While this is an older article (AFL-CIO weblog) , it is a very interesting one as far as i can tell while reading around the net that ALL COSTCO workers are paid at least $11 an hour to start , thats Union and Non-union , while only about 18% are represented by the IBT (Teamsters) they are a great alternative to Wal-Mart in my eyes, as a matter of fact the CEO was a great proponent of the increase in the minimum wage , I'm gonna go get a membership tomorrow , also below is another good place to shop "Stop & Shop" in New England who agreed to a nice package for their employees , while Safeway, Fred Meyer ,Albertsons and Supervalu are and have taken a hardline against their Union , more on that eventually as the story unfolds . great tidbit from the bottom article here - The average annual salary for these grocery chain’s CEOs is about $9-million. That’s roughly 500 to 1.

so enjoy , shop at COSTCO and Stop&Shop knowing their employees are earning a living wage in todays America .

From :

Costco CEO Says Higher Minimum Wage Means ‘Better Jobs and Wages’

by Mike Hall, Jan 31, 2007

Opponents of a clean bill to the raise the minimum wage—which is at its lowest buying power in more than 50 years—claim that without a multibillion dollar tax break lifeline, the nation’s business community faces economic disaster. We are not the only ones who say that is balderdash.

Jim Sinegal, who founded the discount chain Costco Wholesale Corp., told The Washington Post yesterday that it makes good economic sense to raise the minimum wage.

The more people make, they better lives they’re going to have and the better consumers they’re going to be. It’s going to provide better jobs and better wages.

Sinegal is part of a group of business leaders we told you about last week who say it’s time to raise the minimum wage—Business Owners and Executives for a Higher Minimum Wage. Chuck Collins, a senior economist for the Institute for Policy Studies, has more on the business group Tompaine.com.

The Costco chief certainly knows what he’s talking about. His successful venture, launched in 1983, now has 130,000 workers and operates 504 stores, where the average worker makes $17 an hour and the lowest-paid earns $11 an hour. It’s good business sense says Sinegal.

In my view, some of these industries that pay minimum wage are constantly turning their people over. They spend more on turnover than they would in paying the additional wages.

The Republican minority in the Senate used a “filibuster by amendment” to kill a House-passed, clean minimum wage bill to boost the decade-old $5.15-an-hour federal minimum wage to $7.25. With the addition of more than $8 billion in tax cuts, they’ve agreed to move to a final vote on a wage increase, likely tomorrow. But the bill still must be reconciled with the clean House bill and House leaders say billions of dollars in business tax gifts don’t belong on a minimum wage bill.

 

From: http://www.lightupthedarkness.org/

Friday, Mar 16th, 2007

Costco Values Labor Over Leisure

Posted by sandy under Miscellaneous , Human Rights

There are two grocery stores in my small town, both represented by the same UFCW Local 555. It’s contract negotiation time, which seems to be a better kept secret than Valerie Plame ever was. Not one article in any local newspaper, nothing on the local news. I hope they don’t find themselves in a position of needing public support because the public doesn’t seem to know they exist. This sort of thing makes it harder and harder to explain to young people why they should pay union dues to get the exact same minimum wage and benefit non-union workers receive, let alone the community who hears the union voice even less.

What that young worker doesn’t know are the hurdles the union negotiator has to jump before they can even begin talking about wage increases. The 41 “proposals” Safeway, Fred Meyer and Supervalu bring to the table include:

Future Stores Would Be NonUnion
Overtime Would Be Eliminated for over 8 hrs. in a day / 32 in a holiday week and 6th day
Christmas Day Would become the company’s option
Maximum Pay Of only 60 days in the event of wrongful firing
Elimination Of a variety of pay and leave benefits for new hires; management’s method of attempting to disillusion new workers by getting old workers to throw them overboard.

It’s no wonder novice workers are intimidated and discouraged by the process.

It doesn’t have to be that way though. On this very day, the UFCW in New England accepted the Stop & Shop contract with employees receiving a $25 a week raise this year, and $20 next year and the year after. Health care benefits will be extended to part time workers who put in just 15 hours a week.

Costco also announced its wage increase,

“When the raises kicked in March 8, scale for service assistants, such as parking lot attendants, was bumped up to a range between $11 and $18.30 an hour from the $10 to $17.50 previously paid. For service clerks, including cashiers, the scale range increased to between $11.50 and $20 an hour compared with $10.50 to $19.17 before.

