and Local 68 Organizer Ralph Gomez

Workers fight for their union

The campaign began years ago — and originally met what could have been a devastating setback.

Following worker-to-worker outreach in early 2023 that quickly turned into an organizing campaign by the end of the year, workers filed for an election to join Local 68 with the National Labor Relations Board (NLRB). When the election took place in January 2024, union supporters lost. But that wasn’t the end of the road. The organizing team rebuilt support by strengthening worker engagement, forming an internal organizing committee and expanding worker-led communication. The result? Out of 168 workers at the company, 96 signed cards signaling their intent to join Local 68.

Then, another setback: The United States government shut down, including the NLRB, significantly delaying the workers’ efforts.

Again, the workers refused to give up. In early 2026, organizers secured a rerun NLRB election, then executed an intensive campaign featuring daily strategy meetings, rapid response jobsite outreach, worker-to-worker messaging and strong support from volunteer leaders.

“Everyone was feeling excited because we knew that the workers knew the union had their backs by the workers’ smiles, honks and waves,” said Stratus worker-turned-organizer Yadriel Carrasquillo.

Organizer Ralph Gomez, Stratus worker Modesto, Yadriel Carrasquillo, SMART Local 67 Marketing Rep. George Plane
Plane and International Organizer Rico Sanchez after giving handbills to workers

And on May 1, 2026, workers voted in favor of union representation, making SMART Local 68 the certified representative of Stratus Systems employees.

The campaign demonstrated the importance of persistence, worker leadership and coordinated organizing in overcoming setbacks and achieving a successful union election.

Welcome, brothers and sisters!

Worker leaders, pictured above, started the campaign and kept driving it forward

New York City, one of the most famous metropolises of the world, is built, moved and powered by union members. And in New York and New Jersey, SMART Local 137 and Local 28 are working constantly to create more opportunities for union members, expand the number of unionized contractors performing work in the region, and help workers experience the difference in pay, benefits and quality of life that comes from SMART membership.

One recent success came after a Local 137 member alerted Organizer Robert Soto that a non-signatory contractor planned to perform overnight work at the HELIX project at Rutgers University in New Brunswick, New Jersey — a three-building complex that promised plenty of work for SMART sign workers. Acting quickly, Soto responded to the project, resulting in hundreds of work hours being secured for Local 137 members while also opening productive discussions with the contractor regarding future opportunities to put SMART members to work throughout Northern New Jersey.

Local 137 has also continued its long-term strategic campaign to bring CAD Signs, one of the region’s largest nonunion sign contractors, into SMART. While maintaining discussions with company leadership, the local simultaneously strengthened its signatory contractor base by assisting AMA Signs in establishing a New Jersey operation and recruiting experienced employees from CAD. To date, 6 of AMA’s 12 journey-level workers and apprentices at the New Jersey location are former CAD employees, with additional workers continuing to transition to the union contractor.

Another organizing opportunity developed when contractor Signarama contacted Local 137 regarding work at a shopping mall covered by a labor harmony agreement. Rather than risk labor issues, the contractor agreed to subcontract the project to a Local 137 signatory contractor. In the short term, that meant more work opportunities for SMART members. In the long term, the successful collaboration has already generated additional subcontracting opportunities, and discussions continue regarding the company signing a Local 137 agreement.

The organizing momentum continued across the region as SMART Local 28 successfully signed Sahara Construction Corp. as a union contractor. The agreement brought nine new members into Local 28 and further strengthened the local’s contractor network throughout New York City.

Together, these victories demonstrate that successful organizing rarely relies on a single tactic. Through strategic job actions, targeted workforce development, relationship building, contractor assistance and sustained organizing discussions with management, SMART Locals 137 and 28 continue expanding the share of work performed by members in the region and creating new opportunities for workers.

In May 2026, the employees of Energy Services in Naperville, Illinois, demonstrated the power of solidarity when they voted 17-3 to join SMART Local 265. The National Labor Relations Board election itself was decisive; it was also the culmination of months of organizing and years of relationships built among coworkers who viewed one another as more than just fellow employees.

For many of the workers at Energy Services, a residential service company in the greater Chicago area, the company was a second home. A significant portion of the workforce had spent between 8 and 12 years building the business and serving customers together. They celebrated milestones, supported one another through difficult times and developed a level of trust that can only come from years of working side-by-side.

That trust became the foundation of a successful organizing campaign.

Organizing for change

The catalyst for change came in late 2025 and early 2026, following a private equity acquisition. As new ownership took control, workers began seeing changes that raised concerns about the future of the company and their livelihoods.

