dl141 messenger summer 2011

S U M M E R 2 011W W W. I A M141. O R G

The future is worth building.Your vote will decide more than what union represents you.

2

S U M M E R 2 0 11

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:

IAMAW District Lodge 141 Financial Office, P.O. Box 117399, Burlingame, CA 94011-7399 Phone: 847-640-2222

In this issue• Seven-page comparison of IAM-United Ramp Contract

versus the teamster contract at Continental Fleet• Independently commissioned economist Hans R. Isakson,

Ph.D., Professor of Economics, University of Northern Iowa grades both unions — the teamsters and IAM.

Members of IAM, Teamsters agree to independent evaluation District 141 dedicates this Messenger to the merger campaign of Ramp and Fleet Service workers at United and Continental Airlines. This organizing drive is the largest in District 141’s sixty-two year history. It precedes an even larger drive for Cus-tomer Service / Passenger Service.

As these important campaigns unfold, District 141 thanks all represented workers for your continuing support.

Members of both the IAM and teamsters have expressed their desire for an independent evaluation of both contracts. Professor Hans Isakson, Ph.D. was recommended, and his work appears in the Messenger.

The point of an independent comparison is to create meaning-ful dialog between both work groups. We’re past “he said, she said” promises. If it’s not in your contract, you can’t quote it in a grievance, or cash it at a bank.

Pay scale language is just one way that your IAM contract creates income. Seven pages in this Messenger compare your ability to earn a living under the IAM contract, versus under the teamster contract.

The responsibility is yours — and yours alone — to read and understand how one contract compares with another in creat-ing, protecting, and enhancing your livelihood.

The important decision you make will affect your family. Your decision determines things as basic as employment, housing, college, vacation, and retirement.

The IAM offers a sixty-two year agreement, defined and bol-stered by more than six decades of arbitration cases.

The grades are inBy Hans R. Isakson, Ph.D. Professor of Economics 212 Damascus Drive University of Northern Iowa Cedar Falls, IA 50613 Cedar Falls, IA 50614-0129

Professor Isakson joined the UNI faculty in 1990. Prior, he was a professor at The University of Texas, Washington State University, and The University of Georgia. He has a long record of publica-tions in Regional Science and Urban Economics, Journal of Marketing Research, and others. Professor Isakson is also an economic consultant for a national testing firm.

May 7, 2011 — assessMent of the InternatIonal assocIatIon of MachInIsts and aerospace Workers and the InternatIonal Brotherhood of teaMsters raMp/fleet Workers laBor contracts

It’s time

3 SUMMER 2011 IAM141.ORG

Due to the pending merger between United and Continental Airlines, ramp service workers must decide which union will represent them with the new, merged company. An assess-ment of key provisions of the current contracts between (1) the International Association of Machinists and Aerospace Workers (IAM) and United Air Lines, Inc. and (2) the Interna-tional Brotherhood of Teamsters (Teamsters) and Continen-tal Airlines, Inc. will enable employees to make a wise and informed decision. This study provides this assessment.

This assessment is of importance to ramp workers de-ciding which union will represent them in the future. Each contract reflects the cumulative bargaining efforts and skills of each union. The union with the better leadership and bargaining skills will have the better contract. Ramp workers would be wise to select the union with the better leadership and bargaining skills to represent them in the future and that union will be the one with the better contract terms.

The “Report Card,” on page 13, compares the major provi-sions of both contracts and assigns a subjective letter grade to each contract’s provisions. The higher grade for each contract feature is in bold print. Overall, the Teamsters contract provides slightly better base wages, while the IAM contract provides bet-ter effective wages and excels in many other areas. Many of the various contract features in Table 1 are self-explanatory. How-ever, a few of them deserve further discussion and elaboration.

Wages, Overtime, Profit Sharing, and Performance Bonuses

It is tempting to reduce the assessment of the two contracts to a comparison of their base wages and nothing more. There is no doubt that the Teamsters base wage rates for ramp workers exceeds those provided by the IAM contract for all but nine and ten years of service. But, this sort of simplification would lead to a seriously erroneous conclusion. Instead, the effective wage rate includes all monetary payments, such as overtime, profits sharing, and performance bonuses that ramp workers earn un-der each contract. The whole is what should be compared.

The better overtime opportunities, profit sharing, and performance bonuses provided by the IAM contract quickly make-up for the IAM contract’s slightly lower base wage rates. On average, IAM ramp workers receive about thirty-six min-utes of overtime (at time and one-half) per week. Teamsters ramp workers are fortunate to receive half that amount of overtime at straight time pay. Under the Teamsters contract, as long as one ramp worker is willing to work overtime at straight time, no other ramp worker can receive time and one-half pay. In addition, the Teamsters contract lack of any restrictions on part-time workers, plus its lack of any restric-tions preventing supervisors from performing ramp service

jobs make overtime extremely unlikely, especially at time and one-half pay. The IAM contract limits part-time workers and prohibits supervisors from performing ramp service jobs, making overtime far more likely. Plus, all overtime work in the IAM contract is at time and one-half with double-time paid for excessive overtime work (i.e. time worked beyond than 12 continuous hours).

