The Northwest and Midwest Councils recently elected negotiation teams for this year's contract negotiations. This month, we complete the introduction of your Negotiation Teams with brief biographical information from the Wichita Engineering Unit Negotiating Team.
Wichita Engineering Unit Team
Joe Newberry, Chairman
Joe Newberry is currently the B-52 JDAM Software Team Leader. As a Software engineer, he is working to develop software for the B-52 Avionics Mid-Life Improvement (AMI) program in the Wichita Development & Modification Center.
Newberry has an extensive career at Boeing that started in 1973. He has held numerous jobs within the Company, including work in the B-52 JASSM/JDAM/WCMD Software Team Lead, B-52 and B-1 Mission Planning and the B-1 Weapon System Trainer.
A Kansas native, Newberry earned both his Bachelor of Science and Master of Science degrees in Electrical Engineering from Wichita State University.
An active member of SPEEA since 1995, Newberry is involved in numerous teams and committees. From 1995 to 2001, he was an Area Rep for District N-1. During 1999/2000 he was a member of the WEU Negotiation Team. Most recently, he has served as the Executive Board's Midwest Regional Vice President during 2001 and 2002.
As a result of his participation in SPEEA committees, Newberry believes the union has a special opportunity to improve The Boeing Company and help Company officials understand that working together must be an ongoing process.
As a Test Engineer, Shane Michael has worked for the past 14 years at Boeing Wichita Test Technology Labs in Vibration Dynamics, working to design test, review requirements, evaluate test sensor/equipment, and analyze and present data. Before that he spent two years as a Technical Publication Engineer.
Born and raised in Topeka, Kansas, Shane attended Kansas State University and Emporia State University. He was hired by Boeing in 1986 and almost immediately joined the Wichita Engineering Association (WEA), the forerunner of SPEEA in Wichita.
A strong union supporter, Shane has been actively involved in numerous activities and roles within the Union. His work includes Council Rep for 14 years; Executive Board Secretary, 6 years; District Delegate Lodge 70, 5 years; and Legislative and Public Affairs Committee member and Wichita Hutchison Labor Federation Delegate for 3 years.
This is Shane's fourth time as a Negotia- tion Team Member. His goal as a member of the team is to strive for a better contract that is easier to enforce with the Company. He will also strive for the union to play a more "proactive" role.
Shane's goals for SPEEA as a whole are for members to actively participate in committees and to take the lead on issues with the union and the company.
As advice to members and nonmembers he says, "Membership speaks for itself. A well-organized union ensures the best position with the Company."
In addition to actively participating in SPEEA, Shane enjoys keeping informed on current issues, keeping fit, and hunting and fishing.
He has two daughters,
Mercedes and Tina.
Burt Shah was born in India and earned his PhD in Chemical Engineering from the Indian Institute of Technology in Kanpur, India in 1975. That same year, he moved to Auburn, Alabama where he served on the faculty of Auburn University in the chemical engineering department. He was then hired by Wolverine Cube Company in Decatur, Alabama where he was a product engineer.
In 1988, Boeing hired Burt on in Huntsville, Alabama where he worked the next six years on the Space Station program, in environmental control & life support systems.
Burt moved to Boeing-Wichita in 1994, hiring into Manufacturing Research & Development (MR&D) where he has been supporting chemical processes ever since.
When SPEEA became the elected representative of Boeing Wichita engineers in 1995, Burt joined and soon became an Area Rep. He has been a Council Rep since 1997 and has served as the Midwest Treasurer for over a year.
Burt says he first became active in the Union because he knew SPEEA does an excellent job of representing engineers, giving them a voice in their careers and working conditions.
He ran for the Negotiation Team because he felt he had had positive experiences in representing the members in his district, and felt as a Team member he could make a real difference in people's careers.
His advice to members and nonmembers: "The stronger the membership, the better say we can have in our careers and other issues that affect us and our families."
In his spare time, Burt
likes golfing, working out at the Boeing fitness center and enjoying
theater shows that come to town. He also likes to volunteer in his
community, through ECF and working directly with the various agencies.
A Structural Design Engineer at Boeing Aircraft Services, Dave Huster is currently working on the conversion of 747 Passenger and Combi aircraft into Special Freighters.