Compensation structures employees had relied upon for years began changing. Workers experienced reductions in pay while increased emphasis was placed on commission-based sales opportunities. Employees who had built careers around providing quality service found themselves questioning the company’s direction and what those changes would mean for both workers and customers.

Across many industries, private equity acquisitions often bring promises of efficiency and growth. Workers, however, frequently bear the burden: They experience pressure to increase profits, reduce labor costs and prioritize short-term financial returns. The employees at Energy Services worried that the workplace culture they had spent years building was beginning to erode.

Those concerns extended beyond long-time employees. Veterans of the company felt a responsibility to protect newer coworkers from further reductions in pay, benefits or workplace stability. What began as conversations among trusted coworkers quickly grew into something larger.

Workers spoke openly about the challenges they faced and the future they wanted to create. Rather than focusing solely on individual concerns, discussions centered on how, by acting collectively, they could provide stability, fairness and a meaningful voice in workplace decisions.

Worker-to-worker organizing builds workplace power

SMART Local 265 Organizers Jay Jones, Joel Orozco and Mike Powers worked alongside the employees throughout the campaign, providing guidance, resources and organizational support. Behind the scenes, the effort included countless evening phone calls, organizing committee meetings and weekend strategy sessions. The goal was never to speak for the workers, but to help workers build the confidence and structure to help them speak for themselves.

The organizing committee became the engine that drove the campaign forward. Workers routinely dedicated evenings and weekends to planning outreach, discussing concerns raised by coworkers and preparing for the next phase of the campaign. Committee members took ownership of the effort, ensuring every Energy Services worker had the chance to ask questions, share concerns and make an informed decision about representation.

The campaign was built through worker-to-worker organizing.

Employees identified natural leaders within the company and focused on one-on-one conversations. Coworkers listened to concerns, answered questions and shared their experiences. Through those discussions, workers discovered that many of the frustrations they believed were personal were shared throughout the workforce.

As support continued to grow, employees signed authorization cards and built a strong organizing committee. The campaign was grounded in a shared belief that workers deserved a seat at the table when decisions affecting their lives were being made.

Management responded with an extensive anti-union campaign.

Employees attended “voluntary” meetings and participated in one-on-one discussions designed to discourage support for union representation. Week after week, workers were presented with reasons why they should reject their union.

By that point, however, the campaign had become about something more than any meeting or presentation.

Years of shared experience had created bonds that could not easily be broken. Employees continued discussing the campaign after meetings, comparing information, and keeping their focus on the issues that had inspired them to organize in the first place.

Throughout the campaign, workers demonstrated remarkable courage. A union campaign is never easy, particularly when management actively opposes it. Yet employees remained focused on securing collective power and protecting the workplace they had helped build.

On May 6, 2026, those efforts paid off.

A worker win in Naperville

When the ballots were counted, the workers voted overwhelmingly in favor of representation by SMART Local 265. The final tally of 17-3 reflected not only support for union representation, but also the strength of the relationships that had fueled the campaign from the beginning.

The Energy Services victory serves as a reminder that successful organizing campaigns are built on solidarity, commitment and workers looking out for one another.

This campaign was not simply about wages, commissions or workplace policies. It was about a group of employees who refused to stand by while decisions affecting their futures were made without them. It was about long-time coworkers protecting one another and ensuring that newer employees would have the same opportunities and stability they had worked for years to create.

Most importantly, it demonstrated a simple truth: When workers stand together, they can shape their own future.

Collaboration between the SMART International Association and Local 441 led to the hiring of a retired steward at Ingalls Shipbuilding in Missouri as a subsidized organizer. That, in turn, helped spark a successful internal organizing campaign that won workers a momentous contract — demonstrating the power of organizing from coast to coast.

In March 2026, SMART Local 441 reported on a momentous victory at Ingalls Shipbuilding in Pascagoula, Mississippi. In a so-called “right-to-work” state — where workers making less and having less collective power is somehow defined by state law as a good thing — a concerted organizing push helped members at the shipyard win a collective bargaining agreement with stellar pay gains, shift premiums of 10%, and an additional 5% for combination workers.

A key to that victory? Collaboration between the SMART International Association and the local union, leading to the hiring of an organizer who knew the workplace well.

Pictured: Local 441 Business Manager Thomas E. Fisher II presents Lake with an award recognizing his dedication to our union.

