W W W.IAM141.ORG
Negotiations: Fast approaching money issues
SPRING 2010
PROCESS S P R I N G 2 010
Official Publication of District 141, International Association of Machinists and Aerospace Workers Editor-in-Chief – Rich Delaney Executive Editor – Dave Atkinson Managing Editor – Mike Mancini District 141 Communication Director – Mike Mancini District 141 Communication Coordinator – Dave Lehive Layout & Design – Mike Mancini Send Address Changes To: District Lodge 141, P.O. Box 1149, Redwood City, CA 94064-1149 Main Phone: (847) 640-2222 Web address http://www.iam141.org
Nominating your leaders Every two years a democratic process takes place, enabling District 141 Members to nominate District 141 Officers at local lodge meetings. In 2010, fourteen elected positions are open, each with a four year term. February was the month of an open call for nomination of one Vice President West, two Vice Presidents at-Large, one Trustee, and ten Assistant General Chairs. District 141 bylaws call for nomination and election of officers every two years. The officer’s four year terms are staggered, meaning that an entirely new team of officers can only be elected over two election cycles, or two years. When more than one person is nominated for a single position, the local lodge conducts a runoff election. Candidates receiving four or more endorsements from locals across the district will advance to the election in June.
CONTENTS SPRING 2010
4. Navigating the Railway Labor Act
A schematic drawing of how this law affects our lives
5. President
Why’s it taking so long? The answer itself is long.
6. Secretary-Treasurer
Airline alliances promise the moon and stars. What have they delivered in their thirteen years?
7. A tale of two QSP’s
Job security is the main story, but putting differences aside is what’s behind the story — by Greg Brown
8. The un-pretty business of Delta Air Lines Why, and how, there may be hope for the future
9. Organizing Corporate hitmen would prefer you don’t read this story. Union airlines outrank nonunion airlines.
10. Nominations
Who nominated whom for District office, and from where
11. Grievances
Company hacks expect workers to endure unreasonable commutes. How one grievance ended their free ride.
13. History
The Molly Maguires — A covert movement, defined by grit and violence. Were the “Mollies” dirty and visionary?
14. Remember
Listing of retired Members; Obituaries; plus Travel Tip — Dogs fly free in cabin
email Updates iam141.org/join
Receive notification of web site updates.
IAM141.ORG
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MEMBER SPOT ‘Forty plus success story’
Author, Ph.D., ramp service agent, and subject of a CNN news documentary, “Forty Plus Success Story” — Joseph A. Williams is one guy with many hats. Williams, who is now age 72, began working for US Airways when it was America West. He started on the ramp, in Las Vegas, at the tender young age of 65. At the time, he held an MBA in Organizational Behavior. While working on the ramp, Williams was completing his doctorate in Applied Management & Decision Science. At the same time, he was penning his new book, “Who Do You See in the Mirror?” — now available at borders.com and amazon.com. The book is an introspective look at positive change in the workplace. It guides readers to find their most responsible self, and to model that for others. Williams’ corporate, academic, and union labor experiences bring a unique perspective to this book. Before joining US Airways on the ramp as an hourly employee, Williams clocked in thirty years of corporate experience on the executive side, working for two Fortune 500 companies. Williams says his time on the ramp has helped him understand operations from a non-management, union viewpoint.
‘I felt my time rewarding, working with Union people ... they are caring people.’ Williams was among those recently furloughed by his company. “I can’t hold the union responsible for the company layoff,” Williams says. “I had a great experience as a Union Member. I felt my time rewarding, working with Union people. They are caring people, always looking out for others.” “Who Do You See in the Mirror?” seeks to change irresponsible behavior in the workplace to responsible behavior. The book cites current examples of corporate irresponsibility by the likes of Enron, Bernie Madoff, and others. Behaviors exhibited by irresponsible employees, like tardiness, breaking rules, and blaming others for their own actions are often triggered, says the book, “by upbringing, fear, greed, lack of trust.” Critics have called “Who Do You See in the Mirror?” an inspiring look at specific ways to be part of a shift toward responsible behavior.”
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SPRING 2010
IAM141.ORG
The RLA Process
Parties exchange Section 6 Notices
Parties negotiate without NMB participation (known as Direct Negotiations)
Parties reach Agreement
Either or both parties request NMB mediation or NMB invokes Public Interest Mediation
Parties reach Agreement
NMB determines further mediation will not help the parties reach agreement and proffers voluntary-but-binding arbitration to the parties
Collective Bargaining Process under the Railway Labor Act (RLA)
If the bargaining conferences are terminated by one of the parties and neither the parties nor the NMB invokes mediation within ten days, the parties may exercise Self Help.
Both parties agree to binding arbitration
Either party or both decline binding Arbitration
Arbitration Board convenes, holds a hearing, and issues a Binding Decision
Parties are released from mediation by the Board and a 30-day cooling-off (status-quo) period begins
Parties reach Agreement
If a Presidential Emergency Board (PEB) is not created in a particular Section 9a or Section 10 dispute situation, the parties may exercise Self Help when the 30-day cooling-off period expires.
Under Section 10 of the RLA, if a dispute substantially threatens essential transportation in any section of the country, the NMB notifies the President who may establish a Presidential Emergency Board (PEB). If so created, the PEB has 30 days in which to investigate the dispute and report to the President during which the status-quo remains in effect. The parties may choose to accept the recommendations of the PEB, negotiate their own agreement, or, after 30 days from the issuance of the PEB report to the President exercise Self Help, unless Congress takes action.
