February 4, 2005

Dear Mesaba Member:

Mesaba AMT’s and their coworkers have suffered through considerable upheaval in the last three to four years. Through this period we seemed to be drifting aimlessly without a plan for the future. We were continually told a plan was being developed, but even today we don’t know what we’re working to achieve. However, nothing could prepare us for the 9/11 tragedy. It was understandable that a swift reaction was necessary. Everyone pitched in and tried to give something extra to make it through the tough times immediately following the resultant upheaval. We thought by pulling together we might share the burden and lessen the individual loads. How wrong we were.

After a year or two passed, we suffered further layoffs and the dissolution of entire work classifications. It appeared that the airline industry, including Mesaba Airlines, were capitalizing on the shift in public sentiment towards a certain understanding and acceptance of the airline industry’s apparent need for harsh measures. In continuing the now successful theme, the effects of 9/11 were given as the cause. They said our entire industry was forever changed. Unfortunately, it ushered in a new era for Mesaba – so much for the concept of family.

September 11th was a horrible day that had far reaching implications for our industry, but it certainly wasn’t the reason for the rude treatment of our members laid off in CVG and CWA. September 11th didn’t force them to keep our members in the dark until the last second about farming out of their base’s heavy checks. It wasn’t the reason they secretly planned to move the tooling and parts resulting in our members being furloughed before anyone knew what was going on. It had nothing to do with the Company’s reasons for walking our members off the property in the presence of significant security forces as if they were common criminals. 9/11 had nothing to do with it. These acts were evidence of a shift in Mesaba management’s perception of our value as a skilled workforce, and our collective contribution to the safety and operational consistency of our company. In short, our company now finds us to be a necessary evil, rather than an asset.

Upper Management now believes that their people are little more than data bits. We fit into the matrix like a QEC engine. One person equals one unit. The model suggests that they need 2.5 units per A/C. Having 2.5 units per A/C, they have sufficient means to ensure an on-time, reliable, safe operation. The only difference, when they have a shortage of manpower units they don’t have to acquire additional units, they just forcibly extend their duty time. They now believe that it’s management’s control, not the individual nor the individual’s effort, which ultimately determines the success of Mesaba. Team morale is no longer a factor as long as Management has sufficient control to dictate. The problem with this “model” is that the people responsible for allocating resources don’t suffer the results of bad planning and shortages. Neither do their families. It’s just a peak or a trough on the chart. Responsibility without the authority to ensure success is a formula for failure and a cause for our frustration.

Current maintenance department “processes” are the underlying reasons for our contract proposals and our insistence that the language portion of the contract be resolved before we even consider economics.

In regard to the presentation by the Company concerning the economic value of our language items in general, we respond by saying that we found, in some cases, the Company was counting work rules they don't have and benefits they already provide as costs intrinsic to our proposal package. In fact, these are cost savings they are seeking, not costs that we are imposing. Thus, it should not be incumbent upon us to shoulder the burden of cost justification for both sides. If the Company wishes to seek cost savings through work rule and benefits concessions on our part, they should have to seek those changes through the bargaining process as we do.

The Company’s unwillingness to participate in talks is a refusal to discuss and solve the real problems currently facing our membership and their families. We cannot move forward unless the Company recognizes our language proposals in the context they were written. Symbolism over policy substance has put us where we are. They must come to the table and participate in the process of crafting viable solutions that substantively address these problems. Our language proposals weren’t conceived to increase our compensation; we wrote them to solve the chronic problems facing us everyday.

This impasse has generated questions from many members across the system. Many wonder why “we” aren’t talking. AMFA will meet anytime, anywhere in order to move this process along. However, the Company has stated that they’re happy with current book. They no longer wish to negotiate unless we give up on many of our most important language proposals. Essentially, from what we can tell, this means that if they win they’ll come to the table and sign a T/A, but they aren’t interested in helping to resolve our collective issues.

With the above in mind, many members have asked us to have a Strike Vote. We’ve received these questions and requests from across the system. It seems the membership feels strongly enough that a Strike Vote should be held. The Negotiating Committee has held a conference and decided we should look to the middle of February to have the vote.

Members will be receiving further correspondence in the coming weeks detailing our position and giving additional voting information. Members should approach their Negotiating Committee member with any questions they would like to be addressed in coming letters.

Times are going to be stressful. Unfortunately, we’ve been given little choice but to travel this road. It’s obvious, but too important not to mention, we need to be extra careful in performing our duties. During times like this we must take that extra time to make sure we haven’t forgotten important steps. Don’t be afraid to ask for an extra set of eyes. Lend a hand to your coworkers to make sure nothing unsafe flies. Quality work remains our primary task. It’s often the little things like installing an oil cap or closing a panel that we forget when we’re under duress. We still have a job to do and that will always take precedence over any contractual differences we may have. Thanks for your support!

Mesaba Negotiating Committee