MEC Committee Reports - October 2025
MEC Committee Reports
MEC Meeting
October 7 & 8, 2025
MEC Chair Reports
Endeavor Air AFA-CWA
ASHS
Overview: ASHS
Over the past year, the Air Safety, Health & Security (ASHS) Committee has remained fully engaged in advancing the safety, health, and security interests of our Flight Attendants. Efforts have centered on strengthening the ASAP and Fatigue programs, responding to critical incidents, and ensuring that Flight Attendant perspectives were consistently represented in joint forums with Management, ALPA, and industry partners. Additionally, the Committee assumed responsibility for the long-dormant Education and Training Committee, reestablishing oversight and functionality after more than two years without a Chair.
Overview: ASAP
The Aviation Safety Action Program (ASAP) remains one of our most important tools for raising safety concerns without fear of discipline. Over the past year, our Committee has worked to strengthen trust in the program, ensure timely review of reports, and press for corrective actions when needed.
Thanks to Flight Attendant participation, ASAP reports have led to several key improvements. Every report makes a difference. Member involvement continues to grow, and your reports help us identify trends, close safety gaps, and improve working conditions for everyone.
Overview: Education & Training
This year, the Committee assumed responsibility for reviewing all LMS modules prior to release. This proactive review process has allowed us to identify and resolve potential issues before Flight Attendants are required to complete the training. By addressing errors and clarifying confusing material early, we have reduced frustration and ensured that training is accurate, consistent, and user-friendly.
While the Committee times the modules during review, the official completion time continues to be set by the Company. To further strengthen the process, we are seeking to add a Flight Attendant with 1–3 years of experience to the Committee. A more junior perspective will provide valuable insight into module clarity, pacing, and accessibility for newer Flight Attendants.
Key Accomplishments
*Hazard Mitigation: CRJ-900 Trash Cart Tethers
In November 2024, Management implemented long metal tethers on CRJ-900 trash carts to reduce replacement costs. This created immediate safety risks, including tripping hazards, torn uniforms, and potential injuries. Through coordinated reporting and advocacy, the Committee mobilized Flight Attendants to file ASAP reports, submit uniform reimbursement requests, and document OJI claims. By December, Management agreed to remove the tethers, with follow-up verification continuing into March 2025. This case underscored the importance of Flight Attendant reporting in driving corrective safety actions.
*Emergency Response Protocol Integration
The MEC-level Emergency Response Protocol was formally incorporated into the MEC Policy and Procedure Manual, ensuring standardized, written guidance for union leaders and members. This guarantees consistent and efficient responses to future emergency situations.
*ASAP LOA Revision
On October 1, 2025, a new ASAP Letter of Agreement was signed, closing a longstanding loophole that had allowed Management to discipline Flight Attendants outside the spirit of the program. A subsequent Memorandum of Understanding reinforced the agreement, ensuring stronger protections and fairer treatment for reporting employees.
*Leadership Engagement
Since February 2025, Endeavor Air has undergone significant leadership transitions, including a new CEO, Vice President of Inflight, Vice President of the Integrated Operations Center, and Director of Safety. The Committee initiated direct meetings with each leader, fostering constructive dialogue and securing commitments to prioritize safety initiatives in partnership with AFA and ALPA.
*Major Incident Response: Flight 4819 (Toronto, February 17, 2025)
Following the crash of Flight 4819 in Toronto, the ASHS Committee coordinated AFA’s response and support efforts. Initial notification was received through AFA International rather than from the Company, highlighting the need for improved communication processes with the Company.
Immediately upon notification, ASHS initiated its established protocol—confirming crew identities, ensuring they were removed from CrewTrac, notifying the respective LECPs, and engaging EAP resources. We then verified clearance to travel to Toronto alongside ALPA as part of the Go Team flight.
Once NTSB-trained representatives Elizabeth Mullins and Beth Wendroth were designated as official parties to the NTSB team assisting the Transportation Safety Board of Canada (TSB), both mobilized for deployment alongside EAP MEC Chair Karen Koonce. Beth traveled with the Go Team departing from MSP Headquarters, while Elizabeth and Karen traveled to Buffalo, NY, where they rented a vehicle and continued the remainder of the trip by ground to Toronto.
On-site, Elizabeth, Beth, and Karen served as the primary union contacts for the involved Flight Attendants. Elizabeth and Beth worked as part of the Survivability Group “Cabin”, which included representatives from the TSB, FAA, and training specialists. As part of their duties, they were granted access to view and examine the aircraft remains and cabin interior to support the investigation. Together, they provided documentation, photographic evidence, and technical input directly to the TSB as part of a collaborative report
Elizabeth additionally coordinated between the TSB, Company representatives, and AFA to ensure seamless communication and that all operational needs were addressed. Karen provided emotional support and acted as the crew’s advocate, ensuring their well-being remained the top priority. Together, they ensured AFA representation was available during all crew statements to the TSB and that the Flight Attendants’ rights and welfare were fully protected throughout the process.
Their collective advocacy ensured that AFA was properly included in the TSB preliminary report after initially being omitted from the draft.
This event prompted an overhaul of the Company’s notification process to AFA, leading to stronger coordination, faster information flow, and clearer expectations in future emergency situations. The experience gained through this investigation continues to guide ASHS’s collaboration with the Company to strengthen emergency response, communication, and safety investigation protocols.
*Accident Response: LGA (October 1, 2025)
On October 1, 2025, two Endeavor aircraft were involved in a low-speed taxi collision at LaGuardia. The ASHS Committee, alongside MEC Officers, and EAP immediately responded to support the Flight Attendants. Accident-trained representatives were engaged to assist with NTSB statements, and member communications emphasized confidentiality, factual updates, and adherence to social media policy. This event reinforced the importance of preparedness, cross-committee coordination, and the protections provided by our newly adopted emergency response protocol.
