Something peculiar about working in Amazon is the strange language you have to pick up, which can be bewildering at first. I’ve already mentioned that warehouses are now ‘Fulfillment Centres’ and ‘Problem Solvers’ work on ‘Cows’. Well, workers are not called ‘staff’ or even ‘employees’ here. We are all called ‘associates.’ Whether we’re workers or bosses, we’re all supposed to be the same, and our relationship with the corporation is made to feel all cuddly, though really it’s just made more distant. The workers are aware of the implications of this. One staff member talked to me about a ‘propaganda video’ (their wording) Amazon uses to teach their management how to identify and prevent union organising among their ‘associates’. This can be found on YouTube for a taste of how these people talk.1

There are two different kinds of workers, those of us who are employed by Amazon, called ‘blue badges’, and those who work for an agency, who are called ‘green badges’. We have to wear these coloured badges with our personal details on lanyards all day, so we’re easily identifiable. Those of us who work for an agency and have been brought in during the pandemic to help meet increased demand are designated as ‘heroes’. This reminds me of how the government is calling NHS workers heroes for being so brave working against the coronavirus without adequate PPE. At Amazon, it’s another strange use of language that they take even further, as each agency staff member is literally given a badge with a Superhero on it (e.g. Hyperion, Drax The Destroyer, and so on - I’m not good with superhero names). They are then told to check the Heroes Board every morning to see which section of the building they have been assigned to work at for the day. We generally work in a different place every day, so we never really get to know anyone, which makes organising very difficult. I find calling workers ‘superheroes’ incredibly patronising, although my co-workers find it more funny than anything else.

Ah, the rules. They are rarely fully explained to you, you just find out about them whenever you’re either caught breaking them, or a co-worker explains them to you to try to keep you out of trouble. For instance, there are a set of rules about the speed of your work. For stowers, you must stow at least 1 item every three, four, five minutes (the precise time changes regularly), or you will be logged as ‘idling’ and are liable to have your pay docked for ‘idle time’. You must also meet a quota of items stowed. I’m told that there’s a room somewhere in the building where someone is constantly monitoring everyone’s work speed, and can send someone out to find us if they notice someone is idling a lot. At the moment, I’m told you must stow an equivalent of 35 large items or 178 small items per hour, or you will be classed as idling unless you can give a valid excuse. Running out of work due to delays earlier in the process is a valid excuse. Going to the toilet is not. We do get told that we’re allowed to have toilet breaks, which is technically correct (the best kind of correct), but in reality there’s no way you can get to the toilet and back in time to prevent being flashed as idling - unless you’re lucky enough to be working right next to one. By my count there are 4 different toilet facilities open to workers located around the 700,000 square feet building, all on the ground floor, so good luck with that one.

We have two 35-minute breaks in our shifts. The rule is that you must be working each minute on either side of it, which can be monitored by your scanner. So, for instance, if you go on a break at 12pm, you must make a scan at 12:00pm and another at 12:35pm, or you will be classed as overstaying your lunch break and are liable to have pay deducted. Of course this means the breaks aren’t really as long as advertised, as the time it takes to walk from your workplace to any one of the five canteens scattered around the huge building can be anything up to 10 minutes, especially with 2 metre social distancing rules being enforced - meaning you can only walk as quickly as the slowest person in the corridor. In reality my break time is more like 20 minutes before I have to walk back to my shift area so I can be on time to make another scan the minute I’m back.

For this reason, I rarely bother buying food at the canteen, as the extra time it takes queuing up means you barely have time to finish before you need to start walking back. You are allowed to bring in packed lunch or other items into the building, provided you use a clear plastic carrier bag that Amazon provides you with. It’s never been explained why exactly this is necessary. I’d normally guess it’s to ensure we don’t bring weapons into the building or something, except the rules have got far stricter with the pandemic so that doesn’t make sense. It feels like going in and out of prison.