Under Section 9a of the RLA, which applies only to certain publicly funded and operated commuter railroads, if the President does not establish a Section 10 PEB, either party to a dispute, or the Governor of any affected state, may request the President to establish up to two (2) Presidential Emergency Boards (PEBs) including a mandatory NMB hearing. Absent agreement, these procedures would delay Self Help for 240 days from the date of creation of the first PEB, unless Congress takes action.
IAM141.ORG
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PRESIDENT
What’s taking so long? Members ask me this question several times a day regarding United negotiations. When talks began on April 7, 2009, there was optimism that a new contract could be formed — one that finally moved everyone past bankruptcy and concession. Our Negotiating Team feels such a contract can still be bargained, but realize the energy of a speedy agreement is dissipating. Several factors contribute to the length of negotiations. Some are built in to the process itself, under the Railway Labor Act (RLA). Others are created by outside forces. By its nature, negotiations under the RLA are time consuming. The law is wired with a primary goal of avoiding interruption to the operation. While the RLA does outline the process for negotiations, it puts no time limit on reaching agreement. That’s an intentional part of the law. No deadline is what limits or avoids business disruption. On its surface, the RLA seems to encourage voluntary settlement by mutual agreement. In reality, it creates roadblocks. A key component of the RLA is the requirement that once negotiated, a contract never expires. Instead, it becomes amendable at certain points in time. This not only takes pressure off negotiating teams to reach agreement or seek self help (strike) within a short time frame, it also reduces the urgency to reach an agreement. Companies rely on the RLA to slow things down, and avoid increasing their costs. Seventy-five percent of non-RLA contracts are settled within one month of their expiration. Compare that to just over ten percent of airline contracts that reach agreement in the same amount of time. The average airline negotiations runs 1.3 years beyond the amendable date. Major airlines, including United, take even longer. An essential factor in United negotiations is the ten-year period since Members had the opportunity for input into the subjects being negotiated. Not since 1999 have Members been in a position to submit contract proposals. With that in mind, our Negotiating Team determined that few restrictions would be placed on the proposals we exchanged with United. While District 141 has conducted two Member surveys to determine the priority issues, we have not ignored or forgotten proposals. While not every proposal has the priority of wage increases, each one is taken seriously. The assignment of a Federal Mediator also contributes to the length of negotiations. Under the RLA, mediation is a required step, and a mediator, Ms. Terri Brown, is already participating in our talks. The upside is we will not lose time in the future, should both sides stop making progress on our own. At that point, her services become crucial. The downside is there is no set time limit under mediation. The mediation board itself determines when the next step in the procedure will start.
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To understand that point, look at American Airlines. The Transportation Workers Union has been in direct talks with American since November 2007. They have also been in mediated talks for over one year. They just recently requested a release from mediation and the setting of a strike date, in order to bring their negotiations to a conclusion. As of the writing of this story, the National Mediation Board still had not granted their request. Due to the reliance on bankruptcy over the past several years, instead of negotiation, the backlog of unresolved labor contracts in the airline industry is at historic numbers. This is not just a United Airlines issue, although United is feeling the effects of having every labor group in their company concurrently in negotiations, and each seeking a return of lost benefits. The backlog is as widespread as the industry itself, touching not only domestic carriers, but foreign airlines as well. More than seventy labor agreements are currently in the mediation process, under the NMB. Strikes have been taking place throughout Europe, as workers for as Luftansa, British Airways, and air traffic controllers in France all seek contract improvements. When there are this many open contracts, the power and responsibility of the NMB becomes more apparent. NMB has control of the timing of negotiations, and they are very much aware of potential for disruption of air service in the United States. The impact of unions’ militancy and Members’ willingness to use the ultimate weapon of strike upon the overall economy plays also is considered by the Board when deciding to move negotiations through the process. Within United, we have also been addressing the changing operation. United’s decision to ground the entire 737 fleet, with the resulting shift to UAX flying, and the operational shift from full-time employment to part-time in stations, most notably DEN, has required that negotiations continually adjust. Those corporate decisions, which affect Members so significantly, cause the focus to shift from “normal” topics of wages and benefits. Still more outside forces affect the speed of negotiations. The U.S. economy, on the brink of collapse when negotiations first began, always plays a role. Oil prices and global markets get the attention of the company, while rising unemployment and health care debates are closely watched by unions. The status of other contract negotiations within the industry is also scrutinized. Recent IAM successes at Hawaiian Airlines and Southwest Airlines have shown that the era of concession has past. Current proposals in American Airlines negotiations may very well influence our own talks, and must be evaluated. As you can see, there is no short answer. While much remains unknown, regarding other airline contracts, government involvement, and economic conditions, one thing is certain — the Members of your Negotiating Team will not take one day longer than necessary to reach the agreement you and the other Members of District 141, both active and retired, can support and ratify. We thank you for your continuing encouragement and backing during this crucial time in our Union’s history.
SPRING 2010
IAM141.ORG
TREASURER
Global alliances: the incredible airline shrinking machines
The business phenomenon of global airline alliances began nobly enough, back in 1997, wrapped in the American flag, aloft with visions of a benevolent global economy, full of promise that the free market place would do its thing, and nobody, including you, me, or the United States government, had to worry about anything. Then followed the dot.com implosion, 9-11, the offshoring of an estimated 15 million U.S. jobs, the real estate bust, and (surprise, surprise) a global financial meltdown. To be fair, the airline alliances never set out to be custodians of the working class economy. Yet they are players in the economy, big players. So how are they doing?
