American Airlines pay their single-aisle captains an average of $268,000 a year
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American Airlines pay their single-aisle captains an average of $268,000 a year
Meanwhile, in the US...
American Airlines pay their single-aisle captains an average of $268,000 a year.
Pilot Shortage Hitting Business Aviation
https://www.avweb.com/avwebflash/new...676a:&st=email
While regional airlines seem to be the hardest hit so far by the tightening supply of pilots, business aircraft operators are also feeling the pinch. As with the regionals, deep-pocketed larger airlines are outbidding smaller operators for the pool of experienced jet pilots and there is an inevitable result from that. "It's really a buyers' market and the buyer is the pilot now," Dennis Tajer, a spokesman for the Allied Pilots Association (APA) told Reuters. "If you don't pay pilots the market rate you're going to lose them.”
Single-aisle airline captains are paid an average of $268,000 a year by American Airlines while a salary survey done by the National Business Aviation Association shows a Challenger captain gets about $130,000. Bizjet operators are starting to react, however. Jet Aviation spokesman Don Haloburdo told Reuters corporate pilot salaries have increased about 20 percent in the past year. He said a mitigating factor is that bizjet sales are flat at the moment but are expected to increase when the next generation of aircraft, like the Global 7000 and new Gulfstream G500 and G600 models, begin deliveries. “That’s where our industry is going to have a very significant challenge finding qualified crew members,” he said.
American Airlines pay their single-aisle captains an average of $268,000 a year.
Pilot Shortage Hitting Business Aviation
https://www.avweb.com/avwebflash/new...676a:&st=email
While regional airlines seem to be the hardest hit so far by the tightening supply of pilots, business aircraft operators are also feeling the pinch. As with the regionals, deep-pocketed larger airlines are outbidding smaller operators for the pool of experienced jet pilots and there is an inevitable result from that. "It's really a buyers' market and the buyer is the pilot now," Dennis Tajer, a spokesman for the Allied Pilots Association (APA) told Reuters. "If you don't pay pilots the market rate you're going to lose them.”
Single-aisle airline captains are paid an average of $268,000 a year by American Airlines while a salary survey done by the National Business Aviation Association shows a Challenger captain gets about $130,000. Bizjet operators are starting to react, however. Jet Aviation spokesman Don Haloburdo told Reuters corporate pilot salaries have increased about 20 percent in the past year. He said a mitigating factor is that bizjet sales are flat at the moment but are expected to increase when the next generation of aircraft, like the Global 7000 and new Gulfstream G500 and G600 models, begin deliveries. “That’s where our industry is going to have a very significant challenge finding qualified crew members,” he said.
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Like most all US carriers (including some lower cost ones) they also are in CASS and KCM (letting you ride in the front when the back is full and making transiting security relatively painless). So commutes and staff travel is as easy as non-rev ever is. Their listing and check in site is fairly painless as well with unlimited D2 travel and 6 D1s per year.
I believe they have a no-foul double non-rev listing similar to Southwest for commuters also.
And PBS, easy trip trade, etc.
At present their medical is not as good as CX for US based FWIW but I’m not sure if it can be continued past retirement or not.
I believe they have a no-foul double non-rev listing similar to Southwest for commuters also.
And PBS, easy trip trade, etc.
At present their medical is not as good as CX for US based FWIW but I’m not sure if it can be continued past retirement or not.
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There are 4 groups of Capts category. Widebody A350,A330, B787/777. Next group of B767/757, then A320 series,B737 then the E190.
Currently, it takes about 5-6 years to be able to hold the capt position on the narrowbody while with the current projection of retirements, it would take about 10 years to hold a capt on the 75/76, and about 20 years to the 787/777.
Currently, it takes about 5-6 years to be able to hold the capt position on the narrowbody while with the current projection of retirements, it would take about 10 years to hold a capt on the 75/76, and about 20 years to the 787/777.
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Had 4 years furlough, still trying to get Lenght of Service credi for it.
It's a little confusing looking at the raw numbers due to the TWA, America West and USAir pilots groups now merged with different dates as one AA pilot group.
Recent 737/A320 Captain Bid Awards went to guys who had a 2001 AA seniority number (but were hired at TWA in 1989), and 2007 seniority former USAir/America West. There are some 2001 AA seniority off the street hires behind the 2001 TWA group still waiting for upgrades.
Once upgrades move down another 1500 raw numbers, many bypass due to quality of life issues, the upgrades will get to those hired in 2013. Rough guess might be 1 to 1.5 years from now. From then on upgrades will be less than 5 years for a long time. Those of us in purgatory for 15 years cannot fathom it.
