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February 2002

Boeing Spokane Rally

Spokane members rally to save their plant

SPEEA Letters Policy

President's Corner - Challenge for today...

NEWS FROM MIDWEST REGION

Mason named as new Ed Wells administrator

Irving negotiations update

St. Louis organizing on track

December Wichita WEU JOC/QBR Meeting

Member Services Meetings

Labor Federation Report

Member needs our help

Outsourcing - An issue that needs addressing

If there is a strike in 2002, will you be prepared?

Start your personal strike/layoff fund now

SPEEA monthly dues for 2002: $25.11

Thank you for SPEEA Cares Check

Medical for laid-off employees

Company service does mean something!

Vision, Mission, Goals and Values updated

8th Annual SPEEA Golf Tournament

SPEEA's 7th Annual Camping/ Whitewater River-Rafting Trip

Transportation committee looking for help

Classified Ads


SPEEA Letters Policy

SPEEA Spotlite welcomes letters to the editor that address issues. Letters should be 250 words or less and may be edited for publication. Letters should avoid personal attacks. All letters must include both home address and daytime telephone number for verification.

Send letters to:

Bill Dugovich, SPEEA
15205 52nd Ave. S.
Seattle, WA 98188
E-mail: billd@speea.org

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President's Corner - Challenge for today...

The beginning of the New Year finds us preparing for negotiations while struggling with the adversity of Boeing downsizing.

Preparing for Negotiations

Contracts for Wichita Engineers and for all represented employees within the Puget Sound bargaining units expire near the end of the year. Negotiations will be tough and we are preparing in several ways.

We are selecting members to serve on the Negotiation Teams, subjecting applicants to an intensive interview process. The Council will make the final selection in mid-February. We have many top-notch candidates. I am glad that the specter of the last negotiations has not scared away all the good people. When joined with our experienced professional staff, combined with the resources of the AFL/CIO, we are sure to have a remarkably capable team.

The Negotiations Preparation Committee is examining the feedback from last year's survey in order to prepare a second more detailed survey to assess member priorities. It should come as no surprise that early indications are that job security is a larger issue than ever before. We will continue with area meetings, membership polls and general communications to develop and refine our proposals. We will be well prepared to represent the interests and needs of the Boeing technical community. Our members are top performers who expect and deserve fair, reasonable and appropriate compensation. We will be ready and willing to make this happen.

Dealing with Downsizing at SPEEA

Concern over airline financial troubles has prompted the Company to project a 30% reduction in Commercial Airplane employment this year. Serving our members under these circumstances presents a serious challenge. Boeing employees are under stress and sensitive about everything that happens in the workplace. This creates a situation where the SPEEA staff is busier than ever. At the same time, we face the possibility of a 30% loss of membership and the dues income those members produce.

Our plan is to meet the needs of members to the best of our ability by retaining staff. We are meeting the cost challenge by reducing and deferring expenses wherever we can. We may ask staff to seriously limit overtime. We will make do with the current facilities and equipment. If Boeing employment actually drops by 30% and stays that way for a protracted period, we may need to adjust our staffing. We will, to the best of our ability, do this through attrition and finding positive opportunities for our people. We will not respond to fear of the future with an immediate layoff plan. Fortunately, we are in a healthy financial state. Our Agency Fee arrangement has allowed us to meet the increased costs and challenges of the new SPEEA without changing our dues formula for now. In addition, we have also allowed a safe cushion in our budget. We should be able to continue, even with the serious Boeing downsizing, without sacrificing our most valuable resources and without sacrificing our ability to meet the challenges of our members and the future.

Our plan for SPEEA is similar to what we advocate for Boeing - focus on the needs of our customers, take care of the employees that service those needs, and acknowledge the other stakeholders. In our case, the customers are SPEEA members. The other stakeholders include Labor organizations as well as the rest of the extended Boeing community.