The Star Alliance has swollen to twenty-six carriers (Adria Airlines, Air Canada, Air China, Air New Zealand, All Nippon Airways, Asian Airlines, Austrian, Blue1, BMI, Brussels Airline, Continental Airlines, Croatia Airlines, Egypt Air, LOT–Polish Airlines, Lufthansa, SAS–Scandinavian Airlines, Shanghai Airlines, Singapore Air, South African Airways, Span Air, Swiss, TAP–Air Portugal, Thai Airlines, Turkish Airlines, United, and US Airways).
Global air travelers love the red rugs, shared clubs, and employees who gloat over their status. Even average Joes welcome the convenience of through-checked luggage, although interline baggage agreements are decades-old. But the alliance marketing concept is new, and it’s working. The Star Alliance is growing faster than any other air alliance, employing more than 450,000 workers at 1,070 airports in 175 Nations. It generates total annual revenue in excess of $171 billion. The Star Alliance began, humbly enough, as a network of code sharing agreements. Today, this behemoth schedules and prices flights in a way that eliminates competition between partners, while increasing competition with other airline alliances. The Star Alliance has its own web site and offers seamless travel service around the world. The cost savings come from eliminating duplicative management processes and contracting out work to Star Alliance partners. The Star Alliance is also focused on its domestic partners — United, US Airways and Continental. The Alliance is resetting the domestic flight schedule for US Airways by pulling US Airways flights out of Las Vegas. United grounded its 737 fleet to reduce capacity. The U.S. Government negotiated almost one hundred open sky agreements with other nations, paving the way to antitrust immunity. Alliances love immunity. Immunity allows alliances to set prices, share market data, and coordinate flight schedules. Welcome to the future. The last five U.S. Presidents have agreed to immunity grants. The Justice Department responded by trying to block those grants, but was overruled by the Transportation Department. So we have more open skies, less government meddling, fewer airlines in real competition, happier elite fliers, and a lot of unemployed people. Are the political choices we made over the past fifteen years worth the outcome? AIRLINE
ALIANCES | LESS COMPETITION, FEWER JOBS
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EDUCATION
QSP, a quality standards program, quite simply put In early 1999, San Francisco Airport Director John Martin approached Shelley Kessler, Executive Secretary, San Mateo Labor Council, and Airport Coalition member, with a problem. Martin had found airport screeners sleeping in stairwells, on airport property. Upon deeper investigation, Martin discovered the workers could not afford to drive home. Many worked double shifts, held two or more jobs, commuted long distances to work, earned only 25¢ cents an hour above minimum wage, lacked health care, and had no vacation time. Not surprisingly, seniority was low, and turnover was high. The screeners had a frantic turnover rate, estimated at 90 percent. Martin was worried that the flying public’s security was being jeopardized. Bad executive decisions by contractor companies were contributing to employee fatigue, stress, and health issues. Lack of experience on the job compounded Martin’s concerns. As for employees, the choice was simple. Keep quiet, or quit. Many quit. San Francisco’s Airport Labor Coalition stepped in. They commissioned a study from the Institute of Industrial Relations, at University Of California–Berkeley. From this, the Quality Standards Program, QSP, was born. The program passed the airport commission in late 1999, and was incorporated into the leases of airport tenants. What that means is that QSP became applicable to employees who held security-related jobs. “Security-related” was defined as anyone with access to an airplane, or with access to the outdoor area where airplanes were parked. The significance is that job security increased. Union employees became less threatened by outsourcing. Here’s why. QSP works by setting a minimum wage, a minimum health care program, minimum benefits, a minimum number of paid holidays and unpaid days off (without discipline), minimum safety standards, minimum training standards, and minimum equipment maintenance standards.
It was a start. By 2004, the Airport Labor Coalition had commissioned another study to measure QSP success. QSP was working. SFO security test results were up. The turnover rate had dropped to normal. Workforce stability and skill level were measurably improved. Employers were able to retain direct control over work, which was performed by more experienced employees. But not everyone was happy. Contractors had lost much of their ability to take away work from union employees.
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architectural detail — ceiling, international terminal
Before QSP, contractors could freely eliminate health care and drastically pare down wages. After QSP, the cost of outsourcing sometimes became higher than keeping work in house. Loopholes in the original QSP were irresistible to executives.
QSP needed fine tuning, and sharper teeth. In 2009, the Airport Labor Coalition, working again with Martin and with the airport, revised QSP. The Airport Commission approved QSP revisions in August 2009, which took effect this April 1, 2010. Chief among those revisions was removing the ability of contract companies to audit themselves for compliance. Instead, audits are now conducted by the QSP director. The revisions went further. Because airport security-related jobs require fingerprinting, background checks, and Homeland Security clearance, while most jobs do not, the minimum wage rose, and it was indexed to Bay Area cost of living. QSP employers must now provide twelve paid holidays. Employers are also required to allow ten unpaid days off per year, without discipline. All QSP covered employees must be provided with health care within thirty days of hire. A non-retaliation protection policy also applies to employees. Complaints from employees are heard by the QSP director who investigates and processes violations, and ensures compliance. Noncompliant companies may be subject to a fine, and liable for back pay. No other major airport, except San Francisco, has a comprehensive QSP. Several have minimum wages, and airports like Denver and Los Angeles have expressed some interest in QSP. But so far, SFO remains the only airport with QSP. One is not acceptable — and shouldn’t be. Learn more at http://flysfo.com/web/page/about/organization/rules/index.html, or call Shelley Kessler at (650) 572-8848. What QSP does is vital. What QSP is may be the more profound message. Both Shelley Kessler and contributing writer Greg Brown, District 141 Trustee, and long time lobbyist for QSP, believe that QSP is essentially a matter of cooperation. More than twenty-eight AFL-CIO and non-AFL-CIO unions within the Airport Labor Coalition have put individual issues aside. They concentrated instead on the benefit of QSP to the airport, the airlines, the unions, and of utmost importance — employees.