Recently, United and Continental gave workers a profit sharing payment. United workers represented by IAM received 5.9% of their 2010 wages, while Continental work-ers represented by the Teamsters received 3.9% of their 2010 wages. The IAM contract includes, but the Teamsters contract does not include, provisions for profit sharing payments. In addition, unlike the IAM contract, the Teamsters contract does not contain provisions for performance based bonuses. This past year, IAM ramp workers received a performance based bonus of $1,250.

By factoring in all of the monetary payments provided by each contract, an effective wage rate can be calculated. The chart below contains an example of this calculation for a ramp worker with ten plus years of service under each contract. It factors in the average amount of overtime, the most recent profit sharing payment each received, and the most recent performance bonus paid to a ramp worker with ten plus years of service.

Notice that although the base wage rate provided by the Teamsters contract is 40 cents more per hour than the IAM contract, the overtime, profit sharing, and performance bonus makes the IAM effective wage rate 55 cents per hour greater than the Teamsters effective wage rate. Across all years of service, the IAM effective wage rate exceeds the Teamsters ef-fective wage rate for all but four (3, 4, 6, and 7) years of service classifications. The chart below shows the amounts by which the IAM effective wage rate exceeds the Teamsters effective

Effective Wage Rate(with 10+ years of service)

SPECIAL — EFFECTIVE WAGE RATES

Professor Isakson is an economist at the University of Northern Iowa, author, and consultant.

voteIAM.com MESSENGER 4

wage rate. Negative number on this chart indicate year of service classifications in which the Teamsters exceeds the IAM effective wage rate.

All workers should base their union affiliation on more than just one year of effective wage rates. Ramp workers should look at a period of at least seven years of continuous service. Because the IAM effective wages are so much higher than the Teamsters effective wages, over an extended period of time the IAM contract’s cumulative effective wages surpass those provided by the Teamsters contract.

Outsourcing Jobs

The two contracts also differ significantly in the area of outsourcing. The IAM contract prohibits outsourcing jobs, while the Teamsters contract does not. The unfortunate Teamsters workers whose jobs are outsourced have very slim prospects. They can either try to find another job, or apply to work for the vendor providing the outsourced services. In all probability, the vendor providing the outsourced services will be non-union. According to the U.S. Bureau of Labor Statis-tics, non-union transportation workers earn $18.13 per hour on average. So, even if a displaced Teamsters ramp worker gets hired by the vendor providing the outsourced services, that worker will suffer a considerable cut in wages. Displaced workers will also most likely suffer a considerable decrease in benefits as well.

Within the transportation industry, about 77 percent of the jobs are non-union. Continental in particular has an es-tablished track record of outsourcing ramp jobs to non-union vendors. Nearly 60 percent of Continental’s ramp service jobs at a variety of their locations have been outsourced to non-union vendors. This rampant outsourcing of jobs by Continental occurs because the Teamsters contract does not prevent them from doing it. Under the IAM contract, these jobs cannot be outsourced.

Work Shifts , Part-Time Workers and Overtime

Significant differences also are found between the two con-tracts in the areas of work shifts and part-time workers. The extraordinarily long shifts allowed by the Teamsters contract and the virtually unlimited start times provide the company with many opportunities to replace full-time workers with part-time workers and to avoid scheduling overtime. The eight hour shifts, limited start times (7 in 24 hours), and limits on the number of part-time employees in the IAM contract avoid these problems. Because the Teamsters contract allows split shifts, these split shifts along with the above result in even greater use of part-time workers and even a reduction in the total person hours worked at any particular location. The IAM contract does not allow split shifts. In addition, the Teamsters contract allows management to avoid overtime by assigning supervisors to perform ramp service jobs, some-thing that the IAM contract does not permit.

Summary

Overall, the IAM contract provides ramp workers better ef-fective wages and other desirable working conditions than does the Teamsters contract. There are a few years of service classifications in which the Teamsters contract provides slightly better effective wages. But, in virtually all other time of service classifications and all other areas, the IAM contract is superior to the Teamsters contract. The wise choice for all ramp workers is to elect IAM to represent them.

The Grades

The grade point average for the two contracts taken from The Report Card (next page) is as follows:

IAM 3.5 or B+ Teamsters 1.9 or D+

IAM Effective WageMinus Teamster Effective Wage


The Report CardDr. Isakson assigns a grade point average for the two contracts: IAM 3.5 (or B+), Teamsters 1.9 (or D+)

Contract Feature IAM/United Teamsters/Continental Grade Grade IAM Teamsters

Jobs Covered All ramp servicemen Fleet service workers B B

Outsourcing Prohibited at 29 major airports No restrictions; employer may contract A – D out covered jobs; currently, nearly 57% of jobs have been outsourced

Base Wage Rate $10.28 to $20.82 per hour $10.40 to $21.22 per hour C C +

Overtime 1-½ time for normal overtime; Overtime goes to lowest bidder Double-time for excessive overtime employee starting with those who bid (i.e. time worked beyond the straight time followed by those who first 12 hours) bid 1.5 time; No double-time available A C –

