Indianapolis, IN
Indianapolis UAW Workers Got Rid of Tiers With a Strike Threat
Fifteen hundred autoworkers in Indianapolis made their New Year’s resolution public: unless Allison Transmission agreed to eliminate tiers in wages, benefits, shift premiums, and holidays, they would hit the bricks.
“The fight plan throughout negotiations was ending tiers,” said Phil Shupe, a ten-year assembler on tier two and bargaining committee member. “We weren’t going to accept anything from the company that had any more division. We stood firm that we all needed to be equal.” Workers at Allison make commercial heavy-duty automatic transmissions for fire trucks, school buses, and tanks, as well as hybrid propulsion systems.
United Auto Workers (UAW) Local 933 members there hadn’t struck since the 1970s. But in December, they rejected Allison’s offer by 96 percent.
“The company realized this time around that we weren’t joking,” said Darrin Nelson, an eighteen-year employee and a shop committeeperson in skilled trades. “We were walking — making it very clear it was either put up or shut up.”
The company put up a four-year contract, compared to the last six-year contract term. Workers clinched a contract in the nick of time — by presenting a clear picture of what would happen if they walked.
Allison could have lost millions a day in revenue, taken a reputational hit, and lost customers, said Shupe. And even if it tried bringing in scabs, the truck drivers who deliver transmissions to customers wouldn’t cross the picket line. Some were Teamsters; others at Ryder Logistics were fellow UAW Local 933 members. “We let them know we meant business,” said Shupe.
Workers ratified their new contract by 82 percent on January 16. It hikes starting wages from $14.72 to $20 an hour and increases some workers’ earnings by 150 percent, and eliminates most aspects of the tiers (see box for details).
Allison’s customers include the Pentagon, Volkswagen’s subsidiary Traton SE, Mercedes-Benz Group AG, and Paccar, a large manufacturer of commercial trucks. These contracts have made big profits for Allison’s shareholders.
Coming off the UAW’s lucrative contract wins at the Big Three automakers, Allison workers thought it was their turn. They wanted to seize the momentum and win their share of the pie, too. “We saw that if our CEO was making what their CEOs were making even at a smaller company, we needed to demand more money,” said Monica Nelson, a seventeen-year job setter, a person who checks the measurements on the machines making sure everything is up to spec. “They [the Big Three] did away with the tiers, we needed to do away with the tiers.”
Allison Transmission had raked in $6 billion in profits in the last decade, and more than half a billion in the first three quarters of 2023, according to the UAW. CEO David Graziosi made $9.3 million in 2022, according to Securities and Exchange Commission filings.
Meanwhile, company managers were stingy about replacing broken microwaves.
Ahead of the contract expiration, managers started hauling workers into captive-audience meetings to surface any complaints. At one of these meetings, a worker raised the issue of a broken microwave in the break room.
The manager’s answer was, “I’ll have somebody go out there and look at it, but we are not replacing any broken microwave,” recalled Local 933 vice president Andy Davis, who works on the assembly line. “A billion-dollar company is going to be that petty! We work long hours. So you’re talking about somebody not even being able to microwave a lunch.” Davis, with fourteen years on the job, didn’t expect any better from company honchos. “But I was really happy to see my union brothers and sisters hear the manager’s response,” he said, “so they could see who we’re dealing with.”
The company had proposed a wage opener mid-contract last February. In a tight labor market, it was having a hard time hiring at $14.72. “People could earn better money at a car wash,” said Davis.
But workers rejected the reopener, near the end of a six-year contract. “If the contract is no longer viable, then let’s start negotiations now,” said Davis. “We’ve got nine months till the contract runs out anyways. Instead of just picking and choosing what you want to do as a company, why don’t we sit down and have an honest discussion about what could benefit everyone?”
Apparently in retaliation, though on the pretext of safety, the company went around the factory floor removing all the chairs — a salve to workers’ sore feet from standing for ten to twelve hours.
“After we rejected the wage proposal by vote, the supervisors formed a pack,” said Davis. “They moved from department to department, grabbing all of our chairs, putting them on a fork truck and taking them out — laughing and being jerks about it.” As the November contract expiration neared, workers began organizing across divisions — electing a new shop committee, more representative of the various tiers.