Employed at Boeing since 1996, he became a SPEEA member in 1999. Soon after joining, he made the move to become a Council Rep and has steadily increased his union activity ever since.
Throughout his years at Boeing, Huster has worked on numerous projects, including 757 Structures, DCAC Focal, and the 747 Structures Freighter Program.
Huster was born and raised
in St. Louis. He worked several jobs to pay his own way through
Parks College where he was graduated with a Bachelors degree in
Aerospace Engineering. He continued his education at Friends University
and was graduated with a Masters degree in Science Management (MSM).
He also worked for a testing
Huster was eager to be involved with SPEEA after the events of the 1999 negotiations and because he'd like to make a difference in the next contract negotiations.
"I plan on making a contribution to the contract that will be rewarding to our members," Huster said. "I will gain first-hand working knowledge of the negotiation process."
His goals are to strengthen SPEEA membership by increasing the number of members and to better communicate the changes taking place within the Company. He encourages non-members to join the Union to strengthen their position within the Company and to contribute to the contract negotiations.
Huster and his wife Brenda
have a 6-month old son, Joseph.
Dave Sly was hired at Boeing in 1995. After learning about the benefits of collective bargaining, he joined SPEEA so he could "have a voice in the 1999 negotiations."
Sly currently works as a Fuel Systems Design Engineer in the Wichita Development & Modification Center. His work involves designing and analyzing fuel system modifications on the MC-130H Combat Talon II Aircraft. His previous work at Boeing includes work on KC-135 MPRS fuel system modification, E-4B & C-32 comm. upgrades, KC -135 & B-52 Functional System Integrity Program, and KC-135 Fleet Support tasks. He continues to support the KC-135 fleet support with fuel system related tasks.
Born in Midwest City, Oklahoma, and raised in Tipp City, Ohio, Sly attended the University of Oklahoma and was graduated with a Bachelor of Science degree in Mechanical Engineering.
Sly joined the 2002 Negotiation Prep Committee, then sought election to the 2002 Negotiation Team to "better understand and help with the process of negotiating a sound contract for employees represented by SPEEA in Wichita."
As a Negotiation Team member, he hopes to achieve better cohesive relationships between SPEEA and its represented members and Boeing employees. He said, that his union experience has taught him that employees should not "be afraid to have your voice heard."
Outside of his obligations at Boeing, Sly is a member of the Bel Aire, Kansas city council committee.
Sly and his wife Jamie have two children, Christian 4, and Cameron 18 months. They make their home in Wichita.
by Hoyt Hillman, Wichita Council Rep, Council Treasurer
Now is an excellent time to hold our government representatives accountable. Most, if not all, of our state representatives have finished their 2002 sessions and their voting records are available. Congressional reps also have easily accessible voting records. Before fall begins and the campaigns start, let's calmly decide what kind of future we want.
Regardless of what state you live in, this is the time to take a good look at your representatives and judge their performance from a labor issue standpoint. They may be your personal friend, and you put their "vote for me" sign in your yard last election - but I urge you to look at how they supported labor and the issues that affect your life everyday during the past two sessions. SPEEA does not support any political party. We do support specific positions that favor our members. We keep it simple and favor keeping pro-labor representatives and favor replacing anti-labor candidates.
We will be reviewing representatives and their voting records. Where SPEEA cannot endorse the voting record of current representatives, we will call for members or retirees to step up and run as pro-labor candidates. Where no available SPEEA candidate is available, we will ask our fellow CLUB (Coalition of Labor Unions at Boeing) members, local Labor Councils or IFPTE members to help find pro-labor candidates from their ranks.
While SPEEA and the CLUB, and some Labor Councils have recently grown in influence, there are increasing numbers of anti-labor initiatives. Nationally the labor movement is slipping. The number of pro-labor candidates is slipping as well. In the next few years, much will be decided about how we will be treated as employees and retirees. Many NAFTA and outsource issues are yet to be resolved, so now is the time to move forward with our pro-labor agenda.