At the top of the scale, which typically takes about four and a half years, employees will receive an “extra check” of at least $2,200 every six months.

The last time Costco raised entry-level wages was six years ago. “We always want a wide gap between us and the competition,” Coscto’s CFO Richard Galanti told the Seattle Post Intelligencer. “It shows in the quality of our employees…It’s what our founders want to do in paying a family wage.”

These increases came over the loud objection of the leisure class – er, stockholders. They continue to demand strict adherence to the belief that “companies should be primarily working for their behalf”. I suppose I’d say that too if I could do absolutely nothing and still have the money flow in. A company can’t bankrupt itself for the benefit of the employees, no doubt; but neither should they pass the cost of labor on to the taxpayer who subsidize the employees’ food, energy, housing and health care.

Truth be told, if they were to consider business health in the long term, they’d realize the economy cannot thrive when 1/3 of all US workers earn less than $11 an hour. Costco is working on the Henry Ford principle, the worker has to earn enough to buy the product. It also might be beneficial for these concerned shareholders to remember how much a strike costs. The 2004 strike in Southern California cost Safeway $412 million dollars. Lifting entry level wages at Costco will only cost $3 million a month. Seems like a smart economic move to me.

Let’s hope Local 555 can get Safeway, Fred Meyer and Supervalu to think living wages are the smart move too.

From:

heres an older story about COSTCO Vs. Wal-mart

The Costco Challenge: An Alternative to Wal-Martization? (July 5, 2005)

by Moira Herbst

Critics believe that Wal-Mart should play the role General Motors played after World War II… [and] establish the post-world-war middle class that the country is so proud of. The facts are that retailing doesn’t perform that role in the economy. Retailing doesn’t perform that role in any country.
—Wal-Mart CEO Lee Scott, April 2005

To workers and union leaders, it is a familiar refrain. These days, the story goes, consumers demand low prices, meaning goods must be produced and sold cheaply — and retail wages must be kept as low as possible. Companies like Wal-Mart insist they’re feeling the squeeze and must pay workers poverty wages — even while netting $10.5 billion in annual profits and awarding millions to top executives.

But there’s another company that is breaking the Wal-Mart mold: Costco Wholesale Corp., now the fifth-largest retailer in the U.S. While Wal-Mart pays an average of $9.68 an hour, the average hourly wage of employees of the Issaquah, Wash.-based warehouse club operator is $16. After three years a typical full-time Costco worker makes about $42,000, and the company foots 92% of its workers’ health insurance tab.

How does Costco pull it off? How can a discount retail chain pay middle-class wages and still bring in over $880 million in net revenues? And, a cynic may ask, with Wal-Mart wages becoming the norm, why does it bother?

A number of factors explain Costco’s success at building a retail chain both profitable and fair to its workers. But the basic formula is one the labor movement has been advocating for decades: a loyal, well-compensated workforce means a more efficient and productive one.

The Union Difference
Though only about 18% of Costco’s total workforce is unionized, union representation creates a ripple effect and helps determine labor standards in all stores. The Teamsters represent about 15,000 workers at 56 Costco stores in California, New York, New Jersey, Maryland and Virginia. Workers are covered by West coast and East coast contracts, negotiated in February and April of last year.

“The agreements lock in wage and benefits packages that are the highest in the grocery and [discount] retail industries,” said Rome Aloise, chief IBT negotiator for Costco and Secretary-Treasurer of Local 853 in San Leandro, Calif.

Costco passes on similar compensation packages to its non-union workers; the contracts act as templates for other stores’ employee handbooks.

“The union contracts raise the bar and set the standard for all employees,” explained Aloise. “Still, while the company extends wage and pay raises to non-union employees, only union members enjoy benefits like seniority-based promotions, a grievance procedure and minimum hours for part-time workers,” he added.

The Payoff of Better Pay
Strong union representation isn’t the only reason Costco jobs are so well compensated; the company itself has an unusually forward-looking corporate philosophy.

Costco CEO Jim Senegal has said: “We pay much better than Wal-Mart. That’s not altruism. It’s good business.”