*The Air Safety, Health, & Security (ASHS) MEC Chair continues to expand Endeavor’s role in national aviation security discussions through participation in the Inflight Security Working Group under the Airline Subcommittee of the TSA Aviation Security Advisory Committee.
As part of Focus Area 3 – Communication, Notifications, and Jurisdiction, the group is dedicated to addressing challenges related to disruptive and unruly passenger behavior and improving coordination across agencies and airlines.
In this capacity, the ASHS MEC Chair serves on the Security Task Force Work Group, collaborating closely with several different organizations within the airline industry and other aviation leaders nationwide. This partnership ensures that the Flight Attendant voice and operational perspective are represented at the highest levels of policy development. The working group’s current efforts are focused on strengthening response frameworks, refining interagency communication protocols, and enhancing jurisdictional clarity during inflight security events.
Current Problem Areas
Notification System:
The Company’s failure to provide immediate notification during Flight 4819 highlighted deficiencies. While some improvements have been implemented—such as real-time text alerts during a suspected smoke evacuation—consistent execution remains a challenge. Ongoing collaboration with the Company has now resulted in a new protocol.
ASAP Consensus:
Prior to the revised LOA, a loophole weakened the integrity of the program. While the agreement now prevents this practice, continuous monitoring is required to ensure compliance.
Fatigue Language:
Disagreements persist over the definitions of “operational” versus “non-operational” fatigue.
LMS Modules:
The Committee continues to seek additional support for LMS module review. Currently, three members with over 15 years of seniority serve on the team. While their experience is invaluable, the absence of a junior perspective limits our ability to evaluate modules from a newer Flight Attendant’s standpoint. Recruitment of a member with 1–3 years of experience remains a priority.
Air Quality & Fume Events:
Cabin air quality and fume events remain an ongoing concern. With the assistance of Judith Anderson from AFA-CWA, the Committee continues to provide education and resources to help Flight Attendants recognize, respond to, and properly report these events. On our aircraft the majority of fume events are due to faulty recirculation fans or pacs which are typically replaced after the fume event is written up. The 3rd most common cause of the fumes is from faulty windshield heaters. There have been 28 reports in the last 24 months.
Fume education and awareness has been a project in development since our participation in the International Fume Conference last year and the ASHS Roundtable earlier this year. Building on that work, the ASHS website does contain links available to guide members to reporting channels at AFA International and general information. We are also working to expand this section but are trying to figure out the best way to do this keeping members engaged. The information is not short and requires time to fully view all materials. We are looking into its own dedicated section of the website to make resources easier to access. An education piece is in development to further strengthen awareness and ensure members have the tools needed to respond effectively.
With the help of AFA International, fume awareness cards were distributed to all Local Executive Councils (LECs) for member use. These cards continue to be provided to New Hires during training, ensuring awareness begins from the start of their careers.
Goals for 2025
1. Fatigue Program Reform: Conduct a comprehensive review of fatigue-related contract and FAM language, refine definitions, clarify expectations, and address unresolved issues where the Fatigue Review Board cannot reach consensus.
2. Enhanced ALPA Collaboration: Expand joint Safety and Security initiatives with ALPA to strengthen cross-union cooperation, promote proactive risk mitigation, and ensure a unified approach to crew safety.
3. Reporting Culture Reinforcement: Continue building a strong reporting culture by encouraging Flight Attendants to file safety, fatigue, and ASAP reports without fear of reprisal.
4. Air Quality & Fume Event Education: Advance the ongoing project that began last year and has expanded this yesr with the ASHS Roundtable by finalizing and releasing an education piece, expanding the fume/air quality resources into a dedicated section of the ASHS website, and continuing the use of International fume awareness cards for both current members and New Hires.
Conclusion
The ASHS Committee has demonstrated consistent advocacy, proactive engagement, and effective crisis response throughout 2024–2025. By closing contractual loopholes, integrating emergency protocols, addressing air quality issues, and ensuring representation in critical safety investigations, the Committee has advanced meaningful protections for Flight Attendants. With continued MEC support, we will sustain and expand these efforts, ensuring that safety, health, and security remain at the forefront of our union’s priorities.
Budget
The current budget that was given 2 years ago still remains accurate and sufficient to support the work of three committees with two Chairs sharing the allocation. This structure has proven effective in covering committee needs and will continue to support ongoing initiatives without issue.
Respectfully Submitted,
Elizabeth Mullins
ASHS MEC Chair, AFA EDV
Beth Wendroth
ASAP Primary / Fatigue Review Board, AFA EDV
EAP
Accomplishments: 2024–2025
The EAP Committee demonstrated exceptional collaboration, and compassion throughout the 2024–2025 year, providing critical emotional and peer support to flight
attendants and crew members across the airline industry. Through coordinated deployments, call center operations, and peer presence, the committee continued to be a source of comfort, connection, and hope for those impacted by crisis.
• January 2025 – PSA Airlines Flight 5342 Crash (Charlotte):
Following this tragic event, EAP representatives were quickly deployed to Charlotte to conduct crew room sits and concourse walks, providing a calm and compassionate presence for flight attendants processing shock and grief. Our representatives listened, comforted, and reminded crew that they were not alone. In addition, the team provided 800 Call Center support, responding to crew members in emotional crisis and helping them connect with ongoing care and community resources.
• February 2025 – Delta Connection Flight 4819 Crash (Toronto):
When the Toronto crash occurred, the EAP team once again mobilized with empathy and professionalism while collaborating with the Air Safety Committee. Representatives offered crew room coverage, onsite support, concourse presence, 800 Call Center assistance, supporting those directly and indirectly affected. The committee’s outreach provided reassurance, understanding, and steady emotional support that reminded our crew family that care is
always available.
• June 2025 – Silver Airways Shutdown:
When Silver Airways ceased operations, leaving many flight attendants unexpectedly unemployed, EAP stepped in to provide 800 Call Center support. We offered compassionate listening, guidance on coping with job loss, and resource connections. The committee’s presence served as both a practical and emotional lifeline for flight attendants navigating this abrupt career transition.
