Air Line Pilots Association, International
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
RLA Or NLRA? Fedex and UPS Follow the Money Trail
LABOR AND EMPLOYMENT LAW RLA or NLRA? FedEx and UPS Follow the Money Trail By Frank N. Wilner FexEx Express and UPS compete furiously in the market for expedited pickup and delivery service. Labor costs are a significant component of total costs for both competitors, but they compete on different playing fields: UPS ground-service employees are covered by the National Labor Relations Act (NLRA), which permits union organizing at individual terminal locations, while FedEx Express ground-service employees are subject to the Railway Labor Act (RLA), which requires union organizing on a systemwide basis—making it much more difficult to call a strike. UPS has failed on numerous occasions to shift its ground-service employees to RLA coverage and now is aligned with the Teamsters to bring FedEx employees under the NLRA. FedEx Express wants its nonunionized ground-service employees to remain under the RLA; however, legislation has passed the House to bring them under the ambit of the NLRA, and Senate action is expected in early 2010. “We are a freight service with 550-mile per hour delivery trucks” – FedEx founder, Fred Smith1 The Railway Labor Act (RLA) of 19262 is an 83-year-old statute that is distinctly different, in crucial respects, from the National Labor Relations Act (NLRA) of 1935.3 The RLA was the nation’s first law guaranteeing workers the right to organize and choose their own bargaining representa- tives. The RLA governs the labor-management relations of railroads and airlines (the latter added in 1936), whereas A Brief Introduction to the Players the NLRA governs other private-sector industries. -
Executive Biography
Executive Biography Oscar Munoz Chief Executive Officer United Airlines Oscar Munoz is chief executive officer of United Airlines. He brings to this position deep and broad experience in both the transportation industry and large consumer brands. Previously, Oscar served as president and chief operating officer of CSX Corporation, a premier freight transportation company. He also served as a director at CSX. During his tenure, CSX transformed itself into an industry leader in customer focus, reliability and financial performance. CSX was named one of Institutional Investor’s Most Honored Companies for a decade of excellent financial performance, including increasing its operating income by nearly 600%. Additionally, Oscar served in various financial and strategic capacities at some of the world’s most recognized consumer brands, including AT&T, Coca-Cola Enterprises, and PepsiCo. Before joining CSX, Oscar held the position of chief financial officer and vice president of consumer services at AT&T Corporation. Prior to joining AT&T, he served as senior vice president of finance and administration for U.S. West, regional vice president of finance and administration for Coca-Cola Enterprises and held various financial positions at PepsiCo. Oscar has served on the board of directors for United Continental Holdings, Inc. since 2010 and served on the board of directors of Continental Airlines, Inc. since 2004. He is active in several industry coalitions and philanthropic and educational organizations including the University of North Florida’s Board of Trustees and the PAFA advisory board of Vanderbilt University. Oscar graduated from the University of Southern California with a B.S. in business administration, and he received an MBA from Pepperdine University. -
Employee Reactions to Lottery-Based Incentives at United Airlines
Journal of Business Cases and Applications Volume 25 Employee reactions to lottery-based incentives at United Airlines Kelly Mollica University of Memphis ABSTRACT This case describes an event in 2018 when United Airlines announced to employees that its quarterly performance-based bonus system was being replaced with a lottery incentive program. Under the previous bonus system, employees were guaranteed a monetary bonus each quarter that specific performance goals were met by the company. For the new incentive program, employees’ names would be entered into a random lottery-style drawing, resulting in only a small percentage of employees receiving prizes ranging from cash to new cars to vacation packages. Due to