George Freeman, bargaining chair, joked when sitting across from company negotiators that they’d bring in hard-charging, Indiana-native UAW president Shawn Fain. The threat threw management off-balance. “They want us to know they are in charge — master and servant,” said Freeman.
But their savior wasn’t Fain, even though workers credited the international for providing legal and communications support. The organization that they built across the plant was the key to their success.
Workers started holding gate meetings to update members on the progress in negotiations, answer questions, and make sure people were united behind the demand to end tiers.
In the last round of negotiations, the company had thrown money around in a signing bonus just before the holidays to entice workers into voting yes for a six-year contract. Monica Nelson wanted to make sure her coworkers didn’t fall for that old trick again. “They’re offering you $10,000 up front, but you’re locking in on this six-year contract,” she said about the company’s past sign-on bonus. “You need to vote it down and ask for more money on the hour. Because if you get more money on the hour, you can make that $10,000 they gave you in two months.”
The big task was building solidarity after the company had successfully used solidarity-wrecking tiers to keep workers divided. “We had to get everybody on board,” said Nelson. “We had to start getting people to be more unified. If they throw out four people, you don’t need to take the overtime. Because if you’re taking the overtime, you’re basically proving we don’t need those four people that they threw out whose jobs were protected by contract language.”
Nelson had these conversations on the floor because she was a floater. But one person couldn’t reach everybody. Monica Nelson and Davis began organizing the meetings outside the plant gates on “red T-shirt Wednesdays,” once every two weeks. The instructions were simple: “Wednesday, 5 p.m. break, front gate, bring your questions, write them down, and we’ll answer them.”
“It started with five to seven people, then it turned into thirty people,” Nelson said. “And when it got to forty people, the shop committee would come out, with the chairman.” Eventually, they expanded the meetings to a second shift and different plants in the factory complex. They also handed out flyers with charts showing the CEO pay.
For Darrin Nelson, the change was long overdue. He had attended the UAW convention in 2014 as an alternate delegate and concluded it was a big con. “I thought to myself, ‘This is all for show, because everything’s already predetermined,’” he said. “Nobody has a chance to run for any of these positions, because the convention was set up for the caucus that’s in power to always win.”
So when reformers organized for one-member, one-vote elections in 2021, Nelson threw himself into the project. “The direction that we’ve been going the last fifteen, twenty years has been absolutely brutal for the membership,” he said. “The only way that things are going to change, from the top down to the local levels, is if we get one-member, one-vote to pass and let the membership as a whole decide on who they want as their elected officials.
“At the end of the day, it’s the results. If you make gains and go in the right direction, you show the membership that things are possible. We got a new leadership who says, ‘Enough is enough, we’re gonna walk.’ Because that’s the only tool that you have to get them to the table to get the things that you deserve.”
Indianapolis, IN
More than 25% of downtown offices sit empty as north side booms
Hear why Indiana Members Credit Union chose Bottleworks District for headquarters
John Newett, president and CEO of Indiana Members Credit Union, talks about why the company chose the Bottleworks District for its new headquarters.
Companies are increasingly looking north for space, a sign that employers still want in-person offices just not in the downtown high-rises that once drew business. The trend means downtown office space remains in high-supply and low-demand — unless, that is, the office space comes flush with amenities, the market shows.
The overall Indianapolis office market sat at 21.2% vacant at the end of 2025, a slight dip from earlier in the year but an improvement over the year before, according to research published in January by Colliers.
The downtown office market vacancy rate, however, did not budge, remaining at 26%, signaling the challenges landlords face in drawing companies to move to or resign leases in the city’s urban core. Leasing on the north side of the city and Hamilton County largely buoyed the overall health of the Indianapolis metro office market, said Nick Svarczkopf, CBRE senior vice president of office and medical properties.
The reason is relatively simple, tenant representatives say: Companies downsized as employees work more hybrid hours and those who still want office space lean toward shared, untraditional layouts. Most downtown office space, especially in the largest office buildings, tends to be older, more old-fashioned workspaces dotted with cubicles and individual office walls.
