Originally Posted by HercMasterJ

Ok, so lets assume that FedEx Express bring zero value to the FedEx brand, and zero synergies are created between the FedEx business segments (which is ludicrous)… FedEx Express segment had 27.2B in revenue this year and 2014, and 2013.

More simply math, 27.2 x 8 (wink to BB) = 217.6B in revenue over the eight years since our last contract and the end of the next proposed one.

Again, just to keep it simply, using 1.7B for the value of our TA, a whopping 7.8% of that revenue is what our contract is worth. And yes, I think it appropriate to compare our worth to the revenue verses income, because we are an operating expense…that’s the cost of doing business. We drive (literally) nearly every cent of that revenue.

The intent here guys is for us to just keep the big picture in mind and know what we’re worth. How many company execs have a defined benefit plan? Thousands of them I’m sure, but they won’t tell us. Are we not front line managers ourselves, making thousands of business decisions every time we fly… A fellow pilot reminded me the other day of the size of the stack of operational rules and regulations and directives that drive every split second we make when we’re out there in the real world. We don’t need to pat each other on the back for the work we do, but let’s not forget just what goes into it.

The corporate entity doesn’t care about the worker bees, it’s job is to simply make money for the owners and shareholders. It doesn’t want to give you what you’re worth, only what you’re willing to accept. You’ve got to know what you’re worth and be willing to fight for it, or at least ask firmly… A sub-par contract at this point is unacceptable…a six year sub-par contract is insane.