overwhelmingly negative reaction from employees, United retracted the lottery program just three days after it was announced. The case asks students to consider why the lottery program was poorly received by employees. The case is designed for human resource management and general management courses as part of discussions on employee incentives, motivation, and performance management. Keywords: incentives, bonuses, rewards, customer service, employee feedback, United Airlines Copyright statement: Authors retain the copyright to the manuscripts published in AABRI journals. Please see the AABRI Copyright Policy at http://www.aabri.com/copyright.html Employee reactions to lottery, Page 1 Journal of Business Cases and Applications Volume 25 INTRODUCTION On a Friday in March 2018, United Airlines President Scott Kirby sent a company-wide email to employees announcing an “exciting” new performance-based incentive program called Core4 Score Rewards. Within hours, Kirby’s announcement resulted in widespread anger from United employees, many of whom posted scathing criticisms of the program on social media. -
Continental Airlines - About Continental Airlines, Inc - Company Information & News
Continental Airlines - About Continental Airlines, Inc - Company Information & News Sign In | Worldwide Sites | Español My Account | Contact Us | Help ● Home ● Reservations ❍ Make Flight Reservation ❍ Make Car Reservation ❍ Make Hotel Reservation ❍ Change/View Existing Reservations ❍ Check-in for Flight ❍ Vacation Packages ❍ Make Cruise Reservation ❍ Refund Policy ❍ Using continental.com ● Travel Information ❍ Flight Status ❍ Timetable ❍ Baggage Information ❍ Traveling with Animals ❍ Special Travel Needs ❍ Airport Information ❍ During the Flight ❍ Route Maps ❍ Destination Information ❍ Wireless Tools ● Deals & Offers ❍ continental.com Specials ❍ E-mail Subscriptions ❍ OnePass News & Offers ❍ Promotional Certificates http://www.continental.com/web/en-US/content/company/default.aspx (1 of 4)2/6/2007 11:10:04 AM Continental Airlines - About Continental Airlines, Inc - Company Information & News ❍ Special Offers ❍ Vacation Packages ❍ Veteran's Advantage Discount ● OnePass Frequent Flyer ❍ Enroll in OnePass ❍ OnePass Overview ❍ OnePass News & Offers ❍ OnePass Program Rules ❍ Elite Status ❍ Earn Miles ❍ Use Miles ❍ Transfer Points into Miles ❍ My Account ● Products & Services ❍ Business Products ❍ Continental Airlines Credit Card from Chase ❍ EliteAccess Travel Services ❍ Gift Account ❍ Gift Certificates ❍ Presidents Club ❍ Travel Club ❍ Travel for Groups & Meetings ❍ Travel for Military & Government Personnel ❍ Travel Products ❍ Trip Insurance ● About Continental ❍ Advertising ❍ Career Opportunities ❍ Company History ❍ Company Profile ❍ Global Alliances ❍ Investor Relations ❍ News Releases http://www.continental.com/web/en-US/content/company/default.aspx (2 of 4)2/6/2007 11:10:04 AM Continental Airlines - About Continental Airlines, Inc - Company Information & News Home > About Continental About Continental Company History Work Hard. Fly Right. ● 1934-1958 This spring ● 1959-1977 you'll see ● 1978-1990 another new series of ● 1991-2000 "Work Hard. ● 2001-now Fly Right." ads including Global Alliances Seven new TV commercials. -
Airline Schedules
Airline Schedules This finding aid was produced using ArchivesSpace on January 08, 2019. English (eng) Describing Archives: A Content Standard Special Collections and Archives Division, History of Aviation Archives. 3020 Waterview Pkwy SP2 Suite 11.206 Richardson, Texas 75080 [email protected]. URL: https://www.utdallas.edu/library/special-collections-and-archives/ Airline Schedules Table of Contents Summary Information .................................................................................................................................... 3 Scope and Content ......................................................................................................................................... 3 Series Description .......................................................................................................................................... 4 Administrative Information ............................................................................................................................ 4 Related Materials ........................................................................................................................................... 5 Controlled Access Headings .......................................................................................................................... 5 Collection Inventory ....................................................................................................................................... 6 - Page 2 - Airline Schedules Summary Information Repository: -