Chief Financial Officer Richard Galanti explained: “From day one, we’ve run the company with the philosophy that if we pay better than average, provide a salary people can live on, have a positive environment and good benefits, we’ll be able to hire better people, they’ll stay longer and be more efficient.”

A 2004 Business Week study ran the numbers to test Costco’s business model against that of Wal-Mart. The study confirmed that Costco’s well-compensated employees are more productive.

The study shows that Costco’s employees sell more: $795 of sales per square foot, versus only $516 at Sam’s Club, a division of Wal-Mart (which, like Costco, operates as a members-only warehouse club). Consequently Costco pulls in more revenue per employee; U.S. operating profit per hourly employee was $13,647 at Costco versus $11,039 at Sam’s Club.

The study also revealed that Costco’s labor costs are actually lower than Wal-Mart’s as a percentage of sales. Its labor and overhead costs (classed as SG&A, or selling, general and administrative expenses) are 9.8% of revenues, compared to Wal-Mart’s 17%.

By compensating its workers well, Costco also enjoys rates of turnover far below industry norms. Costco’s rate of turnover is one-third the industry average of 65% as estimated by the National Retail Foundation. Wal-Mart reports a turnover rate of about 50%.

With such rates of employee retention, Costco’s savings are significant. “It costs $2,500 to $3,000 per worker to recruit, interview, test and train a new hire, even in retail,” said Eileen Appelbaum, Professor at Rutgers University’s School of Management and Labor Relations. “With Wal-Mart’s turnover rate that comes to an extra $1.5 to $2 million in costs each year.”

Other analysts of the retail industry agree that happier, well-compensated workers help generate bigger profits. George Whalin, president of Retail Management Consultants in San Marcos, Calif., disagrees with many of Wal-Mart’s critics, but said: “There’s no doubt Wal-Mart and many other retailers could do a better job taking care of their employees. The best retailers do take care of their employees — Nordstrom’s, Costco, The Container store — with fair pay, good benefits and managers who care about people. You have fewer employee issues, less turnover and more productivity. It lessens costs to the company.”

Still, Wall Street analysts intent on cutting up-front labor costs tend to frown upon Costco’s model. “Costco’s corporate philosophy is to put its customers first, then its employees, then its vendors and finally its shareholders. Shareholders get the short end of stick,” said Deutsche Bank analyst Bill Dreher.

But Costco’s stock has quadrupled in the past ten years, and has in the past year inched closer to Wal-Mart’s per-share-price. In fiscal year 2004, Costco recorded record sales and earnings. While Wal-Mart continues to profit and expand, its stock has lost value — in recent months it is 16% off its 52-week high — as sales have been more sluggish as gas prices cause customers to cut back on driving to and from the store. The negative publicity around the company has also caused some damage.

Of course, other factors besides low turnover and employee productivity are responsible for Costco’s efficiency. The company has a wealthier customer base than Wal-Mart’s; these customers buy higher-margin goods, purchase in bulk and have steadier spending habits. Costco also saves millions because it does not advertise.

More Than Hot Air
Besides the efficiency of its workforce, another reason Costco can afford to pay more is that it cuts the fat from executive paychecks. The overall corporate philosophy is that workers deserve a fair share of the profits they help generate — not just a pat on the back or a new job title like “associate.”

For example, while CEOs at other major corporations average 531 times the pay of their lowest-paid employees, Sinegal takes only 10 times the pay of his typical employee. His annual salary is $350,000, compared to about $5.3 million awarded to Wal-Mart’s Lee Scott.

After California Costco workers ratified their Teamster contract last March, CEO Jim Sinegal said Costco workers are “entitled to buy homes and live in reasonably nice neighborhoods and send their children to school.”

That the company’s stated ideals match up with workers’ paychecks helps explain employee loyalty at Costco.

Originally from El Salvador, 28-year-old Cesar Martinez has worked at a Redwood City, Calif. Costco for 10 years, serving as a Teamster shop steward for seven years. His pay is now up to $19.42 an hour, which he estimates brings him $43,000 per year.

“There’s a feeling here that the company takes care of its employees and wants to share the profits. We feel compensated fairly,” Martinez said.

“I’ve stuck with it so long because I like the job. And the salary is solid and we have a pension that gives me security into the future. That’s important to me,” he added.