There are already signs that Boeing may have over-reacted. The long-term business prospects of manufacturing airplanes and delivering airplane services are still strong. Let's hope that Boeing retains enough expertise to meet this opportunity. Rest assured, SPEEA will!

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NEWS FROM MIDWEST REGION

Mason named as new Ed Wells administrator

SPEEA, in partnership with Boeing, is proud to announce the arrival of a new Ed Wells Initiative program administrator. Tena Mason assumed responsibility for the Ed Wells program in Wichita on January 21, 2002.

The Ed Wells Initiative is a Boeing/SPEEA joint program. As the Company seeks to continuously refine and expand its technical capability, the Ed Wells Initiative helps enhance the technical excellence of our engineering employees through education, training, and career development. It is the Wichita Program Administrator's responsibility to ensure programs that support the Ed Wells mission - from Conference Grants to Brown Bag Lunches to Technical Fellowship meetings - are implemented and maintained at Boeing Wichita.

Tena is replacing Joe Zenisek, who has filled the administrator's position since January 2000 and will be returning to Commercial Engineering in Wichita. Joe is committed to the belief that technical excellence and training is a win-win scenario for Boeing and its engineers, and he has done an exceptional job during the past two years.

Tena was one of many outstanding candidates who applied for the administrator position. She has been with Boeing for thirteen years, working engineering positions in Commercial Design, Operations MR&D (where she spent four years in management before choosing to return to the engineering career path), BAS Liaison, and BAS Design. Tena's commitment to life-long learning has led her to pursue training in Business, English, Web Graphics, and the American Sign Language. This well-rounded experience has afforded her a broad understanding of the Wichita Division's engineering community.

Please join us in welcoming Tena to her new position. Please feel free to contact her at the Ed Wells office and utilize her skills as you build your career and personal development plans for 2002:

Tena Mason

Program Administrator - Ed Wells Initiative

Tel. (316) 526-1211
MC K81-68; FAX 316/523-8829
Room 3099, Bldg 190Z
E-mail: select "GRP Ed Wells Initiative, Wichita" in Exchange
Webpage: http://edwells.web.boeing.com/Wichita/wichita.html

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Irving negotiations update

December 14, 2001 - SPEEA and Boeing representatives met for the first formal negotiation meeting. Representing SPEEA were Charles Bofferding, Bob Brewer, Joyce Thomas, Redge Thompson, and Clint Kinser. Representing Boeing were Geoff Stamper, Eric Davis, Scott Drach, Teresa Williams, Randy Brown, and Sam Arora. SPEEA presented the Union's proposal as outlined at the All Member meeting held on December 13th. Boeing presented high-level proposals that addressed job classification and downgrade ("bumping") rights issues. Everyone on both sides of the table expressed the shared goal of making Boeing-Irving a place that provides world-class products and services, stable and gratifying employment, and a place that people want to be a part of.

January 4th, 2001 - Workforce, Job Classification and Performance Management issues are currently being addressed in subcommittee meetings. Multiple meetings have been scheduled between January 3rd and January 11th to work out a joint recommendation to deliver to both negotiation teams when the main table negotiations convene on January 15th. Benefit and Salary data are being worked at the SPEEA Wichita and Seattle offices to prepare for the main table discussions.

The current SPEEA/Boeing Irving collective bargaining agreement expires on February 2, 2002 and the goal is to have a new agreement negotiated and ratified by that date.

Check here for the latest Irving negotiations updates

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St. Louis organizing on track

The St. Louis Organizing Committee is making good progress informing workers and securing representation election signatures. The effort receives another boost this month with the addition of a loaned AFL-CIO organizer.

The committee is now producing a monthly newsletter. You can also keep informed of the effort by visiting the St. Louis area on the SPEEA website.

If you know of anyone working in St. Louis, please encourage him or her to support the organizing effort.

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December Wichita WEU JOC/QBR Meeting

Joint Oversight Committee

Bob Waner said that no skill code in BCA Wichita Define would be immune to downsizing in 2002. Cuts are so severe that cross-training is not an option in Wichita. People need to plan for the future by getting more skills experience.