Dealing with the large number of retirees coming along should be on everyone's mind. The excellent economy in past years swelled retirement funds and allowed many companies, including Boeing, to forego contributions. Even with excessive funds in the Boeing Pension Trust Fund set aside and managed only for retirees, we have seen no ad-hoc increases for retirees since 1985. This brings up many serious questions about the viability of current and future pensions for retirees. Many Boeing employees have already begun to face reductions in retirement medical plans. Nationally, there are serious questions about changes to social security and prescription drug plans that must be addressed.
I suggest our long-term future depends greatly on pro-labor groups like SPEEA, the CLUB, local Labor Councils, and IFPTE holding our representatives accountable to our own pocketbook issues. Starting this summer, a series of articles will outline some of the pro-labor issues and how some of our representatives stack up. Getting labor unions to endorse pro-labor issues is nothing new. But, combining our votes with the CLUB or IFPTE in support of local pro-labor issues is new. This move has the power to change not just the political representation in the state houses, it could change the underlying political atmosphere. Even where we do not win, we will be recognized as a political force. When our legislative committees approach representatives for their support on pro-labor issues in future sessions, we will get the respect we deserve.
This is a chance to help ourselves. But, let me be clear, SPEEA still does not endorse political parties, just specific pro-labor issues. If you have an opinion, you can e-mail me or participate with your local Legislative and Public Affairs (L&PA) Committee at your local SPEEA office or by conference call.
By Stan Sorscher and Bill Dugovich, SPEEA Staff
We all see signs of engineering and manufacturing work being transferred to global suppliers. Boeing tosses around the term "globalization" and calls it a necessary fact in our changing world.
While some Boeing work has always been outsourced, the pace is increasing. Even more disturbing, is the recent example in the structures division at Everett. During the past month, managers scoured for job packages to send to the Moscow Design Center. Of course, Boeing now refers to the center as the "Boeing Design Center." We all know the BDC is located in Moscow, Russia. A recent management memo stated this "work transfer" is the equivalent of 250 full time jobs.
Last year, Boeing announced a plan to outsource the design and manufacture of the wing for a major airplane derivative program. On Christmas Day, 2001, plans to build 767 fuselage sections in Japan were released by the Puget Sound media. Boeing today is openly courting suppliers around the world about taking part in the research and development of the Sonic Cruiser, arguably the greatest advancement in commercial aviation since the 747.
Boeing is also seeking partners for the design and manufacture of primary structure and systems for the Sonic Cruiser. The very core-competencies that gave our Company 80 years of competitive advantage in the aerospace business, is now a commodity for sale to the highest bidder - or the country or company that can provide the lowest cost workers.
Explanations Fall Short
We hear three justifications for increased outsourcing:
Lower unit costs (cheap labor and overhead)
Sales commitments from customers
Specialized expertise not available in-house.
None of these explanations makes sense. If lower costs were the answer, we would all drive Yugos and eat White Castle hamburgers. Personally, I don't know anyone who owned a Yugo, let alone someone who owns a working Yugo today.
Boeing products and markets depend on the trust and confidence of customers and the flying public. Our products are complex and heavily engineered. The production and operational lifetimes of aviation products are measured in decades. Our overhead unit costs will steadily increase as they are spread over a declining industrial base.
Sales commitments from outsourcing have been slow coming. To influence the market in Japan, Boeing gave up a substantial fraction of several airplane programs, including breadwinners like the 747 and the 777.
In the name of attracting sales in China, Southeast Asia, the Middle East, Latin America, Europe, Russia, and one or two other markets, Boeing's corporate leaders have dangled large offsets in front of officials. The results of these outsource and offset agreements are virtually non-existent. Aeroflot, the Russian airline which Boeing expects to receive orders from as payback for work sent to the Moscow (Boeing) Design Center, has bought only a handful of 737's. There are currently no commitments for more aircraft. In South Africa, Boeing opened a parts manufacturing facility in April in an attempt to lock up future sales from the state-owned airlines. The airline, meanwhile, has since penned an agreement to switch to aircraft from Airbus Industries.