SPRING 2010
IAM141.ORG
DELTA AIR LINES The un-pretty reality, and how the future actually holds promise
Companies love to talk about personal responsibility for just about everything they can think of, including holding onto your job. That’s nice. Except companies leave out a few details. In most states, you are an “at will” employee, unless you have a union contract. “At will” means you work at the will of the company, — not yours. Upset a supervisor today, last week, last year? You may be gone tomorrow. Nice, simple. Companies love it. And they’re willing to pay big bucks to convince you that “at will” is where it’s at. Here’s the reality. With few exceptions, a company has the right to terminate your employment, for any reason — or for no reason at all. You are not entitled to notice and you are not promised an appeal. Your seniority means squat. How can that be? It’s the law.
On the street overnight
regardless of seniority without cause in most states That’s what a union contract prevents. That’s why organizing Delta matters.
IAM141.ORG
Fortunately, U.S. law also recognizes an employee’s right to join a union. Although union membership has declined dramatically over time, along with real wages in the United States among the working class, there are signs of hope. One bright spot is that the National Labor Relations Board is proposing a rules change to an antiquated provision. If passed, employees would be able to choose representation with a simple yes-no majority. That’s a start. But it takes leg work to get employees educated, and change is difficult.
District 141 on the Delta trail in support of District 143 Last week, District 141 sent six district organizers to do house calls at the homes of Delta employees. The reception was outstanding. Most of the Delta employees were glad to see us, and were looking forward to the election. “We had an opportunity to talk to Delta employees about the IAM, and also to set straight all the dopey lies that their management were telling them,” says Tim Nelson, District 141 Director or Organizing. “Calling on employees at their homes is seriously underrated,” Nelson says. “It allows us to talk to employees in an environment where their boss isn’t trying to intimidate them.” Nelson led the team of Ibraheim Abdulrahim, Johnny Nielsen, Billy Kline, Dave Lehive, and Wes Fredrickson in visiting about 250 homes during the Delta blitz. In April, District 141 began a continuous presence in Atlanta. The goal is to assist and support District 143 in its campaign to organize Delta Air Lines, once and for all.
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ORGANIZING
Corporate executives tell their nonunion employees that productivity will suffer if they join a union.
Union airlines rank higher Better Rank
Airline
The facts tell a different story.
Workforce composition
Represented by
Union
1.
Hawaiian
Union Passenger Service & Ramp Workers
(IAM)
4
2.
Southwest
Union Passenger Service Workers
(IAM)
4
3.
Alaska
Union Passenger Service & Ramp Workers
(IAM)
4
4.
United
Union Passenger Service & Ramp Workers
(IAM)
4
5.
US Airways
Union Ramp Workers
(IAM)
4
6.
Northwest
Union Passenger Service & Ramp Workers
(IAM)
4
7.
Continental
non-contract employees
NO
8.
Delta
non-contract employees
NO
9.
Frontier
non-contract employees
NO
10.
JetBlue
non-contract employees
NO
11.
Air Tran
non contract employees
NO
Worse
Year 2009 On-Time results for the major airlines
nonunion
Corporate drones want you to believe the opposite Corporate executives tell their non-union employees that productivity will suffer if they join a union. That claim is false. In the airline industry, productivity is measured by ontime performance. The Department of Transportation released the on-time rankings for 2009, and not surprisingly, all the unionized fleet and passenger service airlines were ahead of all the nonunion airlines.
None of this means nonunion workers don’t have pride in their jobs. They do. Rather, the bad showing is the result of bad executive choices. The 2009 ratings aren’t a fluke. Improved productivity, thanks to unions, has been proven by business studies from top universities.† In plain talk, here are the benefits of a union work force, to the company as well as to the economy. ■■ ■■ ■■ ■■ ■■ ■■
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Increased Productivity Increased Competitiveness Superior product or service delivery and quality Better Training Lower Turnover Improved health and safety
Industry experts say the poor results for nonunion workers are a reflection of chronic understaffing, high stress, and high turnover at the nonunion carriers. These are problems with choices that executives make, not problems with unions or with Members who belong to a union. † According to Professor Harley Shaiken, of the University of California-Berkeley, Unions are associated with higher productivity, lower employee turnover, improved workplace communication, and a better-trained workforce. A recent survey of 73 independent studies on Unions and productivity says, “...the available evidence points to a positive and statistically significant association between Unions and productivity in the U.S.” Brown and Medoff, a Harvard study, agrees, saying, “...unionized establishments are about twenty-two percent more productive than those that are not.”