The rare exception is Bottleworks, a development off the main strip of Mass Ave. The Hendricks Commercial Properties space is completely filled, with a fully pre-leased building in the pipeline.
In June, law firm Ice Miller signed an 85,000-square-foot lease in the Bottleworks Phase III under development off Mass Ave set to open in 2028. The contract became the largest downtown lease since 2019 and made the firm the largest tenant at the state-of-the-art Bottleworks campus.
Bottleworks offers many of the features workplace real estate experts say employees in 2026 value most: fitness centers, walkable areas and close dining spots to grab lunch. Employers have taken note, paying premium rent to move into office space that has access to these more experiential options, said Rich Forslund, executive vice president at Colliers’ Indianapolis office.
“Downtown has some but the suburbs have quite a bit,” Forslund said. “So people are moving to those spots in order to try to draw folks back to the office.”
Companies put employee experience first
A stroll through the Indiana Members Credit Union’s new headquarters at 835 N. College Ave., part of Bottleworks, reveals all of those aforementioned amenities — plus an employee-only outdoor patio, a custom soda and sparkling water machine and a state-of-the-art golf simulator, saving the company time-consuming and costly bonding outings to Top Golf.
For IMCU employees, the new office represents a drastic change from their old headquarters on the south side that cobbled together several strip mall-like buildings and a surface parking lot into a corporate campus. Roughly 120 of the company’s 467 employees work at the Bottleworks office, where they are required to come at least four days a week. The remaining employees work at customer branches around the city.
President and CEO John Newett said the credit union ran out of space at its south-side location, prompting the need for the company’s move at the start of the new year. To ensure that doesn’t happen again soon, IMCU built in space for additional workers in the new office and hopes the spot just off Mass. Ave. will attract younger employees looking for an up-and-coming place to work as well as draw new employees from other suburbs to the north and west.
Part of that strategy included finding as many “wow factors” in the new space as possible, Newett said.
“It’s a little more fun than the traditional office,” Newett said.
Indy lags behind other major downtowns
Across the country, office vacancy is hovering around 20.5% as the U.S. market shows signs of stabilizing after years of growing vacancies following the pandemic. Yet statistics from cities across the nation show that Indianapolis is relatively unique with suburban areas outpacing dense downtown neighborhoods.
While Indianapolis’ downtown real estate market still struggles, other cities are leaning on downtown office space for new leases. Nationwide, downtown districts accounted for 42% of leasing activity in the final three months of the year, despite comprising just 35% of overall supply, CBRE reported. Leasing rose 8% year-over-year in 2025, while suburban activity fell 7% over the same period.
In Indianapolis, those numbers are much lower: Just 17% of leases during the same timeframe were located downtown.
The stats are not too worrisome to experts, as Indianapolis typically lags behind the bigger coastal markets, Forslund said. But Indianapolis will need to decide where it wants to go in the future, whether that means upgrading older buildings or converting more empty space to apartments and hotels.
“I refer to it as we are still in our teenage years, trying to figure out what we want to be,” Forslund said.
Indy employers will have to get more creative, or less picky, in the near future as supply dries up on the booming north side market. For instance, Midtown Carmel sits virtually full. And just one commercial office building for rent is under construction in Hamilton County, the Union at Fishers District, a mixed-use development with luxury office space set to open in early 2027 next to IKEA.
Elsewhere around the area, companies are constructing build-to-own properties but those won’t be available to other companies looking for open space and workstations for their employees. Those projects include Republic Airways’ corporate headquarters expansion in Carmel, a Merchants Bank project in Carmel and Elanco’s new headquarters, which opened in October on the west side of Indianapolis.
As building new office space has become more and more expensive, more landlords are choosing to reinvest in and upgrade their existing offices in a bid to make them more attractive, Svarczkopf said.
“Based on the way the market is right now, they have to upgrade in order to compete,” Svarczkopf said. “The ones that have been successful have gone through the process of reinvesting in the property.”
Even with upgrades, the competition will be hot. At Indiana Members Credit Union, employees have responded well to the new office, executives said. Many amenities, like indoor parking that is patrolled, are not available elsewhere downtown.