These responses reflect the EAP Committee’s deep commitment to showing up with
heart — listening first, caring always, and reminding our crew that no one has to face a crisis alone.
Additionally, this year marked exciting growth for our committee because we are thrilled to welcome Wanda Parnell, MEC Benefits Committee Chair, to the EAP team! Thank you to our LECP/MEC for making that happen!
Current Problem Areas
1. Continued Need for Peer Education and and Early Communication:
The EAP Committee continues to stress to crew the importance of “talking it out” and seeking EAP support rather than immediately involving management when conflicts or misunderstandings occur. Encouraging open dialogue helps preserve relationships and prevents unnecessary escalation/discipline.
Additionally, there has been a notable increase in concerns involving IOE instructors and line checks. Some flight attendants have expressed uncertainty about expectations
or experiences during these evaluations. The committee plans to collaborate with the Training Department to develop education and awareness materials that clarify what
should occur during IOEs and line checks, ensuring that flight attendants understand the process, boundaries, and professional standards of conduct.
2. Limited Awareness of EAP Services:
Many crew members remain unaware of EAP’s full scope of services (which includes Pro Stands, EAP & Crisis response), Increased education and visibility are essential to normalize help-seeking and build a culture of proactive wellness.
Goals: 2025–2026
1. Expand and Strengthen the EAP Representative Committee (3 new prospective members DTW/NY/ATL)
2. Increase EAP Visibility and Education
3. Embark on the “Mental Health First Aid / Packing for Self-Care” Campaign.
4. Continue Collaborative Projects and Inter-Committee Education.
5. Continue to strive to capture ALL EAP/Pro Standards cases for data collection
Budget
I defer to the MEC for guidance
EAP has one guiding mission: to ensure that every flight attendant knows EAP is here—ready to listen, ready to care, and always ready to help.
Respectfully Submitted by
Karen Koonce- Committee Chair
Benefits
Accomplishments for 2024-2025
Created a benefits FAQ resource from scratch
Because the role was newly created in early 2025, I built foundational materials to support the function — including a comprehensive FAQ document covering medical benefits, leave of absence policies, and related issues.
Collaborated with HR leadership to ensure accuracy and credibility
To develop accurate content, I met with HR subject-matter experts overseeing the Medical Benefits and Leave of Absence department. Their insights shaped the FAQ content, ensuring the resource reflects company policy and legal compliance.
Established a protocol for escalation and verification of responses
Recognizing that not all questions can be answered directly, I set up a standard process: if I’m uncertain about a response, I either seek confirmation from the appropriate department or direct the employee to the responsible HR contact. This ensures that employees always receive correct and reliable information.
As a union representative
I ensure I deliver accurate information about benefits and policies. In my initial meeting with HR, we established a guiding principle: if I’m ever uncertain about a response, I immediately consult the relevant department or direct the questioner to the appropriate HR contact to guarantee correctness and clarity.
Current Problem Areas
Flight Attendants not knowing who to contact if they have questions on their benefits relating to FMLA and OJIs.
New flight attendants that are still in probation unsure it they have a medical situation who to contact to ask for time off
Goals for 2025-2026
Define and document clear points of contact for all benefits questions
• Create a contact directory (name, role, phone/email) for HR staff responsible for different benefit areas (FMLA, OJI, medical leave, probationary period issues, etc.).
• Distribute this directory to all flight attendants via eline, especially new hires.
• Review and update it at least annually.
Develop and maintain a comprehensive FAQ / resource guide for benefits
• Expand on the FAQ I started: ensure it covers common and edge‐case scenarios (e.g. what’s available during probation, what to do if unsure of eligibility).
• Include sample scenarios, timelines, eligibility rules, forms/processes.
Improve awareness around benefit policies
• Possibly create quick reference cards or cheat‐sheets for key policies (FMLA, medical leave, probationary rules).
Implement a tracking & escalation system for benefit inquiries
• Track the number and type of benefit questions asked (e.g. by topic: FMLA, probation, medical leave).
• Note when an inquiry needed escalation to HR or another department.
• Use that data to find “frequent confusion” areas and update the FAQ, or suggest policy clarifications/improvements.
Budget
I was not sure how to tackle the budget.
Respectfully submitted by
Wanda Parnell
Benefit Committee Chair MEC
Grievance
Grievance Statistics:
Grievances filed in 2024
138 (93 discipline, 45 contract)
Grievances filed in 2025
170 (96 discipline, 74 contract)
Grievance Resolution
Settled 21%
Withdrawn 20%
Overview:
In 2025, the MEC Grievance Committee continues to make progress in our relationship with the Company and in the overall handling of grievances. We have held four mediations this year and increased the number of arbitrations scheduled and heard. Importantly, we achieved our first arbitration victory in several years, reaffirming the strength of our screening process and case preparation.
We have also set a new record for the number of grievances filed, continuing a trend of high grievance volume year over year. Compared to other carriers, Endeavor maintains a proportionately larger number of grievances on file. This does not necessarily indicate more systemic problems, nor does it mean grievances are inherently stronger or more successful. In many cases, this reflects a lack of research and proper oversight by local grievance representatives, which burdens the process and diminishes overall credibility. Ensuring quality and accountability at the local level remains one of our most pressing priorities.
Grievance Review
With increased hiring at certain bases, discipline cases have risen proportionately. This is an expected trend as new Flight Attendants learn policies, contract provisions, and determine whether this career path is right for them. A large share of discipline grievances continue to involve attendance and reliability, though we have also seen a rise in cases involving dishonesty, fraud, or other serious misconduct.
On the contract side, the most common filings involve IROP-related interruptions, minimum day off violations, and scheduling disputes. The Company has also advanced new contract interpretations that conflict with our own. These disagreements have generated additional grievances and are expected to result in more cases proceeding to arbitration.