SPRING 2010
IAM141.ORG
NOMINATIONS Local lodge tabulation
In accordance with Article VII, Section 6(f) of District 141 Bylaws, the following is a tabulation of the nominations for District 141 Officers: Nominee BOOK # Local Lodge Endorsements
Local Lodge
Vice-President West Sandra Gardner
CA024038
1886-DEN
75, 368, 561, 845, 846, 914, 949, 1018, 1044, 1287, 1322,1351,1445, 1487, 1725, 1726, 1731, 1776, 1781, 1782, 1826, 1833, 1885, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2765 (32) Derek Knox
BU004483
1781-SFO
141, 731, 1635, 1759, 1905, 2198, 2208, 2444, 2559, 2665, 2909 (11) Two Vice-Presidents at Large (four-year term) Rance Holmes
WW059788
141-DTW
75, 141, 368, 561, 845, 846, 914, 949, 1018, 1287, 1322, 1445, 1487, 1635, 1725, 1726, 1731,1776, 1781,1782, 1826, 1833, 1885, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2559, 2665, 2765 (34) Gil Simmons
CA016035
1776-PHL
75, 141, 368, 561, 845, 846, 914, 949, 1018,1287, 1322, 1445, 1487, 1725, 1726, 1731,1776, 1781, 1782, 1826, 1833,1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2559, 2665, 2765 (32) Robyn Eulo
CA022530
1487-ORD
141,731, 1044, 1351, 1635, 1759, 1885, 1905, 2198, 2208, 2444, 2909 (12) Jonetta Beverly
CA034435
2665-ATL
731, 1044, 1351, 1635, 1759, 1905, 2198, 2208, 2444, 2665, 2909 (11) Trustee (four-year term) Troy Rivera
BS073834
1781-SFO
75, 368, 561, 845, 846, 914, 949, 1018, 1287, 1322,1445, 1487, 1725, 1726, 1731, 1776, 1781, 1782, 1826, 1833, 1885, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2665, 2765 (31) Peter Hammarquist
BY90543
2508-MCO
141,731, 1044, 1351, 1635, 1759, 1905, 2198, 2208, 2444, 2559, 2909 (12) Ten Assistant General Chairpersons (Four-year term) Daniel Lebron
BT051517
1781-SFO
75, 368, 561, 845, 846, 914, 949, 1018, 1287, 1322, 1351,1445, 1487, 1725, 1726, 1731,1759, 1776,1781,1782, 1826, 1833, 1885, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2559, 2665, 2765 (34) Richard Chu
BA040340
1322-JFK
75, 368, 561, 845, 846, 914, 949, 1018, 1044, 1287, 1322,1445, 1487, 1725, 1726, 1731, 1759, 1776,1781, 1782, 1826, 1833, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2559, 2665, 2765 (33) Sandra Olmos
CA014907
1979-HNL
75, 368, 561, 845, 846, 914, 949, 1018, 1287, 1322, 1445, 1487, 1725, 1726, 1731, 1776,1781, 1782, 1826, 1833, 1885, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2665, 2765 (31)
IAM141.ORG
Continued ... Ten Assistant General Chairpersons Joseph Bartz BR051806 1487-ORD 75, 368, 561, 845, 846, 914, 949, 1018, 1287, 1322, 1445, 1487, 1725, 1726, 1731, 1776,1781, 1782, 1826, 1833, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2665, 2765 (30) Rose Bradycohen CA026461 1322-JFK 75, 368, 561, 845, 846, 914, 949, 1018, 1287, 1322, 1445, 1487, 1725, 1726, 1731, 1776,1782, 1826, 1833, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2559, 2665, 2765 (30) Michael Crowell BY027831 1725-CLT 75, 368, 561, 845, 846, 914, 949, 1018, 1287, 1322, 1445, 1487, 1725, 1726, 1731, 1776,1781, 1782, 1826, 1833, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2665, 2765 (30) Michael Hughes BX021469 1044-PIT 75, 368, 561, 845, 846, 914, 949, 1018, 1044, 1287, 1322, 1445, 1487, 1725, 1726, 1731, 1776,1781, 1782, 1826, 1833, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2765 (30) Michael Quartuccio TT058168 1487-ORD 75, 368, 561, 845, 846, 914, 949, 1018, 1287, 1322,1445, 1487, 1725, 1726, 1731, 1776,1781, 1782, 1826, 1833, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2665, 2765 (30) Robert Worthman BA040228 1886-DEN 75, 368, 561, 845, 846, 914, 949, 1018, 1287, 1322, 1445, 1487, 1725, 1726, 1731, 1776,1782, 1826, 1833, 1885, 1886, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2665, 2765 (30) Michael Fairbanks BX021652 1725-CLT 75, 368, 561, 845, 846, 914, 949, 1018, 1287, 1322, 1445,1487, 1725, 1726, 1731, 1776,1781, 1782, 1826, 1833, 1904, 1932, 1979, 2210, 2294, 2319, 2508, 2665, 2765 (29) Miriam Seewald OU035775 1886-DEN 141,731, 1044, 1351,1635, 1759,1781, 1885, 1886, 1905, 2198, 2208, 2444, 2559, 2909 (15) Arthur Jackson BP091457 1781-SFO 141,731, 1044, 1351, 1635, 1759, 1781, 1905, 2198, 2208, 2444, 2559, 2665, 2909 (14) Robert Kraves BJ091457 1487-ORD 141,731, 1044, 1351, 1635, 1759, 1885, 1905, 2198, 2208, 2444, 2559, 2909 (13) Richard Pascarella BT078772 1759-IAD 141,731, 1044, 1351, 1635, 1759, 1885, 1905, 2198, 2208, 2444, 2559, 2909 (13) Mark Wingard BX021524 1044-PIT 141,731, 1044, 1351, 1635, 1759, 1885, 1905, 2198, 2208, 2444, 2559, 2909 (13) Karen Asuncion BL010412 1487-ORD 141,731, 1044, 1351, 1635, 1759, 1885, 1905, 2198, 2208, 2444, 2909 (12) Daniel Zuger BX052464 846-BWI 141,731, 1044, 1351, 1635, 1759, 1905, 2198, 2208, 2444, 2559, 2909 (12) Dale Cancienne CA050847 1905-MSY 141,731, 1635, 1759, 1905, 2198, 2208, 2444, 2559, 2909 (10) Kevin Frederickson OU035793 2765-SAN 141,731, 1905, 2198, 2208, 2444, 2909 (7) Jeffrey Rusk BU014065 725-CLT 731, 1044, 1635, 1905, 2444 (5) Veronica Stevenson AU052945 1886-DEN 1351, 1635, 2198, 2208, 2909 (5)
Messenger
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Work here
Too far? Park here
GRIEVANCES
employee parking to Denver’s main terminal entrance may take forty minutes on a snow day. Employees don’t get paid for the trek. Until the grievance settlement in Phoenix, US Airways used to get a free ride, when it comes to using employee’s time. Most airline workers don’t work at the front door, and face many obstacles, such as TSA screening, trams, and sidewalks, to get to their work station.
