Business
Opinion: Recent strikes show the crisis in Americans' working lives
Chances are slim that the dual strikes at Starbucks stores and Amazon warehouses around the country disrupted your holiday season. By most accounts, packages arrived on schedule, while consumers jonesing for Iced Brown Sugar Oat Milk Shaken Espressos almost certainly managed to find sugar and succor elsewhere. Still, the issues at the heart of the strikes offer a way into understanding how fundamentally broken the terms of work are in the United States.
Whether you log shifts behind a counter, work a classroom or factory floor or sit at a desk, the current battles over opportunity have not only ensnared more Americans than ever, but have undercut the social mobility that was once essential to America’s concept of itself.
In 2023, an economic opportunity poll by Gallup found that 39% of Americans believed that they were failing to get ahead despite working hard. That figure in 2002: 23%. The failure of hard work to pay off in America makes our communities wobbly, our faith weak, our lives lonely, our politics toxic and our relationship with work masochistic and unsustainable.
In lobbying for a higher quality of life, for example, one of the top grievances raised by striking Starbucks workers was unpredictable scheduling, a popular practice in which employers don’t set worker schedules more than a few days (or even hours) in advance. “Employees in lower-wage industries are increasingly at the mercy of scheduling algorithms designed to maximize efficiency and minimize labor costs,” Rebecca Plevin noted last year. “When staffing doesn’t match expected customer demand, workers might be called in at the last minute or sent home early.” Anyone with email on their phone knows how work can bleed into off-hours, but for those working second or third jobs, enrolled in training, college or certification courses, providing steady childcare or simply hoping to spend time with family or friends, a lack of predictable hours makes the basic patterns of life erratic.
Problems like these tend to compound quickly. Although some cities, like Los Angeles, have passed predictive scheduling ordinances, that hasn’t solved the problem of workers not knowing how much income they’ll bring in each month. Known as income volatility, the phenomenon of fluctuating paychecks and family incomes has become at least twice as common since 1970 and now affects roughly a third of U.S. households.
Set off in part by the rise of gig work, “perma-lancing” and jobs without a set number of hours, the unreliable nature of wages has all kinds of consequences beyond sending families scrambling to adjust when the bottom of their budget falls out. “I have to beg my manager to ensure I’m scheduled for at least 20 hours of work a week,” Arloa Fluhr, a Starbucks barista in Illinois, wrote of her decision to strike last month. “If I don’t meet those 20 hours every week, I could lose my benefits and the health insurance I rely on to care for my three children, including my 10-year-old daughter, who has type 1 diabetes.”
Beyond the financial stress, unstable wages can make it impossible to save money, make long-term plans and get access to credit. A family with unpredictable earnings might qualify for public assistance one month and then breach the income threshold and be disqualified another. “Families close to the eligibility threshold for food stamps who had more volatile incomes were less likely to utilize this benefit in the years that they qualified for it,” a 2022 report from the Federal Reserve Bank of St. Louis found, adding that nearly 1 in 5 eligible families don’t sign up for food stamps (formally known as the Supplemental Nutrition Assistance Program).
And while many of the quality-of-life issues may sound academic or abstract, they manifest in fundamental problems of the everyday and in a degradation of experience for everyone, everywhere. Complaints of chronic employee overwork and understaffing aren’t limited to fulfillment centers, chain coffee shops or fast-food restaurants, but also are pervasive at hospitals, schools and air traffic control facilities. For obvious reasons, a staff retention problem at the Secret Service captured headlines last year. One recent workforce survey found that roughly half of all U.S. workers said their workplaces are understaffed, with 43% of workers considering leaving their jobs.
Ultimately, the shortcomings of our work standards hurt everyone, including executives focused on the bottom line. Using data from the Bureau of Labor Statistics, Gallup put a conservative price tag of a staggering $1 trillion on the replacement cost of employees who voluntarily leave their jobs in the United States each year. Including factors such as low morale and lost worker knowledge, lower productivity and recruitment and training expenses, it estimated that the “cost of replacing an individual employee can range from one-half to two times the employee’s annual salary.”