In May of 2025, Local 441, with the help of SMART Director of Organizing Jason Benson and then Regional Director Josh Garner, requested a subsidy from the SMART IA to hire member John Lake to help increase the percentage of the Ingalls shipyard workers paying dues to SMART. Local 441 has a bargaining unit size of 650 workers at Ingalls; in May 2025, the percentage of this group who were members of SMART had fallen below 60%.

SMART General President Michael Coleman and the General Executive Council approved the subsidy to allow Local 441 to hire Lake. Brother Lake, a long-time member and shipyard steward for Local 441, had recently retired. However, when called upon to help rebuild the percentage of organized workers at Ingalls, he answered the call!

In a 12-month timeframe, Lake, along with Local 441’s team of representatives, organizer and stewards, was able to restore the percentage of organized workers at Ingalls Shipbuilding to above 80%, the highest percentage of all of the crafts at the shipyard covered by a Metal Trades collective bargaining agreement.

Local 441 honored Lake’s hard work at a recent union meeting by presenting him with a plaque recognizing his love and dedication to our union.

Great work, brother!

For SMART members, organizing goes beyond bringing new brothers and sisters into our union. It’s about winning the work that members rely on.

A recent example from SMART Local 73 (Chicago and Cook County, Illinois) showed just how important that is. Through coordinated job action, strategic market recovery efforts and strong teamwork from members and staff, Local 73 successfully reclaimed multiple Home Depot rooftop unit replacement projects from a non-signatory contractor and secured the work for a Local 73 union contractor.

The effort began when Business Agent Dave Brown learned that non-signatory contractor Helios was performing rooftop unit replacement work at Home Depot locations within Local 73’s jurisdiction. Local 73 immediately mobilized, monitoring locations and gathering information on upcoming projects.

After identifying a project in Homewood, Illinois, Local 73 established an area standards picket. The crane company honored the picket line, preventing the work from moving forward. Following discussions between Local 73 representatives and Helios management, the project was reassigned to Diversified Construction Group, a Local 73 signatory contractor, which successfully completed the work.

The victories did not stop there.

Shortly afterward, a recently organized Local 73 member provided critical information after overhearing Helios employees discussing another upcoming Home Depot project. Acting on that information, Local 73 began researching and canvassing Home Depot locations throughout the jurisdiction. Those efforts led the local to a second project in Chicago.

When the work was scheduled to begin, Local 73 once again established an area standards picket. The crane company again honored the picket line, and Local 73 officers, organizers and business agents committed to maintaining a continuous presence at the site. For three days, Local 73 representatives worked around the clock, rotating shifts and maintaining pressure while discussions continued with Helios and Home Depot representatives.

The persistence paid off.

Following sustained communication and job action, the second project was also reassigned to Diversified Construction Group, securing additional work opportunities for Local 73 members and signatory contractors.

Perhaps the most significant outcome came after the project was resolved. Through discussions with Home Depot executives, Local 73 opened the door to future conversations regarding the use of Local 73 signatory contractors for Home Depot projects throughout Cook and Lake Counties. While those discussions are ongoing, they represent a potential opportunity to expand market share and create long-term work opportunities for Local 73 sheet metal workers.

This success story demonstrates the power of a coordinated union effort. From business agents, organizers and local leadership working together in the field, to a recently organized member providing valuable information that led directly to another project recovery, every level of the organization played a role in the outcome.

Through vigilance, communication and a willingness to act, Local 73 was able to protect market share, secure work for signatory contractors and create new opportunities for future growth. That’s why we organize!

By Shane Vermilye, SMART International organizer

Local 33 (Northern Ohio, West Virginia) has started 2026 with strong organizing momentum, signing six new contractors to date and continuing to grow the local’s market share across multiple districts. These victories are especially significant in West Virginia, where organizing success in a “right-to-work” state requires persistence, relationship-building and commitment from the local’s staff and potential new partners.

And while these wins are tough to achieve, they lead directly to more work opportunities and strengthened collective power for members and families.

One of Local 33’s biggest wins came early in the year in the Parkersburg District, where we signed RW Miller after nearly a year of organizing efforts, meetings and relationship-building. This success brought 17 new members into Local 33 and strengthened our position in the residential market throughout the region.

We also secured agreements with two additional residential contractors, adding seven new members at each company. One contractor was organized in the Charleston District and the other in the North Central District, further expanding Local 33’s union residential presence and creating new opportunities for members in both markets.

Another major milestone came from a long-term organizing effort. Back in 2022, Local 33 organized Wood Commercial and welcomed them into our union family. After experiencing the benefits of being a successful union contractor, the company made the decision to bring its residential company, Wood Heating and Air Conditioning, into Local 33 as a signatory contractor this year. This achievement demonstrates the value of our partnership with contractors and the strength of the union business model.