When should companies pay for an excessively long commute? US Airways Fleet Service workers in Phoenix can punch in before security, thanks to the successful outcome of a District 141 grievance against US Airways, settled in January 2010. Prior to the grievance, US Airways executives believed they could hold Phoenix Members responsible for delays caused by clogged and understaffed security lines, if it resulted in the Member being late in reaching their assigned duty location. In many cases, airline workers were assigned to remote areas of the airport, requiring an excessive commute across company property. After settling the grievance successfully, Members in Phoenix no longer have to worry about an overly long “commute within a commute.” Nick Handlow, District 141 Assistant General Chair, explains, “The grievance was withdrawn when the company compared policy in both hub and focus cities, including Philadelphia, Charlotte, Las Vegas, and Washington–DCA. Members in each of those cities had the right to clock in, without going through security.”
Companies are getting a free ride Handlow says, “My argument to the company was based on bias against US Airways Members in Phoenix, and also on past practice in other locations. The company agreed.” Airline workers typically park in remote employee lots. Just getting to the front door of the airport may require riding a bus, train, moving sidewalks, walking, or a combination of all four. At Denver International Airport, a typical ride from
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Precedence exists for company-paid travel time to work. It relates to whether the commute time across company property is excessive. Oil rig workers, and highly unionized port authority workers, are typically paid for their long journeys across company property. So why is an airline worker, whose daily commute may not exactly involve a ferry boat or helicopter, singled out for no pay? General consensus among human resource hyperventilaters is, “No travel pay, period. (Unless you’re an executive).” HR drones base their argument on the U.S. Department of Labor’s ‘Fair Labor Standards Act’ (FLSA) that is ambiguous about travel time. The Department of Labor (www.dol.gov) web site says, “Time spent traveling during normal work hours is considered compensable work time.” FLSA goes on to say, however, that time spent in hometo-work travel generally is not “hours worked” and, therefore, does not have to be paid. So at what point are we “at work”? By establishing that we are at work once we have commuted from our car to the main terminal, even if we work at a remote location within the terminal, the District 141 grievance settlement is a positive step in the right direction for workers. How this affects Members beyond those locations with pre-security check in remains uncertain. The road forward for Members who still face an excessive, unpaid commute may involve the grievance process. It also may involve the legislative process, influenced by our choice of elected officials who are pro-worker versus pro-company.
SPRING 2010
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REMEMBER Recent retirees United Airlines
Alzner Joseph Andaya Vivencio L. Anderson Theresa M. Andrews James R. Antonio Elmer S. Austin Patricia A. Bales Katherine E. Barros Carlton D. Bebeck Colleen Bell Deborrah H. Blanchard Ronald F. Blount Gar y Bontkowski Elena Borden Franklin W. Both Jr Richard John Bova Susan M. Brinkmeyer Cher yl V. Brunetti Vito Bussey Uphold Lana G. Cahill Michael J. Callies Mar y Campenni Kathleen A. Carroll Debra A. Cerball Carlos F. Chow Kahala A. Chung Heather H. Ciunci Donna L. Collard Anne E. Collins Thomas E. Cooper Sam E. Corporon Marc A. Costanza Richard J. Damazo Jose T. Daniels Nella L. Darby Min- Chueh David Oscar P. Davis Wayne E. Dean Starris Delmastro Timothy Derse Linda Dong Steve L. W. Droz Elba L. Drutis Sher yl D. Dyer Sharkey Edulan Rodney A. Eidson Larr y K . Evers Everette Reena D. Fairweather Eric G. Favero Anna M. Fiebelkorn Terr y L.
