Herb Kelleher, recently retired Chairman of the Board at Southwest, believed that it was important for our Employees to have a voice. Lamar also expressed the opinion, based on years of dealing with Unions at other airlines, that if Unions were voted in by our Employees, we could build and manage successful relations with them. In Lamar’s opinion, if we were to be successful at remaining non-Union, we would have to lead the industry in wages and benefits, something we could not even begin to do. Lamar’s reason for doing so was both pragmatic and financial. Lamar Muse, the first operating CEO and President of Southwest, was of the opinion that we should not expend time and resources in an attempt to remain non-Union. During those early years, I was privy to discussions at Southwest concerning what approach Southwest would take with regard to Union representation of its Employees. Southwest Airlines began flying in June 1971, and I began representing Southwest in May 1972.
But what is the explanation for such a remarkable labor relations history? I believe it is attributable to two factors: (1) commitment to positive labor relations at the highest level of Leadership and (2) our positive Employee Culture. (We currently have ten collective bargaining agreements covering over 85% of our approximate 34,000 Employees.)īut why was I so often asked this question? I believe it is because there has been so little labor strife at Southwest. Often, when people would learn that I represented Southwest Airlines, they would ask, “How does Southwest manage to remain non-Union?” I would chuckle and explain that, in fact, Southwest is the most heavily unionized airline in the industry. However, as an attorney in private practice, I represented SWA in labor and employment matters for over 34 years before becoming an Employee. I became an Employee of SWA in December 2005.
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