So, we’ve hired 550 pilots and lost 302 due to various reasons….. How’s that Spirit growth plan going to happen with numbers like that? We will post a Q2 loss (along with JetBlue) because we didn’t fly enough revenue miles, because management claims; ATC staffing, weather, Covid restrictions, and Man-Bear-Pig…. :rolleyes:
Our airline will literally lose money because they drew down flights due to aforementioned issues, but don’t want to address the REAL problem?! **** Ted and his Nashville song, we need new management.

Well, if you really think the merger will go through, we ought to be working on a LOA right now to bring pay and benefits to B6 parity. Otherwise, the pilot group cripples its own potential growth while making it more likely the NK votes will go to a lower JCBA pay scale just because whatever the JCBA pay scale will be, it’ll be a significantly greater improvement for the NK guys than it is for the B6 guys.

If the merger really is a done deal, everything that can be wangled out of NK before then is all to the good, because we’ll get another turn at bat for the JCBA anyway.

Not disagreeing but I’m guessing the growth plan isn’t based on retaining the entire 500. We are hiring with attrition in mind.

I assume this can’t be good for our “most leverage we’ve ever had for an industry leading contract” argument though.

Training a bunch of people they know will leave certainly has a price. The question is where is the company’s threshold on when that becomes unsustainable either due to supply (unlikely bc they will continue to lower standards instead) or because it become more expensive than paying to retain those you’ve already trained.

You can bet they are a part of lobbying hard for a retirement age increase. If that allows the legacies to pause hiring or even furlough then spirit doesn’t lose anyone except for a trickle of retirement and now they don’t have to pay to incentivize people to stay. They get stuck.

Our leverage is in the fact that JetBlues scope requires a JCBA before anything happens. That’s key and we should’ve had something like that but didn’t negotiate for it or didn’t get it in contract ‘18

It isn't sustainable, especially with all of the aircraft coming in the next two years. As the union has said, it doesn't make sense to park airplanes and wind down the operation by cancelling flights. We're supposed to go to 230 airplanes by the end of 2023.

CVG was a massive hub, Delta’s second largest. Bigger than SLC or JFK. Probably bigger than any hub JetBlue or Spirit has today.

At any given time we had 8 “screens” full of departure information and they didn’t go more than 4 or 5 hours into the future. Daily flights to Narita, Frankfurt, Amsterdam, and over a dozen more in Europe and Asia, and 6 flights/day to places such as Toledo, Appleton, Des Moines, and Syracuse. Just too close to both DTW and MSP when the Northwest merger went through.

No, we need to be working on a LOA with 40% raises across the board. Not current B6 levels. Remember ALPA and mgmt met in DC weeks ago then Ted walked away from the table at Frankie’s request. Following that LOA we get started on our own improved CBA. We worry about ourselves right not. Not B6. Lots of boxes have to be checked first. A kicka$$ new CBA just helps our possible B6 brothers down the road. That’s where Our focus should be!

Not worried about JB. What I am is worried about getting as much as we can BEFORE the JCBA to raise the baseline FOR the JCBA. We’ll have leverage from the very fact that B6 will HAVE to have a JCBA. Not taking what we can get before the JCBA isn’t going to do us or the JCBA any good.

Getting a 40% raise before B6 JCBA is probably not realistic. If we hold out for that, we’ll just be stuck at our current rates, and then be negotiating a JCBA, bringing less to the table. Normally, I’d be up for holding out, but not in this situation, time is of the essence.