“It just answered a lot of the questions we had and the amenities we wanted to provide for our team,” Newett said.
Alysa Guffey writes business and development stories for IndyStar. Have a story tip? Contact her at amguffey@usatodayco.com.
Indianapolis, IN
Noblesville man arrested, accused of rape of UIndy student in dorm room
INDIANAPOLIS (WISH) — A 21-year-old man was arrested and accused of raping a University of Indianapolis student on campus.
Police say the investigation began on Jan. 24 when University of Indianapolis Police received a call from a woman who said she believed she was drugged at a bar in downtown Indianapolis and then raped in her dorm room.
Court documents say she met Marwan Khalaf of Noblesville at the Metro Bar on Massachusetts Avenue and went back to her dorm room, where he repeatedly raped her. When she woke up one of the last times, he was gone.
According to court documents, she next went to shower and passed out again. She woke up in the shower at 7 a.m. Jan. 24 and called 911.
The student told investigators she had gone out alone on Jan. 23 and took an Uber to a few bars downtown before arriving at the Metro Bar at 12:51 a.m. Jan. 24. Court documents state that’s where she met Khalaf and they danced together.
Court documents say the bar refused to serve the student a drink because she was already intoxicated when she arrived. Khalaf then bought her a shot and they asked her to leave. She says Khalaf left with her and offered to take her home.
The student says she recalls his car being “parked directly across the street from Metro.” According to UIPD Detective Jay Arnold, the student’s identification card was used to enter the dorm at 2:13 a.m.
In an interview with detectives, Khalaf admitted to being at the bar and kissing her, but denied having sexual contact with the student. He told detectives he took care of her because she was drunk and said he left the dorm when it became light outside because his mother was calling him.
Khalaf has been charged with two counts of rape and one count of sexual battery.
Indianapolis, IN
We speak for ourselves in IPS-charter debate. Don’t dismiss us. | Letters
Indianapolis-area students speak on proposed ILEA changes
Students from both Shortridge High School and KIPP Indy Public Schools speak on the proposed models from the Indianapolis Local Education Alliance.
The signers of a recent statement by the African American Coalition of Indianapolis questioning who speaks for the Black community raise concerns about process while our students of color continue to be left behind in a public education system that offers too little opportunity and too few positive outcomes.
We agree that parents and students should be heard, which is why we’re troubled that our voices were overlooked during the public process led by the Indianapolis Local Education Alliance. We were present at nearly every ILEA meeting, sharing our personal experiences and asking leaders to take bold action, and we spent months discussing and researching ideas before offering a series of recommendations to improve schools in both IPS and the charter sector.
For many of us, speaking up to improve public education in our city goes back years. We have consistently focused on stronger accountability for all schools within IPS and on growing what works in communities that most need quality schools. So we have to ask: Did you not hear us? Or did you choose to ignore us because our opinions don’t align with yours? Are you now trying to diminish our voices by suggesting that our affiliation with certain organizations means we can’t think or speak for ourselves?
Let us be clear. Our advocacy is driven by our own experiences, and it is these perspectives that add value to the debate we’re having as a community. We live in neighborhoods that are directly impacted by the opportunity gap. It takes courage to advocate, and when voices like ours are attacked, it discourages others in our community from standing up and speaking out.
We strongly support IPS — many of us attended the district as children and have our own students there now. We also support a system of quality charter schools, and we will continue to advocate for both despite attempts to pit sectors against one another. While these recent words and claims are unfair and deeply hurtful, we remain dedicated to bringing voices together to solve problems.
It is time to stop the toxic politics of school type and focus on progress for children, especially Black and brown students who have been harmed by a tragic opportunity gap that has existed for generations. While House Bill 1423 is not perfect, we see it as the best opportunity in many years to hold all schools accountable for improved results, expand transportation and access across IPS, and move toward financial stability across the system.
You may disagree with us on the policy, and that is OK. But please do not dismiss our voices or discount our stories, which represent so many in IPS who simply want a high-quality, safe public school experience for their children.
LaToya Hale, Greg Henson, Dontia Dyson, Cristal Salgado and Swantella Nelson are Indianapolis parents.
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