We—the employees of ATK—are the reason that the company has been so financially successful in recent years, especially during the COVID-19 pandemic. Yet even after two years of record growth, most employees have not seen returns on that success.

The recently announced expansion proves that the ATK board is willing to invest in our company at unprecedented levels. We believe current employees need a seat at the table to ensure that resources are allocated fairly and that equity and inclusion are driving that decision-making.

ATK has already begun expanding at a rapid pace. Now is our opportunity to change current systems, policies, and practices to to ensure a sustainable workplace for all employees.

For far too long ATK has relied on its reputation in the industry to lure talented people for shamefully low compensation. They exploit the talent and enthusiasm of their employees to further the company, leading many of us to work for far less than a competitive wage. Many need to depend on the income of partners or family or take on second and even third jobs to make ends meet. Incredibly talented people have left because working at ATK was not financially sustainable, and many potential candidates are prevented from applying for, or accepting, positions due to current pay practices. Yet for years, concerns expressed to management have gone unaddressed. We believe that unionizing is the best way to get management to listen.

By forming a union, employees will have a seat at the table with management to collectively bargain a clear and equitable contract. By unionizing, we can protect each other; secure the interests of future ATK employees; and guarantee fair and competitive compensation, standard working hours across all teams, a more diverse workplace, better benefits, and increased employee retention. By unionizing, we are confirming that we want to make ATK better and stronger.

We are an ever-growing group of nonmanagerial ATK staff who care about our fellow employees; love where we work; are proud of the work that we do; and want to make ATK a better, more viable place for everyone. We reflect the diverse teams, positions, and skill sets that make up the entire ATK workforce. All nonmanagerial staff are eligible to join our effort.

In the month leading up to May 24, more than 100 ATK employees signed authorization cards requesting CWA represent them for the purposes of collective bargaining. These cards were filed with the NLRB on our behalf by our partners at CWA on May 24. This two-step process automatically triggers an election (vote) held by the NLRB.

Also on May 24, we sent a statement containing 88 signatures to the senior leadership of ATK asking management to voluntarily recognize our union by May 31. If we receive voluntary recognition, we can withdraw our cards from the NLRB and start negotiating our contract; if we do not, we will continue with the election. ATK management said they “will respect our colleagues’ desire to have a democratic vote to determine if the majority of our company wants to unionize,” suggesting they do not intend to voluntarily recognize our union.

A union is formed by workers who join together to use their strength and combined power to have a voice and input in their workplace. They gain representation and collective bargaining rights to better express and defend their rights as employees. For knowledge sharing, guidance, resources, and support throughout the organizing and bargaining process, we have chosen to organize with the Communications Workers of America (CWA).

CWA divides the unionization process into four stages:

1. Reach out to coworkers to gain support and create a platform of worker concerns and key issues.

2. Build an organizing committee that represents different departments and work on outreach while developing a mission statement from key issues.

3. Launch a public campaign once a supermajority of eligible employees voices their support. We petition the right to organize before our union can be officially recognized either voluntarily by our employer or voted on through an election overseen by the National Labor Relations Board.

4. Negotiate a contract by an elected bargaining committee assisted by CWA lawyers.

The Communications Workers of America (CWA) is one of the country’s largest and most diverse labor unions that represents roughly 700,000 members in the public and private sectors.

CWA works with the communications and information industries, news media, airlines, broadcast and cable television, public service, higher education, health care, manufacturing, high tech, and more.

Coined by Professor Aaron Kay from Duke University’s Fuqua School of Business, the “passion tax” is qualified as being taken advantage of because of the passion you have for your work. People are seen as more willing to pay this tax in exchange for the opportunity to work on fulfilling projects, particularly in creative fields.

Research reveals that when someone appears to be passionate about their work, it’s common for others to believe that the work is its own reward and therefore the pay can be lower. We all came together because we are deeply passionate about the work we do and we care for one another. ATK has been relying on its employees to be paid with that passion, but unfortunately, passion doesn’t pay the bills.

We would never be forced to strike. Strikes are voted on democratically by the membership. Technically, a simple majority (50% + 1) must vote yes to authorize a strike. In practice, we would only authorize a strike if we had near unanimous agreement that it was necessary. We expect the company to bargain with us in good faith—they’ve been quoted in the Boston Globe saying that they will, so we hope and expect them to do so.