The context for the Amazon warehouse strikes highlights the absurdity of this dynamic. According to internal company documents made public in 2022, Amazon suffers from a 150% worker-attrition rate annually, roughly double the industry average. In simpler terms, only one out of every three workers hired by Amazon in 2021 managed to stay with the company for more than three months. This level of workforce bleed cost the e-commerce giant a mind-boggling $8 billion in profits. In addition to showing that twice as many workers were leaving voluntarily as would be expected, the documents also highlighted worries that the company might run out of potential hires in certain markets because it had cycled through so much of the workforce.
This brings us back to the strikes. Depending on where you live, the appearance of worker-led protests and work stoppages may seem like constant fixtures of the landscape. They’re not. Despite union visibility and record-high popularity in the U.S., membership in unions currently hovers at an all-time low. With more meaningful protections against wage theft or basic benefits like paid sick leave, guaranteed time off and affordable healthcare elusive, businesses largely maintain the power to dictate the terms of work culture in the United States. And as we’re all seeing, they’re doing a terrible job.
Adam Chandler is the author of “Drive-Thru Dreams” and the forthcoming “99% Perspiration: A New Working History of the American Way of Life,” from which this article is adapted.
Business
California’s jet fuel stockpile hits two-year low as war strangles oil supplies
As the war in Iran strangles the flow of oil around the globe, California’s jet fuel reservoirs are running low.
The state — which refines much of its own fuel in El Segundo and elsewhere but still relies on crude oil imports — has seen its jet fuel stock decline by more than 25% from last year’s peak to a level not seen since 2023, according to data from the California Energy Commission.
The supply is shrinking as a global shortage is already affecting travelers’ summer plans with canceled flights and higher fares. It could even affect plans for people coming to Los Angeles for the 2026 World Cup, which starts in June, said Mike Duignan, a hospitality expert and professor at Paris 1 Panthéon-Sorbonne University.
“People don’t know exactly how this is going to escalate,” he said. “There’s a huge black cloud over the sea for the World Cup and the travel slump that we’re seeing is all linked to this oil shortage.”
As fuel supplies shrink, flight prices are rising. Airlines are adding baggage surcharges to cover fuel costs. Several routes leaving from smaller California hubs, including Sacramento and Burbank, have already been canceled.
Air Canada has suspended flights for this summer, cutting routes from JFK to Toronto and Montreal.
“Jet fuel prices have doubled since the start of the Iran conflict, affecting some lower profitability routes and flights which now are no longer economically feasible,” the airline said in a statement last week.
Europe had just more than a month’s supply of jet fuel left last week, the International Energy Agency said. In an effort to cut costs, the German airline Lufthansa slashed 20,000 flights from its summer schedule this week.
Without a fresh oil supply flowing through the Strait of Hormuz, the situation is unlikely to improve, experts said. The oil reserves countries and companies have in storage are helping fill shortfalls, but the squeezed supply chain could still wreak economic havoc.
“When there’s a shortage somewhere, everything is affected,” said Alan Fyall, an associate dean of the University of Central Florida Rosen College of Hospitality Management. “Airlines are being cautious, and I would say that is a very wise strategy at the moment.”
California’s jet fuel stock reached its lowest levels in two and a half years at 2.6 million barrels last week, down from a peak of more than 3.5 million barrels last year.
The California Energy Commission, which tracks fuel inventory, said the state’s current jet fuel stock is sill sufficient.
“Current production and inventory levels of jet fuel are within historical ranges,” a spokesperson said. “Although supply is tight, no structural deficit has emerged yet. The present tightness reflects short‑term global market stress. As long as refinery operations remain stable, California is positioned to meet regional jet fuel needs.”
Europe has been affected more directly because it relies on the Middle East for the vast majority of its crude oil and many refined products, experts said. California gets crude oil from the Middle East but also from Canada, Argentina and Guyana.