Overtime Employees with least amount of Employees willing to receive straight A C – Distribution accumulated overtime get first choice time get first choice

Overtime Bypass Employee bypassed gets full overtime Employee given option to future A D pay for overtime hours missed overtime hours

Vacations 1 to 6 weeks 1 to 5 weeks B B –

Medical & Dental Employee pays about 20% of cost Employee pays about 20% of cost B B

Part-Time Workers Limited to 30-40% No limits; 50% at largest hub A D

Split Shifts Not allowed Allowed A D

Shift start times No more than 7 in a 24 hour period for B – D full-time workers No limit

Duration of Shifts 8 consecutive hours of service Up to 13.5 hours of continuous service A D

Work Week Five 8 hour shifts within 7 days; Up to 80 hours in any two week period; no alternating long & short weeks alternating long & short weeks permitted A C

Lead Ratio One lead per no more than 12 employees None A D

Lead Pay Premium plus top of scale pay Extra $1.75/hour A B regardless of seniority. ($22.13 per hour)

Work Sharing Management restricted from performing No restrictions A C covered jobs

Performance Yes None B C – Bonuses

Profit Sharing 5.9% of eligible hours 3.9 % of eligible hours A B +

Medical Benefits 90 days End of month B C – While on Furlough

Company Travel Allowed Prohibited B + D While on Sick Leave

Protection From For 1/26/1994 and greater seniority By seniority protection expires B – D + Furlough 12/31/2011

Average Grade B + D + Grade Point Average 3.5 1.9

WHY WOULD ANY UNION AGREE TO PUNISH MEDICAL HARDSHIP? You are diagnosed with a serious medical condition, and survive a year of treatment. On the 91st day of your illness, you stopped accruing seniority.

Seniority affects shift preference, job preference, salary, and retirement.

The teamsters agreed to it.

It was a good year, if you were a CEOCEOs of the largest companies received, on average, $11.4 million in total compen-sation last year, according to the AFL-CIO analysis of 299 companies in the S&P 500 Index. Combined, that totals $3.4 billion in pay in 2010, enough to support 102,325 jobs paying the median wages for all workers.

Wall Street executives who helped create the financial crisis and economic reces-sion also did well. While cash bonuses fell, total compensation for Wall Street firms increased in 2010. The Wall Street Journal estimates that total compensation at large financial services companies rose to a record $149 billion in 2010.

Are these CEOs being paid to expand their companies, grow the real economy and create good-paying jobs?

Apparently not.

According to the Federal Reserve, U.S. corporations held a record $1.93 trillion in cash on their balance sheets. A lack of business investment is one reason that more than 14 million Americans remain unemployed. During the past decade, CEOs of the largest American companies received more in compensation than ever before in U.S. history. They supposedly deserved this money for increasing stock prices. Did they? On Dec. 31, 2010, the S&P 500 Index closed 19 percent below its high on March 24, 2000.

Over the past decade, shareholders—including workers—lost trillions of dollars in retirement savings because of financial scandals, collapsing bubbles, the real estate bust, and the Wall Street financial crisis.

While CEO pay is still out of control on Wall Street and in the rest of Corporate America, shareholders now have new tools to fight back. CEOs must now give their shareholders a “say on pay,” thanks to the Dodd-Frank Wall Street Reform and Consumer Protection Act signed in July 2010. Although these votes are not bind-ing, they will encourage boards of directors to reform their companies’ executive compensation. No CEO wants to suffer the embarrassment of shareholders voting against their pay. As a result, companies are under pressure to eliminate practices that are red flags for investors. Tax gross-ups, golden parachutes, corporate jet travel, preferential pensions and perquisites unrelated to performance are now under the microscope. Compensation is becoming more long-term and linked to measurable performance.

The Wall Street Reform Act also provides other protections for investors. Board of Directors’ compensation committees now must consist entirely of independent directors. Financial companies must ensure that their incentive pay plans do not create excessive risk, but CEOs are pushing back.

They particularly dislike the requirement that companies disclose to investors the pay disparity between the CEO and the typical worker. Congress required disclo-sure of this information because investors are concerned about growing CEO pay and its impact on pay disparities within companies.

U.S. Bureau of Labor Statistics, May 2009 Occupational Employment and Wage Estimates, national cross-industry estimate of median annual compensation for all occupations.


HOW MANY WORKERS COULD BE SUPPORTED BY THE AVERAGE PAY OF AN S&P 500 INDEX COMPANY CEO?

CEOs are not two-to-seven-hundred times more valuable people than you are.

UNLIKE THE TEAMSTERS,

WE WERE ELECTED TO CLOSE THE CONCESSION

STAND.

The grades are in. Previous page

The teamsters talk buzz words, but not their contract.

NO JOB SECURIT Y

NO LAYOFF PROTECTION

NO HMO OPTION (FREE IN MOST LOCATIONS)

NO OVERTIME EQUALIZATION

NO SIX WEEK VACATION MAX

NO DOUBLE TIME OVERTIME

NO EASY HOUR

NO SCOPE

NO PENSION PROTECTION

NO PART TIME LIMITS

NO START TIME LIMITS

NO LEAD RATIOS

NO SENIORIT Y PROTECTION

NO UNLIMITED RECALL

NO DEMOCRACY

Considering their contract,that’s understandable.


