Saturday, August 16, 2025

Meet Local 911 President Paul Osborne

We recently sat down with Paul and asked him about his experiences as a volunteer firefighter and local union president

In the Spring-Summer 2025 issue of this newsletter, we introduced you to Local 920 President Cordell Deck. In this edition, we caught up with Local 911 President Paul Osborne and talked with him about leadership, lessons learned, and why he’s stuck with both fire and union work for over two decades.

What’s your full-time job outside of volunteering?

I work in public transit. I started with the City of Hamilton Transit System at 18 and worked there until I retired in 2021. Then I was recruited by the Toronto Transit Commission, where I’ve been ever since.

How did you get into volunteer firefighting?

Back before Hamilton’s amalgamation in 2002, I built a home in an area served by a volunteer fire department. I initially inquired about joining, but my work shifts didn’t allow me to attend weekly training, so I wasn’t a good fit at the time. After amalgamation, I saw an ad in the local paper and applied. That was 21 years ago, and I’ve been a firefighter ever since.

When did you become president of Local 911, and what motivated you to take on the role?

I started by serving on the bargaining committee, which really sparked my interest in union work. From there, I ran for an executive board position, and over time, I moved into the president’s role.

How has being a firefighter influenced your leadership style as a union president?

In the fire service, especially as an officer, I often must make quick, independent decisions based on the information I have at the moment. As a union president, it’s more about building consensus and acting as a liaison between members and management. Someone’s usually unhappy with the outcome, so diplomacy is key.

What are some of the biggest challenges in your role as president?

Delivering unfavourable news, whether to members or to management. You’re often viewed as not doing enough or as being too aggressive, depending on the situation. Striking the right tone can be difficult.

Are there similarities between firefighting and union leadership?

Absolutely. I’d say both involve crisis management. Like firefighting, union leadership involves people reaching out when they have a problem, not when things are going well. The tough part is when the issue can’t be addressed under the collective agreement, and I have to tell someone that the union can’t take further action.

What’s one achievement you’re especially proud of as president?

I’ve been part of the successful negotiation of three collective agreements, each of which included meaningful gains for our members. That’s something I’m really proud to have contributed to.

How has firefighting shaped your approach to workplace safety?

Firefighting has a much more structured safety environment than most workplaces. We follow strict safety protocols and have strong partnerships with management. In Hamilton, every one of our 12 stations has at least one Occupational Health and Safety Committee rep, and our Joint Occupational Health and Safety Committee meets monthly. Safety is taken very seriously, and I appreciate that.

What do you think is the most important trait for a union leader?

Two things: being available and being honest. If someone asks a question, give an answer—or go find one quickly. And if you say you’re going to do something, follow through. Your credibility is everything.

What do you enjoy most about serving your local and your community?

I love the camaraderie. I get to work with over 200 incredible members in our local. Solving problems, whether it’s on a fire scene or across the table from management, is deeply satisfying. There are times I’ve questioned my commitments, but honestly, I wouldn’t change a thing.

Paul Osborne, Local 911 president

Meet Local 911 President Paul Osborne

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