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Originally Posted by scambo1
(Post 1743826)
"Mike" wasn't c44 chair. When he became the DALPA master chair, I was one of his cheerleaders. That said, I haven't seen him say anything in person or in writing that makes me think the legal department isn't running the show.
If you could share any quotes, either written or spoken, that give specific examples of improvements he seeks I would love to read them...specifics |
Originally Posted by scambo1
(Post 1743826)
"Mike" wasn't c44 chair. When he became the DALPA master chair, I was one of his cheerleaders.
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Originally Posted by DAL 88 Driver
(Post 1743811)
I sent the following email to Mike 19 days ago. So far... nothing but crickets.
__________________________________________________ _ Captain Donatelli: I read your most recent Chairman's Letter with interest. Specifically, the following quote intrigued me: "We intend to negotiate with this company as one united group, bent on achieving the greatest contract in airline history." I'm sure you realize that our current pay rates are a 34% cut in buying power compared to the buying power we had in 2004 with our C2K rates. To fully restore a 34% cut, it requires a 51% increase. That's the straight math on it. Now, I realize our current contract has some features that make an "apples to apples" comparison to C2K difficult. But bottom line, in order to achieve "the greatest contract in airline history" we are going to need something in the neighborhood of a 50% increase to our W2's. I guess my question to you is this. Did you really intend to say that? Do you really mean it? We've spent the past 10 years acting as if we do not expect anything even remotely like what it would take for restoration. Is that changing going forward?
Originally Posted by scambo1
(Post 1743826)
"Mike" wasn't c44 chair. When he became the DALPA master chair, I was one of his cheerleaders. That said, I haven't seen him say anything in person or in writing that makes me think the legal department isn't running the show.
If you could share any quotes, either written or spoken, that give specific examples of improvements he seeks I would love to read them...specifics |
Originally Posted by ImTumbleweed
(Post 1743753)
I would say to the company...
Our union leadership has clearly stated and clearly defined the objectives of this round of contract negotiations. Two of those stated (and published) goals are No reduction in profit sharing and an Increase in W-2's. I would show that the survey results clearly show this what the pilots want. They won't settle for less. I would let the company know that under the MEC leadership the union has had "contract roadshows" and warned members to have reserve cash on hand in case a strike vote is required. Family members have been briefed and union members are prepared to do what is required for a "historic" contract. I would remind the company of the sacrifices the pilots have made in order to contribute to the company's success. I would remind the company the the union has embraced "constructive engagement", however, that is a two-way street and perhaps it might be time to change the union's methods of negotiation. I would then, quietly, under my breath, say "Look, almost half the pilots wanted to vote ALPA off the property a while ago. If you don't throw us some bones then ALAP WILL be voted off property. And you probably won't like the new union as much as you like us." |
Originally Posted by gloopy
(Post 1743790)
I think its vital that we do C2015 first, including pay rates, signed sealed and delivered, and only then do we even consider "adjustments" to profit sharing as a separate issue.
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Originally Posted by nwaf16dude
(Post 1743721)
The company can waive freezes any time they want to. Bid what you want at all times.
What circumstances (in general) factor into allowing an AE award during a freeze? I don't care enough to follow up, but it'd be interesting to know. |
Originally Posted by gloopy
(Post 1743794)
That's a guaranteed NO vote from me and likely a card being sent. I don't think they are going to TA something that weak. I think the pay raise "numbers" will be a good bit higher, however much of it could be "paid for" in other areas.
They were pretty proud of the raises we got, dispite some of us being underwhelmed. Now cue TSquare asking me how I would have done better and asking me my plan for raises/restoration going forward. I say we just ask for everything we gave up before and during BK. No raise, just give us what we gave up. Adjusted for inflation, of course. And we will keep any other improved areas of our contract and we can call that the juice on the loan |
Instead of have you girls get your panties in a wad over what Mike said or didn't say, and providing your own cliffnotes, why don't you post the language, and let APC'ers decide for themselves?
Jerry's posts alone, are probably more reading than the article itself. |
Originally Posted by DAL 88 Driver
(Post 1743837)
The fact that he blew off my email should tell you something.
I would do neither, and focus on the problem at hand. If want direct input, and responses, write your reps, not your reps' rep. |
A Look Further Ahead: C2019
Originally Posted by Sink r8
(Post 1743880)
Instead of have you girls get your panties in a wad over what Mike said or didn't say, and providing your own cliffnotes, why don't you post the language, and let APC'ers decide for themselves?
Jerry's posts alone, are probably more reading than the article itself. Most likely C2015 will be a three- or four-year contract. By the time we ratify C2015, it would not be un- reasonable to believe that our next contract amendable date will be sometime around 2019. I predict that “Contract 2019” will be very unlike C2015. Here’s why: Airline profitability has historically fol- lowed GDP growth of greater than 2 percent, if network growth is similar or slightly less. This is also true on a global scale. Network expansion that grows at slightly less than economic expansion allows the industry to grow profitably. So how does this impact Contract 2019? Let’s look at the Middle East, Emirates, and GDP growth of the surround- ing countries. The chart below shows Emirates adding capacity at what is a profitably unsustainable rate for the last several years. Historically, this type of growth is neither profitable nor sustainable. If this continues, either Emir- ates or a competitor will be driven out of the market. Has this happened? It happened with Qantas. Their network has been decimated by Emirates, Etihad, and Qatar. They have few remaining nonstop flights to Europe, and if you are traveling from Europe to Australia, most likely you stop in Dubai on an Emirates flight. Recently, the Australian government has recognized the mistakes they made in allowing in- creased levels of foreign ownership, but at this point, putting the genie back in the bottle is impossible. Qantas is done. We have all read the news about Etihad taking a 49 percent ownership stake in Alitalia. Alitalia has been in dire financial straits for a considerable amount of time. Moving their main hub from Milan to Rome was a strategic mistake, with Emirates attempting to capture the vacated Milan-to-JFK route. While the Italian courts ruled against Emirates flying that route, the pressure on Alitalia continues. For all practical purposes, European airline Alitalia follows Airberlin and Air Serbia. They are done. Lufthansa is also under attack. Competition from Turk Hava (Turkish Airlines) and the Middle East carriers is impacting flow from Germany to Asia and Africa. They are not done, but are being impacted by the surge in capacity. The same could be said for Air France/ KLM. Air France freighters have shrunk from 16 to 12 and are now forecast to drop to 4 aircraft. The belly freight ca- pacity of the A380s and B-777-300s from the Middle East present such an increase in capacity that AF/KLM’s independent freighter business is no longer profitable. So how does all this impact Contract 2019? Most likely, by 2019, Delta, Air France/KLM, British Airways, United, American, and Lufthansa will be com- peting to retain normal North Atlantic passenger flights. The oil revenue–fund- ed growth of the Middle East carriers will produce a bubble of overcapacity, with too many seats chasing too few customers. While it will be a great time to nonrev, it will drive weaker carriers into another cycle of bankruptcy, and senators and members of Congress will be looking for someone to rescue their hometown airlines in order to preserve jobs. Enter foreign ownership—Emirates and their sheikhs backed by billions of dollars—and the industry as we know it is over. C2019 will not be about money, but about survival. |
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