Paul Beckman stated that the headcount is flat at 1100 heads in WMMC until 2002. WMMC is still looking for loads and dynamics people and systems engineering people.

Quarterly Business Review

For BCA Wichita, it was reported that the recovery of the airline industry is 1 to 2 years away. Workforce reductions in mid-2002 are driven by 35% reduction in Wichita deliveries. The decision to implement the 737-900X will be made in Spring 2002; 30 Define heads are now approved through March of 2002 for pre-implementation. Wichita may engineer the translating sleeve for the 747 QC2 noise improvement on the GE engine. 777-200 LR / -300 ER is 90% released in the Strut/Nacelle section. They have achieved a 1000 lbs. weight saving. $6000 was saved by using common section 41 on 777-200LR.

In the BAS report, it was stated that March 22nd is the last day for BAS in Wichita. Engineering services will be transferred to Long Beach and Puget Sound.

The MR&D report was centered on the Sonic Cruiser. The decision on where design will take place will be finalized in 2003. The manufacturing locations will be decided in 2005. And 2008 is the projected year for 1st delivery. The Sonic Cruiser is a large unknown for future MR&D, and Wichita needs to be very competitive to get any Sonic Cruiser work.

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Member Services Meetings

SPEEA Wichita Office

Upcoming Meetings:
4:00 - 6:00 p.m.
Feb. 19 & Mar. 19

Member Services meetings are held once a month and cover special member discount programs including Mortgage and Real Estate Loans, Credit Cards, Legal Services, Educational Loans, Scholarships, Motor Club, Life Insurance, Accident Insurance, alternative Dental and Vision plans and retail discount services for members. Recent meetings have focused on 401K transfers, tax advice and services to assist members during layoffs.

Speakers include staff, members of the Benefits Committee and approved Financial Advisors.

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Labor Federation Report

A special holiday meeting of the Wichita/Hutchinson Labor Federation was held on Nov. 29th. There were memorable addresses by several Kansas representatives. Kathleen Sebelius, insurance commissioner and next candidate for governor, gave a rousing address and fielded many questions from the group. She talked about her accomplishments in office and reflections about the legislature. A picture of Kathleen and some of the discussion is shown on http://www.ksworkbeat.org. Similarly, the other state representatives - Tom Sawyer, Melanie Barnes (a frequent participant), Gwen Welshimer, Geraldine Flaherty, and Judy Loganbill - all gave brief discussions of their recent legislative perceptions and synopsis of unfolding legislative issues. The website also touts the importance of supporting "worker relief" (extended unemployment benefits) for the 750,000 to 1,000,000 persons now unemployed.

Dale Swenson, a Republican legislator and Boeing worker, is drafting legislation intended to ease some of the pain for laid-off workers. He's proposing to raise the jobless unemployment benefit to 100% of the average state weekly rate as compared to 60% or $333 a week now. He believes that this legislation, if enacted, will enable workers to pay bills instead of being submitted to foreclosures and bankruptcies.

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Member needs our help

John Loftis, WTPU member, who recently received a WARN notice, has a daughter, Shelby, with a serious heart defect. The
child is waiting for open-heart surgery at the Children's Mercy Hospital in Kansas City.

The family is strapped financially both because of the mounting medical bills and because of the expenses involved with being away from home for extended periods.

Help would be appreciated. Donation checks can be made out to the Shelby Loftis Heart Fund and mailed to:

Shelby Loftis Heart Fund
The Bank of Commerce & Trust Co.
201 W. Harvey
Wellington, KS 67152

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Outsourcing - An issue that needs addressing

Doors made in Italy. Fuselage made in Japan. Landing gear staying in the United States, but headed outside Boeing to Goodrich. Call it outsourcing, offsets or whatever you like. The bottom line is that work formerly done in Boeing facilities and by Boeing employees is now being done somewhere else.