Press Release Contains Forward-Looking Statements Based on the Current Expectations of Searchlight Capital Partners, LP, Forgelight LLC and Grupo Televisa, S.A.B
New Independent Directors Named to Univision Board World-Class U.S. Hispanic Business Leaders to Join Univision’s Newly Constituted Board as Independent Directors MIAMI, NEW YORK & MEXICO CITY – November 11, 2020 – Searchlight Capital Partners, LP (“Searchlight”), a global private investment firm and ForgeLight LLC (“ForgeLight”), an operating and investment company focused on the media and consumer technology sectors, and Grupo Televisa SAB (“Televisa”), a leading media company in the Spanish-speaking world, today announced the appointment of independent members to a reconstituted Board of Directors for Univision Holdings, Inc. (“Univision”), the leading U.S. Hispanic media company. The new Board will take effect upon the close of the previously announced acquisition of a majority ownership interest in Univision, expected to take place by the end of this year. The independent directors consist of four leading U.S. Hispanic business leaders who collectively possess a deep understanding of Univision’s U.S. Spanish-speaking audiences and the communities the company serves, backed by substantial financial and operational expertise across a variety of sectors. This new Board, after closing, will help oversee Univision’s strategy as it builds on recent content and programming momentum, expands its portfolio of advertising products, substantially enhances its digital presence, and features best-in-class content through its continued partnership with Televisa. The new directors include: • Marcelo Claure, Chief Executive Officer of Softbank Group International and Chief Operating Officer of SoftBank Group Corp; • Oscar Munoz, Executive Chairman of United Airlines Holdings, Inc.; • María Cristina “MC” González Noguera, Senior Vice President of Global Public Affairs for The Estée Lauder Companies; and • Gisel Ruiz, a 26-year veteran of Walmart Inc., having served most recently as Chief Operating Officer of Sam’s Club. -
September, 2008
WWW.AIRCARGOWORLD.COM SEPTEMBER 2008 International Trends & Analysis INTERNATIONAL EDITION The World’s Top Cargo Airlines50 Cargo Security • India • Anti-Trust 2008 SUPPLY CHAIN INNOVATION AWARD FINALIST 6H>6 IDD J#H# EDGII"ID "9DDG# 96NN"9:;>C>I::# ,% A:HH I=6C6>G# As fuel prices send airfreight costs soaring, only OceanGuaranteed ® provides day-definite delivery from Asia to the U.S. that’s just as reliable, but at a fraction of the cost.With the combined resources and expertise of APL Logistics and Con-way Freight, OceanGuaranteed provides a unique single-source LCL/LTL solution with proven 99% on-time performance. In fact, your shipment is guaranteed to arrive on schedule, or we’ll pay 20% of the invoice.* Call 866-896-2005 or visit www.oceanguaranteed.com/22 for more information or to book a shipment today. *Conditions and restrictions apply. See website for full details. Service also available to Canada and Mexico. International Edition September 2008 CONTENTS Volume 11, Number 7 COLUMNS Top Cargo 12 North America Airlines With all the turmoil in Ohio, 22 The annual ranking of the growth at Toledo Express the world’s top 50 cargo air- Airport as a freight center is lines by traffic, with aircraft noteworthy orders and cargo revenue. 14 Pacific Yields on freighters may be down, but handling cargo in China remains a feast • JAL Slimmer 17 Europe Despite its bad timing of entering the market, Cargo 30 India B could be a survivor among India could become a plenty of airline failures key growth market for air 30 cargo, but overcapacity could spoil the party for freight operators. -
Before Likely Receiving a Bailout, Airline Executives Touted Cuts to Base Salary – but Salary Often Made up a Small Amount of Their Compensation in SEC Filings