IN 1948 THE IAM NEGOTIATED DOUBLE-TIME, TIME-AND-A-HALF, ANDLATER, OVERTIME BYPASS.

But the teamsters conceded those gains in 2010

by granting straight-time overtime to the company,

along with no overtime bypass payment.

IAM, ART. VII – B, PAR.10, “An employee who is bypassed

in violation of these over time distr ibution procedures

shall be paid and charged at the applicable rate for

the hours missed.”

For a typical ramp/fleet worker, the resulting loss in overtime pay would be a five-percent pay cut.

Here’s a look at how democracy in the world’s largest airline union is structured.

IAM - Grand Lodge Grand Lodge Convention & Constitution

Every four years, Members elect Delegates to go to Grand

Lodge convention. Members vote on changes to the Grand

Lodge Constitution.

Executive Council

Every four years, Members nominate and elect an Executive

Council. The Executive Council is made up of the International

President, General Secretary-Treasurer, and seven General

Vice-Presidents for each Territory.

IAM – Grand Lodge Territories

Eastern, Midwest, Southern, Western, Headquarters, Transpor-

tation, Canada.

Grand Lodge Departments and Services

Accounting, Apprenticeship, Bylaws & Disputes, Collective

Bargaining, CREST, Communications, HPWO Partnership, Human

Resources, Information System, Legal Department, Membership

Records, Politics & Legislation, Retirees, Community Services,

Membership Services, Safety & Health, Scholarship, Strategic

Resources, Trade & Globalization, Women’s Rights, Human

Rights, and Winpisinger Education Center.

IAM – District Lodge 141District Lodge Convention & Bylaws

Every year, Members elect Delegates to go to the District

Lodge convention to debate and recommend changes to

the District Lodge Bylaws. Those recommendations are then

subject to membership ratification.

District Lodge Executive Board

Every two years, Members nominate and elect half of the

District Lodge Executive Board to a four-year term. The Execu-

tive Board is made up of the President and Directing General

Chairman, Secretary-Treasurer, twenty-two Assistant General

Chairman, six Vice Presidents, three Trustees, and three Auditors.

District Lodge Departments and Services

Bylaws, Conventions, Conferences, Contract Administration,

Arbitration, Communications, Finance, Membership Records,

Information System, Legal, Politics & Legislation, Retirees,

Community Services, Education, Safety & Health, Scholar-

ship, Organizing, Employee Assistance, Women’s Rights, and

Human Rights.

IAM – Airline Local Lodges (54)Local Lodge Executive Board

Every three years, Members nominate and elect the Local

Lodge Executive Board to a three-year term. The Executive Board

is made up of President, Secretary–Treasurer, Recording Secre-

tary, Conductor-Sentinel, three Trustee’s, and three Auditors.

Local Lodge Grievance Committee

Every three years, Members nominate and elect Local

Lodge Grievance Committee Chair, Grievance Committee

Secretary, and Committee Chair for each contract.

Local Lodge Departments and Services

Bylaws, Grievance Committee, Communications, Finance,

Membership Records, Information System, Politics & Leg-

islation, Retirees, Community Services, Education, Safety

& Health, Scholarship, Organizing, Employee Assistance,

Women’s Rights, and Human Rights.


It’s time


The IAM has fif ty-four local lodges that exclusively serve airline members. Local lodges provide local enforcement of contracts by locally elected of ficers who work in the airlines. A teamster “local” serves entire regions, multiple trades, and appoints business representatives who do not work in the airline business.

Vote online or by phone

Instructions at voteIAM.com/how

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IAM141.ORG Messenger 10

SPECIAL SECTION voteIAM.com 12

“The Company will not eliminate the classification of Ramp Serviceman at any station listed by name in Paragraph C. All Ramp Serviceman work currently performed at these stations shall be performed by Ramp Servicemen repre-sented by the IAM and shall not be contracted out.”

Paragraph C. “The stations where Ramp Serviceman who are covered by this agreement will be located: Baltimore, Washington, D.C., Detroit, Milwaukee, Boston, Newark, Phil-adelphia, Buffalo, John F. Kennedy International Airport, LaGuardia, Pittsburgh, Cleveland, Dulles, Chicago, Omaha, Denver, Los Angeles, Honolulu, Atlanta, Salt Lake City, Min-neapolis, San Diego, Sacramento, San Francisco, Portland, Seattle, Tampa, Fort Lauderdale and Orlando.”

All work performed by the Company involving the work of all classes and grades of Ramp Servicemen, Storekeepers, and Vehicle Drivers as described in the work classifications in Article IV of this Agreement, is recognized as coming within the jurisdiction of the International Association of Machinists and is covered by this Agreement.