In the past, SPEEA allowed Boeing to do limited outsourcing when taking the work somewhere else meant increased sales of Boeing aircraft. The rationale was that airplane sales resulted in increased work for existing Boeing employees. This is no longer the situation. Today, Boeing is laying off thousands of employees and Corporate leaders are focused on cutting costs to increase "shareholder value." In today's environment, there are few, if any, advantages from outsourcing work for the bulk of Boeing's workforce.

"Not only is our work projected to decrease, but outsourcing efforts are being increased," noted one SPEEA member at a recent lunchtime meeting.

Officially, Boeing downplays the impact of outsourcing on employment. When workers in Southern California rallied to save the 717, Boeing denied the existence of agreements with two Russian firms to design and build a similar 100-seat midrange jetliner in Moscow. However, a Boeing official in Moscow confirmed the agreements to the Russian press last month. Boeing officials in the Puget Sound region have also confirmed a desire by Corporate leaders to expand the Moscow Design Center where more than 600 technical workers are already employed.

The impact of outsourcing is Company- wide. In September, employees in Wichita built 21 horizontal stabilizers and vertical fins for the 737 NG. An additional 7 stabilizers and fins for the 737 NG were assembled in China. By July of this year the majority of each will be built in China. Similarly, Boeing recently announced plans to open a parts factory in South Africa. None of this bodes well for existing workers.

Work is not the only thing leaving Boeing facilities. Knowledgeable workers, the same workers who have driven Boeing business for 80 years, are either being laid off or leaving for better futures elsewhere. Recent layoffs included at least two "Associate Tech Fellows" the same people Boeing leaders laud as the reason behind the Company's success.

"Management is stretching for profits and doing it by throwing out the work and the people who have made it profitable," said Bob Chiavetta, one of two tech fellows who were scheduled for layoff Jan. 15th.

Perhaps the most telling sign of problems ahead is declining employee moral.

"Years ago, people were proud to work at Boeing," Chiavetta, a 23-year employee said. "Today, people are disgusted with the Company. It's an awful waste of talent and expertise. Chicago is out of touch with the workplace."

SPEEA statistics show that while the Company can survive the short-term loss of some skilled workers, the situation could change in just a few years. With experienced workers leaving and younger workers being laid off, the mix of skills and experience within Boeing will soon be skewed (see charts).

"The Company is slashing people to preserve double-digit profits," said Charles Bofferding, SPEEA executive director. "That's not right, and in the long term it will hurt Boeing."

Puget Sound Profs

Puget Sound Profs

Techs by Age

Techs by Age

Wichita Profs

Wichita Profs

Help combat outsourcing

Following a series of lunchtime meetings last month, SPEEA is gathering information about the specifics of outsourcing. Please take a moment and review the form below to see if you have information that can help.

Outsourcing Report

Help SPEEA combat outsourcing - Give us the facts

What work is being outsourced?

Part or work package description

Model of airplane(s)

What was outsourced - design, manufacture, or both?

Where was the work sent? - Company, and country:

What kind of technology is involved in this work?

How much work does this represent (e.g. how many heads or how much budget)?

Outsourcing decision:

What was the criteria?

Who made the decision?

Your experience with the situation?

How did out-sourcing or "Boeing Globalization" affect your area?

Contact Information:

Name:

Phone: Email:

Send to:

Stan Sorscher * SPEEA * 15205 - 52nd Avenue S * Seattle, WA 98188

Or fax to: 206-248-3990

Or email to: stans@speea.org

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If there is a strike in 2002, will you be prepared?

By Alan Rice, NW Region VP & Negotiation Preparation Committee member

Three years ago, right about now, I was eagerly anticipating my first involvement as a member of the 1999 SPEEA Negotiation team. We each had our own expectations for the outcome of these negotiations and perhaps a different set of priorities as well. What wasn't on my mind, and probably not yours either, was how prepared (or unprepared) I was personally for what would eventually occur.