Key Achievements:
Relationship with Company: Our relationship with management has matured to the point where we are now resolving more cases prior to mediation. Nearly 50% of grievances brought to mediation are settled in advance, with an overall resolution rate of roughly 80% through the process. The Company’s willingness to share confidential but non-referable information in mediation has allowed us to make more strategic decisions and avoid pursuing weaker cases unnecessarily. This reflects trust built on our side’s consistent preparation and credibility.
Arbitration Schedule: In 2025, our arbitration schedule expanded considerably, with six hearings scheduled. Of those, three cases settled pre-arbitration, and we secured a victory in a fourth. By carefully screening grievances, we are ensuring only strong cases move forward, which in turn strengthens our reputation and bargaining position. Arbitrations are no longer symbolic—our record demonstrates that we arbitrate to win.
Grievance Volume and Trends: Grievance volume remains high. By mid-year 2024, we surpassed our previous record of 138 filings and now stand at more than 170 grievances for the year. As emphasized in prior reports, volume does not equate to success. Some grievances are filed prematurely, or without sufficient contractual foundation, which burdens the process and undercuts credibility. Nonetheless, this increase demonstrates members’ reliance on the union for enforcement of contractual rights.
Mediation Success: We have streamlined mediation to the point where caseloads that once required two days are now consistently completed in less than one. This efficiency allows us to schedule more mediations annually and better utilize limited NMB resources. Success is due both to improved preparation and to management’s readiness to resolve issues earlier.
Grievance Database: The internal grievance database is finally being used as intended. With new LECPs elected in 2024, updates are more consistent across councils. The database is becoming a reliable tool for real-time visibility of grievance status and provides invaluable data when preparing for mediations, screenings, and arbitrations.
Monthly Grievance Team Meetings: Monthly meetings with active representatives and our attorney have become routine. These meetings have improved coordination, aligned our strategy, and created space to address systemic issues (such as scheduling violations or management misuse of gate agents to relay assignments).
Screening Committee: We have revised the structure of Screening Committee meetings to reduce the time spent in a single day and to ensure each case receives proper attention. To accomplish this, we now hold Screening Committee meetings over two separate days on a near-monthly basis. This adjustment has allowed us to hear cases more frequently and with greater focus, while preventing backlogs and rushed deliberations.
Moving Forward:
Looking ahead, there are several areas for continued growth and development:
- Grievance Quality: Certain councils continue to submit contract grievances citing incorrect sections or without adequate research. This undermines credibility and wastes valuable MEC time during screening. Stronger internal checks and accountability are necessary. Screening would be faster and mediation more effective if quality were improved at the point of filing.
- Continuing Success at Arbitration: As the Company continues to push questionable interpretations of the CBA (e.g., scheduling contact attempts through gate agents or Flight Attendants instead of management), we anticipate additional victories at arbitration. Our increased willingness to pursue strong cases signals that we will not concede on issues fundamental to contract enforcement.
- Training and Empowerment: Although training has been offered, participation remains low. Structured grievance workshops and mandatory refreshers could help raise quality. These would not only sharpen contract knowledge but also build confidence for local reps. Importantly, members must understand that not every request becomes a grievance; part of training should focus on discernment and case-building.
- Team Expansion: Councils 46 and 48 have recruited and trained new grievance reps, which has already lightened workloads. Other councils need to follow suit. Recruitment must be prioritized by LECPs to sustain momentum and ensure succession planning.
- MEC Grievance Chair Handbook/Guides: A MEC Grievance Chair handbook is being drafted to provide continuity for future chairs. This guidance will cover both procedural and practical elements of the role, with the goal of eventual MEC adoption as an official document.
Needs:
To continue improving the grievance process, the following actions are necessary:
- Mitigating Unjustifiable Grievances: Additional training for some representatives to avoid filing weak cases.
- Improved Communication: Overlapping communication lines between MEC officers, the attorney, and LECs create confusion. A structured hierarchy must be reinforced. For example, MEC-to-attorney communication should remain streamlined rather than duplicated by multiple councils.
Ideas for Improvement:
- Grievance Tour: Previously suggested, but still not implemented due to time and resource constraints. Could serve as an excellent outreach tool in the future.
- Required Yearly Refreshers: Mandatory yearly grievance refresh workshops would help improve quality, consistency, and contract knowledge.
Conclusion:
The grievance program is stronger today than it was a year ago. We are processing more grievances, resolving more cases through mediation, and achieving real success at arbitration. At the same time, quality control remains an issue—poorly researched filings diminish credibility and waste resources. Expanding training, recruiting additional reps, and enforcing better communication discipline are the next steps toward building a grievance program that is both efficient and respected. With an arbitration schedule filling rapidly, our committee is positioned to secure key victories in the next 12 months, further solidifying our standing as the guardians of the CBA.
Respectfully submitted,
Austin Gates
MEC Grievance
Scheduling
Accomplishments for 2024-2025
-Was able to get the MSP Scheduling Chair position filled and had Tricia spend a day with me going over all the programs I use as Scheduling Chair. Also walker her through what happens during the Bid divisor and Pairing Solutions meeting.
-Worked with the MEC and Crew Planning to figure out a solution for a glitch in PBS that creates 5 days that went past midnight. The solution was thankfully agreed up on outside of the Grivance process and worked with Crew Planning to determine all FAs that were effected
-Worked with AFA staff attorney and MEC Grievance Chair to find data for multiple Grievance issues. Our biggest issues at the moment being how the company handles Compensatory days and Open Time notifications.
Also worked with the Grivance Chair to find information on individual Grievances related to Scheduling that was not provided during initial filing of said grievances.
-Attended 2 PBS training classes the company had for PBS SAFAs. Helped Patrick teach the classes by giving examples and discussing best uses of parameters.
