refinery workers

By Bronwen Tucker and Kate DeAngelis - Oil Change International and Friends of the Earth - May 2020

In 2015, governments around the world committed to hold global warming to well below 2 degrees Celsius (°C) and to strive to limit warming to 1.5°C by adopting the Paris Agreement. This analysis shows that since the Paris Agreement was made, G20 countries have acted directly counter to it by providing at least USD 77 billion a year in finance for oil, gas, and coal projects through their international public finance institutions. These countries provided more than three times as much support for fossil fuels as for clean energy.

With the health and livelihoods of billions at immediate risk from COVID-19, governments around the world are preparing public spending packages of a magnitude they previously deemed unthinkable. In normal times, development finance institutions (DFIs), export credit agencies (ECAs), and multilateral development banks (MDBs) already had an outsized impact on the overall energy landscape and more capacity than their private sector peers to act on the climate crisis. In the current moment, their potential influence has multiplied, and it is imperative that they change course. The fossil fuel sector was showing long-term signs of systemic decline before COVID-19 and has been quick to seize on this crisis with requests for massive subsidies and bailouts.1 We cannot afford for the wave of public finance that is being prepared for relief and recovery efforts to prop up the fossil fuel industry as it has in the past. Business as usual would exacerbate the next crisis— the climate crisis—that is already on our doorstep.

Read the report (PDF).

By Mindy Isser - In These Times, January 10, 2020

In the early morning hours of June 21, 2019, a catastrophic explosion tore through the Philadelphia Energy Solutions (PES) oil refinery in the southwest section of Philadelphia. The training and quick thinking of refinery workers, members of United Steelworkers Local 10-1, averted certain disaster and saved millions of lives. One month later, on July 21, PES declared bankruptcy—their second in as many years—and began to close down the refinery in the following months, laying off almost 2,000 people with no meaningful severance. According to workers who spoke with In These Times, the refinery stopped running crude oil in early August, although there are fewer than 100 workers who were kept on as caretakers for the waste water and steam generating units.

The fire on June 21 and the mass layoffs that followed impacted more than just the physical site of the refinery and the workers who made it run. It also ignited a debate throughout the city about what would become of the refinery site, which has been in operation for more than 150 years. On the one hand, the explosion underscored the dangers the refinery posed to the community immediately surrounding it, and the city as a whole. On the other, the subsequent closure of the refinery meant that workers were suddenly out of work, with no plan from PES or city officials of how to put them back to work.

This debate, while focused on Philadelphia, reflects much larger questions roiling supporters of a Green New Deal: how to ensure a just transition for fossil fuel workers who lose their jobs, and how to build bonds between unions looking out for their members, and climate organizers trying to stop fossil fuel extraction. Interviews with community organizers trying to curb the refinery’s toxic pollution, and workers laid off from the refinery, indicate that the answers are not easy, but require listening to workers, many of whom are already thinking about climate change—and forced, right now, to deal with the hardships of losing their jobs. In the words of Jim, a former worker who requested only his first name be used due to fear of retaliation, “Fossil fuels need to be phased out aggressively. That being said, I’m in the industry. You can’t just allow the people in that industry to become like the coal miners, just floundering.”

By Mike Wilson - Blue Green Alliance - March 24, 2020

An August 2012 pipe failure and fire at the Richmond, Chevron refinery endangered the lives of 19 workers and caused some 15,000 residents to seek medical attention for symptoms related to smoke exposure. In response, California Governor Jerry Brown launched an interagency refinery working group, which concluded that "improving refinery safety is a goal strongly shared by government, industry, workers, and communities.” The group’s report recommended that the following regulatory changes "be required as soon as possible” in the state’s oil refineries:

• Implement inherently safer systems to the greatest extent feasible;
• Perform periodic safety culture assessments;
• Incorporate damage mechanism hazard reviews into process hazard analyses;
• Conduct root cause analyses after significant accidents or releases;
• Account for human factors and organizational changes;
• Use structured methods, such as layer of protection analysis, to ensure adequate safeguards in process hazard analyses.

Read the report (PDF).

By various - International Transport Federation, et. al., November 2016

In the recent election, Chevron-backed campaigns lost bigtime, despite the $61 million the company has spent to influence California elections since 2009. That’s far more than any other oil company spend in state elections. The report, by the International Transport Workers Federation, was released Nov. 17 at the Chevron gates by a coalition including the Richmond Progressive Alliance (RPA), Alliance of Californians for Community Empowerment (ACCE), Communities for a Better Environment (CBE), and more.

Members of the coalition said the report, The Chevron Way: Polluting California and Degrading Democracy, will educate the public about the corrupting influence of corporate money and alert politicians that they will be judged on whether they act in the public interest or in Chevron’s interest.

In this election, in State Assembly and State Senate races, candidates heavily backed by Chevron lost. In Monterey County, Chevron spent $1.5 to oppose a ballot measure to ban fracking and expanded oil drilling. Despite being outspent 33 to 1, the measure passed.

In Richmond, Chevron sat out this election, having spent $3 million in the last election, when its candidates lost anyway. This year, two additional progressive candidates won seats on the city council and a longstanding Chevron candidate was voted out.

Chevron makes billions in profits from its huge retail and refining business in California, but has aggressively cut tax payments to federal, state and local governments. In 2015, the company paid no net income tax in the US, but instead banked nearly $1.7 billion in tax credits.

In 2015, Chevron had over $45 billion stashed in offshore accounts, including the company’s 211 active Bermuda subsidiaries, and the company’s global effective tax rate fell to below 3%.

Read the report (PDF).

By staff - U.S. Chemical Safety and Hazard Investigation Board, October 2014

An August 6, 2012, release of flammable vapor led to a fire at the Chevron Refinery in Richmond, California. The CSB released three investigation reports into this incident.