Regardless of our differing priorities, we found enough common ground to stand together and went on strike. How many of us knew the cost, or the hardship we would face as a result? A few I suppose; but most were like me, out there for the first time. From the results of the earlier surveys, I imagine that the majority of us neither wanted to strike nor were well prepared to do so.

From our individual and collective experiences, we have gained a lot of insight as to how to better prepare for such an event again - should it ever occur. I will not suppose that I have all the answers by listing everything you can do to be ready should 2002 end up on a similar note. I will, however, share some of the insight I gained to help initiate an assessment of your own unique circumstances.

As a member of the negotiation team as well as the Executive Board, I was well aware of the impact that the strike was having on families and individuals. From the first week, we set up food banks and relief programs to help those who needed assistance in order to sustain their absence from the workplace. The needs were as varied as the solutions some came up with to supplement their income and savings.

Like me, many took a job and tightened their belts at home to economize during the hardship. What I learned about this solution is that it can work for awhile (hopefully as long as the strike) because our personal debt level was not so high that it required a full paycheck each week to survive. I also found that creditors were much more willing to accommodate some irregularities when they were contacted well in advance of such an occurrence. I also heard that many creditors had no flexibility in such matters. I would want to know that in advance and change to one that was willing to work with me.

Certainly there are lessons learned and success stories out there that may help inform others on how best to survive a strike - or any other such crisis. Whether financial or emotional, there are solutions to overcome every obstacle. From our families to our communities, the best support comes from within. The combined resources of our labor community were tremendous assets to us as was the personal aid given by friends and coworkers. The best way for us each to weather the effects of a loss of income is to prepare for it in advance. Of course this is no small task, but I know we are up to it... all we need is the data - and the time to use it. NOW is not too soon!

Having listened to members, I know there are still some who believe that the answer is a Strike Fund. We are a "facts-and-data" sort of group, but let me put it simply: no strike fund existing today pays for much more than the food bill. Do we really want to increase our dues by $5 a month just so IF there is a strike we can have food money? Wouldn't it be better if we each created our own financial resources to withstand whatever hardship may befall us...not just a strike?

Your Negotiation Preparation Committee is listening... Tell us what you think about this.

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Start your personal strike/layoff fund now

In the May 2001 SPOTLITE, an article was published advising each of us to begin building a personal strike fund. With the beginning of our negotiation year (contracts for the Puget Sound Technicians and Engineers and for the Wichita Professionals will be negotiated this year) and the specter of layoffs that Boeing has announced for this year, we felt that it is appropriate to revisit this issue now.

While no one can predict how the SPEEA negotiations will turn out, one thing we know for sure is that Boeing will do what it can to prepare for a future strike by SPEEA members.

We should do the same.

Strikes are a last resort. Nobody likes to walk off the job. But, as we now know, strikes are a tool that sometimes must be used. Every member should do what he or she can to emotionally and financially prepare for this worse case-situation.

The aftermath of the September 11, 2001 terrorist attack is certainly the proverbial "rainy day" for The Boeing Company and for its employees, customers, and suppliers.

The Boeing Company has announced commercial aircraft production cutbacks of 50%. Consequently, there will be a significant number of us that are no longer employed by Boeing at this time next year.

If you have not started putting away a little each month to weather a potential strike or layoff, it is time to start; it is far better to be prepared than to be caught off guard.

Just knowing that SPEEA members are preparing for a "rainy day" sends a signal of solidarity that might convince Boeing to "do the right thing", during our negotiations.

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SPEEA monthly dues for 2002: $25.11

Dues were recently recalculated based on current average salary data from Boeing. SPEEA dues for the year 2002 are now $25.11 per month.

The revised amount took affect with the January dues payment for all regular members. The Agency Fee paid by non-members within the two Puget Sound area bargaining units also increases to $25.11.