These organizing victories are helping Local 33 grow our membership, strengthen market share and create more opportunities for sheet metal workers throughout our jurisdiction. We look forward to building on this momentum throughout the rest of 2026.

The union difference isn’t just something that pays off in better pay, safer working conditions and stronger benefits for union members. Study after study shows that unions raise pay and living standards across entire regions, for both union and nonunion workers alike. When union density is high — when SMART signatory contractors have a greater share of the local market, for example — everyone benefits.

That’s why organizing is so important, and why SMART works constantly to bring signatory contractors into every state and province of North America. A recent victory in Vermont demonstrated how that work pays off in practice.

SMART Local 63 faced a critical challenge in the state when its only commercial HVAC signatory contractor closed following the passing of the owner. This left six building trades members without a place to work and created a gap in union market presence in a region already dominated by nonunion contractors.

Recognizing the urgency, Local 63 took immediate action. The local began reaching out to contractors and members to gauge interest in purchasing the company. While those efforts did not result in a sale, they helped identify broader opportunity in the region. With ongoing work tied to the University of Vermont, GlobalFoundries and multiple projects in Burlington, the demand for skilled, UNION labor remained strong.

Building a new path forward

Local 63 shifted its strategy toward bringing in an established signatory contractor. After meeting with John W. Danforth Company, a signatory contractor based out of Buffalo, New York, the local initiated discussions about entering the Vermont market. Local 63 committed to supporting Danforth by identifying and supplying qualified workers and demonstrating the value of establishing a presence in the area.

At the same time, Local 63 began advertising for workers, developing lists of potential new members and strengthening relationships with existing signatory partners, including GDS, a powder coating duct company. These efforts helped build a pipeline of vetted workers ready to support incoming work.

Securing work and expanding opportunities

Danforth soon secured a major retail and residential project in downtown Burlington, creating an immediate need for workers. Local 63 successfully supplied qualified workers to meet those demands, reinforcing confidence in the local’s ability to deliver — and putting members on the job.

With continued collaboration between Local 63, Danforth and GDS, efforts expanded to pursue additional work across the region. Danforth recognized both the available market and the local’s proactive efforts in securing projects and workforce.

Establishing a union presence

Following several successful engagements, Danforth made the decision to open a shop in the Burlington area, marking a significant milestone for Local 63. A grand opening event introduced the company to the local market and signaled a renewed union presence in the region.

In addition, Local 63 worked with Danforth to establish a new collective bargaining agreement tailored to Vermont, ensuring union contractors could remain competitive with open shop competition.

Measurable growth and long-term impact

In just six months, Local 63 transformed a challenging situation — one that left members without work and a region without reliable union contractors — into a major organizing success:

  • Grew from six members without a contractor to approximately 18 active workers
  • Secured two active signatory shops in the region
  • Established ongoing work across Burlington, GlobalFoundries and the University of Vermont
  • Created a competitive framework for future union growth in the state

This success demonstrates the power of strategic partnerships, proactive organizing and workforce development. By identifying opportunity within a crisis and working collaboratively with contractors, Local 63 was able to rebuild its presence, expand opportunities for its members and reintroduce union competition into a previously open shop-dominated market.

Local 63’s efforts stand as a strong example of how organizing and contractor engagement can drive meaningful growth and long-term success: benefiting a local community, a signatory contractor, SMART members and Burlington families.

Union membership changes the lives of entire generations — often within the same family. The Johnson family out of SMART Local 24 (central Ohio) is proof, demonstrating the long-term impact of organizing, mentorship and generational growth.

Kevin Lyle Johnson Sr. was organized into Local 24 in 2007 from a non-signatory contractor in Cincinnati. Through hard work and dedication, he advanced from welder to foreman and ultimately became a part-owner of Peck Hannaford & Briggs, a signatory contractor in Local 24’s jurisdiction.

His journey laid the foundation for the next generation.

Kevin Lyle Johnson Sr., second from right

Building the next generation of SMART leadership

Johnson’s son, Kevin Lyle Johnson Jr., followed a similar path rooted in discipline and leadership. After excelling in trade school and beginning his apprenticeship at Local 24, he served in the United States Army as an Airborne Infantryman, including a deployment to Afghanistan. Upon returning home, he completed his apprenticeship and continued to grow within the trade.