One argument that makes
no sense at all is that Russia has smart engineers and we should
use them. A recent Boeing statement to the media said Russian engineers
had done remarkable work improving the overhead luggage bins. Yes,
luggage bins were a key factor in the revolutionary successes of
the 707, 727, 737, 757, 767, 747 and 777. On the military side,
I'm certain fighter pilots are concerned that the KC-135 tankers
have nice storage bins for the crew's luggage.
Tell our stories
"What can you do to
We can ask questions, including:
How does dismantling our engineering and technical community make The Boeing Company more competitive?
How will we develop system integrators and project managers in 10 years?
What are we doing to retain the skills, knowledge and experience that Boeing has accumulated over the last three decades?
What products will Boeing be selling in 10 years?
If landing gear, electron beam welding and R&D for the Sonic Cruiser are market commodities, then what remains as core competencies?
If our suppliers provide most of the technical content of our products, then what makes our product better than our competitors' products?
How will we coordinate complex projects and flow of information in a global environment, as suppliers and partners come and go?
Who will insure the quality of engineering work and products that are designed and manufactured in foreign countries?
Supervisors understand and appreciate these questions as much as we do. When we ask the questions out loud, when we see that our co-workers share these concerns, we make it possible for supervisors and others to take these questions seriously.
We are asking for a coherent credible business plan that makes sense to everyone - customers, employees, investors, suppliers and the general public. So far, we are hearing only small parts of a plan. We hear the emphasis is to cut costs to improve financial performance, the so-called "shareholder value" that Boeing leaders hold dear to their hearts. The approach may make money in the short-term. It won't work in the long run.
Years ago, Senator Sam Irvin, a key figure in the Watergate hearings, used a colorful figure of speech from North Carolina: "This dog won't hunt." Before we dismantle the Boeing technical community, the community that built this Company into the most successful aerospace company in history, we should have a clear idea that what takes its place will serve our needs in the long term.
During the last 5 years, the Puget Sound Manufacturing Engineering (ME) Skill Team strived to create a more meaningful process in assigning retention ratings to the employees they represent. The primary goal of the retention exercises is to enable the Company to retain employees who possess the skills required to meet current and anticipated business objectives. Managers varied on the types and the form of the information brought to the skill team meetings, which potentially led to "less than desirable" retention exercises.
To ease this problem, ME leadership developed the Employee Information Sheet (EIS). This management tool helps to facilitate presenting information in retention meetings relative to an employee's past and present experience and skills. Employees get an opportunity to provide input and discuss the criteria with their managers. The information is then presented in a common format during the various manager meetings. An additional benefit may also be realized during redeployment processes. Due to the absence of company-maintained personnel folders, the EIS can be used in lieu of a resume to assist in communicating work experience data to reviewing managers.
SPEEA's concerns centered
on the issue of whether the EIS is a management tool or an
employee-generated information form. To satisfy the skill
team's desire for consistency in the information brought forward
by the respective managers, it became a necessity for the representing
management to prepare the forms in the required format. Both parties
realize the necessity for mutual input by both the employee and
the supervisor, but only management could accomplish the final consistent
The following information
is an extract of the Puget Sound ME Skill Team's guidelines presented
to SPEEA representatives:
EIS's can also be used during redeployment activities.
To facilitate presenting information in retention meetings relative to an employee's past and present experience and skills. Employees get an opportunity to provide input and discuss the criteria with their managers. The information is presented in a common format during the manager meetings. Finally, if created using the process described in these guidelines, the form serves as documentation that the employee and manager had a discussion about the retention process before it began
An ancillary benefit
can be realized during the redeployment process. Due to the absence
of company-maintained personnel folders, EIS's can be used in lieu
of a resume to assist in communicating work experience data to reviewing
SPEEA and the IAM should investigate joining forces to buy the Seattle facilities from the Company. Far less informed and intelligent (and need I say educated) groups have been able to do such things. The added flexibility that will immediately result from such a buyout will make it possible for these two groups (if they realize that they are both in the same boat after all) to survive in the immediate future and to prosper further on down the line.
It is clear the Company
is throwing smoke screens all over the place to confuse people and
cover up the direction Boeing is clearly headed. It is time, if
workers and The Boeing Company are to survive in the Puget Sound
Region, for the employees to aggressively pursue our own interests
-- not what the Company says these interests are. The only interests
Boeing leaders care about are their own. Any statement to the contrary
is good old back-slapping "have I got a car for you" rhetoric. In
that vein, the only thing I'll say is that they are at a much higher
level than the average used car salesman. However, the ultimate
purpose is the same.