Bottom seniority CA is on reserve with 18 on, 12 off in 30 day month, every weekend and no summer vacation. Won't last long for the quick upgrades.
Middle pack 737/A320 CA with schedule can average 15 days in Jan/18 and make $276K year along with another 16% of 401K tax free retirement contributions, $315 total. Less than Delta and United.
Early openers for new contract on 01JAN19.
Recent 737/A320 Captain Bid Awards went to guys who had a 2001 AA seniority number (but were hired at TWA in 1989), and 2007 seniority former USAir/America West. There are some 2001 AA seniority off the street hires behind the 2001 TWA group still waiting for upgrades.
Once upgrades move down another 1500 raw numbers, many bypass due to quality of life issues, the upgrades will get to those hired in 2013. Rough guess might be 1 to 1.5 years from now. From then on upgrades will be less than 5 years for a long time. Those of us in purgatory for 15 years cannot fathom it.
Bottom seniority CA is on reserve with 18 on, 12 off in 30 day month, every weekend and no summer vacation. Won't last long for the quick upgrades.
Middle pack 737/A320 CA with schedule can average 15 days in Jan/18 and make $276K year along with another 16% of 401K tax free retirement contributions, $315 total. Less than Delta and United.
Early openers for new contract on 01JAN19.
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It’s flat out embarrassing how far behind CX has fallen, to say nothing of the cost of living in HK. Add to that the expense of commuting at CX, and we are WAY behind. Add to that the lack of roster control, and the whole thing begins to look like a sick JOKE. I guess that’s what happens when you lower your hiring minimums to zero and are willing to put literally anybody in the seat.
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It's also what happens when you don't fight back, stand up for your profession and contract. I ask each and every one of you: what are you going to do this holiday season to send the company a message? It goes without saying that if you do nothing, that is also sending a message. One that guarantees the complete collapse of your terms and conditions. Nothing left to give. Either stand up for yourselves or accept a mediocre, frustrating and ultimately unsatisfying and unhappy existence in HK. That will be the best you can expect at that point. CX must be shown that we won't be treated like cattle. If they want to shut down the airline, happy to help them. Everyone must make a decision.
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Beware of the quick command at a US major.
You will spend only 2-3 weeks on the "command" course which will put you on the line woefully unprepared despite your 20+ years of airline experience.
You will also be deprived of the enlightening psychological evaluations performed by professionals who's highest education was short of secondary school, truly qualified individuals.
You will spend only 2-3 weeks on the "command" course which will put you on the line woefully unprepared despite your 20+ years of airline experience.
You will also be deprived of the enlightening psychological evaluations performed by professionals who's highest education was short of secondary school, truly qualified individuals.
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I guess that’s what happens when you lower your hiring minimums to zero and are willing to put literally anybody in the seat.
The other half is this insistence on employing rostering managers who are basically admin clerks. Our ICM manager has no idea about actually living with a roster. All he knows is the 15 or so years he spent as his apprenticeship under the previous incumbent.
That's why we have jumbo crews spending 15 nights a month in the ANC hotel and barely hitting 70 credit hours. Manager ICM honestly believes because you're at work (ie on a company duty away from home) for 21 days, then you're being efficient and productive.
It's not his fault though - the fault squarely lies with the managers who appointed such woefully incapable individual to the position, and even worse, the same managers who've allowed him to remain in that position, despite his very obvious shortcomings.
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Just as at fault are the 9th floor managers, who believe the very same thing. Why on earth would they dicate to Jeppesen the requirement that the pilots can't have 'too many days off' in the CMP protocols? Only management who have NO idea as to the most efficient methods of dealing with pilots. To wit: the less days we are on the property to accomplish our hours, the cheaper we are. That is why the US carriers in particular are so more efficient than CX. They want their pilots to be at work the minimum days, hence minimum cost. Apparently that concept is just too difficult for our geniuses to understand. The other problem is this: our own pilots help perpetuate this mess by continuing to show up for work and fly such ridiculous schedules. Stop letting yourselves be abused in this way and maybe things will start to change. Keep enduring such pathetic rostering (and going to management drink invites and you will only allow the company to let things remain as they are.
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American air carriers: an old-fashioned oligopoly.