Before Likely Receiving A Bailout, Airline Executives Touted Cuts To Base Salary – But Salary Often Made Up A Small Amount Of Their Compensation In SEC Filings Delta CEO Touted Cutting His Own Salary “By 100 Percent Through The Next Six Months” — Which SEC Filings Show Would Have Been 3 Percent Of His Total Compensation In 2018 Delta CEO Ed Bastian Said He Had “‘Cut [His] Own Salary By 100 Percent Through The Next Six Months.’” “Delta (DAL) CEO Ed Bastian: ‘As I mentioned last week, I've cut my own salary by 100 percent through the next six months. Our Board of Directors elected to forego their compensation over the next six months as well.’” [Yahoo! Finance, 3/30/20] 2018: Delta CEO Edward Bastian Made $14,982,448 In Total Compensation. [EDGAR – Delta Air Lines DEF 14A, 4/26/19] • Bastian’s Base Salary Was $891,667, About 5.9% Of His Total Compensation. [EDGAR – Delta Air Lines DEF 14A, 4/26/19] o Half Of That Was $455,834, Or About 3% Of His Total Compensation. • Bastian Did Not Receive A Bonus In 2016, 2017, Or 2018. [EDGAR – Delta Air Lines DEF 14A, 4/26/19] United Airlines CEO And President Said They Would Forgo Base Salaries Until At Least June 30th – In 2018 This Was, At Most, 6-Percent Of The CEO’s Compensation And 8-Percent Of The President’s Compensation United Airlines’ CEO And President Announced They Would Forgo Their Base Salaries Until At Least June 30 Wall Street Journal: United Airlines CEO Oscar Munoz And President J. -
Case Studies on the Downside of Transactional and Authoratitative Organizational Leadership Styles During Crisis Management
The Turkish Online Journal of Design, Art and Communication - TOJDAC ISSN: 2146-5193, October 2020 Volume 10 Issue 4, p.597-611 CASE STUDIES ON THE DOWNSIDE OF TRANSACTIONAL AND AUTHORATITATIVE ORGANIZATIONAL LEADERSHIP STYLES DURING CRISIS MANAGEMENT Vehbi GÖRGÜLÜ İstanbul Bilgi Üniversitesi, Türkiye [email protected] https://orcid.org/0000-0001-6248-7289 ABSTRACT Leadership is a value gained through education and experience. Leadership communication has the potential make Corporate CommuniCations and risk management processes more dynamiC and efficient. From these aspeCts, leader Communication Can be very influential over sustainability of corporate success. The Current study aims to explore how authoritative and transaCtional leadership styles result with various Challenges during crisis communication and management. The crises experienced by The Martha Stewart Living Omnimedia, Toyota, FaCebook and the United Airlines companies are explored as case studies. The analysis is not limited with the Crisis proCesses, but also questions the efficiency of leadership models embraced by managers of these two organizations. Keywords: Leadership, Martha Stewart, United Airlines, Facebook, Crisis Management. OTORİTER VE SÜRDÜRÜMCÜ (TRANSAKSİYONEL) LİDERLİK YAKLAŞIMLARININ KRİZ YÖNETİMİ BAĞLAMINDAKİ KISITLILIKLARI ÜZERİNE VAKA İNCELEMELERİ ÖZ Liderlik doğuştan değil, eğitim ve deneyimle edinilen bir değer olarak kurumsal hayatta karşımıza çıkmaktadır. Etkili lider iletişimi, yalnızca kurumsal iletişim sürecini verimli kılmamakta, aynı zamanda kriz yönetim süreçlerinin de başarıyla sonuçlanmasını sağlamaktadır. Tüm bu yönleriyle, etkili lider iletişiminin şirketlerin geleceği üzerinde belirleyici olduğu vurgulanabilir. Mevcut çalışma, otoriter ve transaksiyonel liderlik modelleri ile kriz yönetim süreçleri arasındaki ilişkiyi inCelemektedir. Belirlenen ilişkinin inCelenebilmesi için seçilen vakalar The Martha Stewart Living Omnimedia Company, Toyota, FaCebook ve The United Airlines skandalları olmuştur. -
Bankruptcy Tilts Playing Field Frank Boroch, CFA 212 272-6335 [email protected]
Equity Research Airlines / Rated: Market Underweight September 15, 2005 Research Analyst(s): David Strine 212 272-7869 [email protected] Bankruptcy tilts playing field Frank Boroch, CFA 212 272-6335 [email protected] Key Points *** TWIN BANKRUPTCY FILINGS TILT PLAYING FIELD. NWAC and DAL filed for Chapter 11 protection yesterday, becoming the 20 and 21st airlines to do so since 2000. Now with 47% of industry capacity in bankruptcy, the playing field looks set to become even more lopsided pressuring non-bankrupt legacies to lower costs further and low cost carriers to reassess their shrinking CASM advantage. *** CAPACITY PULLBACK. Over the past 20 years, bankrupt carriers decreased capacity by 