Thanks to CR &
The advice I have for
members is to support our Union because they are doing a great job
and they will be there when you need them. I can attest to this
from personal experience.
Retiree will stay
Without SPEEA's representation,
I feel that we would not be as well off as we are today. Please
convey my appreciation to everyone. I was especially impressed with
the way the strike was handled. That was an example of superior
management and organization.
Thanks for getting
my job back
Your words of encouragement and support gave me the only hope I had over the last six months, and Rich's performance at the hearing was to be commended.
It's interesting, many supervisors at Boeing said my firing was wrong and that a warning would have been more appropriate. But I have to ask..., where were they when I needed them to step up to the plate and defend me to the corporate bosses in Chicago? You would think a 28-year employee without a blemish on his record would have been easy enough to defend for anyone.
People that think they don't need representation in the workplace can call me anytime, because I have a story to tell them.
A heart felt thanks,
SPEEA members in the Wichita Professional, Puget Sound Professional, and Puget Sound Technical bargaining units will negotiate new three-year contracts with The Boeing Company this year. All three contracts expire during the first week of December.
While SPEEA negotiating teams are busy preparing and laying the groundwork for respectful negotiations, team members are aware that anything can, and may, happen.
Members are reminded that history has shown The Boeing Company usually mounts some form of campaign before negotiations. Indications are that the Company is already planning an "employee relations" campaign for this summer and into the Fall. It's hard to predict what exactly will be involved in the Company's campaign, but educated guesses point to tactics that will make employees worry about job security and Boeing's ability to maintain its share of the aerospace market.
SPEEA believes preparation is an important part of our membership defense. With that in mind, employees are reminded of a few basic tactics that helped us weather and win the largest white-collar strike against a U.S. corporation in history.
Put a little extra into a savings account each month. You can do this automatically with a Boeing Employee Credit Union account. Saving $100 each month will put $700 extra into your emergency fund.
Change your future VIP contribution to "after-tax" in lieu of "pre-tax" in case a withdrawal becomes necessary. (A penalty may be incurred for early withdrawal.)
Conserve some vacation hours. If you have extra vacation, put in a request to use some of the time after the first of the year.
Minimize debt by paying off high-interest credit cards.
Consider applying for a home equity line of credit you could tap into if necessary.
Taking steps now shows strength to the Company and that will help ease the way through the roughest of negotiations for your elected Negotiation Teams. And, if your extra savings is not needed during negotiations, you can use it for a nice vacation in 2003!
During the 40-day strike of 2000, e-mail communication was critical. While no one wants another strike, preparation is the best defense. Collecting home e-mails from members is a critical part of our preparations.
While many members have
If you have not provided
If you do not have online access at home, we encourage you to establish a free e-mail box by visiting www.hotmail.com. The basic free service will serve you well. You can do this from a friend's computer, at the public library or at your work computer during a break. Remember to write down all your access information and store it in a safe location. These accounts can be accessed with your password from virtually any computer with Internet access.
You may never need a home e-mail account. But, in the unfortunate event of another SPEEA strike, it can be activated and become your link to timely and important information.
If there were a prize for the most abused Social Security number, it would go to 078-05-1120.
What started out as an ordinary number originally issued to secretary Hilda Schrader Whitcher in New York state has since been traced to more than 40,000 people.
The reason for the popularity of Whitcher's number goes back to the early days of SSNs. First issued in November 1936, the U.S. government issued more than 37,139,000 of them during the next 14 months. Even so, they were still new and not well understood by most people. Which set the stage for what was about to happen.
In 1938, a wallet manufacturer figured he could better promote his product by showing how the new Social Security card would look in it. A sample card, meant strictly for display purposes, was inserted in each new wallet. The number that appeared on this replica SSN card belonged to the wallet manufacturer's secretary, Hilda Schrader Whitcher.