-Worked on better communication and involvement with ALPA Scheduling Chair. I noticed that there are issues that we both have had that the company doesn't communicate to each department. For Example, the pilots knew about the 5 day PBS glitch and caught it before bidding ended. Nothing however was said to Inflight or to the FAs. I think it is important moving forward that communication with ALPA is a priority.
-I continue to watch FLICA every month to see how the folders are running and how CS is processing freezes. The LMS due day being moved has made a big difference. There have not been significant freezes like there were before, even during IROPs.
-Attended the Pairing Solution and Bid Divisor meetings every month. Also wrote elines every month making sure I added essential information in regards to Reserve Coverage, RDU opening, and ATL flying issues.
-Noticed a difference in how NY FAs were bidding so pulled the data and had a conversation with the NY LECP on how to move forward. NY no longer prioritizes 5 days trips seeing as they have been hiring base specific. Crew Planning has been running solutions with less 5 days or shifting them to ATL where there are more commuters, but the solution results in less credit so have not been choosing those solutions. Crew Planning and I are in agreement that any changes made shouldn't result in less credit nor should it result in costing FAs days off.
Current Problem Areas
-IROPs and how the company is handling them. IROPs continue to be an issue with long wait times for FAs. Also lack of documentation for hotel wait times is an issue. For example, a FA last flight blocks in at 3pm and they do not get a hotel till 9pm. CS shows them off duty at 3pm. This is an issue. We definitely still need a revamp of the IROP language
-Open time assignments and contacting FAs when not contactable and issuing NAFs for not responding is still a problem. I don't care if the manager removes it. It is still an issue and leads to poor team morale and undue stress on the FAs.
-FCview and new log in procedures for FLICA. Having been speaking with the developer, he thinks he has a solution but we have to wait till it actually goes into effect to see if he can establish a work-around.
We have also been in conversation with ALPA about it also.
-How the company has been handling Comp days. This is an issue that I continue to work with AFA staff attorney and the MEC Grievance Chair on.
Goals for 2025-2026
-Work more with ALPA so we can streamline issues and move forward with getting the company to provide solutions that benefits both work groups. Not just one and not the other.
- Get a Scheduling Chair for NY
-Continue to work with the MEC, staff attorney, and Chairs to come to solutions for IROPs, Comp days, and NAFs.
Budget
Still sitting at 2 union days a month. One specifically for Schedule production and then one for FLICA monitoring. There were extra days requested for the Crowd strike issue as I was working with the MEC and FAs all day that day trying to get FAs the resources they needed. Also there were days requested in order to work with the staff attorney on Scheduling Grievances and data collected for those Grievances.
Respectfully submitted by
Laura Walker
Hotel
Accomplishments for 2024-2025:
I was able to be a part of all site visits except for two during this time. We lost some good hotels, such as the one in Norfolk, but we were able to get a really great replacement that crew
members are enjoying. As part of my presence speaking up for our FAs on site visits, I’ve been able to get some hotels to include food offerings they weren’t originally planning for. A specific one is at the new hotel in AGS, I explained their menu was out of budget for many of our FAs,
even with a discount and they decided to make a special crew menu with prices under $10 that has been liked by crews. I believe I’ve helped FAs gain a better understanding of how things work on the hotel committee through information given via e-lines. The working relationship I
have developed with ALPA and the company continues to grow strong. This is such a huge improvement from when I first started this position, especially when there wasn’t consistency in the ALPA chair position. Every since the current chair and vice chair have joined, we’ve worked
very well together. People have been vocal and expressed appreciation of the work I’m doing.
Current Problem Areas:
In the past, when something came up in a crew care report that I felt was especially abnormal or could be helped by reaching out to the FA having the issue, I would just email them directly. I have since stopped doing that, as per Elizabeth’s direction, I should not be sending union
business to a FAs work email. The problem is that most crew members use their work email
address for API.
Goals for 2025-2026:
Possibly get crew members to switch to their personal email so there won’t be an issue with me contacting them.
Communication and relationships with the other working parts of the Hotel Committee (company side and ALPA side) are so important here. The company is working very hard to strengthen these things. One thing they have implemented with ALPA is that they have a weekly standing meeting with the ALPA chair to discuss pressing hotel issues and things that
need to be addressed. The company has expressed a desire to have this same relationship with me as the AFA representative. I said I would take this to you all at the MEC meeting and
see if maybe every other week was possible. Also, I would like to expand the committee at the MEC level, in a way that is a little similar to
how ALPA has theirs setup to make the workload more bearable for the person in the MEC chair position. I would like to add 4 people who would have access to the Crew Care reports.
One person would be assigned to FA reports that week. They would reach out to me immediately if something is especially out of the ordinary or a safety concern. Other than that, they would give a report at the end of their week of general issues we are seeing. I’m putting this at the MEC level and not the LEC level because my understanding is that MEC work
covers all bases and LEC work covers issues that affect just that base. These additional members would not require union days. I will also be reading Crew Care reports but this would ensure every one is read more quickly without overwhelming the Chair. I think this will be a better way to maintain the committee in the long run and mitigate Chair burnout. This committee is a ton of work. Outside of crew care reports there is almost daily email correspondence with the company.
Budget
Every since I’ve been in this position I’ve expressed that it is grossly underfunded. I hope to see improvement in getting this properly budgeted because this committee directly impacts our quality of life on the road. In my opinion, that makes it one of the most important committees because outside of schedules, where we stay on our overnights really impacts us.I’m asking for 22 union days to cover up to 9 site visits and the 4 quarterly meetings. I’m asking
for an additional 24 days to cover meeting with the company every other week. This is a total of 46 union days.
