Some thoughts after another EBA is rejected.
Here are just two areas to consider when the terms 'cost-saving' and 'productivity gains' are thrown around by management:
1. Superannuation. Cabin crew super is calculated on a base salary of approx $36k (less in previous years), which equates to approx. $70 super per week. The structuring of our salaries with such a low base has ensured a significant cost saving since the beginning (approx. $2m per year if super was to actually be calculated on a more equitable base of $50k).
2. Supplementary payments. Using a VERY conservative estimate, 2 hours of unpaid supp payments per crew member, per week equates to just under $1.46 million in unpaid wages (2hrs * 46 wks * 1,500 crew * $10.60 = $1,462,800). This amount is probably much higher as many cabin supervisors do not submit supplementary payment forms for missed breaks as their CCDMs either harass them with questions or reject them without advising the CS or the CC. There is also a lack of transparency as we cannot track submitted supp forms to ensure they are paid or determine whether they've been approved or rejected.
These are just two areas that have allowed enormous cost-savings and lined pockets but have gone unnoticed during EBA negotiations. If the actual wage expense was accounted for by paying every hour of missed breaks (as the entitlement clearly states in our EBA) and crew were paid superannuation on a more fair base salary amount (somewhere in the vicinity of $45-50k), then I would have gladly supported the productivity gains proposed in both of the recently rejected agreements as our current and future financial situation would be protected in some small way.
How can management expect crew to agree to higher productivity by increasing daily duty hours and abolishing overtime rates after 9hrs without any fair compensation and not introducing any measures to guarantee crew either receive a break or actually 'receive' the supplementary payment they are entitled to?
Then there are some of the areas where countless labour hours are being wasted:
1. Propel. Resources are being wasted on a redundant feedback process to formally recognise that employees are performing their duties to an 'acceptable standard.' It is ridiculous to waste CS labour hours writing these reports and then pay CCDM labour hours to read these reports. It would be more efficient to provide feedback on those that are excelling in their roles and those who have areas for improvement and save the labour hours and costs as the vast majority of crew do not required micro-management.
2. CCOS and CCDMs. Precious financial resources are being wasted on key areas that cannot interpret our current EBA and make informed management decisions that avoid costly fines for EBA breaches even when these very breaches are brought to their attention in black and white. After the issue I heard about regarding a rejected denomination of an available day because a duty had already been assigned, I suggest anyone that isn't a member of the union to join them as they were the only ones that fought to ensure the crew member was treated fairly as crewing, the CCDMs and CCOS would not admit to breaching the EBA and forced the crew member to operate an illegal duty.
It is so insulting that money is being wasted in so many areas but cabin crew are being expected to work harder and longer for less money to fund this waste! We aren't even being paid our full entitlements now or being treated fairly in regards to the conditions stated in the EBA but they continuously bully and intimidate us into accepting poorer conditions.
Managers see dollars and cents but cannot seem to exercise any sense when it comes to negotiating fairly with crew to ensure job satisfaction and adequate remuneration. Are 10-12hr days and 6 day 60-82 hr working weeks the only way for the company to survive?