Collective Bargaining
The staggering reversal of fortunes in our industry continues to wipe out airline profits, expansion plans, growth forecasts and is leaving thousands of pilots out on the street. This is arguably one of the worst starting points for collective bargaining in recent history, dousing any hopes in breakthrough gains for workers. But as Churchill famously said, “never waste a good crisis.”
As much as some airlines are already pushing for concessions, lobbying for bailouts and considering restructuring, there is hope. North American carriers entered this crisis in better financial shape than many of their global peers and some, including Air Canada, have used recent profits to bolster balance sheets and build cash reserves. For the strong there is downline potential for a bigger slice of the pie, a narrower field of competitors and an eventual return to profitability. But the road is long, and there is no guarantee of survival.
At this point events are overtaking us almost daily, and having any sense of the collective bargaining landscape that awaits the next MEC is impossible to predict. That said there are a number of anchors we can set in order to build a clear strategy protecting what we have rightfully bargained for ourselves– and making future gains on the other side of this crisis.
How do we bargain in the age of perpetual crisis?
Our current framework provides a backstop: We should remember that our current contract is in force for an additional four years– protecting much of our current conditions and wages. It also has provisions to either bargain or arbitrate based on mutual agreement between ACPA and Air Canada.
Return to something equal or better: Losing employment is a devastating experience. Furloughed pilots made the leap from senior ranks at other airlines to help Air Canada expand– and now are left with nowhere to turn. While most are prepared to suffer through a layoff, they are not prepared to return to a degraded contract.
Set the pattern: Now is the time to start thinking about pattern bargaining across our industry. Harmonizing health and safety best-practices, temporary relief agreements and next-generation contract language with our peers is critical as the industry scrambles to recover.
Link arms with labour: Government support for the industry is being considered in Ottawa– we need to work closely with other Canadian unions to shape the terms in a way that benefits labour.
Be tough, but be ready: Standing firm on the contract we have built over many years is a big part of rebuilding membership support. We should also be ready to identify opportunities for future long-term gains that can be realized as we navigate past the chaos of the short-term.
One pilot group in any merger: The possibility of corporate merger lurks around the corner and threatens to sow further divisions. We believe the best approach to the Air Transat merger, or any airline merger, is to work closely and collaboratively with the other pilot group and promptly secure a joint contract and seniority list. We have learned from the past that competition between pilot groups during airline mergers creates animosity and dysfunction that can last for decades.