In 2025, Kevin Jr. stepped into a foreman role while taking the next major step in his career: launching his own company, Johnson Metal Works LLC. Based in Northern Kentucky, the sheet metal fabrication business specializes in custom ductwork and precision metal solutions. Since its founding, the company has grown to a team of 10 employees, serving contractors throughout Kentucky and Ohio.

The Johnson family’s impact does not stop there. Another one of Kevin Sr.’s sons, Dylan Johnson, is currently in the Cincinnati apprenticeship program and is scheduled to top out this year, continuing the family’s strong presence in the union sheet metal workforce.

Kevin Lyle Johnson Jr., left
Dylan Johnson, completing his apprenticeship in September 2026, furthest left

The union difference

This story represents a full-circle organizing win — and what the union difference means in practice for entire generations. What began with organizing a single worker from a non-signatory contractor has evolved into a signatory contractor owner, a second-generation business and continued membership growth.

It also highlights SMART’s broader impact, beyond collective bargaining, better pay and stronger benefits. From apprenticeship training to leadership development and contractor support, SMART creates opportunities for long-term careers, business ownership and life-changing success across entire families.

A model for growth

The Johnson family’s story is a clear example of how investing in members can lead to lasting growth for the entire organization. By recruiting and training skilled workers, supporting leadership and fostering pathways to business ownership, SMART Local 24 continues to strengthen both its membership and its contractor base.

One new member led to a new signatory contractor, generations of SMART members and a stronger future for the trade in Ohio and Northern Kentucky. That is why we organize!

Good partnerships in the union sheet metal industry don’t happen by accident. They’re built the same way anything worth a damn is built: with time, trust and hard work.

That’s exactly how things got rolling between Local 12 (Pittsburgh, Pa.) and Avalotis Corporation.

Back on October 14, 2025, Local 12 Business Manager Geoff Foringer connected the local with Chris Avalotis, owner of Avalotis Corp. Chris isn’t new to the skilled trades, and he knew what he was looking for. Avalotis Corp started as a family painting business more almost 60 years ago, in 1967. In the decades since, the company has grown into a multi-trade operation, taking on jobs across the country.

During the conversation with Foringer, Chris made it clear what he needed: skilled workers who could deliver on architectural work at a higher level. While his company was already performing that work, he saw something different in what Local 12 brings to the table.

About a week after the first meeting between Avalotis and Local 12, the conversation moved from the phone to the field.

On October 23, Foringer and Local 12’s Chris Weist sat down with Avalotis reps to talk shop — what Local 12 can do, where the local fits, and how SMART can help Avalotis get the job done right. The focus was simple: show the company the value of trained, union sheet metal workers when it comes to architectural applications.

The foundation was set for the potential partnership to grow.

“During this meeting, we outlined how Local 12 could serve as a strategic partner and addressed questions regarding our capabilities,” said Weist. “Avalotis expressed strong interest and requested a follow-up visit to tour the training center and learn more about our programs. Plans were made to prepare a contract in anticipation of that visit, with the goal of executing it at that time.”

Of course, like any job, there were a few starts and stops.

On November 11, 2025, Chris reached out to say they’d reconnect after Thanksgiving. That was no problem for Local 12. The lines stayed open: calls, emails and steady communication, “allowing both parties to further develop the relationship and build mutual trust between Local 12 and Avalotis Corporation,” Weist said.

That’s how trust gets built in this business.

Fast forward to March 9, 2026. Business Agent Joe Schueler and Weist met with Chris and Art Avalotis for a full facility tour and to talk next steps. What came out of that meeting was big:

  • Avalotis is working nationwide
  • They’re planning to partner with SMART sheet metal locals across multiple regions
  • They’re actively looking to bring in more union workers  

And it wasn’t just talk. The company is already looking to put Local 12 members to work, starting with a roofing project in Aliquippa, said Weist. On top of that, the company is feeling good about landing insulation and lagging work at a huge project near Homer City, which could mean even more opportunities for SMART sheet metal workers.

All the groundwork paid off on April 6, 2026. Art Avalotis sat down with Foringer and Business Agents Schueler, Dave Boyd and Kodee Bailey to make it official, signing the contract with Local 12.

With ink on paper, the conversation shifted to where it belongs: putting members to work.

Plans are already underway to staff upcoming projects, both locally and nationwide, getting Local 12 members on the job and expanding opportunities across the board. That means:

  • More job opportunities
  • Travel work potential
  • Stronger union presence across multiple jobsites
  • Work that matches our training and skill level

When contractors recognize the value of union labor, everybody wins. And this partnership? It’s just getting started.

That’s why we organize!