By Company Seniority;

No Furlough Clause protection for January 26, 1994 and greater seniority

IAM | UNI T ED R A MPN E G O T I A T E D W I T H A B A N K R U P T C O M P A N Y

teamster | CO N T INEN TAL FLEE TN E G O T I A T E D W I T H + $ 9 . 1 B I L L I O N C A S H

When the need arises, employees will be subject to reduc-tion-in-force by location, job classification and status in reverse order of Craft Seniority.

A “Cinderella” no-furlough clause expires midnight, December 31, 2011

Article 1 Paragraph D. The Company reserves the right to contract out work heretofore customarily contracted out and to ‘transfer’ or ‘contract out’ other work within the scope of this Agreement.

None

Scope

Job ProtectionContracting out work; Work going outside the company; Transferring of work; Work going to other employees inside the company

Furlough Process & No Furlough Clauses

Recall From Furlough“Employees maintain recall rights as provided in subpara-graphs J.2., J.3. and J.4. of this Article to the job classifica-tion, work status, point and/or location from which they were laid off until recall is offered and is either accepted or declined.

Lifetime Recall Rights”

“Employees may remain on inactive furlough status for the lesser of six (6) years or the employee’s length of service.

After that time they are terminated.”

13 voteIAM.com SPECIAL SECTION

IAM Contract | UNI T EDN E G O T I A T E D W I T H A B A N K R U P T C O M P A N Y

teamster | CO N T INEN TALN E G O T I A T E D W I T H + $ 9 . 1 B I L L I O N C A S H

COMPANY SERVICE Weeks Hours

0-1 Years 1 40 1+ Year 2 80 9+ Years 3 120 16+ Years 4 160 24+ Years 5 200 29+ Years 6 240

Currently working under 2009 base wage rate of $20.82.

Still in negotiations for 2010 wage rate.

Asking for full retro pay and restoration of previous sacri-fices, including the return of 2005 base wage of $25.06.

$ 21.22

Completed Years of Service Vacation Weeks/Hours

Less than 1 year Up to 1 week/40 hours 1 to 4 years 1 week/40 hours 5 to 9 years 2 weeks/80 hours 10 to 16 years 3 weeks/120 hours 17 to 24 years 4 weeks/160 hours 25 or more years 5 weeks/200 hours

Vacations

2010 Base Wage

“Base station overtime opportunities (including overtime at alternate airports within the same metropolitan area) shall be distributed as equally as possible among those available qualified employees who are shown on an over-time list as having accrued the least number of overtime hours.”

Overtime Double Time Rates

“Overtime rate of double time shall be paid for all hours in excess of the first eight (8) hours worked on one of the two (2) regularly scheduled days off each work week for all time worked on the second regularly scheduled day off in a work week if the first regularly scheduled day off has been worked and for all time worked in excess of twelve (12) hours in any twenty-four (24) hour period except when an employee, after bidding, voluntarily changes shifts.“

“Planned overtime will be awarded in Craft Seniority order to qualified employees within the classification who sign up for overtime and are available to work the overtime, begin-ning with those employees who can work the entire overtime assignment at straight-time (1X) rate.”

No Double Time

Overtime Scheduling & Rate Priority

Overtime Bypass“An employee who is bypassed in violation of these over-time distribution procedures shall be paid and charged at the applicable rate for the overtime hours missed.“

An employee erroneously bypassed for overtime will be given the option to work the same number of hours at the same rate he originally would have received had they not been bypassed for planned overtime, by mutual agreement and during productive hours within the same pay period to the extent possible.




HMO & Medical ContributionHMO contribution = Free (in most states) PPO Family Medical contribution = $242

No Free HMO option (anywhere) PPO Family Medical Contribution = $375

Part TimeThe number of part-time Ramp Servicemen assigned to each Class of stations defined below will not exceed the percentage (rounded to the nearest whole number) of full-time Ramp Servicemen and Lead Ramp Servicemen in active service as follows:

Class A: 30% Class B: 40%

“The starting time for shifts at Line Service Stations shall be established in accordance with the needs of the service at each station, but in accordance with the provisions of Para-graphs A and B of this Article, provided that there shall not be more than seven (7) starting times within a twenty-four (24) hour period for any full time classification of employ-ees for a work area at a Line Station. There shall not be more than five (5) starting times within a twenty-four (24) hour period for any part-time classification of employees for a work area at a Line Station, and there shall be at least one hour separation between any two part-time starting times, and there shall be no back to back scheduling.“

No limit on shift start times for full or part-time

• Unlimited start times make it more difficult to have a full-time job

• In Newark, Continental ramp has fifty start times.

Up to 100% Part-Time allowed — everywhere

Shift Start-Time Limits

Split ShiftsTwo different start times on the same day that splits a shift in half

Not Allowed at UAL Split shift schedules will be scheduled to have a minimum of 2 and a maximum of 4 hours between shifts. All scheduled split shifts will be completed within 12 hours

Lead Ratio & Lead PayLead Ratio

“A Lead Ramp Serviceman’s group ... in no case shall there be included within his group more than twelve employees.

Lead Pay

All those awarded a lead position will bypass wage pro-gression scale and receive premium + top of scale pay, regardless of seniority.”

