KPI metrics are chosen and implemented at executive level.
They will simply change the metric.
It begins at the individual level.
Get creative and as others have mentioned, many of the group pilots are out of contract.
Secondary boycott provisions being what they are, it must be lead by individuals.
Contract compliance is a two way street.
How many pilots accept updates to their company device in their own time?
How many sign on early and commence reading NOTAMS?
How many carry a telephone?
How many use that personal telephone to provide a very convenient point of contact for the company? "Managers" have company provided phones.
How many pilots extend a tour of duty? How many pilots actually understand that the risk for an accident outside TOD limits rest with the individual?
Defect management is a rich field. The engineers are a big help.
How many pilots actually consider that "Fitness to fly" is an all encompassing and subjective phrase?
How many pilots continue when fatigued?
How many pilots "volunteer" to work on days off?
The CAO and CAR empower pilots.
Airline management spend an inordinate amount of time convincing pilots that the company manuals, the contract and management matter more than statute. They do not. The regulations empower and punish pilots, pilots are accountable to the regulator first. Comply with regulations for fuel, duty, rest, fatigue and even maintenance and get creative.
Make them count what they assume is a given and they notice.
Tiger pilots did it, British Airways pilots are doing it, what is missing at the moment is guidance from the "representatives" and indeed action at the individual level.
http://www.independent.co.uk/travel/...-a9015001.html