No reasonable person today would mistake this card for the real thing. It was half size, printed all in red, and had the word "specimen" written across the face. But, thousands of those who purchased wallets containing the specimen card adopted the fake SSN card and its number as their own.
In 1943, a peak year of the manufacturer's wallet sales, 5,755 people were using Whitcher's SSN number. Parents too busy to seek new numbers for children simply passed along the fake card. The number stayed alive for decades.
The Social Security Administration tried to stop the abuse. Early on, it voided the number and issued Whitcher a new card and number. The administration even ran a public education campaign, complete with advertising, to inform the public. But, the number continued to circulate. The last reported use was in 1977, when twelve people were found to still be using Hilda Schrader Whitcher's original SSN.
NEWS FROM MIDWEST REGION
continues to monitor new job opportunities
The Company could have recalled those employees from commercial with experience in those jobs, but they chose not to. SPEEA took it upon themselves to contact and advise all those with WARN notices or who were laid off about the open positions in Boeing-Wichita A&M. SPEEA will continue to follow up on the people selected for these positions and address concerns to the Company. Additionally, SPEEA is attempting to persuade the Company to use re-called employees for similar jobs in lieu of bringing in new hires, considering the current environment.
Recently, a contract employee was hired for an OA position in the Boeing-Wichita A&M organization. SPEEA went to the Company to question hiring a contract employee instead of recalling an OA who was recently laid off from commercial. After talking to the Company and determining the details of the job (a temporary position in Oklahoma), SPEEA was satisfied that the Company did not deny recently laid-off OA's recall rights to a job in Boeing. The contractor was hired from a local contract firm in Oklahoma.
While this action did not result in a recall, SPEEA did investigate and continues to monitor contract hiring in Boeing-Wichita.
Each month the Wichita SPEEA staff is provided a list of Non-Boeing Labor (NBL). This data is continually monitored and challenged as it pertains to or affects direct SPEEA-represented employees.
According to Section 8.4 (b) of the WTPU contract and Section 8.9 (b) of the WEU contract, it is a mutual objective of the Company and the Union that laid-off employees, who have not been determined ineligible be recalled to active employment, and a mutual desire that such recall into the major organization be offered in approximate reverse order of layoff. But if a major organization has closed, employees who were laid off in that organization don't have an organization to be recalled to.
SPEEA requested an Article 10 joint meeting to discuss getting laid-off BAS employees' limited recall rights into the other major organizations in SPEEA. Draft letters are in work but have yet to be finalized.
Born in Larned, Kansas, B.J. attended Dodge City Community College for two years (on a football scholarship) and then transferred to Wichita State University (also on a football scholarship). He received a B.A. in Communications with a minor in Minority Studies. After graduating from WSU, Moore stayed in Dodge City and worked for 6 years as an Assistant Equipment Manager. He hired on at Boeing-Wichita in 1989, into the Material Review Segregated Area (MRSA) working as a Manufacturing Engineer/Planner. During his 12 years at Boeing, he worked various jobs. Since December 2001, he was a Material Processor.
Moore was a member of the Organizing Oz Employee Relations Committee, and also a member of the SPEEA Diversity Committee.
In his spare time, Moore enjoys mentoring/tutoring middle-school students, playing golf, officiating college basketball and football, and spending time with his wife, Lillian, and four children, Yolanda (19), Amber (18), Bishop (17), and Elizabeth (14).
We are happy to have B.J. Moore on our staff. Members are encouraged to take time to welcome him.
Rep. Mitchell seeks help for Referendum 51
By Lorena Gomez, SPEEA Intern
A $7 million transportation package, now headed for the Nov. 5th ballot, is critical for our state and The Boeing Company, according to Rep. Maryann Mitchell, R-Federal Way.
Mitchell offered the assessment during a recent visit with the SPEEA Transportation Committee.
"Bottom line, transportation means jobs for our state," Mitchell said. "If we do nothing, we will be 40 percent behind to fix the transportation problem. If we pass Ref. 51, we'll only be 20 percent behind in improving the state's transportation problem."
Referendum 51, prepared by the State Senate, includes a $.09-cent gas tax increase, an increase to gross-weight fees for commercial trucks, and a 1 percent sales tax increase on new vehicles.