Lead Ratio

None

Lead Pay

Lead’s base pay is based on seniority and on wage progres-sion scale




Article XX, Paragraph K.

“Supervisors and higher ranking officials of the Company shall not be permitted to perform work on any hourly-rat-ed job covered by this Agreement except in emergencies or instructions or training of employees.”

“Employees promoted to supervisory positions or to other positions (not covered by this or any other Agreement unless otherwise agreed upon) will retain and continue to accrue seniority in the classification from which promoted for a period of six (6) months following promotion, except that employees in such positions on November 1, 1969, shall retain and continue to accrue seniority for a period of six (6) months from that date. At the expiration of the six (6) months period, employees in promoted positions shall retain but shall no longer accrue seniority.“

Article 1, Paragraph C.

Employees covered by this Agreement may be assigned to perform work of other crafts and/or classifications as directed by the Company and to work with other employees of the Company in coordination and to share work as the needs of the service require.

Employees who are promoted on a permanent basis to any management or administrative position within the Fleet Service department below the Fleet Service Director level will continue to retain and accrue seniority in the Fleet Service Employee craft.

Work Sharing Program

Management Protection

Work Week Article 6, Paragraph A

Eight consecutive hours of service, exclusive of meal pe-riod, will constitute a full time work shift. Forty (40) hours, consisting of five (5) eight (8) hour days worked within seven (7) consecutive days, midnight Saturday to midnight Saturday, will constitute a standard full time work week.

Work Week ARTICLE 4 – Paragraph D.

“Alternative full-time schedules of more than (ten) 10 hours but no more than thirteen and one-half (13.5) hours may also be utilized. Such schedules might include (but are not limited to) workweeks consisting of three (3) twelve (12) hour days plus one (1) four (4) hour and/or two (2) thirteen and one-half (13.5) hour days and one (1) thirteen (13) hour day.”

Work Week

Not allowed. See above. Paragraph F

“At no time will the Company schedule a full-time employee for less than forty (40) hours in a week. However, the Com-pany may alter the above to eighty (80) hours of work in each two (2) week pay period ...”

i.e. you may have to work 60 hours one week and 20 the follow-ing at the discretion of management.

‘Alternating’ Work Week

LOA 74-8 R allows for job preferencing No provisionJob Preferencing




Graveyard, Swing Shift Article 21, Paragraph I. 1.

“Any shift starting at 11 AM or later and before 5 PM shall be considered an afternoon shift and any shift starting at 5 PM or later and before 6 AM shall be considered a night shift.”

Graveyard Only Paragraph E

“Graveyard shift is any shift which begins on or between 2000 and 0359.”

Swing & Graveyard Shifts

Article 6, Paragraph B.

“Part-time shifts will be scheduled for a minimum of four (4) hours per day and a maximum of six hours per day, exclusive of a thirty (30) minute meal period for employees scheduled for or who actually work in excess of four and one-half (4 ½) hours.”

Paragraph H

“Part-time employees scheduled to work five (5) hours or less will not be scheduled a meal period.”

Part Time Hours


“Seniority plus the ability to satisfactorily perform the work required for the job in question shall govern all employees covered by this Agreement in preference of shifts, in case of lay off, re-employment after lay off, in the filling of full and part time vacancies, and in all promotions, demotions or transfers ...”

Article 10, Paragraph E.1.B.

“Ties in classification seniority date on the master system seniority list will be broken first by Company seniority date and then by giving preference to the employee with the lower number comprised of the last four (4) digits of his Social Security number.”

Article 3 - Paragraph D.

“Work areas will be designated by the Company for each Classification, and employees will bid shifts by work areas within their Classification,”

(work area comes before shift and RDO)

Article 5 - Paragraph B. 3. B.

“When two or more employees hold the same Craft Senior-ity date, the most senior will be the employee with the low-est last four (4) digits of his/her social security number.”

IAM uses company seniority to break a tie.

Seniority Rights

Seniority and Ties

No split shifts Paragraph I “Split shifts will be offered in accordance with the needs of the service…” ARTICLE 12 – Paragraph D “Employees working split shifts and those whose schedules are adjusted in excess of 30 minutes and notified 72 hours in advance will be paid a premium of five ($5.00) dollars per shift”

Split Shifts




Article 13, Paragraph H

“Employees covered by this agreement will be permitted to select their vacation in the shop, station, office or de-partment in which they are employed in accordance with Company seniority.”

Article - Paragraph B.3.C.

“Craft seniority will govern the bidding of shifts, vacations and holidays.”

IAM uses class for bidding and company for vacations and holidays.

Vacation Bidding

Article 10, Paragraph N. 2.

“At the expiration of the six (6) months period, em-ployees in promoted positions shall retain but shall no longer accrue seniority.”

Article 10, Paragraph H.

“When it becomes necessary to lay off employees at any location on the Company’s system, any temporary employees at the point will be terminated first and then system seniority...will govern.”

Article 5 - Paragraph F.1.

“Employees who are promoted on a permanent basis to any management or administrative position within the Fleet Ser-vice department below the Fleet Service Director level will continue to retain and accrue seniority in the Fleet Service Employee craft.”

