40% of all Pratt & Whitney production and maintenance employees in the United States are unionized, 60% are non-union.

Pratt & Whitney values the current relationships and interactions it has with its employees and does not want that to change. We do not believe it is necessary to engage a third party when working with our employees.

A right-to-work state is a state where laws ensure that employees are not required to join a labor union or pay union dues as a condition of their employment. However, despite these laws, the union may still try to pressure you to become a member or try to treat you differently than employees who agree to become union members. In our experience, the union will still seek to collect dues even if you do not want to become a member of the union.

*Employees at PWES may also purchase up to 5 additional vacation days per year. The above comparison is provided as example only and is not intended to predict what could happen in collective bargaining.

Pay is determined through an in depth-analysis of the area and its surrounding competitors and diverse industries. Hourly wage is only one component of the overall compensation package; other components include your bonus, company contributions to the Savings Plan, and company contributions for health & other insurance programs.

A petition for election is a request to the National Labor Relations Board (NLRB) to hold a secret ballot vote that will determine if employees in a proposed unit will be represented by a Union. A union can only successfully petition the NRLB for an election after it demonstrates at least 30% of the proposed unit is interested through signed authorization cards.

We do not believe you need a union to represent you. We believe you are best suited to represent yourself and any work-related issues can best be resolved between employees and leadership without interference from a third party.

Holidays and benefits are subject to collective bargaining and could change as a result of negotiations with the union. In negotiations, holidays and benefits could improve, decrease or stay the same depending on the overall agreement.

Threatening is illegal. The laws in this country protect you against threats. If you are threatened, immediately inform your supervisor or HR. If this is not effective or appropriate, go right to the top for help. The company will not tolerate threats of any type.

The union can guarantee you nothing. If a union represents you, it must negotiate your wages and benefits. Ask the union to put any guarantee they make you about wages in writing. The union can demand things, but that does not mean they can get those things. They must negotiate with the company.

If you sign a card, it means you wish to join the union and have the union represent you in dealings with management. If you sign an authorization card, it does not mean that you cannot vote against the union if an election were scheduled. You would be free to vote for or against the union in the event there is an election.

You can revoke the authorization at any time by telling the union in writing that you want your card back and are revoking the authorization you gave them.

The union cannot guarantee you anything. Anything the union demands must be bargained for with the company, and in this case, the union can do nothing to guarantee you a steady job. Customers and employers are what make for steady work.

A union must get at least 30% of the employees to sign authorization cards in order to file a petition for an election with the NLRB. In an election, a majority of employees must vote for the union in order for it to be certified as the collective bargaining agent for all employees in the voting unit. It is very important, therefore, that all employees vote.

If a majority of the proposed unit employees vote "yes" in the election, the union will become the bargaining agent for all employees covered by the bargaining unit. Therefore, you will be subject to the terms and conditions of employment that the union negotiates with the company. It is very important, therefore, that all employees vote.

A union representative is like any other salesperson or solicitor at your home. You do not have to talk to him or her if you don't want to.

No, only the company can determine how many employees it needs to conduct business.

Prior to the October 2023 Job Evaluation, all Process Inspectors possessed the same type of stamp, a PWV stamp. Some non-Process Inspector (Detail Inspection & Assembly Personnel) employees also possessed PWV stamps. The capabilities of what they could perform was controlled by the QA Roster, either as an Authorized Inspector (AI), Detail Inspector or as a Process Inspector (PI).

Inspectors in the PI column of the QA Roster have authorization to perform all required inspections, EXCEPT for FAA 8130 Return to Service.

Inspectors in the AI column on the QA Roster have authorization to perform FAA 8130 Return to Service.

Some employees with PWV stamps were on the roster equally in the PI, Detail Inspection, and AI column, and other employees with PWV stamps were only on the PI or Detail Inspection column. This included mostly Process Inspectors, Detail Inspectors, and some employees in non-inspection jobs such as Assemblers.

During and after the Job Evaluation, the QA team was tasked to review the roster and assess all PWV stamps. Employees in positions which did not require FAA 8130 authorization, and employees who were not utilizing their capabilities, had their PWV stamp revoked, or had their PWV stamp replaced with a PI stamp.

