Camporeale v. Airborne Freight Corp.

732 F. Supp. 358, 134 L.R.R.M. (BNA) 2273, 1990 U.S. Dist. LEXIS 2849, 1990 WL 27589
CourtDistrict Court, E.D. New York
DecidedMarch 13, 1990
DocketCV 86-3669 (ADS)
StatusPublished
Cited by16 cases

This text of 732 F. Supp. 358 (Camporeale v. Airborne Freight Corp.) is published on Counsel Stack Legal Research, covering District Court, E.D. New York primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Camporeale v. Airborne Freight Corp., 732 F. Supp. 358, 134 L.R.R.M. (BNA) 2273, 1990 U.S. Dist. LEXIS 2849, 1990 WL 27589 (E.D.N.Y. 1990).

Opinion

SPATT, District Judge.

In this case the Court is asked to determine whether, as a matter of law, an employer’s discharge and a union’s processing of a grievance and its decision not to pursue formal arbitration on behalf of a union member, breaches the terms of a collective bargaining agreement, and/or violates the provisions of the Federal Labor-Management Relations Act (“LMRA”), (29 U.S.C. § 185), the Labor-Management Reporting and Disclosure Act (“LMRDA”), (29 U.S.C. § 411[a][5]), and the New York State Human Rights Law (“HRL”), (N.Y.Exec.Law §§ 290-301 [McKinney’s 1982 & Supp. 1989]), when the discharge is based upon a claim of excessive absenteeism. After searching the record, reviewing the evidence presented and determining that there are no genuine material issues of fact, this Court holds that under these circumstances, neither the union nor the employer violated either the agreement or applicable law.

*361 I. FACTUAL BACKGROUND

Defendant Airborne Freight Corporation (“Airborne”), is engaged in the “air express” business, which, in essence, provides courier services to businesses throughout the country and overseas. A significant portion of Airborne’s business involves the shipment or transmittal of letters or packages for “express” overnight delivery, which has become central to the conduct of American business practice in recent years.

Due to the highly competitive nature of this business, customers of Airborne, as well as of other overnight couriers, are apt to switch to a competitor, rather than tolerate frequent, or even occasional unreliability. In order to successfully meet its service commitments, Airborne maintains a large fleet of aircraft and trucks, and, concomitantly, is necessarily dependent upon employees in all phases of the process who must be consistently dependable. One such employee is the delivery truck driver.

In the New York City metropolitan area, Airborne’s delivery truck drivers are required to report for their shift at 7:00 a.m. each workday. Upon the arrival of loaded aircraft at JFK International Airport in Queens, New York (“JFK”), cargo is unloaded, sorted in accordance with each truck driver’s assigned delivery area, and then delivered.

Airborne is a party to several collective bargaining agreements, whereby labor unions represent various nonsupervisory employees. Its truck drivers, for example, are represented by the defendant Local Union 295, International Brotherhood of Teamsters, Chauffeurs, Warehouseman and Helpers of America (“Local 295”), as evidenced by a series of agreements entered into between Airborne and Local 295. Plaintiff, Anthony Camporeale (“Campor-eale”), became employed by Airborne in early 1978 as a truck driver, and, accordingly, was represented by Local 295 to the time that his employment was terminated on May 2, 1986. The particular agreement which is the basis of this dispute covered the period September 1, 1985 through August 31, 1988 (“Agreement”).

Section 21 of the Agreement, as amended, governs the grievance and arbitration procedures to be followed by Local 295 and Airborne in the event a dispute arises between them. According to the relevant provision of section 21, once a dispute or grievance arises between the “parties” (i.e., Airborne and Local 295), it “shall” be settled under the three-step process set forth in the Agreement, as follows:

“Step 1: Between the aggrieved employee, Steward and Foreman of the department involved. If not settled within five (5) working days, then
Step 2: Between a business representative of the Union or other person designated by the Union and the plant superintendent or other company designee. If not settled within five (5) working days, then
Step 3: The dispute shall be submitted to a Joint Grievance Settlement Board (herein called the “Board”) pursuant to the Local 295 Joint Settlement Board Agreement.” (Agreement § 21.)

Section 21 also provides that “[n]o employee shall be involuntarily removed from the job for disciplinary' reasons prior to either agreement of the parties or an arbitration ruling unless [Airborne] has cause to charge the employee with a serious offense,” such as, for example, drunkenness, dishonesty, theft or unprovoked assault. In addition, Airborne “may establish such company rules as it deems necessary or desirable, provided such rules are not in conflict with [the] Agreement,” and Airborne has the written approval of Local 295. (Agreement § 24.)

Throughout the early 1980’s, Airborne was faced with the rising problem of excessive absenteeism, particularly among the delivery truck drivers, including Campor-eale. From 1980 through 1986, Campor-eale was sporadically and erratically absent from work, with a noticeably higher absentee record than many of his co-workers. His absences usually consisted of calling in sick immediately (sometimes just minutes) before the beginning of his scheduled shift, which absence would sometimes last for a few days or more. On occasion, he would *362 even “bid” for overtime work, then call in sick.

However, Camporeale was not the only employee who had an excessive absentee record. Some of the employees with high absentee rates were, unfortunately, suffering from serious ailments which rendered them unable to work for extended periods. Others requested and sometimes received Airborne’s consent for extended absences for a variety of personal reasons. Still others had an unexplained absentee record like Camporeale. Airborne’s response to this type of situation usually consisted of written or oral notifications to the employee. In addition, some “Step 2” hearings were had with some of the employees, including Camporeale. Finally, due to the serious operational and customer relation problems that Airborne alleged it was experiencing from the excessive absenteeism, in January of 1985, under the direction of Gary Chardavoyne, the new Domestic Operations Manager at JFK 1 , Airborne instituted a new “get tough” policy on absenteeism. After conferring with Airborne supervisors and Local 295 Shop Stewards, Chardavoyne issued a memorandum on February 7, 1985 to all JFK supervisors (“February 7 Memo”). 2

Chardavoyne also instituted mandatory monthly meetings for all employees at JFK, at which the importance of the new “get tough” absenteeism policy was stressed and discussed. In July of 1985, Chardavoyne directed his managers, supervisors and shop stewards to maintain and periodically review absentee calendars for each of the employees over whom they had responsibility.

In accordance with the new policy, Mark Allen, Camporeale’s immediate supervisor, brought to Chardavoyne’s attention the fact that Camporeale had continued to be excessively absent in the early part of 1985. Allen issued several written and oral warnings to Camporeale regarding his absenteeism. Camporeale countered with a variety of medical reasons for his absences — ranging from “upset stomach” and “sinus condition” to “depression” — for which he generally proffered doctor’s notes to Allen.

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Bluebook (online)
732 F. Supp. 358, 134 L.R.R.M. (BNA) 2273, 1990 U.S. Dist. LEXIS 2849, 1990 WL 27589, Counsel Stack Legal Research, https://law.counselstack.com/opinion/camporeale-v-airborne-freight-corp-nyed-1990.