Candice Oglesby
MEC Hotel Chair
Government Affairs
Accomplishments for 2025
The Association of Flight Attendants-CWA Government Affairs committee worked on several important projects this year. We will continue to work on issues from the FAA Reauthorization Bill and new items that we introduced to the 119th Congress. These include but are not limited to continued efforts to strengthen the disruptive passenger bill language, smoke and fume events, monitoring toxic fumes and the impact of radiation in aircraft cabins. Aircraft temperature standards (2Hot2Cold), Secondary Cockpit Barriers, closing the 14 CFR Part 135 charter security loophole, updated evacuation standards, and turbulence related injuries and accidents.
The most recent items we have been working on and seen success are related to the current airline environment. Encouraging legislators to support our siblings a t PSA and Spirit through fair contract negotiations and Spirits Warning period.
The Aviation Funding Stability Act,has also been introduced. This is intended to prevent disruptions in aviation safety operations, air traffic control staffing, and certification processes that are vital to the U.S. economy and our national security in the event of a government shutdown. At a time when air travel is already strained by staffing shortages, outdated infrastructure, and record flight delays. This bill would allow the FAA to tap into the Airport and Airway Trust Fund to keep essential operations running, so planes stay in the air, safety inspections continue, and modernization projects are not halted.
We have worked closely with Congress on the reintroduced Bipartisan H.R.4994. Specifically, the Safe Air on Airplanes Act would work to phase out bleed air systems, which currently exist on almost all commercial aircraft and supply the air we breathe through the engine’s compressors. Outdated bleed air systems are putting pilots, flight attendants, and passengers at risk. The Safe Air on Airplanes Act will ensure a future where pilots, cabin crew, and airline passengers will not have to fear fume events. The act will: End the use of bleed air systems for ventilation in new commercial aircraft design. Require filters on bleed air systems to effectively keep oil particulates out of the flight deck and cabin air within seven years.Totally phase out the use of bleed air systems for ventilation in existing commercial aircraft designs in the future,
We have continued improving our Government Affairs 101 online training for flight attendants who are interested in participating in Government Affairs activism.The online Learning Academy allows members to explore the Committee at their convenience. In the past activists came to Washington DC for an in person GA 101 training before they could head to Capitol Hill to advocate flight attendant issues. Sometimes they realized this was not a good fit. This initial online training gives flight attendants a better idea of what we do on the Government Affairs committee and to see if they share the desire to join the committee and become activists. Having the initial training online will provide more time and resources to meet with lawmakers in Washington DC and home offices.
AFA-CWA GA committee chairs attended our second Reversing Runaway Inequality, Train the Trainer event in Chicago in August. I did not attend this year but am pleased The Flight Attendant version we developed from our first event last August will continue to be the format for these training events. This is an opportunity for members to learn more about the roots of income inequality and what union members can do to fight back to tip the balance of power away from corporations and the ultra rich and toward the workers.
The committee continued to participate in local and national phone banking, campaigns and legislation important to flight attendants and aviation workers as well as pickets and marches. We participated in local Pride events, the Minnesota State Fair Labor Pavilion, the Labor Day march at MSP and Labor Federation events. We have been working with the AFA-CWA Human Rights and Equity Committee and CWA Locals on many of these campaigns and will continue to work together as much of our work crosses committees.
Having visited EDV-AFA New Hire events and being able to share information about the Government Affairs Committee and the importance of the legislative work the committee does and to meet potential committee members has been a highlight this year.
Current Problem Areas
Lack of member support for the Flight Pac political contributions program. This supports the lawmakers who support flight attendants locally and in Washington DC. This is a non-partisan program and the only way AFA contributes to a campaign. Member dues are not used to support political campaigns. We have ramped up Flight Pac engagement this year with E-lines, FlightPac drives at ATL and RDU and introductions at New Hire Orientation. As other AFA carriers, including regionals have success in these types of drives, Endeavor continues to have very low participation from members and officers. I know our flight attendants may not be able to afford to contribute, and continue to share this with AFA-CWA in my reports. I’m available to explain this program to anyone who is interested and assist in signing them up if they would like to contribute.
FlightPAC is a part of AFA-CWA’s Committee on Political Education (COPE), AFA’s Political Action Committee. Election law prohibits labor organizations from using treasury dues to make contributions and expenditures in connection with federal elections. Dues from our members are never contributed to campaigns. Violations of campaign laws and rules which govern PACs and political activity. FlightPAC allows members the opportunity to make voluntary contributions to provide financial support to federal candidates to federal office who are committed to helping us accomplish our legislative goals.
The AFA-CWA Political Action Fund (FlightPAC) is your political voice in D.C. and across the country. The welfare of all Flight Attendants is tied very closely to government policies. We are funded 100% by voluntary contributions from AFA-CWA members. All donations are used to educate law-makers and build Flight Attendant-supporter allies in the House and Senate. FlightPAC was created as a tool to help represent our concerns to the policymakers working on these issues. It serves as a critical complement to AFA’s activists lobbying efforts and greatly helps to advance Flight Attendant-issues in Washington, D.C. and locally.
FlightPAC may also help elect pro-Flight Attendant candidates to office where they could lobby Congress from the inside. Earning FlightPAC’s support as a candidate is a rigorous process that requires a demonstrated commitment to Flight Attendants and the support of Flight Attendants. FlightPAC is a bipartisan labor PAC. FlightPAC counts Republicans, and Democrats, as our allies. Party and ideology are irrelevant to an individual’s support for Flight Attendant causes.
AFA-CWA’s goal is also the enactment of legislation on issues affecting our jobs and workplace so we are not forced to address them at the bargaining table with our employers. This allows us to focus bargaining on improvements in wages and benefits. FlightPAC is a critically important tool to get us to that goal.
AFA-CWA FlightPac (COPE) will soon have the ability to sign up via a QR Code and I would like to have this information included on the Crew Room EBB’s. ALPA uses this to encourage member participation and it has been a successful tool.