The state has the capacity to refine around 200,000 barrels of jet fuel per day, most of it from refineries in El Segundo and Richmond.
The amount of crude oil originating in the state has been declining since the early 2000s, as state regulations and drilling costs have led to more imports.
California has become particularly vulnerable to supply-chain shocks like the war in Iran, says Chevron, one of the companies that provides jet fuel in the state.
“The conflict in the Mideast Gulf has exposed the danger of California’s decision to offshore energy production,” said Ross Allen, a Chevron spokesperson. “Taxes, red tape and burdensome regulations cost the state nearly 18% of its refinery capacity in just the past year, and we urge policymakers to protect the remaining manufacturing capacity.”
In 2025, 61% of crude oil supply to California’s refineries came from foreign sources, according to the California Energy Commission. Around 23% came from inside the state, down from 35% five years ago.
The state’s refining capacity has also been declining, said Jesus David, senior vice president of Energy at IIR Energy. The West Coast region’s refining capacity has decreased from 2.9 million to 2.3 million barrels a day since 2019, he said.
“California’s had issues prior to the war,” David said. “Nothing new has been built over the past 30 years, and California has closed a lot of capacity.”
The result is higher prices for both gasoline and jet fuel in the state. Jet fuel at LAX costs close to $15 per gallon this week, compared with almost $10 at Denver International Airport and $11 at Newark International Airport.
Gasoline prices have also been hit hard by the global conflict. Average gas prices in California are close to $6 a gallon, around $2 higher than the national average.
The West Coast is a “fuel island” because it’s not connected by pipelines to the rest of the country, United Airlines chief executive Scott Kirby said in an interview last month. That means oil and refined products have to be brought in by ships.
“Fuel price is more susceptible to supply weakness on the West Coast than anywhere else in the country,” Kirby said.
Some airlines might not survive the turmoil if oil prices don’t level out soon, he said. Spirit Airlines, a budget carrier based in Florida, is reportedly facing imminent liquidation if it isn’t bailed out by the Trump administration.
Business
Nike to Cut 1,400 Jobs as Part of Its Turnaround Plan
Nike is cutting about 1,400 jobs in its operations division, mostly from its technology department, the company said Thursday.
In a note to employees, Venkatesh Alagirisamy, the chief operating officer of Nike, said that management was nearly done reorganizing the business for its turnaround plan, and that the goal was to operate with “more speed, simplicity and precision.”
“This is not a new direction,” Mr. Alagirisamy told employees. “It is the next phase of the work already underway.”
Nike, the world’s largest sportswear company, is trying to recover after missteps led to a prolonged sales slump, in which the brand leaned into lifestyle products and away from performance shoes and apparel. Elliott Hill, the chief executive, has worked to realign the company around sports and speed up product development to create more breakthrough innovations.
In March, Nike told investors that it expected sales to fall this year, with growth in North America offset by poor performance in Asia, where the brand is struggling to rejuvenate sales in China. Executives said at the time that more volatility brought on by the war in the Middle East and rising oil prices might continue to affect its business.
The reorganization has involved cuts across many parts of the organization, including at its headquarters in Beaverton, Ore. Nike slashed some corporate staff last year and eliminated nearly 800 jobs at distribution centers in January.
“You never want to have to go through any sort of layoffs, but to re-center the company, we’re doing some of that,” Mr. Hill said in an interview earlier this year.
Mr. Alagirisamy told employees that Nike was reshaping its technology team and centering employees at its headquarters and a tech center in Bengaluru, India. The layoffs will affect workers across North America, Europe and Asia.
The cuts will also affect staffing in Nike’s factories for Air, the company’s proprietary cushioning system. Employees who work on the supply chain for raw materials will also experience changes as staff is integrated into footwear and apparel teams.
Nike’s Converse brand, which has struggled for years to revive sales, will move some of its engineering resources closer to the factories they support, the company said.
