We Are Not Worth 1 %
09-08-2015, 09:53 AM
#11
Line Holder
Joined APC: Sep 2015
Posts: 34
Originally Posted by Flyinhigh
This is the most uninformed post concerning the structure of FDX I have ever seen, even on APC!!
09-08-2015, 10:41 AM
#12
Gets Weekends Off
Joined APC: Dec 2007
Position: Retired
Posts: 404
Originally Posted by ColCargill
This is the most uninformed reply to a thoughtful post concerning the true value of pilot contributions that I have ever seen, even on APC!!!
touch any part of Express and vice versa. They are seperate operating companies for a multitude of reasons but primarily for the Ground business model of Independent Contractors. Just keeping it honest.
Last edited by Flyinhigh; 09-08-2015 at 10:43 AM. Reason: correct typo
09-08-2015, 10:46 AM
#13
Part Time Employee
Joined APC: Jul 2006
Position: Dispersing Green House Gasses on a Global Basis
Posts: 1,918
Originally Posted by Flyinhigh
You will never get an argument from me concerning what a FedEx Pilot is worth. My comment was in reference to your lack of factual information about the separation of the operating companies at FDX. A package sent via FedEx Ground will NEVER
touch any part of Express and vice versa. They are seperate operating companies for a multitude of reasons but primarily for the Ground business model of Independent Contractors. Just keeping it honest.
touch any part of Express and vice versa. They are seperate operating companies for a multitude of reasons but primarily for the Ground business model of Independent Contractors. Just keeping it honest.
09-08-2015, 12:30 PM
#16
Gets Weekends Off
Joined APC: Aug 2005
Position: Retired
Posts: 980
Originally Posted by Flyinhigh
You will never get an argument from me concerning what a FedEx Pilot is worth. My comment was in reference to your lack of factual information about the separation of the operating companies at FDX. A package sent via FedEx Ground will NEVER
touch any part of Express and vice versa. They are seperate operating companies for a multitude of reasons but primarily for the Ground business model of Independent Contractors. Just keeping it honest.
touch any part of Express and vice versa. They are seperate operating companies for a multitude of reasons but primarily for the Ground business model of Independent Contractors. Just keeping it honest.
FedEx has settled a long-running dispute with FedEx Ground California drivers. The class settlement will create a $228 million fund to resolve claims by over 2,000 FedEx Ground and FedEx Home Delivery pickup and delivery drivers. Some claims date back to 2000 and some extend through 2007. The settlement must still be approved by the Ninth Circuit, but assuming court approval, will end one chapter in a bitter dispute.
The settlement comes in the wake of a 2014 Ninth Circuit ruling that FedEx misclassified drivers as independent contractors. FedEx has long maintained that it didn’t misclassify anyone. Yet independent contractor status was a key component of how FedEx does business. In the case of the 2,300 FedEx Ground drivers, for years, FedEx called them—and paid them—as independent contractors.
The settlement comes in the wake of a 2014 Ninth Circuit ruling that FedEx misclassified drivers as independent contractors. FedEx has long maintained that it didn’t misclassify anyone. Yet independent contractor status was a key component of how FedEx does business. In the case of the 2,300 FedEx Ground drivers, for years, FedEx called them—and paid them—as independent contractors.
09-08-2015, 01:14 PM
#17
Line Holder
Thread Starter
Joined APC: Aug 2015
Posts: 26
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.
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.
09-08-2015, 01:19 PM
#18
Gets Weekends Off
Joined APC: Jul 2014
Posts: 296
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.
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.
09-08-2015, 01:30 PM
#19
Gets Weekends Off
Joined APC: Aug 2006
Position: leaning to the left
Posts: 4,184
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.
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.
Just PM me your posts prior to posting from now on, so I can confirm the numbers.
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