Recovering from what did you here Arpey and little say we have to find a permanent way to lower cost because we will never enjoy revenue premiums like in the past again. We have to under cut the MRO's from now on. This is the kind of stuff that AA has been preaching to the mechanics for the past year and the Twscrew has said nothing about it . Now we are going to reunite the members and take back everything they took . I have an idea how about just enforcing the existing contract if you can. With rock solid language like this it’s a peace of cake right?
ATTACHMENT 1.5 – SEAT MILES SCHEDULED BY COMMUTER AIR CARRIERS 351 352 From: Jane G. Allen 353 To: Edward R. Koziatek 354 Re: Seat Miles Scheduled by Commuter Air Carriers 355 356 August 15, 1995 357 358 This will confirm our discussions leading to signing of the agreement dated August 15, 359 1995, in which we discussed provisions for the future schedules of commuter air 360 carriers relative to American Airlines. 361 362 It is agreed that, beginning with twelve (12) month period following August 15, 1995, 363 and each twelve (12) month period thereafter, the total number of available seat miles 364 (ASM’s) which may be scheduled by all commuter air carriers owned by AMR or feeding 365 American may not exceed six (6) percent of the total ASM’s scheduled by American. 366 This limitation will not apply to ASM’s scheduled by such commuter air carriers on new 367 service on a route, which American has not served since March 1, 1993. 368 369 No aircraft type currently in the American Airlines fleet, or inactive aircraft type 370 previously in the American Airlines fleet and still under the Company’s control, and no 371 current orders or options for an American Airlines aircraft type will be transferred to or 372 operated by a commuter air carrier either owned by AMR or feeding American Airlines. 373 374 (Signed original on file) 375 ARTICLE 1 – RECOGNITION AND SCOPE
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1. 238
From: C.R. Smith
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To:
Francis A. O’Neill
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Re:
Contracting Out Work
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March 9, 1950
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The contracting out of work has become an issue in our negotiations with TWU because
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the union believes this practice may threaten the job security of its members. To show
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that such fears are groundless I shall review our policy.
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Our policy has been and is to maintain a stable work force. Few, if any, employees
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have been laid off because we have contracted work to others. In 1949 American
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Airlines, Inc. had the best record for continuity of employment in its mechanical
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department that it has ever had, even though it was necessary to give some non-
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recurring work to outside contractors.
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In 1949 we scheduled our work in such fashion that there would be an orderly flow of
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work through the plants. The program was successful enough to provide the highest
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record of stable employment in the history of the company. One of the contributing
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factors to an orderly flow of work was our program to farm out such work as was beyond
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the capacity of our plants. We farmed out no projects that could have been
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accomplished in our plants. All of our people were busy during the year. How then can
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it be construed that the company will now find it desirable to contract out work that our
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employees have the time and facilities to get done?
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The union has sought a severance pay formula. Even though it has not been
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demonstrated that work contracted out is, has or will jeopardize the security of the
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employees, the severance pay plan gives an additional measure of security. This is a
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new provision, unique in the air transport industry.
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Nobody on the payroll will benefit by a program, which would require us to hire
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temporary employees to take care of peak or non-recurring work, and to discharge them
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as soon as the peak had gone. This, from our point of view, is a wastefully expensive
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way of doing business, because it is inefficient. We must, therefore, retain the right to
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give to others the work that our regular employees have not time to handle.
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There are several things in airline operation, which principally affect the continuity of
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employment; the volume of the business, the schedules to be operated and the
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workload available. We will do the best we can to assure that each of these factors
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contributes to stability and continuity of employment; we cannot and do not contract
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about their volume, for we do not control that.
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Our policy has enabled us to maintain a stable work force. We recognize its benefits
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and see no reason to change the policy.
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ARTICLE 1 – RECOGNITION AND SCOPE