Goals for 2025-2026
As I mentioned throughout the report and am committed to, the development and enactment of legislation to benefit flight attendants is the goal of AFA-CWA’s Government Affairs legislative committee. I would like to work on a new Government Affairs Page on the EDV-AFA website and EBB’s. I have been working with our International directors and chairs form other carriers on this as a new website will be available at International as well. The new information will include items on the 101 Training, Reversing Runaway Inequality training, and FlighPAC QR code.
I would like to increase our FlightPAC sign up rate and think it would be beneficial to include Government Affairs information at LEC meetings. This could be through being on zoom meetings or visiting in person meetings. I can provide information for LECPs to share with their councils as well.
Budget
In planning for the Government Affairs committee budget for 2025, I would like to see at an increase from last year's budget. I will continue to need to travel to DC for lobbying and events on Capitol Hill. The items we introduced to the 119th congress and new legislation will be our priority at these visits. The continued work on developing new and better training requires time above our regular once monthly meetings as well as the responsibilities of maintaining relationships with lawmakers via emails and phone calls and events. I have stated in past budget requests that I need a budget that facilitates our committee's need to be in Washington DC and other locations that require travel and often hotels. We have interests from members in being chairs and hope their LECP’s will work with the MEC to ensure they are supported. I would ask for the consideration of a minimum of $3000-3500 be allocated for the Government Affairs committee work this year.
Again this year I want to say how much I enjoy the work I have been able to do as the chair of this committee and look forward to the future of the committee. The MEC has been supportive of Government Affairs and I am grateful for this support as the work we do benefits all flight attendants.
Respectfully submitted by
In Solidarity
Trina Johnson
Endeavor Air Association of Flight
Attendants-CWA
MEC Government Affairs Chair
Reserve
Oscar Ochomogo
Since stepping into the role of MEC Reserve Chair in late July, my main priority has been to establish clear communication channels, strengthen reserve advocacy, and create meaningful ways for our reserve members—both new hires and senior flight attendants—to connect with their union and with each other.
Communication Platforms
One of the first steps I took was creating the New Reserve Facebook page, which I currently moderate. This page functions as a centralized space for updates, reminders, and discussion, as well as a resource hub where members can easily access information and ask for tips about reserve life. Social media engagement has proven especially valuable for new hires, who are often seeking quick answers and a sense of community during their first months on the line.
In addition, I launched a monthly MEC Reserve E-Line.. Each edition contains practical tips for navigating reserve, updates on contractual rights and scheduling practices, and reminders about union resources. The E-Line ensures that members who may not be active on social media still receive timely, reliable information.
Monthly Reserve Meetings
To provide real-time interaction and to strengthen our connection with members, I began hosting monthly Reserve Zoom meetings. These meetings allow members to ask questions directly, share their experiences, and hear the latest updates from their Reserve Chair. Since assuming the role, I have hosted two sessions, both of which saw active participation and valuable discussion. Moving forward, I am committed to holding these meetings every month to keep communication consistent and accessible.
Outreach to New Hires
Recognizing that most new hires begin their careers on reserve, I designed a Reserve Tips handout specifically geared toward them. This handout includes key advice for navigating reserve successfully as well as a QR code that links directly to the MEC Reserve Facebook page. By distributing these during new hire training (with Noah’s assistance), we are ensuring that new reserves are connected with resources and union support from their very first day.
The goal is not only to educate but also to instill early involvement in the union. By building these connections at the start of their careers, we increase the likelihood that new hires will grow into active, informed members who feel supported and engaged.
Engagement Across Seniority Levels
While many reserves are new hires, it is important to note that we also have a significant group of senior reserves. Many of these members are already active in union work and play a vital role in spreading information and supporting their peers. Their experience is invaluable, and I aim to continue partnering with them to strengthen reserve advocacy and representation.
At the same time, our outreach efforts will remain heavily focused on newer members, since reserves make up the majority of that group. By building a strong foundation of engagement during the reserve period, we can help shape long-term union involvement.
Strategic Goals Moving Forward
Looking ahead, my priorities as MEC Reserve Chair are as follows:
- Grow Member Engagement – Increase participation in Facebook discussions, Zoom meetings, and the E-Line by promoting them consistently and making sure the content is useful, accessible, and relevant.
- Expand Reserve Representation – Work toward establishing an LEC Reserve Chair in each local council. Having local reserve representatives will ensure that communication is more direct and that reserves across all bases have a dedicated point of contact for their unique challenges.
- Strengthen Education – Continue developing resources such as handouts, FAQs, and quick-reference guides to make reserve information easier to understand. These tools will help new hires and senior reserves alike navigate the complexities of the contract and scheduling system.
- Build Community – Foster a culture where reserves feel not only informed but also supported. This means encouraging peer-to-peer mentorship, highlighting member contributions, and creating opportunities for reserves to share their stories and advice.
Conclusion
In just a few short months, progress has been made in establishing strong, reliable communication channels, building outreach to new hires, and beginning to grow a more engaged reserve community. With continued effort, the long-term vision is to create a network of Reserve Chairs at the LEC level, supported by a well-informed and active reserve membership.
The foundation has been laid, and I look forward to continuing this work to ensure that reserves—who make up such a large portion of our workforce—are heard, supported, and connected to their union from the very beginning of their careers.
Human Rights & Equity
Our meetings are every second Monday. We continually discuss how to stay abreast of the constant changes that are happening with our fellow coworkers in the airline world and beyond. A few things the committee is working on, is changing thoughts on DEI and explaining details with governmental changes of DEI initiatives with leadership , also, working with governments affairs on proposing details on ICE in regards to safety and how it affects flight attendants.
Another hot topic is human trafficking. Human trafficking is still very prevalent in our country 12.3 million adults and children are enslaved around the world and around 56% are women and children .The bluelight campaign was created to coordinate and enhance the trafficking efforts. Flight crews are skilled observers with appropriate training , we can be the frontline against trafficking, I am working on getting human trafficking cards to pass out to crews just in case it's unfortunately needed
My goals for 2025-26 is to be more vocal about the committee and work toward recruiting .
budget
12 union days
MLK conference
Human Rights conference
K Gibbs
Communications
Current Project (s): Nothing significant to report.