Mr. Alagirisamy said the moves were necessary to optimize Nike’s supply chain, deploy technology faster and bolster relationships with suppliers.
Business
Senate committee kills bill mandating insurance coverage for wildfire safe homes
A bill that would have required insurers to offer coverage to homeowners who take steps to reduce wildfire risk on their property died in the Legislature.
The Senate Insurance Committee on Monday voted down the measure, SB 1076, one of the most ambitious bills spurred by the devastating January 2025 wildfires.
The vote came despite fire victims and others rallying at the state Capitol in support of the measure, authored by state Sen. Sasha Renée Pérez (D-Pasadena), whose district includes the Eaton fire zone.
The Insurance Coverage for Fire-Safe Homes Act originally would have required insurers to offer and renew coverage for any home that meets wildfire-safety standards adopted by the insurance commissioner starting Jan. 1, 2028.
It also threatened insurers with a five-year ban from the sale of home or auto insurance if they did not comply, though it allowed for exceptions.
However, faced with strong opposition from the insurance industry, Pérez had agreed to amend the bill so it would have established community-wide pilot projects across the state to better understand the most effective way to limit property and insurance losses from wildfires.
Insurers would have had to offer four years of coverage to homeowners in successful pilot projects.
Denni Ritter, a vice president of the American Property Casualty Insurance Assn., told the committee that her trade group opposed the bill.
“While we appreciate the intent behind those conversations, those concepts do not remove our opposition, because they retain the same core flaw — substituting underwriting judgment and solvency safeguards with a statutory mandate to accept risk,” she said.
In voting against the bill Sen. Laura Richardson, (D-San Pedro), said: “Last I heard, in the United States, we don’t require any company to do anything. That’s the difference between capitalism and communism, frankly.”
The remarks against the measure prompted committee Chair Sen. Steve Padilla, (D-Chula Vista), to chastise committee members in opposition.
“I’m a little perturbed, and I’m a little disappointed, because you have someone who is trying to work with industry, who is trying to get facts and data,” he said.
Monday’s vote was the fourth time a bill that would have required insurers to offer coverage to so-called “fire hardened” homes failed in the Legislature since 2020, according to an analysis by insurance committee staff.
Fire hardening includes measures such as cutting back brush, installing fire resistant roofs and closing eaves to resist fire embers.
Pérez’s legislation was thought to have a better chance of passage because it followed the most catastrophic wildfires in U.S. history, which damaged or destroyed more than 18,000 structures and killed 31 people.
The bill was co-sponsored by the Los Angeles advocacy group Consumer Watchdog and Every Fire Survivor’s Network, a community group founded in Altadena after the fires formerly called the Eaton Fire Survivors Network.
But it also had broad support from groups such as the California Apartment Association, the California Nurses Association and California Environmental Voters.
Leading up to the fires, many insurers, citing heightened fire risk, had dropped policyholders in fire-prone neighorhoods. That forced them onto the California FAIR Plan, the state’s insurer of last resort, which offers limited but costly policies.
A Times analysis found that that in the Palisades and Eaton fire zones, the FAIR Plan’s rolls from 2020 to 2024 nearly doubled from 14,272 to 28,440. Mandating coverage has been seen as a way of reducing FAIR Plan enrollment.
“I’m disappointed this bill died in committee. Fire survivors deserved better,” Pérez said in a statement .
Also failing Monday in the committee was SB 982, a bill authored by Sen. Scott Wiener, (D-San Francisco). It would have authorized California’s attorney general to sue fossil fuel companies to recover losses from climate-induced disasters. It was opposed by the oil and gas industry.
Passing the committee were two other Pérez bills. SB 877 requires insurers to provide more transparency in the claims process. SB 878 imposes a penalty on insurers who don’t make claims payments on time.
Another bill, SB 1301, authored by insurance commissioner candidate Sen. Ben Allen, (D-Pacific Palisades), also passed. It protects policyholders from unexplained and abrupt policy non-renewals.
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