5-10% on avg in the year following their filing. If we assume DAL and NWAC shrink by 7.5% (the midpoint) in '06, our domestic industry ASM forecast goes from +2% y/y to flat, which could potentially be favorable for airline pricing (yields). *** NWAC AND DAL INTIMATE CAPACITY RESTRAINT. After their filing yesterday, NWAC's CEO indicated 4Q:05 capacity could decline 5-6% y/y, while Delta announced plans to accelerate its fleet simplification plan, removing four aircraft types by the end of 2006. *** BIGGEST BENEFICIARIES LIKELY TO BE LOW COST CARRIERS. NWAC and DAL account for roughly 26% of domestic capacity, which, if trimmed by 7.5% equates to a 2% pt reduction in industry capacity. We believe LCC-heavy routes are likely to see a disproportionate benefit from potential reductions at DAL and NWAC, with AAI, AWA, and JBLU in particular having an easier path for growth. -
Comment: Maryland State Drone Law Puts Residents at Risk of Privacy Intrusions from Drone Surveillance by Law Enforcement Agencies Wayne Hicks
University of Baltimore Law Forum Volume 47 | Number 2 Article 5 2017 Comment: Maryland State Drone Law Puts Residents at Risk of Privacy Intrusions from Drone Surveillance by Law Enforcement Agencies Wayne Hicks Follow this and additional works at: http://scholarworks.law.ubalt.edu/lf Part of the Administrative Law Commons, and the State and Local Government Law Commons Recommended Citation Hicks, Wayne (2017) "Comment: Maryland State Drone Law Puts Residents at Risk of Privacy Intrusions from Drone Surveillance by Law Enforcement Agencies," University of Baltimore Law Forum: Vol. 47 : No. 2 , Article 5. Available at: http://scholarworks.law.ubalt.edu/lf/vol47/iss2/5 This Article is brought to you for free and open access by ScholarWorks@University of Baltimore School of Law. It has been accepted for inclusion in University of Baltimore Law Forum by an authorized editor of ScholarWorks@University of Baltimore School of Law. For more information, please contact [email protected]. COMMENT MARYLAND STATE DRONE LAW PUTS RESIDENTS AT RISK OF PRIVACY INTRUSIONS FROM DRONE SURVEILLANCE BY LAW ENFORCEMENT AGENCIES By: Wayne Hicks As technology rapidly advances, society is becoming more efficient and 2 interconnected than ever before. Unmanned Aircraft Systems ("UAS"), more frequently referred to as "drones," 3 have taken on an increasingly involved role in the progression towards a more interconnected society.4 For example, drones are presently capable of improving our ability to monitor potentially devastating storms, improving wildlife conservation efforts, increasing efficiency in agriculture, transporting goods to underdeveloped 1J.D. Candidate, 2017, University of Baltimore School of Law. I would like to thank the staff of the University of Baltimore Law Forum for all of their hard work throughout the drafting process. -
Fedex 2019 Standard List Rates
FedEx® Standard List Rates Effective January 7, 2019 Updated April 29, 2019 Contents FedEx Express Rates U.S. Package Rates 1–21 Alaska and Hawaii Rates 22–27 U.S. Multiweight Rates 28–29 U.S. Freight Rates 30 FedEx SameDay® and FedEx SameDay® Freight 31–32 FedEx SameDay® City Rates 33–35 International Package Rates (U.S. Export)* 36–52 International Multiweight Rates (U.S. Export)* 53 International Package Rates (U.S. Import)* 54–68 International Multiweight Rates (U.S. Import)* 69 International Express Freight Rates (U.S. Export)* 70 International Express Freight Rates (U.S. Import) 71 International Premium Zones and Rates (U.S. Export) 72 FedEx Ground Rates FedEx Ground and FedEx Home Delivery® U.S. Rates: Zones 2–8 73–75 U.S. Rates: Alaska and Hawaii Shipments 76–78 FedEx International Ground® Rates: Canada 79 *For international zone information, see the FedEx Service Guide. 0031199DI U.S. Express Package Rates: Zone 21 Shipments moving generally 0–150 miles from origin to destination anywhere in the contiguous U.S. Delivery Next day by Next day by Next day by 2nd day by 2nd day by 3rd day by Commitment2 8 or 8:30 a.m. 10:30 a.m. 3 p.m.3 10:30 a.m. 4:30 p.m.3 4:30 p.m.3 FedEx FedEx FedEx FedEx FedEx FedEx First Priority Standard 2Day® A.M. 2Day® Express FedEx® Overnight® Overnight® Overnight® Saver® Envelope up to 8 oz. $ 54.40 $ 24.40 $ 23.94 $ 18.68 ** ** FedEx® Pak * * * * * * 1 lb. $ 59.18 $ 29.18 $ 27.18 $ 19.71 $ 18.22 $ 16.07 2 lbs.