Article 7 - Paragraph I.

“When the need arises to reduce the number of employees, employees will be subject to reduction in force by location, job classification and status in reverse order of Craft Seniority.”

Seniority and Promotion

Furlough Protection

Article 10, Paragraph E.1.A.

“The contract provides for all seniority protests to be expedited to Step Three of the Grievance Procedure.”

Article 5 - Paragraph C.1.A.

“An employee may only protest his/her own seniority.”

Seniority Protest

Article 10, Paragraph N.1.

“An employee whose transfer request to a different clas-sification represented by the Union is accepted by the Company shall retain and continue to accrue seniority in his former classification for 2 years.”

Article 5 - Paragraph B.3.E.

“Craft seniority is retained, but will not accrue for time spent outside the Fleet Service craft.

Out of Class Transfer

Article 10, Paragraph J. 11.

“Employees shall receive moving expenses as provid-ed under Company policy as of Nov. 12, 1993”

No paid moveMoving Expenses




Article 15, Paragraph A., B.1.

“An employee who exhausts his sick leave or who is off work because of illness or injury longer than 16 days without sick pay… shall retain and continue to accrue seniority.”

Article 9 - Paragraph A. 3.

“Seniority for all purposes continues to accrue during paid sick leave. Company and Pay seniority will be adjusted for inactive service beginning on the 91st day of unpaid sick or medical leave.”

Seniority and Sick Time

Article 23, Paragraph A. 5.

“The Company Medical and Dental benefits (including Dependent coverage) of an employee who is laid off from active service due to a reduction in force will be continued while he is on layoff for a period of 90 days from the date of his layoff,”

ARTICLE 7 - Paragraph U.

“A furloughed employee’s medical benefits will continue until the end of the month in which pay or pay continuation ceases.

Medical benefits on Furlough

The IAM agreement does not prohibit travel when on occupational illness. “While on extended illness status, the employee may be granted free or reduced rate transportation privileges.. ”

Article 9 - Paragraph C.7.

“Employees on occupational injury status/ transitional duty may not use their own or any other employee’s pass privi-leges or reduced rate travel for personal travel”

Travel and Sick Time


“Station overtime opportunities shall be distributed as equally as possible among those available qualified employees who are shown on an overtime list as hav-ing accrued the least number of overtime hours.’’

Article 6, Paragraph E

“Planned overtime will be awarded by Craft Seniority order to qualified employees within the classification who sign up for overtime and are available to work the overtime, begin-ning with those employees who can work the entire over-time assignment at straight-time (1X) rate.”

Overtime Distribution

Under the IAM agreement only voluntary overtime is subject to equalization rules.

“Once an employee is assigned mandatory overtime, every effort will be made to avoid assigning the same employee mandatory overtime the next day. Employees with the least Craft Seniority not assigned mandatory overtime the previ-ous day will be the next in line.”

Overtime Equalization

REMEMBERRecent retireesUnited Airlines

Bailey Darrell C. SFOSE 31 Yrs 2 MosBaker Bradley S. MCIOZ 10 Yrs 4 MosBuckman Eugene C. DENCG 16 Yrs 3 MosBurns Michael B. BWICG 24 Yrs 9 MosCarter Delphine M. CHIBD 12 Yrs 5 MosCrow Glenn L. DENCS 13 Yrs 3 MosGabehart J.Lynn DENTK 26 Yrs 8 MosHerbrand Karlene F. DENCS 13 Yrs 6 MosHoopes John C. PHLCG 42 Yrs 2 MosHoyte Alfred W. SFOCS 10 Yrs 4 MosJohnson Kathryn D. IAHOZ 24 Yrs 0 MosMc Ghee, Virgil W. DENCG 38 Yrs 9 MosMiddleton Delores M. SFOCG 14 Yrs 1 MosNewberry Sharon CVGOZ 14 Yrs 1 MosPrioleau-Lewis Maryalice HNLRR 24 Yrs 5 MosSacramento Oscar C. SFOJJ 22 Yrs 0 MosSchenck Terry L. DENOZ 45 Yrs 6 MosSpecchio Ripalta T. DENCG 22 Yrs 2 MosSwope George L. ORDCG 13 Yrs10 MosTwistol Robert E. ORDCG 10 Yrs 8 MosUntalan Mariano N. SFOJJ 20 Yrs11 MosWaters Cindy J. HNLRR 15 Yrs 0 MosWatson Pidia M. DENCG 36 Yrs11 MosWhite Steven E. SFOJJ 22 Yrs10 MosWiggins Leo J. ORDCG 37 Yrs 3 MosWilliams Mary E. LAXCS 12 Yrs 8 MosWoolen Nancy K. DTWRR 43 Yrs 9 MosWyatt Allen T. DENCG 20 Yrs 0 MosYoung Harold P. LAXCG 13 Yrs11 Mos