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ORDCG SFOCG MCOOZ DENCG LAXCG DENTK DENCG SANCG HNLRR DT WRR SMFCG IADCS CHIRR IAHOZ DENTK SEAOZ STLOZ ORDCG ONTOZ ORDCG DENCG IADCS IADCG IADCS KOAOZ HNLCS PVDOZ LHRCS ORDCG IADCS RNOOZ STLOZ ORDCS EWRCS DENTK SFOLN INDIQ HNLRR ORDCG DCACS TPECS PHXOZ CHIRR LAXCG CHIRR SEACG ONTOZ MHTOZ SEACG ORDCG
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Pamela S. DENCS Robert MSPCS James J. PHLCS Paul DENCG Thomas E. SFOMB Ginette MHTOZ Debra K CHIRR Paul G. LAXCG Paul STLOZ Henr y S. DCACG Delyanira SFOMR Douglas E. DENTK Deloris P. JAXOZ Thomas J. ORDCG Gilliland O. IADCG Katheleen A. MHTOZ Judy L. CHIRR Michael C. K . TPEFF Mar y Anne IADCS Robert G. MCOCG Jalil A. SFOSO Nicholas DENCG Leslie S. IADCS David E. DENTK Richard A. LAXCG Charles E. IAHOZ Lester Y. SFOJZ Roland G. DCACS Bernadette M. DT WRR Susanna M M. SFOCS Nora U. SFOIP Margaret R. DENTK Ann L. DENTK Gladys E. ORDCS Allan L. FSDOZ David L. DT WCS Richard L. SLCCG Margo SANCS Yuncha LAXCS Ambrosio L. DCACG Clint C. SLCCG Tom B. MDTOZ Anju IADOZ Frank A. STLOZ Dennis E. SMFCG Jose F. DENCG Teresa M. ONTOZ Brenda E. DT WRR
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LABOR HISTORY
As many Americans celebrate Saint Patrick’s Day by breaking out their greenest shirt, enjoying a Guinness, and downing their yearly intake of corned beef and cabbage, it is easy to understand that many also forget about the impact that the Irish and Irish immigrants have had on American history. From their initial immigration to their important work on the American railroads and beyond, during a time when the Irish and their culture are lauded for one shamrock-filled day, it lends itself perfectly to explore their important impact on the American labor landscape. The Irish began to immigrate to the United States in moderate numbers even before the American Revolution, but hundreds of thousands more began to migrate after the Great Potato Famine in Ireland in the mid-1840s which left families destitute and looking for any work possible. Most of the Irish settled in industrial cities and many, including children, labored at backbreaking jobs and lived in overcrowded tenements. In times where education was rare, available jobs were laborious and dangerous, and worker exploitation ran rampant, it became imperative for the Irish workers to begin to collaborate to make their lives bearable. Enter the Molly Maguires. Often considered quite controversial, the Molly Maguires were a raucous, secret group of Irish coal miners that originated in Pennsylvania coal country. Around the 1860s, as their treatment worsened and their Welsh and English miner counterparts began to organize, Irish miners wanted to break free from their oppressive owners and bosses with fervor. The Mollies were an almost inevitable result of the clash between the hugely wealthy, hugely authoritative industrial giants and the very men whose day to day labor supported their success. First attempts tried to include all miners in unions, regardless of ethnicity. Since other ethnic groups were often better treated than the Irish by management, these early attempts failed as infighting and disputes broke out between the groups culminating in the violent era around 1863-1867. The Mollies often murdered and maltreated mine owners and bosses throughout Pennsylvania. And albeit violent and controversial, the Mollies and their message became the means by which the Irish miners could somehow tangibly carry out their outrage against cruel working conditions. Members of the Mollies were eventually caught and tried, however an organizing seed was planted and their influence began to spread. Terence Vincent Powderly, a son of Irish immigrants from Pennsylvania also began to transform the Irish’s influence on America. Powderly is known for leading the Knights of Labor, or “KoL,” a labor union whose goal was to organize all workers, skilled and unskilled, into one large union united for workers’ rights and economic and social reform. Powderly worked for the railroad by the age of thirteen and later became a union machinist. From 1879 until 1893, he was very successful in organizing workers from across the country and by 1886, estimates for “KoL” membership ranged from
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Now considered a classic of American cinema, the Molly Maguires movie was a box house bust. It scorns big business, and glaringly criticizes social injustice
700,000 to 1 million members, including 10,000 women and 50,000 African Americans. Powderly, along with many other labor leaders at the time, argued that immigrants took jobs away from nativeborn Americans and drove down wages, especially during the construction of the American railroad. Although not a huge advocate of striking, his skillful organizing amidst the cruel conditions of the American railroads, where a huge percentage of Irish and second generation Irish workers were employed, lead to the success of the Great Southwestern Strike of 1885. Many “KoL” members eventually joined the newly formed American Federation of Labor (AFL) which promoted a more-focused skilled union over the all-inclusive union concept of the “KoL”. Powderly was eventually inducted into the U.S. Department of Labor Hall of Fame in January 2000. From Powderly, to the Molly Maguires, to Mother Jones, another hugely influential labor figure who was born in Ireland, it is hard not to see the impact that the Irish have had on the American labor landscape. Irish immigrants who immigrated to America to seek a better life for their families had hardships just as any group of immigrants or workers has had, and with their strong position of unity and organization, they demanded change. So as one raises their glass to cheers Saint Patrick, raise a glass to the Irish worker as well. Your job may be different today without them.
