TAMC NutsBolts - Teamsters SFO

Teamsters Aviation Mechanics Coalition Newsletter3Mechanics at United Have Come a Long WayBy Dave Saucedo, UAL, AMT SeattleIt is hard to realize where we are now withoutfirst taking a look back at where westarted from. This is our third and hopefullyfinal chapter in gaining representation from an organizationwith the capacity to effectively represent us mechanics for theprofessional group that we are.There are very few of us in maintenance who did not formsome type of relationship with that first union that molded ourcollective bargaining agreement. The one opinion we all share:change was needed. For some, the name change and slight policychange from IAM District 141 to District 141-M, was just too little,too late.We all wanted real change, from top to bottom, and not justthe window dressing that was provided. AMFA promised thatand built a new road from new grass roots members who tookstock in what it was to be a union member—some for the firsttime. The AMFA push was responsible for involving a considerablenumber of new faces to the idea of organized labor, andmany of those new activists have stayed on to make up some ofthe talented energetic leaders we have today.Sadly, through no fault of the many who tried to make thissingle craft concept work, the fraternal organization proved itcould not keep up with both the promises made, and demands ofus mechanics, who still deserved more. We asked for more andwhat we finally understood was that this second union only offeredmore of the same: The same contract, the same delays resolvingissues, the same insecurities about our future, the samelack of respect.What we needed was a complete overhaul to the manner inwhich we conducted business with management, and we neededthe influence and reputation of a group that would help us obtainthe respect we long ago earned. We wanted real and permanentchange. We called on, and in April 2008, were ratified asmembers of the International Brotherhood of Teamsters.Sometimes we need an outsider’s view to point out ourstrengths and warn us of our weaknesses. The Teamsters havestepped into that role with patience and resolve but made us realizebefore we can make a run, we first need to learn to crawl.We spent much of the first part of our first year doing exactlythat. We formed our leadership and organized offices and groups.We played on those strengths pointed out through Teamstersguidance and formed committees. We formed new ground andflight safety committees and we re-establish the Outside VendorFarm-Out Committee. We have formed new communicationchannels including web and blog sites to help better the exchangebetween the members and union leadership. We worked hardthrough San Francisco and Chicago to restore our MSAP program.We have worked at individual stations to save jobs andkeep the work force we have, making big wins along the way. Weworked with our business agents to finally bring resolution tomany outstanding and over dated grievances, despite the shortfallsof our contract. Some of the work has been slow and someissues still need that yet to be negotiated push of contractual language,but steadily progress is being made.Not everything was a slow crawl in the beginning, especiallywhen the Teamsters were “let loose” on our behalf to show uswhat they can do. A first sample of what is more to come camein the showing of tact, grace and ultimate leadership at the UALannual stockholder meeting, held just a few short months afterthe Teamsters became our bargaining agent.A team of Teamster representatives showed up to the meetingvery prepared, professional and ready to dominate the meeting.And they did. United CEO Glen Tilton himself later expressedrespect and even a bit of trepidation for this new union he wouldbe forced to deal with. The pilots groups, too, were astounded bythe Teamster performance and have since taken steps to restoreclose relations with mechanics.In fact, eight months before becoming Teamsters, August2007, Tilton proposed the sale of UAL's maintenance division, includingits heavy maintenance base in San Francisco, which employsmore than 4,000 mechanics. Shortly thereafter, UAL alsoannounced plans to sell off its profitable Mileage Plus frequentflier program.It was the Teamsters who publicly and loudly came to our aid,causing dozens of news publications to run tag lines such as aquote from James P. Hoffa who loudly proclaimed, “It’s time torun UAL like company, not a tag sale!” The Teamsters led organizedcampaigns at various airports in November by United Airlinemechanics and supporters who leafleted airports nationwide.They asked passengers to sign a petition urging United Airlines topull back from its plans to sell off its Mileage Plus program andits San Francisco aircraft maintenance operation, and causedpublic outcry and unwanted attention. Eventually, both plannedsales were scrubbed.But still the Teamsters pushed on, calling for lawmakers inWashington, D.C. to look into the Mileage Plus deal, courageouslyexplaining and bringing to light that UAL employees, thePBGC and the American taxpayers have a right to know if thelargest corporate pension default in U.S. history was orchestratedusing misleading information or could have been avoided entirely—questionsUAL would rather not have answered.The Teamsters union stood up for us again in February of2008, still two moths before being ratified as our bargainingagent, when they announced it would oppose a merger betweenUnited Airlines and Continental Airlines unless such a deal benefitsworkers at both airlines.UAL began to take a second look at with renewed esteem atjust who these new Teamsters mechanics were and how we conductedourselves. This was never more evident than in August2008 when an invitation was accepted by senior members ofA Long Way continued on page 4