US Airways Retirees

Anderson Johnny Perez LAS 24-Apr-2011Bittle Ralph A. CLT 28-Mar-2011Brashear James R. PVD 04-Apr-2011Bryant Dennis M. SEA 31-Mar-2011Cuevas Hortencia B. SEA 07-May-2011Herrera Eladio H. DCA 03-May-2011Incontro Donald R. PHX 15-Apr-2011Lee Richard M. PIT 27-Mar-2011Madeira Aurelio F. PIT 22-Mar-2011Miller Ralph CLT 30-Apr-2011Musgrove Timothy B. IND 03-Apr-2011Racine Emile E. PHX 29-Apr-2011Ratliff Fred Jeffrey CLT 30-Apr-2011Santiago Juan J. LAS 31-Mar-2011Stinner John D. PHX 11-Mar-2011Walker Marian CMH 01-Apr-2011

AirTran Airways Retirees

Deeb Frances MCO 2011

Hawaiian Airlines Retirees No report

Philippine Airlines Retirees No report

ObituariesUnited Airlines

Bash John R. retiree CLECG 1/23/11Bingham Marianne ORDCS 1/17/11Blackburn Dean E. retiree DENTK 2/6/11

Bommel Emile E. retiree SFOJJ 1/27/11Brandonisio Louis ORDCG 2/18/11Bryels Carl L. retiree ORDJL 2/16/11Camasta Daniel retiree ORDCG 2/20/11Carmosino Joseph P. retiree DENFF 2/21/11Carroll David B. retiree YVROZ 2/15/11Casem Claudia R. retiree LAXRR 1/12/11Clay Edward H. retiree LAXOZ 1/6/11Duffy Robert L., Jr. retiree DENTK 1/12/11Ferguson Thomas M. retiree DENJL 2/20/11Gatesman William J. retiree DENJL 1/29/11Gavula Myron retiree ABEOZ 1/28/11Gramiak Michael J. retiree SFOFF 2/28/11Hargis Harry G. retiree DENCG 2/26/11Harrison Beverly B. retiree PBIOZ 1/11/11Hilliard Jesse B. retiree LAXCG 2/8/11Hostetter Geraldine A. retiree MCOOZ 2/15/11Hudson Louis H. retiree DTWCG 1/27/11Hunt Robert L. retiree DENFF 1/14/11Jarman Jr Richard G. retiree PHXOZ 2/27/11Jolly Lillian P. retiree BOITO 2/10/11Jeffrey Glenn A. retiree BWIFF 1/30/11Jones Robert E. retiree IADCG 1/21/11Karagas James C. retiree ORDHK 1/20/11Kern Charles L. retiree DENFF 12/26/10Kojelis Joseph retiree LAXHH 11/11/10Lee Adeline P. retiree VLORR 1/24/11Lewin Eric M. retiree LGACG 2/18/11Lewis Sherie D. retiree ROCTO 8/28/10Martin Colleen C. retiree PHXOZ 12/13/10Matteroli Albert retiree SFOJJ 5/31/11May Ac C. ORDCG 1/21/11Meis William H. retiree DENTK 12/25/10Morley F. Fern retiree DENHH 1/5/11Nardone Ralph E. retiree BOSFF 1/10/11Nikolich Erika retiree ORDHN 1/6/11Nishimura Donald D. retiree HNLCG 1/12/11Olson Herbert A. retiree ONTOZ 1/27/11Ozols Uldis retiree SFOFF 2/26/11Psoinos James R. retiree PDXCG 1/14/11Reid Alice L. retiree ORDHN 2/7/11Riggs Robert C. retiree ORFOZ 1/18/11Runnels Haven P. HNLHH 1/13/11Sakashita James H. retiree HNLFF 1/31/11Schafer Frederick D. retiree DENFF 1/21/11Serviss Victor O. retiree DENTK 1/14/11Sherwood Edward W. retiree ORDFF 1/14/11Skapa Kamil A. retiree DENTK 1/17/11Slyter Allen L. retiree ANCOZ 2/26/11Smith Alvin D. retiree YNGOZ 1/3/11Sparrow Helga retiree IADCG 1/10/11Specchio Ripalta T. retiree DENCG 2/25/11Stephen Charles S. retiree CLEFF 1/22/11Sullivan Leo E. retiree DENTK 1/28/11Underwood Edna L. retiree ORDJL 2/4/11Van Alstine Philip F. retiree CVGOZ 1/27/11Von Wida William A. retiree LAXCG 1/22/11Waites Edward E. retiree SFOFF 12/18/10Weare Lawrence J. retiree OMACG 2/28/11Williams Charles E. retiree MIAHH 1/26/11

US Airways Obituaries

Bright Allen D. LAS 3/9/11Staton Joseph W. PHL 3/28/11Wilson Omar Lydell PHL 4/17/11

AirTran Airways Obituaries

Mealing Kevin ATL 2011

Hawaiian Airlines Obituaries No report Philippine Airlines Obituaries No report


I N S I D EEconomist and Professor Hans R. Isakson, Ph.D. grades the IAM and Teamster union. Evaluation, page 3

Grades, page 7

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Documents

iam contract

professor isakson

professor hans isakson

professor of economics

members of iam

teamster contract

united ramp contract

ramp service workers