SPRING 2010
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Recent retirees
United Retirees, continued from page 12
Pavich Pe p e Pe r key Pe te r s Pins o n Po r te r Po uli v aati Prox Q ui gl ey R amire z R amthun R icc ard o R ice R ichards R i g gs Roberts R o co Rom R owe Rub in o S antos S antoyo S ar in o S chn e i d e r S chn e i d e r S chumake r St ar k s Stear ns Ste in Sw i gar t Tap p Tov ar Jr Trej o Ts ai Van M e te r V lah os W ils o n Wr ay Yau Yo g e r s t Yo un g
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14 Yrs 5 Mos 3 4 Yr s11 M os 42 Yr s 1 M os 13 Yr s 1 M os 31 Yr s 9 M os 11 Yr s 5 M os 12 Yr s 6 M os 33 Yr s 0 M os 31 Yr s 5 M os 10 Yr s 7 M os 9 Yr s 7 M os 31 Yr s 4 M os 31 Yr s 5 M os 22 Yr s 8 M os 17 Yr s 9 M os 11 Yr s 5 M os 14 Yr s 9 M os 11 Yr s11 M os 32 Yr s 0 M os 15 Yr s 5 M os 19 Yr s 1 M os 25 Yr s 2 M os 10 Yr s11 M os 35 Yr s 7 M os 11 Yr s 9 M os 4 0 Yr s10 M os 24 Yr s 1 M os 25 Yr s 7 M os 6 Yr s 2 M os 15 Yr s 1 M os 23 Yr s 0 M os 21 Yr s 3 M os 11 Yr s 9 M os 11 Yr s 7 M os 12 Yr s 7 M os 22 Yr s 1 M os 41 Yr s10 M os 23 Yr s11 M os 18 Yr s 3 M os 23 Yr s 5 M os 32 Yr s 6 M os
US Airways Retirees
Patalano Chase Dimick Loushil Wyberg Cripe Kramm Cramer Shaffer Jakubetz Moore Bentley
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George Ramon Michael Kevin Richard Glenda K Leandro L David Luiz Michael H William Edward Thomas F Richard Eugene
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Obituaries
United Airlines obituaries
Abate Raymond J. retiree Alama Elizabeth M. retiree Arellano Ignacio retiree Bailey Robert T. retiree Barber Martha C. retiree Blanco Fernando retiree Blomstedt Leonard N. retiree Bolten Norma L. retiree Bosetti Elwyn H. retiree Brennan Patrick J. Bruce John Burger Lily M. retiree Carroll Thomas J. retiree Chapman William D. retiree Conley Beverly Y. retiree Constante Jr Peter retiree Contento Frank L. retiree Crawford William J. retiree Cross Ronald P. retiree Cruz Nedy Y. retiree Daniel Franklin L. retiree Devereaux Michael L. Di Felice Vincent F. retiree Di Gregorio Carmen V. retiree Dooley John M. retiree Dos Santos Ivanildo X Du Vall William G. retiree Eppard Lawrence B. retiree Farthing William O. retiree Ferry John J. retiree Frank Edward J. Frasco Jean T. retiree Furtado Diane E. Gardina Kasmer J. retiree Geiser Timothy S. Gettmann William S. retiree Glen Alan W. retiree Grant Charles E. retiree Groves Kenneth S. retiree Guzman Jr Rodolfo J. retiree Hammond Thomas G. retiree Hastings Robert C. retiree
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James W. retiree Donald E. retiree Orville T. retiree Frank B. retiree Gloria I. retiree Booker T. retiree Shelton retiree Walter K. retiree Daniel R. retiree Judith N. retiree Dalgita-Soki Fred D. retiree Fred E. retiree Ralph F. retiree Marshall A. retiree Eugene F. retiree Donald P. retiree Marvin A. retiree Linda A. Donald W. retiree Jeff M. Edward retiree Elmer D. retiree Dorothy M. retiree Mary L. retiree Gladys H. retiree Richard G. retiree John retiree Glen R. Jerry L. retiree Jose O. Stanley W. retiree Charles E. retiree Lorenzo retiree James P. retiree Angeline L. retiree Linwood C. retiree Cecelia W. retiree Mary R. retiree Donald R. retiree Martin M. retiree Paul R. retiree Susan John Thomas B. retiree Steven J. Frank retiree Leon retiree Patricia J. Karl F. retiree Sally retiree Ellen P. retiree Francis X. retiree Charles E. retiree Daniel E. retiree Wendell W. retiree Florence O. retiree
SFOMP SEAFF ATLCG SMFOZ RALRR BOSCG SFOJJ HNLCG DENCG CHIRR ORDCG BDLFF ORFOZ ORDJJ ORDHK LAXCG ORDCG ORDJJ EWRFF EWRHH LAXCG PBIOZ HNLRR ORDMK LASOZ CHIRR ORDJJ SFOCG DENCG LAXCS SFOLN EWRCG DENCS ORDCG DENFF DTWRR BWICG IADRR DENTK LAXHH EWRCG ORDFF DTWRR DENCG DENMK CLEMK JFKFF MDWCG CHIRR DENHH NYCRR JFKMK PVDOZ DENTR PHLFF SFOFF DTWMK
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If dogs could fly
Travel tip – dogs fly free in cabin Did you know Fido can now fly free on United Airlines? Under an enhancement to the United Travel Policy for non-revenue space-available (NRSA) pleasure travel, effective December 1, 2009, Employees, Retirees and our Travel Eligibles can fly with our pets in the cabin to domestic locations, without paying a fee. Please note that companions are not eligible for this travel program.
Bylaw note Proposed changes to District Lodge 141 By-Laws have both failed by less than one percent. Strobehn Stroh Swank Sweeney Thornell Venable Verdone Victoria Von Gonten Waldron Walker Weifenbach Whalen Wilcox Wilkins Wilson
Peter D. Lana G. retiree Eugene R. retiree Charles P. retiree Ann M. retiree Norman L. retiree Jerry J. retiree Thelma R. retiree Eugene A retiree Corinne M. retiree Lloyd R. retiree William H. retiree Robert G. retiree Frank L. retiree Alexander retiree Vernon L. retiree
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US Airways Obituaries
Nardick Chiappetta Wyche Colombo
SPRING 2010
Anne Joseph Fred A Anthony
19-Dec-2009 25-Dec-2009 12-Jan-2010 22-Feb-2010
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USPS 000-993
INSIDE What’s taking so long with United? SFO’s floor on contract wages How it may impact you
MAILING LABEL
RLA flow chart More complicated than a transcon on Southwest
ADDRESS ONE
What bosses prefer you don’t know Union airlines outperform nonunion; Reasons may surprise you
ADDRESS TWO CITY, STATE, ZIP
MESSENGER S P R I N G
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At what point is a commute unreasonable? A Distric t 141 grievance in Phoenix may lay some groundwork. — Stor y, Page 11