Employees who were in positions requiring FAA 8130 Return to Service authorization did not have their PWV stamp revoked.

For employees with PWV stamps, but without full understanding of roster authorization, the process could have been confusing. Some employees seemed to believe if they had a PWV stamp, this gave them FAA 8130 Return to Service authorization. Some employees were confusing the PWV stamp with actual roster authorizations.

To help eliminate this problem, the Quality Dept. issued either PI or PWV D stamps to those who did not have authority of Return to Service.

This is currently under review as when entering a new job there is a learning curve and the delay in increasing pay was intended to recognize the learning curve.

Market is based on pay for similar roles in comparable industries within the geographic area.

Goals are established for two financial metrics (Earnings and Free Cash Flow) and four Corporate Responsibility Scorecard (“CRS”) metrics — two within the People & Culture category and two within the Sustainability category.

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Retiree Medical Insurance is available to employees who retire between the age of 55 and 65 with at least 10 years of service, or meet the Rule of 65; however, the company does not subsidize the cost of coverage.

RTX strives to offer competitive Health & Welfare and Retirement Benefits. As we harmonized the heritage Raytheon and UTC 401(k) plans, we made changes to bring together the best elements of each legacy plan to offer a program that was fiscally responsible, competitive, and attractive to employees. The Savings Plan was designated a Best in Class 401(k) Plan by PLANSPONSOR® in 2022 and our Total Rewards program ranks above the 75th percentile when compared to other large U.S. employers. Effective 1/1/23, the 401(k) max match increased from 3.6% to 4.0%. When the cash balance pension was sunset, the company introduced an automatic Company Retirement Contribution (CRC) to the Savings Plan.

In 2025, medical premiums are consistent across all of our Pratt & Whitney locations, including bargained locations in FL, CT, and MI where the bargained populations voted to move to same-as-salaried medical benefits (the Collins Union, W.V. site is also following same-as salary medical benefits).

The committee was launched in February of 2023 and called the “Events Committee.” It was a challenge to get consistent employee participation. Other options will be explored to engage employees and solicit employee feedback.

A communication structure is being developed to provide all employees with regular status on key PL81 opportunities.

Each item has been reviewed and assigned a specific owner for action. Formal summary/update will be flowed down shortly through the communication structure.

As part of a global organization, our local facility adheres to established governance structures, similar to those implemented across larger corporations, to ensure operational efficiency, regulatory compliance, and a positive stakeholder experience. These structures align local operations with the overall strategic objectives of the global organization, contributing to long-term success. There are many business decisions that we can control at the site level. Management’s role is to find solutions that meet business needs while satisfying enterprise-level requirements.

Anyone can raise a quality or non-quality concern through the ethics Speak Up Hub, directly to their supervisor or manager, to HR or directly to a LECO or ECO (Ethics & Compliance Officer). All possible QCR violations must be referred to an ECO for investigation. Ethics has an obligation to investigate matters raised to their attention.

If an employee does not have Lotus Notes, they should ask their supervisor (or IT) to complete an EPM. While TDMRs used to be in Lotus Notes, a new process has been implemented to submit a TDMR. The TDMR database main form can be accessed via the PWES intranet site. There is a TDMR button on the front page.

The business has made a decision to supplement our workforce with contractors. This allows us to expand or contract our manpower to meet the ebb and flow of the business.

The only way to reduce the carts on the shop floor is by increasing engine outputs and reducing the WIP.

1. One engine/month is being offloaded to the Hangar and up to 3 engines/month will be offloaded to PL22.
2. Engine inductions are being closely monitored to minimize WIP increase
3. CY1 & 3 TAT has to be reduced to 10 days – actions being defined
4. Productivity has to be improved to reach a throughput of 55 engines/month

OJT has historically been a challenge. Phase 1 of the new hire onboarding seems to be working well, but once employees complete classroom training, there are still challenges with Phase 2 OJT. Management is currently working with the Training Department to explore ways to streamline the process. There have been opportunities for trainers to give feedback, but other feedback options can be explored to see how we can improve.

Don Wilson is working on understanding the situations where gloves don’t make sense; he will reach out to EH&S central to request an exception for these positions.