By contrast, some Wal-Mart employees experience the supposed care for “associates” as empty rhetoric. Forty-two-year-old Rosetta Brown, a Sam’s Club employee in Chicago, Ill., for example, stands back each morning when managers and associates gather for the Sam’s Club cheer.

“I refuse to do it,” she said. “I don’t believe the company lives up to what they’re cheering for,” she said.

Rosetta, mother to five children ranging in age from three to 25, does not feel well compensated at $11.34 per hour after five years. She is also suing Wal-Mart, parent company to Sam’s Club, for costs associated with a herniated disc she suffered when she said she was locked in while working the night shift.

Twenty-seven-year-old Jason Mrkwa, who works as a frozen foods stocker in Independence, Kansas, also stands back when it’s cheer time at his store. But he insists he doesn’t hate Wal-Mart: “I’m not another disgruntled employee. I like my job. I just feel cheated with the pay I get.” He started at $7 per hour five years ago, and now makes just $8.53 per hour.

Julie Molina, 38, has worked at Costco’s South San Francisco store for 19 years. “People stick around — most people in my store have been there ten years more. No one in retail makes as much as we do. Plus it’s a good working environment.”

Molina attributes the positive working environment in large part to the Teamsters’ presence. “It works really well now. When problems arise management comes to the union for advice. But without the union I’m not sure what would take place. Would they treat us like Wal-Mart treats its workers? You hear horror stories,” she said.

Of course Costco is not paradise — “On a local level, some managers don’t play fair — they might harass workers, fire them unreasonably or pattern bonuses unfairly. That’s where union representation is the real advantage,” explained Rome Aloise.

Into the future, the question will be which model of employee compensation predominates in retail — the high road of Costco or the low road of Wal-Mart.

“When companies like Wal-Mart are setting the standard, we have to ask: Do we want to live in a country where the largest employer pays below poverty-level wages, whose workers cannot afford health care?” says Paul Blank, chief spokesperson of Wake Up Wal-Mart, the United Food and Commercial Workers’ new campaign to change the company’s practices. “Or do we want Americans to enjoy a decent income and a sense of security in return for their work?”

 

Costco v. Wal-Mart: How They Stack Up

Global Workforce
Wal-Mart: 1.6 million associates
Costco: 113,000 employees

U.S. Workforce
Wal-Mart: 1.2 million
Costco: 83,600

U.S. Union Members
Wal-Mart: 0
Costco: 15,000

U.S. Stores
Wal-Mart: 3,600
Costco: 336

Net Profits (2004)
Wal-Mart: $10.5 billion
Costco: $882 million

CEO Salary + Bonus (2004)
Wal-Mart: $5.3 million
Costco: $350,000

Average Pay
Wal-Mart: $9.68/hour
Costco: $16/hour

Health Plan Costs
Wal-Mart: Associates pay 34% of premiums + deductible ($350-$1,000)
Costco: Comprehensive; employees pay 5-8% of premiums

Employees Covered By Company Health Insurance
Wal-Mart: 48%
Costco: 82%

Employee Turnover (estimate)
Wal-Mart: 50%
Costco: 24%

Sources: Wal-Mart, Costco, Business Week, Forbes.com

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that website is now known as www.workinglife.org which i also found this little tidbit

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The [Bread] gap between CEO salaries and worker salaries

by ShareTheSuccess
Wednesday 18 of July, 2007

What if there was a way to physically represent the difference between the average Grocery store CEO's salary and the average Grocery store worker's salary? What would that look like?

The members of Washington State's United Food and Commercial Workers Local Union 21 decided to find out. If one loaf of bread represents what workers make, how many loaves of bread do CEOs make?

The average grocery worker’s hourly wage ($13) multiplied by the average 26-hour work week is roughly $18-thousand a year. Meanwhile, Safeway, Albertsons’ and Kroger (parent company of QFC and Fred Meyer) paid their CEOs over $27-million last year. The average annual salary for these grocery chain’s CEOs is about $9-million. That’s roughly 500 to 1. To let everyone see the actual difference, the workers posted the filmed event on YouTube. http://www.youtube.com/watch?v=RfQ_667f6z0 The daunting music in the background only adds to the sad feeling one gets while watching the loaves pile on. It truly is time to share the bread and share the success.