The new taxes and fees would be phased in over a two-year period. The proposal calls for a gas tax increase of $.05 that will be effective on January 1, 2003; the remaining $.04 goes into effect in 2004.
The Boeing Company's position on the Referendum is strong, according to Mitchell and Boeing officials who previously visited the committee.
"The Company needs to move its parts and its people to meet costs and assurances on their contracts with vendors, suppliers, and customers," Mitchell said.
New money from the taxes and fees will fund a variety of transportation improvements. About 10 percent will be used to increase lane miles and HOV (high occupancy vehicle) lanes. Another 3 percent will be used for the state ferry system and railroads. More than 60 percent will fund a wide variety of road improvements around the state.
Cost figures for individual projects are still being calculated and the "projected lists" are not guaranteed. However, a calculation of the yearly cost to drivers shows that the average driver, achieving 22 miles for each gallon of gasoline and traveling 12,000 miles a year will spend an extra $29.40 in 2003. In 2004, the same person will spend an additional $19.60, for a total of $49.00 extra a year once the gasoline tax is fully in place.
Rep. Mitchell concluded that there might be opposition from the trucking industry and car dealers. But passing Ref. 51 is desperately needed to improve transportation in the state.
By Ross K. Rieder
Walking down the bountiful display of fresh fruits and vegetables in any produce aisle of any supermarket, it is sad to think that the average shopper does not think about the farm workers who did most of the work making those displays possible. The majority of farm workers in California, Oregon and Washington, as well as other agricultural states, continue to labor under terrible conditions.
The term agribusiness reflects the corporatization of the food industry. In California, 80% of farmland is owned by just 7% of the growers such as huge multinational corporations like Purex, Dow Chemical, Tenneco, United Fruit and Bank of America.
Agricultural labor is back-breaking work. It pays low wages. The hard physical work often means no breaks; no toilets in the fields; exposure to pesticide poisoning; and a hiring system based on favoritism and kickbacks.
As far back as the 1930s farm workers tried to organize. Then they were poor farmers from the Dust Bowl who had lost their land and traveled to California in search of work.*
By the late 1950s the agricultural workforce was more Filipino, Mexican and Black. They began to work together to bring about change. With the leadership of Cesar Chavez, the first major action was taken in September 1965: a strike against grape growers in Delano, California. The growers tried to bust the union, the United Farm Workers Organizing Committee, but the workers were united and determined.
A successful national boycott of grapes cut table grape sales by 25%. By July 1970, 85% of the table grape growers in California were under contract with the UFW.
Since that historic achievement,
the UFW has been involved in a continual struggle. A lettuce boycott
was successful in gaining a contract; other contracts have been
signed. Some success has occurred in the wine industry of our own
state but the battle is far from over.
July 20, 2002
Join fellow SPEEA members for our eighth annual golf tournament at this championship-caliber course in Kent, WA. Riverbend Golf Complex is excellent and worth a special trip. Don't pass up this chance to play the course!
The Golf Tournament (best ball scramble) is set for Saturday, July 20, 2002 with first tee-time starting at 11:00 a.m. (tee times assigned by random drawing). Cost is $50 per person, which includes green fees for 18 holes, awards and door prizes.
Sign up as an individual, or in pairs. (There must be at least one SPEEA member in each pair - you may bring one golfing guest who is not a SPEEA member.) Partners for individual sign-ups, and partner pairs (to make foursomes) will be assigned by random drawing.
Space is limited, so sign up early. Reservations must be made by July 5th, and the reservation form can be found on the web at: http://www.speea.org/general_info/files/upcoming_events.html
As SPEEA members approach contract negotiations, represented employees are asking more and more questions about retirement planning. This is a good time to review a few of the factors that should be considered when planning for retirement.
Boeing plans a rollout of an updated website related to Boeing Retirement Plans. The link, which is available within and outside the Boeing web, is:
This year's annual picnic will be Saturday, July 27th at Woodland Park Shelter #3. Mark your calendar and plan to attend this fun event. We'll have volleyball, bean-bag toss and entertainment starting at 10:30 a.m. Lunch will be served at noon. SPEEA will provide the hotdogs/sausages, buns, condiments and soda pop. We ask that each of you bring a potluck dish of your choice (appetizer, salad or dessert).