This report is particularly sigificant in that it reveals that the refinery workers repeatedly tried to warn the managers and employers of the deteriorating conditions of the refinery's infrastructure (which led to the fire), but were ignored. Knowing this, climate justice activists and organizers can develope relationships with workers in capitalist extractive industries and do the painstaking, tedious work of cultivating relationships and building trust to build a united front against the capitalist class.

Read the report (English PDF).

By staff - US Chemical Safety Board, April 19, 2013

By Berry Weisberg - OCAW 1-591, July 1973
Background Information by Douglas W. Erlandson - USW Local 12-591

On January 21st, OCAWIU President Bob Grospiron called over 4000 Shell OCAW members from 5 oil refineries and 3 chemical plants, out on strike. Then made a nationwide appeal to the public to boycott Shell Oil while the union continued its fight over the right to bargain health and safety issues.

The union was seeking:

• 1) The establishment of a Joint Union-Management Health & Safety Committee
• 2) Wanted the Union committee workers paid while performing official committee duties
• 3) The right to call in independant Health & Safety inspectors
• 4) Access to all Company information on both death and disease rates
• 5) Annual Company medical examinations provided at Company expense

As a tactic for the 1973 strike, OCAW employed the first major "corporate campaign" in U.S. history. OCAW forged alliances with the scientific, academic, environmental and labor communities to fight Shell’s position that it would not bargain over health and safety. The union spent nearly half a million dollars to advertise a nationwide boycott of Shell and to educate the public about the need to protect the health of workers and the communities.

Even though 12 other major oil companies had already signed contracts that provided for the new joint union- management health and safety committees, they assisted Shell by buying their gasoline and blacklisting Shell's strikers. The oil industry's thinking was the new joint H&S committees would get in the way of production and profits.

Shell's corporate spokesman, J.H. Walter called the unions joint H&S committee 'another attempt at featherbedding since the workers could then decide how long they could safely work in the refineries and chemical plants.

Moreover, Shell stated that health & safety was none of the oil workers' business: "We are legally responsible for the health and safety of Shell employees in the workplace and this responsibility cannot be shared". The truth was the oil companies didn't want to give up control in this area.

From 1963-1969, Shell used caged canaries as 'safety devices' at their Houston chemical plant.(true story, no joke!) The canary's job was to detect the presence of carbon monoxide. If the canary died, it was time for the workers to leave. Shell went through a lot of canaries, OCAW was claiming by the time the canary died, the workers would already have been exposed.

The union was also seeking the right to inspect company records and financial reports of the pension funds Shell administered and to be able to grieve the company's arbitrary actions with regard to disability pensions. (The union suspected Shell's pension fund was under funded.) One Anacortes member who worked for Shell for 17 years, was certified by two doctors as being disabled, yet Shell wouldn't allow him disabled benefits even though he met the 15 year employment requirement. For the union, this was an item that needed to be addressed.

The International Representative assigned locally was Virgil Coragliotti, with Representative Tom Burkholder assisting on occasion. Don Yates was the Shell unit chairman and the committee members were Gil Nuessen, Wes Shull, F. D. Ferguson, Bob Melton Sr. Jerry Vrooman was the Local President and Jim Burgess was the financial secretary.

Picket pay was $25 a week. The 1-591 union brothers at General Chemical and Texaco assessed their monthly dues to help support the Shell members. Financial support was also received regularly from the Ferndale OCAW 1-590 local. Because Shell Oil’s daily production was unaffected and they didn’t lose any profits during the strike, the strikers received unemployment benefits under what was then known as the ‘dark plant rule’. Not surprising, Shell Oil later lobbied to get that section of the unemployment law changed.

About a week before the strike Snelsons’ had contracted with Shell to do maintenance work on a recently shutdown furnace. Their plan was to use the Boilermakers union, Local 104 out of Seattle. OCAW had gotten wind of it and a group of about 60 Shell brothers were on site waiting for the 14 building trades members when they attempted to cross the picket line, being led through by Bill Snelson. Several Shell picketers became so upset that they turned over both of Snelsons’ trucks and trailers. At the same time, someone smashed out Snelson's rear window. Out of fear, Snelson romped on the gas throwing John Garner, who was standing in front of him, onto the hood of his car. Garner was able to roll off as Snelson bolted on through. The Sheriff was immediately called.

Fred Nelson, Bob Melton and Charlie Pyburn were identified as the lead individuals involved and were fired. Later, after two days in court, Judge Deierlein had Melton and Pyburn jailed, then sharply criticized Shell management for not maintaining better communications with the union and local law enforcement officials in trying to prevent emotional blow-ups. Later Snelson took OCAW 1-591 to court and won $6700 for the damage done to his vehicles. Shell also fired Virgil Avey for breaking windsphrlds with his picket sign. While the other three were unable to get their jobs back, Fred Nelson was eventually rehired. Old time Union members refer to this incidence as the "Day of the Windstorm."

OCAW also had trouble with the Teamster's Union from Seattle. The same teamster leadership that was scabbing on the United Farm Workers, had ordered their drivers to disregard the picket line established by OCAW. And since there was an injunction limiting the number of pickets to two per gate, the union was unable to do much about the Teamsters pushing through with their trucks.

To keep in the health and safety issue in front of the public, OCAW had teams that traveled the northwest speaking to the news media and public about the need for work place safety. Shell later admitted the mobile speakers bureaus were very effective.

Finally, Shell, in the face of public pressure, bargained a compromised health and safety clause as well as meeting the union's demand allowing the pension fund to be reviewed and grieved if necessary. On June 1st the strike was officially ended.

Download (PDF).