Transcription
What is it that that you get [music] paid currently?
>> Senator, that's well disclosed in in our proxy documents in each of the years that I've [music] been employed.
>> Yeah, but what is it?
>> It's a big number, sir.
>> Well, let me help you out. It's 32.8 million this year. Does that sound right?
>> Yes, it does.
>> That's a 45% increase over last year. Does that sound right?
>> Yes, it [music] does.
>> You've got 32,000 machinists. These are American workers who work for you. These are Boeing employees in the Pacific Northwest. Well, they got 1% wage increases [music] over eight years. 1% over eight years. You got a 45% increase just last year. And you're making $33 million.
>> Oh, they will definitely get a raise.
>> Good. Good. I hope it's a substantial [music] one. And I hope that maybe this will be an opportunity for Boeing under new leadership to reverse course and actually start making things again. Start making things in this country again and start paying its [music] people well.
I've listened to your testimony and you know, it seems like the gist of it seems to be that if you could just get your employees to comply, you know, follow the rules, follow your your management techniques, etc., [music] things would be better. I don't think the problem's with the employees.
>> Oh, it's not. It is not.
>> I think the problem's with you. You. It's the C-suite. It's the [music] management. It's what you've done to this company. That's where the problem is. The problem's at the top. Your engineers, they're probably the best in the world. Your machinists, they're outstanding. You're the problem. And I just hope to God that you don't destroy this company [music] before it can be saved. Thank you, Mr. Chairman.