Longshoremen and the US Maritime Alliance Can and Should Find the Win-Win

Divisiveness seems to be the flavor of the day in American politics, but the US Maritime Alliance (USMX) and the International Longshoremen’s Association (ILA) have an opportunity to break from this tiresome tradition. They can either dig in, build their barricades, and blame each other — or they can recognize the power of collaborative solution-building, which is what a win-win looks like. The solution is not about problem-solving but future-building. The question is: do they have the guts to do it?

Once workers walk off the job, a labor dispute transforms into a political football match, and let’s be honest — no one wins. We’ve seen this over and over again in labor history: prolonged conflict, damaged reputations, and financial losses on both sides. Yet, this conflict presents a unique moment for USMX and ILA to redefine labor relations in the 21st century. They stand at a pivotal crossroads where their interests — productivity, profitability, safety, and livability — are not necessarily in opposition but complementary.

Fair Wages: The Foundation of Trust

ILA President Harold Daggett put it bluntly: the wages offered by USMX are “insulting,” especially considering the billions in profits raked in by the shipping industry during pandemic-induced freight booms. Dock workers, he said, “often have to clock in ridiculous amounts of overtime just to stay afloat,” painting a vivid picture of their economic reality.

A hard truth for USMX: underpaying workers in physically demanding roles is penny-wise and pound-foolish. It leads to high turnover, burnout, and worse — strikes. Instead, why not offer competitive wages that reflect inflation and the rigor of dock work? In an industry as essential as shipping, cutting corners with labor isn’t just unethical; it’s economically unsound. Fair pay reduces turnover and boosts productivity. It’s called an investment in human capital, and smart employers know it’s essential for long-term success.

Improved Working Conditions: Prioritizing Worker Well-Being

Safety in the workplace isn’t just a line in a company handbook — it’s a responsibility. Dock work is no desk job; it’s physically grueling and dangerous. If USMX wants to keep the wheels of the shipping industry turning smoothly, they need to prioritize safety as an investment, not a burden.

Better safety equipment, more thorough training programs, and ergonomic adjustments are not just humane measures — they are economically savvy. Fewer workplace injuries mean fewer absences and healthcare costs. Companies that make these investments will see less disruption and lower turnover. So, if we’re looking for a win-win, it’s simple: safer docks equal more productive docks. It’s not just the right thing to do; it’s good business.

Automation: Innovation Meets Security

Now, let’s talk about the elephant in the port: automation. There’s no denying that AI and automated machinery can increase efficiency, and shipping companies are eager to implement these technologies. But here’s the thing: automation doesn’t have to mean “goodbye jobs” if it’s done right.

Daggett and the ILA are understandably wary of automation, seeing it as a direct threat to their members’ livelihoods. The key to a win-win solution here is balance. USMX needs to recognize the value of phased automation — gradually implementing technology while providing retraining programs for workers. This way, automation becomes a tool for progress rather than a harbinger of job loss.

It’s a delicate dance, but one that can be done. With the right job protection policies, retraining programs, and perhaps even severance packages for those displaced, both sides can embrace innovation without tearing down the human foundation of the industry.

Fair Wages: The Foundation of Trust

Let’s be clear: workers aren’t just cogs in a machine — they’re the ones turning the wheels. The more USMX involves the ILA in decision-making, the smoother the process will be. Establishing joint committees to make decisions on scheduling, safety, and automation isn’t just about appeasing the union; it’s about leveraging the knowledge and experience of the people on the frontlines.

Transparency is key to building trust. If workers feel like they’re part of the conversation, they’re more likely to support new initiatives. And that leads to fewer strikes, smoother operations, and ultimately, better profitability for the companies. As I’ve often said, when employees feel valued, they’re more likely to add value.

Flexibility: Meeting Worker Needs, Boosting Efficiency

Let’s talk work-life balance. Dock work is tough, and the long, unpredictable hours add another layer of stress. Offering flexible work schedules isn’t just a nice perk — it’s a necessary one for an industry looking to retain talent. Flexibility can also help USMX during peak shipping periods. By allowing for adaptable scheduling, companies can optimize labor while reducing the risk of burnout.

Profit-Sharing: Aligning Interests

Here’s where it gets interesting. Why not tie compensation to company success? Profit-sharing schemes or productivity bonuses offer dock workers a direct financial stake in their company’s performance. This isn’t just about giving workers their fair share — it’s about aligning their success with that of the company.

Daggett himself has stated that workers simply want a “fair share of the wealth they help create.” What better way to acknowledge that than by letting workers benefit from the fruits of their labor? Productivity goes up, profits go up, and workers’ bank accounts go up. Everyone wins.

Sustainable Workforce Planning: Ensuring Long-Term Success

If you’re not planning for the future, you’re planning to fail. Workforce planning often feels like the neglected child in labor relations, but it’s critical. USMX and the ILA should work together to map out long-term career paths for dock workers, ensuring opportunities for advancement and personal growth.

This isn’t just good for workers; it’s essential for companies too. Skilled, experienced workers are an asset, and retaining them reduces recruitment and training costs. In an industry as vital as shipping, building a stable, satisfied workforce is the best insurance for future profitability.

The Time for a Win-Win is Now

The ILA and USMX have a real opportunity to forge a path forward that balances efficiency, innovation, and worker well-being. It’s not just about resolving a labor dispute; it’s about creating a new model for labor relations in the 21st century. Both sides can emerge stronger from this, but only if they’re willing to focus on solutions, not problems. After all, finding a win-win isn’t about caving to the other side — it’s about building the future, together.