Section 12.6 of the SPEEA Constitution mandates that the regular membership dues be adjusted annually on January 5th, based on 0.85 of the then-average hourly rate of the bargaining units.

On January 5, 2002, the SPEEA bargaining units totaled 24,549 employees with a combined annual salary of $1,508,369,511. These figures equate to an average hourly rate of $29.54, and 0.85 of that value is $25.11. The calculations include average salaries from all SPEEA-represented bargaining units.

As a comparison, the 2002 dues for Boeing's hourly employees represented by IAM District 751 are $49.70/month (i.e., two times average hourly wage, plus $1.10 per capita tax to Grand Lodge).

The 2002 annual dues for Associate SPEEA members is $75.33 (equal to one-quarter of the annual dues for regular members). Associate members are people not currently in the SPEEA bargaining unit. Associate member applications are available in the SPEEA offices or on our website at http://www.speea.org/Forms/applications.html


*NOTE: In areas where conversion to the new BPS software Payroll system has occurred, the 2001 SPEEA dues amount was deducted from the first paycheck, January 3rd. Thus, for those members, the difference of 97 cents will be deducted along with their next dues deduction on February 14th (for a total of $26.08). In March, their dues will resume at $25.11.

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Thank you for SPEEA Cares Check

I received your check for $281.00 today! It was a wonderful surprise and very much appreciated.

Thanks also for your certificate for my son and the $25 for Christmas dinner.

I heard that a formula would have saved all of us: No Bonuses for the CEO's and straight 35-hours per week for all employees and no one would have had to be in the unemployment line.

God bless SPEEA for this monetary opportunity.

Sincerely,
LaDonna Robertson

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Medical for laid-off employees

Employees facing layoff should remember that Boeing pays for your medical coverage for the first three months after exiting the Company. This means that employees who are covered on the Traditional Medical Plan need to continue making their co-payments.

Laid-off employees began receiving bills in January from Boeing for the co-payment fees. The bills are supposed to alert people that they can purchase medical or just dental coverage. However, the original billings did not explain that employees could opt out of the dental coverage and still maintain their medical coverage. SPEEA has been working with the Company to correct the situation.

The important thing to remember is that if you are laid off and need medical coverage, you must pay the bill.

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Company service does mean something!

A member and his Council Rep recently came into the SPEEA office with a concern about the employee's impending layoff. While the employee was awaiting layoff, the employee achieved his 20 years of service with the Company. When the employee reached that threshold in his career, he understood that his retention should be adjusted to reflect the long-term service. However, the employee was not getting the necessary support to ensure the layoff notice was pulled.

On the employee's behalf, the Contract Administrator (CA) contacted representatives from both Boeing Human Resources and Workforce requesting acknowledgement of the employee's service. Within the various correspondences, the contract was cited, noting that retention should be adjusted after 20 years of service. The CA also cited the Company's own redeployment guidelines which state management needs to catch these types of anomalies.

After additional work, the employee received confirmation from his respective management that the WARN had been pulled and that his retention was effectively adjusted.

Even though the Company did not fully acknowledge their obligation in correcting this situation, it is important to note that any and all egos were set aside and the "right" thing was made to happen for the employee!

Working Together, We Can Make A Difference!

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Vision, Mission, Goals and Values updated

Dusting off and revisiting an organization's Mission statement, is something that easily slides. However, during the past year a group of elected leaders and staff at SPEEA took on the task of not only updating the Mission statement, they also added a Vision statement. Finally, they outlined Goals and Values for our organization.

The new Vision statement is a reflection of what members want SPEEA to become. The Mission is our organization's day-to-day guide.

Headed by SPEEA Council Chairman Pat Waters and starting in June, the group held a series of brainstorming and development meetings. After the most current revisions in mid-January, the group is ready to unveil their work and solicit comments from members.

"It's been a lengthy process, sometimes difficult, but it's vital to the organization," Waters said.

Members are asked to review the statements and forward any comments to speea_info@speea.org with the subject heading "Vision & Goals". Membership input is vital to the process!

