The CLR Story
CLR Construction Labour Relations Association of Saskatchewan Inc. was formed in 1993 to effectively represent contractors working in Saskatchewan on a union-only basis.
At that time, the only labour relations organization unionized contractors could join was an organization with a membership made up mainly of contractors that worked on a non-union basis. CLR offered unionized contractors the opportunity to effectively manage labour relations in the unionized construction sector.
In, 1993, CLR was designated as the exclusive bargaining agent for unionized contractors in 16 trade divisions within the Province of Saskatchewan. With this designation, CLR became responsible for negotiations on behalf of all unionized contractors.
Since the 1993 designation, CLR has carried out its mandate as the employer representative in labour relations in both bargaining and contract administration and industry development.
CLR works on behalf of its members and the unionized industry to develop a new approach to labour relations.
CLR continues to add new contractors to its membership as the importance of an organization representing the unionized industry gains wider acceptance.
The objectives of the Association are to seek to be the Representative Employer
Organization on behalf of unionized contractors in various Trade Divisions
for the purpose of coordinating bargaining with trade unions or Council of
trade unions, and to:
Consider and adopt methods of promoting and regulating sound labour relations
Establish policies for the uniform content, administration, and interpretation of collective bargaining agreements;
Assist its members in the resolution of any dispute between a member and any trade union or trade unions;
Develop policies and programs to encourage labour stability;
Advise on grievances and to assist or represent a member at its request in any arbitration or other matter or proceeding which is of interest or concern to the Association;
Establish and maintain labour/management forums to develop common goals and to foster understanding;
Conduct research, compile and distribute statistical information, and to take part either itself or in cooperation and jointly with others in considering and making representations with respect to legislation or regulations that may be issued by any duly constituted authority and to engage technical and professional assistance to enable the Association to take part in presentations of submissions at hearings before such authorities;
Promote the development of worker trade skills and certification of skills levels to maintain the highest standards;
Promote and encourage healthy working and living environments and to join with other organizations to develop programs for safety instruction and certification;
Develop marketing strategies for the benefit of unionized contractors and union workers in a free market economy;
Promote the recognition of and development of management personnel and unionized workers as human resources;
Promote the benefits of a Jurisdictional Assignment Plan to owners, contractors, unions and workers alike;
Actively seek out and disseminate technology throughout the unionized construction industry;
Encourage active participation of all unionized construction employers in the Association; and
Initiate and maintain liaison with other industries and employer groups with similar aims and goals.
CLR Member Services and Industry Development
In addition to acting as the employers' organization for industry negotiations, CLR provides a range of services to its members and represents the unionized industry by serving on a number of committees and associations.
CLR offers support and assistance to its members in dealing with a wide range of labour relations and unionized construction issues.
CLR promotes unionized construction through its participation in organizations such as the National Construction Labour Relations Alliance, and CODC Construction Opportunities Development Council Inc. CLR also represents the unionized industry in presentations to government at all levels.
The Construction Industry
Labour Relations Act, 1992
The Construction Industry Labour Relations Act, 1992 provides for province-wide negotiation of agreements and for representation of unionized contractors in a trade division by an employers' organization.
The Construction Industry Labour Relations Act was designed to bring about uniform agreements amongst unionized contractors throughout the province.
The Act insures funding is available for collective bargaining, contract administration and industry development. All unionized contractors pay a fee to the employers' organization based on the number of hours worked by unionized employees in Saskatchewan.
A Super Success Story in the Saskatchewan Construction Industry
This ad was placed by Weyerhaeuser and CODC. Some of the text is reproduced below, or you can click on the image to download the full-size pdf.
Weyerhaeuser’s Wood Waste & Low Odour Project at the Prince Albert Pulp & Paper Mill was a three-year, $300 million project that has been completed three months ahead of an aggressive schedule, under budget, and without a lost-time injury in over 2.5 million work hours. This may be a record-setting achievement for a major construction project in North America.
This extraordinary business achievement was the result of new initiatives to achieve excellence in project delivery. In addition to real partnering with stakeholders, the most crucial and unique of these initiatives was the level and frequency of communication between project and construction management and labour.
The Wood Waste & Low Odour Project established a high degree of trust and cooperation among the participants. This included full labour cooperation with the project substance abuse policy—a key factor in the project’s safety achievement. The “safety without compromise” approach to the workplace was the most important part of the project delivery goals.
The project structure allowed for fast and effective decision making, speedy resolution of problems, and respect and openness among participants. This included communication about the business reasons for project delivery methods and goals—an effective, non-traditional strategy unique to this project!
The result? The final outcome was an extremely high-quality project, completed safely, ahead of time, and under budget— a process and a project unlike any other of this size in Saskatchewan construction history.