Future Project (s): Nothing significant to report.
Help/Resources: None
Challenges: None
Submitted by Tommie Banks
Jumpseat
Accomplishments for 2024-2025
I was able to get Spirit airlines on ID90 for our members.
Current Problem Areas
One of the biggest problem area is gate agents not being able to list FA’s for the jumpseat. Also not knowing that we can sit in the jumpseat.
Goals for 2025-2026
My goal is to continue to help our members answer questions they may have. Also help continue educate our members/ gate agents on jumpseat issues.
I want to create a QR code for flight attendants to have quick access to our letter of agreement from Delta about jump seatings on mainline. Also create a QR code for quick reference on how to list for the jumpseat, for agents that may have issues.
Budget
The same as this year.
Respectfully submitted by Sterling Barnes
Uniform & Cabin Standards
Technology
Overview:
Through 2025, the MEC Digital Technology Committee has expanded our website capabilities significantly to allow more involvement among members and their elected representatives. Numerous updates have been made to the website throughout the year when needed or requested.
Accomplishments:
Website Updates: In 2025, we continued to make progress on the availability of information available on the website:
- Calendar: A current calendar of Union meetings and events is now available on the website for all members to view at their leisure. RSVP events can be added.
- Meeting Minutes: MEC meeting minutes are now available in a more streamlined manner on the website.
- Content Updates: MEC, LEC, and Committee information has been updated numerous times this year when requested or necessary due to changes in officers and positions.
- Engagement: With the collaboration of willing LECs, the new website forms have seen significant increase in utilization. Members are requesting grievances and representation regularly through the website. Specialized forms are created to collect data on trends and these have also been used.
- Tracking and Analytics: We implemented Google Analytics for tracking engagement on the website.Average of roughly 200 active users per week.
EBB Updates:
Most of the prior issues with the EBBs have been resolved. Remote access technology has been installed in almost every EBB in our system. The uptime of the EBBs has increased significantly with these improvements.
Needs and Moving Forward:
The committee is focused on continuing improvements to both the website and EBB systems, addressing any technical challenges, and expanding engagement.
Key priorities moving forward include:
Website:
- Continue to drive members to resources available to them on the website, especially the contract, grievance requests, representation request, and contact forms.
- Utilize the website in conjunction with e-lines. Links to relevant information on the website embedded in e-lines would drive traffic to the website, which would in turn create more familiarity with the resources available on the website.
EBB System Improvements:
The power continues to be physically disconnected from the EBB in Detroit. While it does get reconnected, it has been disconnected multiple times. We are unaware of the source.
RDU new base: the Association will need to make sure that we are following up regularly with the Company to ensure a board is promptly installed in the RDU base, when available.
Conclusion:
In summary, 2025 has been a year of meaningful progress for the MEC Digital Technology Committee. The website has become a central hub for member engagement, offering easier access to meeting minutes, calendars, and representation requests, while the new forms and analytics provide valuable insight into member needs and trends. The reliability of the EBB system has also improved dramatically, increasing visibility and communication at the bases. While challenges remain—particularly ensuring stability of the Detroit EBB and preparing for expansion into RDU—our committee is well-positioned to continue driving innovation, accessibility, and engagement. By further integrating the website into e-lines and promoting the tools available, we can strengthen communication between members and their representatives and ensure that technology continues to support the Association’s broader goals.
Respectfully submitted,
Austin Gates
MEC Digital Technology.
Membership
Accomplishments for 2024-2025
- We have presented and successfully signed up 500 FAs this year from January through mid September.
-Thomas Burton has signed up to be the Membership rep for council 48.
-I have met and reached out to Connor Arnold who is my counterpart at ALPA.
-Although I have built a relationship with her, we have not identified any commonalities.
We continue to build trust with the Inflight training department by being on time to both start and finish. This was a goal at the last fall meeting and we continue to achieve it.
Current Problem Areas:
Attrition:
It is a continual problem in the industry. The attrition of new hire flight attendants is keeping us from achieving green grids and base mobility. But that doesn’t mean we have to just accept it as a given. We are working with the Reserve Committee to bring actionable information to the new hires. Since they will all be on Reserve to begin, this is a logical pace to dispense this information. Hopefully, giving them tools to succeed will help with some attrition issues.
Communication:
Due to very low penetration of E-Lines subscriptions we are as of 9-23- 25 starting to require the new hires to complete the E-Line sign up in class.
Statistics
From January 1 through September 9th the company has started 497 new hires,
The vast majority domiciled at NYC bases, with about 60 aimed at CVG. Starting mid year classes started to contain RDU based newhires but not as many as I had expected to see. MSP has received around 6 so far in 2025. .
Goals for 2025-2026
Continue making the presentation positive, welcoming and informative for our new hires !
2025-26 Goal is to attend every single new hire class to obtain membership application and dues check off, in addition to providing general information about the Union. We are 100% for 2025 so far.
Continue to promote the use of “The HUB” for membership dues questions. It has proved very effective and so far all use cases have been favorable.
Budget
Budget request for 2026 is the same as 2024 and 2025.
I request 12 Admin days and 2 days per upcoming class for myself, a co-presenter and other as may be needed.
I utilize my own black and white laser printer to print all of the non International supplied handout materials for each new hire person. I have worked on consolidating the amount of paper generated by condensing the material and printing on both sides of paper. It remains a sizable amount of printing and preparation. The savings versus commercial printing is substantial. This expense, as well as the food for the classes, is a routine ongoing expense and should be included in the budget as such. Use current costs as a guide.
Respectfully submitted by
Noah Lamont - Membership Committee Chair
, 1 day and materials expenses. Because I print most of the handout info myself, this cost is ridiculously low at less than 10 cents/page compared to commercial printing.