In March, the Vision, Mission, Goals and Values will come before the SPEEA Council for review and a vote on adoption.

SPEEA Vision

Be the world's leading aerospace union, representing and serving our membership with competence, integrity and action.

SPEEA Mission

Successfully advocating for aerospace workers by:

  • Responsibly voicing concerns and holding the Company accountable for actions affecting our members.
  • Encouraging participation and respecting members' contributions.
  • Working in concert with labor, community and government organizations.
  • Positive and beneficial Partnership with Boeing.

SPEEA Goals

  • Provide support at all locations from SPEEA staff and elected leaders.
  • Establish and maintain ongoing Partnership with each Boeing business unit that has SPEEA represented employees.
  • Be a strong force in influencing legislative policy and labor laws at all government levels.
  • Work with the Coalition of Labor Unions at Boeing (CLUB) to achieve coordinated bargaining across all labor unions.
  • Work with Boeing management to develop career growth opportunities based on skills and abilities of employees.
  • Represent more than 50% of Boeing's technical community.
  • Achieve and maintain at least 65% membership in regions without Agency Fee (Right to Work states).
  • Obtain contracts that achieve above-market compensation and benefits for all represented employees.
  • Prevent offloading that negatively impacts our members and our products.

SPEEA Values

  • Treat everyone equally with fairness and respect. Appreciate and value the diversity of people and their opinions.
  • Provide an environment of openness, honesty and integrity.
  • Encourage, promote and honor the active involvement and contributions of all represented employees and staff.
  • Ensure that the membership is the supreme governing body of SPEEA, which operates on democratic and ethical principles while adhering to the organization's governing documents.
  • Committing to the long-term success of The Boeing Company.
  • Promote professionalism and technical competency while contributing to the global technical community.
  • Support other labor organizations inside and outside the United States.

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Transportation committee looking for help

By Pat Waters, SPEEA Council Chair

Will Boeing build the Sonic Cruiser in the Northwest?

According to recent statements by Boeing's top leaders, the answer to this important question may depend on solving the transportation problems in the Seattle corridor. These same transportation bottlenecks are also a quality of life issue for many of us who work at Boeing facilities and travel to work each day. While there are proposed solutions for parts of the Puget Sound region's transportation problem, such as light rail and I-405 improvements, no one has proposed an integrated approach for the region.

SPEEA's Legislative and Public Affairs (L&PA) committee recently discussed this dilemma and what could be done to rectify the situation. The answer seems to be "quite a lot." Consider that SPEEA represents the largest, most highly technical, workforce in the nation. Further, at Boeing, one of our major talents is large-scale integration. We know how to solve large, technically complex and highly variable challenges. Developing a solution to Washington's transportation problems would be an exciting opportunity to make a real difference in the communities we live and work. It could also protect our jobs for the future.

To determine what interest there is in our membership for pursuing this endeavor, SPEEA is forming a committee to focus on transportation issues. Committee members will partner with Boeing as well as other labor unions in this endeavor. This joint approach has precedent. SPEEA conducted a similar transportation study a number of years ago.

If you are interested and want to get involved, contact Kristin Farr at the SPEEA office at (206) 433-0995, ext. 129 or e-mail kristinf@speea.org. The SPEEA Transportation Committee is a rare opportunity to become involved in an exciting, rewarding technical challenge that could make a real difference in our lives.

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Subscription rate: $2 per year, $2 of the annual membership dues is paid as a year's subscription to the SPEEA SPOTLITE.

Reproduction rights reserved. No part of this publication may be reproduced without permission of the editor. When permission is granted, material must be used in context and credit given to the SPEEA SPOTLITE.

Original articles and feedback are solicited.

Executive Director, Charles Bofferding
Chairman of Communications, Jerry Robinson
Communications Director, Bill Dugovich
Editor, Robbi Alberts
Art Direction, Wayne Schwisow


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