Right after lunch, we'll
have games for every age group from smallest children to adults.
Prizes will be awarded to the game winners. Tickets are on sale,
at a cost of $2 per person age 11 and older (children under 11 are
FREE). Please purchase your ticket in advance to aid in planning
final logistics. Ticket sellers can be found at each plant.
You can also purchase your ticket at SPEEA's Tukwila or Everett offices - or order by mail (include check payable to "SPEEA", plus name, address, total number in your family, and children's ages). Send to: SPEEA Picnic, 15205 - 52nd Ave S, Seattle, WA 98188.
If you'd like to help with the picnic, contact Robbi at SPEEA on (206) 433-0995, ext. 126 or email firstname.lastname@example.org
Lorena Gomez, a senior at the University of Washington, will soon be ending a 10- week internship at SPEEA Headquarters.
An English major with an interest in law and public relations, Gomez started working 15 hours a week at SPEEA Headquarters. She has been a tremendous help to staff and members while assisting with a variety of communications and research projects. The work experience will help her earn credits toward graduating in June. She is a member of the Phi Eta Sigma National Honor Society. Gomez completes her internship June 14. We will miss her and certainly wish her the best of luck with her future career.
Layoffs continue to mount
Layoffs of SPEEA-represented
employees continue to mount. The cumulative layoffs from November
2001 through to beginning
Headcount for SPEEA-represented employees totaled 25,064 in November 2001. Based on these figures, 7.13% overall have been laid off or are holding layoff notices (future projections are based on 60-day layoff notices already issued).
During this same time period, 1,184 contract employees have been released from SPEEA-represented type jobs, helping to reduce the number of layoffs of SPEEA-represented employees.
SPEEA leaders and staff continue to monitor, investigate and press the Company at every opportunity to justify the need and limit the number of layoffs issued. Employees are encouraged to report questionable situations to their Council Rep or the nearest SPEEA office.
Airbus employees protest salaries
TOULOUSE, France -- It happened more than a month ago, but, nearly 7,000 Airbus employees did indeed stage a mass march on the consortium's headquarters in Blagnac to demand fair pay increases.
The protest was a joint effort by several unions representing workers at Airbus. Similar protests were staged at other Airbus facilities around France.
Union representatives said workers are fed up with the increase in work responsibilities and inadequate pay increases pushed on them by management.
have made several trips to
By Mark Moshay, Contract Administrator
SPEEA contract administrators recently asked for assistance from employees in identifying contractors in the workplace. We received numerous phone calls, email, and personal contacts per that request. Thank you to everyone who responded.
A meeting between SPEEA and The Boeing Company's Workforce Representative took place in late April. The Company representative said nearly all of the 130 contractors were released on or before March 22, when many of our 6ASE-636 designers were laid off. There are a few exceptions. Careful examination said these exceptions were within the bounds of our contracts [Article 9.3(g)]. To ensure they were proper, we asked the Company to provide documentation to substantiate those exceptions: (12) 6ASE-636 and (4) 6AJA-639. The data showed they did meet the necessary requirements. The Company also noted that these contractors are scheduled for release this month.
Thanks to everyone who helped us in this effort! This is an excellent example of how important SPEEA members are in contract enforcement. Even though we have found very few contract violations, it's important to monitor actions related to layoff.
Please continue to remain vigilant in the future.
SPEEA-Represented employees MAKE A DIFFERENCE!
Five SPEEA members recently graduated from the Pierce County Labor Council's "Union Counselor Training" class: Dave Baine (Council Rep, Auburn); Laurel Reiff (Ombudsman Committee Chair, Renton); Hubert Lee (Area Rep, Auburn); Ed Troughton (Tellers, Auburn); and Larry Williams (Area Rep, Sea-Tac Towers).
Several SPEEA leaders joined them at their graduation dinner on May 3rd: (pictured, l to r) VP Ron Mathes, Dave Baine, Ed Troughton, Laurel Reiff, Council Chair Pat Waters, and Auburn Council Rep & Negotiation Team member Judy Mogan.