Key Takeaways
- Unifor National President Lana Payne has been appointed to the federal Advisory Committee on Canada‑U.S. Economic Relations and will push for decisive action to safeguard Canadian jobs.
- Payne stresses that more than a year of U.S. tariffs under the Trump administration has harmed Canadian workers and that assertive strategies are needed to sustain and grow the nation’s industrial base.
- Unifor’s three‑way strategy, unveiled during its recent federal lobby week, centres on: (1) “Buy Canadian – Sell Here, Build Here,” (2) worker‑centred industrial strategies, and (3) promoting good, union‑protected jobs.
- The union calls for federal procurement policies that require companies selling in Canada to manufacture domestically, thereby turning purchasing power into job creation.
- Worker‑centred strategies emphasize joint labour‑employer‑government planning, job quality, retraining, supply‑chain resilience, and sustained public investment to fill strategic gaps.
- Unifor insists that public funding must not support employers who undermine union rights and that the government must defend free collective bargaining and the right to strike in federally regulated sectors.
- Readers can review Unifor’s detailed calls to action at the provided link and stay informed via protectjobs.ca for updates on U.S. tariffs and worker‑led initiatives.
Overview of Unifor’s Position on Canada‑U.S. Trade Relations
Unifor, Canada’s largest private‑sector union, has entered a pivotal moment in its advocacy work with the appointment of National President Lana Payne to the federal Advisory Committee on Canada‑U.S. Economic Relations. Payne’s role places her at the heart of discussions that will shape how Ottawa responds to ongoing trade tensions with the United States. In a statement released from Toronto, Payne described the current environment as “consequential,” noting that more than a year of U.S. tariffs and trade aggression under the former Trump administration has already exacted a tangible cost on Canadian workers. She argued that passive or reactive measures will insufficiently protect the country’s industrial base, and instead called for “assertive strategies” that not only sustain existing jobs but also foster growth in sectors vital to Canada’s economic future.
Context of Escalating U.S.–Canada Trade Tensions
The backdrop to Payne’s remarks is a protracted trade dispute that began when the United States imposed a series of tariffs on Canadian steel, aluminum, and other goods, citing national security concerns under Section 232 of the Trade Expansion Act. Although some measures have been rolled back or negotiated away, the uncertainty surrounding future U.S. trade policy continues to loom over Canadian manufacturers. Canadian industries that rely heavily on cross‑border supply chains have faced increased costs, reduced competitiveness, and, in some cases, plant closures or layoffs. Unifor’s leadership contends that these pressures disproportionately affect workers, who bear the brunt of wage stagnation, reduced hours, and job insecurity when firms react to external shocks by cutting labour costs.
Buy Canadian – Sell Here, Build Here: Turning Procurement Power into Jobs
The first pillar of Unifor’s three‑way strategy is a straightforward but potent principle: if a company wishes to sell its products or services in the Canadian market, it must also undertake significant manufacturing or value‑added activity within Canada. Payne articulated this as “Buy Canadian – Sell Here, Build Here,” emphasizing that federal procurement dollars—amounting to billions of dollars annually—should be leveraged to create and retain domestic jobs rather than subsidizing foreign production. By conditioning government contracts and incentives on domestic content requirements, the union argues that Canada can stimulate local investment, encourage technology transfer, and strengthen the resilience of its supply chains. This approach aligns with broader “industrial policy” objectives that many advanced economies are revisiting in response to geopolitical shifts and pandemic‑era vulnerabilities.
Worker‑Centred Industrial Strategies: A Tripartite Table for Job Quality
Unifor’s second strategic plank calls for the development of worker‑centred industrial strategies that bring together workers, employers, and government at a common table. The goal is to move beyond traditional top‑down planning and instead create policies that explicitly prioritize job quality, retention, and upward mobility. Key components include worker‑led retraining programs that anticipate skill shifts driven by automation and green transitions, whole‑of‑supply‑chain planning to identify and mitigate bottlenecks, and sustained public investment aimed at filling strategic gaps such as advanced manufacturing, clean‑energy technology, and critical minerals processing. By ensuring that workers have a genuine voice in shaping these strategies, Unifor believes that resulting policies will be more durable, equitable, and effective at preserving high‑paying, stable employment.
Promote Good, Union Jobs: Protecting Collective Bargaining Rights
The third element of Unifor’s agenda is a firm stance on the value of unionized work. Payne asserted that “unionized work is good work,” and warned that public funds should never be used to subsidize employers who actively undermine union rights or obstruct collective bargaining. The union urges the federal government to uphold and enforce free collective bargaining and the right to strike, particularly in federally regulated sectors such as transportation, telecommunications, and banking. Protecting these rights, Unifor argues, is essential not only for fairness but also for maintaining a productive labour‑management relationship that can adapt to economic challenges without resorting to unilateral wage cuts or layoffs. In practice, this means strengthening labour‑legislation oversight, providing resources for labour‑board enforcement, and ensuring that any federal subsidies or tax incentives include enforceable labour‑standard clauses.
Calls to Action and Resources for Workers and Allies
Unifor has made its detailed recommendations publicly accessible, inviting stakeholders to review the union’s calls to the federal government via a hyperlink provided in the original statement. Additionally, the union directs interested parties to the website protectjobs.ca, which serves as a hub for up‑to‑date information on U.S. tariffs, their impact on Canadian communities, and practical steps workers can take to advocate for job protection. The site offers toolkits for contacting elected officials, organizing community events, and sharing personal stories that illustrate the human cost of trade disputes. By mobilizing both the organized labour base and broader civil society, Unifor aims to create sustained pressure on policymakers to adopt the union’s proposed measures.
Implications for Federal Policy and Canada’s Industrial Future
If the federal government heeds Unifor’s recommendations, Canada could see a noticeable shift in how trade and industrial policy intersect. Procurement reforms that tie federal spending to domestic content would likely boost orders for Canadian manufacturers, potentially spurring new plant investments and upskilling opportunities. Worker‑centred industrial strategies could lead to more resilient sectors—such as electric‑vehicle batteries, renewable‑energy components, and agrifood processing—where joint labour‑employer planning reduces the risk of sudden downturns. Furthermore, a robust defence of union rights would help maintain wage standards and reduce the prevalence of precarious work, contributing to broader social cohesion and economic stability.
Conclusion: A Call for Bold, Collaborative Action
Lana Payne’s appointment to the Advisory Committee on Canada‑U.S. Economic Relations places a prominent labour voice at the forefront of national trade discussions. Unifor’s three‑pronged framework—anchored in “Buy Canadian – Sell Here, Build Here,” worker‑centred industrial strategies, and the promotion of good union jobs—offers a concrete roadmap for navigating the complexities of post‑tariff economic recovery. By translating these ideas into policy, the federal government has an opportunity to protect existing jobs, foster new growth, and ensure that workers remain central to Canada’s industrial renaissance. The coming months will test whether policymakers can rise to the challenge of turning advocacy into actionable, lasting change.