Delta Pilots Association
#7382
It was no such thing. It was an attempt by pilots who cared about their company, and hoped to keep it out of bankruptcy. Fortunately, I believe your views are in the minority.
Carl
#7383
Add facts yes. Change the topic in midstream...you're kidding right? That's a formula for never agreeing on anything. If you can't stay on topic, you're not conversing.
Carl
#7384
Gets Weekends Off
Joined APC: Jul 2011
Posts: 273
Wow, do you have a short memory! The way out for the company is the same as it has always been. Come to the union with a truth-based case, and we pilots will amend our contract. We don't say: "A contract is a contract"...only management uses that line.
Such a great example of how management doesn't even have to fight very hard with guys like this in our union. We should be asking for C2K restoration by using the SWAPA contract and company as an example of pattern bargaining. We make more profit than SWA...but if the pilots of Delta even think about asking for SWA pay and QOL, we're "bleeding the company dry." Amazing.
Carl
Such a great example of how management doesn't even have to fight very hard with guys like this in our union. We should be asking for C2K restoration by using the SWAPA contract and company as an example of pattern bargaining. We make more profit than SWA...but if the pilots of Delta even think about asking for SWA pay and QOL, we're "bleeding the company dry." Amazing.
Carl
#7385
Just to play devil's advocate. What if the contract survey didn't point to "restoration"? You, Carl and even myself may "want" certain things that the pilot group isn't able to produce. We've hitched onto the collective engagement strategy for better or worse. I'm willing (naive/ignorant/hopeful/trustful) enough to see it play through before sending up the balloon.
Carl
#7386
Carl
#7387
Gets Weekends Off
Joined APC: Apr 2008
Posts: 581
The same pilots now aren't interested in participating directly in/for Delta's survival or a business plan than may succeed but want every dime of revenue up front. Our current management, by and large, was not here prior to the bankruptcy and couldn't care less about who gave what to whom.
I don't want to get into a pi**ing contest with you...
Management better care about who gave what to whom!
I would agree with you that letter 46 represented the lion's share of the concessions and that letter 51 was somewhat less. I did (reluctantly) vote for letter 46, but was strenuously against letter 51.
An "equitable" contract (my term for what I believe you are advocating) that balances shared reward and sacrifice, requires trust and mutual respect.
But I'm not seeing those qualities from Delta. I see them negotiating a contract and then looking for loopholes to exploit. I see them buying a few used MD-90s for relative "chump change" while expanding their RJ fleets to their contractual limits, all the while touting debt reduction. I see them abusing the Alaska code share, I see them negotiating numerous joint ventures, etc.
So while I think you and I are on the same page in some respects, Delta has not earned my trust with their actions. Trust, once lost, is hard to restore, Delta management's actions have done nothing to restore my trust, rather it's being eroded on a near daily basis.
Since they haven't acted in a manner consistent with mutual respect, and they haven't earned my trust, I'm not willing to (continue to) go down the road of appeasement (also known as "proactive engagement").
I guess that puts me in the "I want my money up front crowd".
#7388
I know this is against the template you've created for this intemperate rant, but NOBODY here has EVER advocated for every dime of revenue up front. I know these facts won't matter to you, so...carry on!
Carl
#7389
Carl
#7390
OMG. You can't even discuss hypothetical questions without attacking. I'm asking if there's a way to structure the contract so we get paid properly (good raise), protect ourselves when they make even more money (increased pay) and provide a floor (never lower than X%) on what they can take back. I'm not suggesting evil contract thoughts but asking questions about how we do business. Are you really so blinded by bitterness that you can't even discuss a view that might contradict your views?
What I now see is the same situation ten years later. We are asking for the lion's share of the earnings while not providing the company with a way to get out if something goes bad. Do we bleed the company dry at the first sign of profits or do we work to ensure they continue to make profits and we make money with them?
Carl
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