American Woos Unions, Seeking Cooperation

FORT WORTH, Texas_Terry Finley's paychecks grew ever larger in the 1990s, as he and other mechanics at American Airlines enjoyed the rewards of pay increases won in bitter contract negotiations between their union and the company. American, the...


FORT WORTH, Texas_Terry Finley's paychecks grew ever larger in the 1990s, as he and other mechanics at American Airlines enjoyed the rewards of pay increases won in bitter contract negotiations between their union and the company.

American, the nation's largest carrier, could afford the raises. Parent AMR Corp. earned more than $1 billion in 1996 and again in 1998 and came close in other years.

Finley's prospects looked even brighter when he was promoted to crew chief. His first day as a supervisor was Sept. 11, 2001. By day's end, terrorists had crashed two American Airlines jets, all U.S. commercial flights were grounded, and the industry entered a tailspin that continues today.

Over the next 18 months, American cut thousands of jobs and pressured employees to sign six-year contracts that included deep cuts in pay and benefits.

"Everybody is mad about their pay," Finley said. But he said they also believe that American's management is trying to fix the company without punishing employees by going through a bankruptcy filing that could wipe out pensions and lead to deeper pay cuts.

"They know if they want their job, they've got to be more efficient and help American make money," he said.

Finley and many of his co-workers say they understand the anger that led mechanics at Northwest Airlines to reject concessions and go on strike, which was followed quickly by the company filing for bankruptcy protection. The American employees say they have chosen cooperation over conflict.

AMR has lost $7.5 billion since the beginning of 2001 and faces huge debt and pension obligations. But with the grudging support of its three unions, the company cut costs sharply and might be profitable if it weren't for high jet fuel prices.

Gerard Arpey, who was promoted to AMR chief executive in the middle of the 2003 fight over concessions, has courted the unions. Arpey invited labor leaders to regular briefings with the chief financial officer, who says the unions get the same information he gives to AMR's board.

Arpey said he involves the unions before making key decisions and works with them to find money-saving and revenue-generating ideas.

In a move that would have been unimaginable a few years ago, leaders of the pilots' union agreed this month to begin talking to management about changes that could result in the company's 13,000 pilots working longer hours.

Dissident leaders called the move "premature at best, and pure insanity at worst." But union President Ralph Hunter said he wanted to act now rather than wait until AMR, which has about $3.4 billion in cash and short-term investments, is in worse shape.

The most visible example of labor-management cooperation at American is in Tulsa, Okla., at one of the airline's three major maintenance hangars. The company and the Transport Workers Union are trying to come up with $500 million a year in cost savings plus new revenue - through last week, they had counted $93 million - to save the jobs of 7,000 workers.

American is the last major U.S. carrier that still does most of its own heavy-duty maintenance. The centerpiece of the Tulsa plan is to cut costs enough to let American bid for outside maintenance work, much of which is now going to shops in other countries where labor is cheaper.

Dennis Burchette, president of the mechanics' union local at the hangar, said managers let him see their budget and earned good will by settling long-standing grievances. He called the strike at Northwest "a travesty."

This content continues onto the next page...

We Recommend