An example of worker solidarity and resistance in this place is how workers are constantly coming up with tactics to get around the monitoring and game the system so they can bend the rules but not get flagged up on the system. For example, if you want to go to the toilet without being flagged for idling, a good get-around is to carry a few small items with you (e.g. a lipstick) and just scan and stow one every few minutes as you’re walking down the aisles, so the system never picks up on you being away from work for very long. I don’t mind describing that one as I’m sure management have worked out that people do this already, but that’s just to give you an idea of the tricks workers come up with to keep the automated monitoring off their backs.

Another interesting feature of this workplace is the fire safety routines. All my co-workers agree that during our initial training period, we were told repeatedly that if a fire alarm was to go off, we must all immediately drop whatever we are doing and follow the green lines on the floor, which would lead us to the nearest fire exit. Sounds sensible enough. Then one day I thought about it and looked at the ground, and then suddenly it hit me.

What green lines?

I must have spent 10-15 minutes one morning trying to find where these green lines were. There’s plenty of yellow, white and grey lines all over the place but no green ones. This is not a very useful fire safety procedure. I guess if a fire alarm goes off I’ll just follow everyone else and hope for the best. Your chances in a fire seem very much dependent on where you’re working anyway.

[...] the true highlight of the fire alarm was finally discovering these legendary green lines. There’s two of them. They’re around 6ft long extending immediately in front of the fire exit door, so totally useless as a guide unless you happen to be standing right next to it, by which point it’s pretty obvious where the fire exit is anyway. The mind boggles at why they spent so much time training us about these fire exit green lines.

I was warned one day that my stowing speed had dropped to less than 50% of the average of everyone else that morning and was told to explain myself, but it was more bad luck (for example, lack of shelf space slowing me down) than me working slow so this wasn’t repeated. Someone told me on the bus going home that a lad had turned up to work that morning at 7am only for his entry ID not to work when he tried to scan in, and was then told it didn’t work because he’d been released. Must not have seen the email.

Yes ‘released’ is another Amazon Language word, nobody is ever sacked here. I first heard that word when I was late one day and off sick for a day not long after, and was told that if I had another sick day I would be released. Not sure what the timeframe of that was, surely not forever, but I haven’t been off sick again to find out. This does seem to undermine their strict anti-covid stance though, when they’re essentially incentivising workers to come in sick or else risk being sacked for poor attendance.

When a problem arises, there are a limited number of ways to access support. These have reduced over time. When I first started there was an office where we went to sign up, to “onboard” (their term for hiring), pick up equipment, or generally ask questions. At first, this was in a temporary location, giving it a transitory sense like the companies were not even sure themselves how long they would stay in a city and could leave any minute. Later, Uber moved to a permanent office, but it wasn’t very accessible. It was only open two days a week for a few hours and often you would not be seen without an appointment. The staff were focused on signing up restaurants, couriers were a second thought. Although they did order food quite often! We were so numerous we were regarded as disposable, however long or hard we had worked. In theory, there is a phone line you can call with an issue while on an order, but it often doesn’t connect. We are now directed to use in-app help or email, which has limited help too, as it is either automated replies or someone with a script they must stick to. It is so frustrating to get an automated reply to a concern you have got or a genuine problem on the road. Everyone has a story of someone being asked “Can you still deliver the food?”, after reporting a crash – a bleak reminder of UberEats priorities.

[...] For a few weeks in August, different events were planned such as boycotting certain restaurants, doing press interviews, putting up posters in busy areas, and holding a protest outside Deliveroo’s main office, all trying to force them to engage in dialogue. These actions culminated in a final evening of action: a coordinated mass “fall over.” Riders called Deliveroo support to say, unfortunately, they had been in an accident and could no longer deliver the food, which was then given to homeless people. Customers were informed of this action a week prior and only the larger restaurants were targeted. Following this, a critical mass of riders came together to form a “flying picket.” Making lots of noise and holding banners we cycled throughout the busy city centre, Lyon’s famous restaurant district where many tables are set out on the street. Riders joined as we made our way around the area. We were not hopeful that the changes would be reversed, but these riders were not going to go out without a bang either.