Profit motive: Airline profit per customer in 2017 (projected)
America's airlines vs Europe's
US$20 vs US$5,65
(Source IATA)
The sorry rankings of America's airlines,
the world's top 100 airlines in 2016:
4. Cathay Pacific
22. Dragonair
29. Hong Kong Airlines
35. Delta Airlines
68. United Airlines
77. American Airlines
(Source: Skytrax)
Profit motive: Airline profit per customer in 2017 (projected)
America's airlines vs Europe's
US$20 vs US$5,65
(Source IATA)
The sorry rankings of America's airlines,
the world's top 100 airlines in 2016:
4. Cathay Pacific
22. Dragonair
29. Hong Kong Airlines
35. Delta Airlines
68. United Airlines
77. American Airlines
(Source: Skytrax)
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Trafalgar
Ya....this is IMHO what you get when you have the (I believe) intentional failure to recognize your process as hours based vs. days based. From a Company perspective, you want to maximize the productive hours and don’t particularly care (within FTL) how many days off this generates (in fact, our COS/CAs/CBAs were driven somewhat with this in mind—what seems like a lot of days off actually is due to the 900 hour a year limit and not particularly from an industrial perspective).
Extra time on a string (whether that’s EXBs on the road, Reserve, Availablity, etc.) by definition is costing you money you don’t want to pay and represents an inefficiency of SOME sort in how you are doing business. Now you may (as a company) view that as a necessary expense, but it’s an expense nonetheless. And absolutely NOTHING in life is “free” (in fact, some of the most expensive things IN life are touted as ‘free’ — the person mistakenly believing them TO be free just hasn’t figured it out yet). You also get collateral costs of paying for lodging and allowance, etc. which can become significant.
The ‘win-win’ is to write a stable hours based roster that maximizes your flying time and minimizes time on a string (taking into account variables like sickness, historic issues with weather, etc.). This will include SOME reserve, but it needs to be REAL reserve (i.e. provided by an asset that isn’t otherwise tagged for duty somewhere—if this reserve is prior to a trip it’s not really reserve in that that person will fly the same hours as whatever trip you’ve pulled him or her off of—you’ve just built something that sets yourself up for failure by collapsing your own roster and generating MORE work and less efficiency for everyone—which will include FTL timeouts, sitting, and excessive overtime). So what you think is increased flexibility or availability is simply a built in logic bomb that when used goes off to destroy your schedule.
AND you’re dealing with an operation that crosses a whole hell of a lot of time zones in which your operators have a duty to the regulatory authority and their license (not YOU) not to fly unfit.
SO, your ‘plan’ for keeping people on a string craters as folks simply use (fully paid) sick leave days that they never used before. You really can’t do much about this without breaking some law somewhere (especially in ‘first world’ labor nations) and you’re stuck. Your roster continues to plod along in continuous chaos at high cost and low productivity. The way things are structured there really isn’t much incentive to show up for work and you’re in “Office Space” land with folks doing the minimum. C scale results for C scale pay and so forth.
The solution is an incentive based hours based process which maximizes productive hours flown as well as time not on a string. Maximum hours at minimum cost. As well as developing a strong allegiance toward “Team Cathay” and being a valued member of an outstanding organization.
Ya....this is IMHO what you get when you have the (I believe) intentional failure to recognize your process as hours based vs. days based. From a Company perspective, you want to maximize the productive hours and don’t particularly care (within FTL) how many days off this generates (in fact, our COS/CAs/CBAs were driven somewhat with this in mind—what seems like a lot of days off actually is due to the 900 hour a year limit and not particularly from an industrial perspective).
Extra time on a string (whether that’s EXBs on the road, Reserve, Availablity, etc.) by definition is costing you money you don’t want to pay and represents an inefficiency of SOME sort in how you are doing business. Now you may (as a company) view that as a necessary expense, but it’s an expense nonetheless. And absolutely NOTHING in life is “free” (in fact, some of the most expensive things IN life are touted as ‘free’ — the person mistakenly believing them TO be free just hasn’t figured it out yet). You also get collateral costs of paying for lodging and allowance, etc. which can become significant.
The ‘win-win’ is to write a stable hours based roster that maximizes your flying time and minimizes time on a string (taking into account variables like sickness, historic issues with weather, etc.). This will include SOME reserve, but it needs to be REAL reserve (i.e. provided by an asset that isn’t otherwise tagged for duty somewhere—if this reserve is prior to a trip it’s not really reserve in that that person will fly the same hours as whatever trip you’ve pulled him or her off of—you’ve just built something that sets yourself up for failure by collapsing your own roster and generating MORE work and less efficiency for everyone—which will include FTL timeouts, sitting, and excessive overtime). So what you think is increased flexibility or availability is simply a built in logic bomb that when used goes off to destroy your schedule.
AND you’re dealing with an operation that crosses a whole hell of a lot of time zones in which your operators have a duty to the regulatory authority and their license (not YOU) not to fly unfit.
SO, your ‘plan’ for keeping people on a string craters as folks simply use (fully paid) sick leave days that they never used before. You really can’t do much about this without breaking some law somewhere (especially in ‘first world’ labor nations) and you’re stuck. Your roster continues to plod along in continuous chaos at high cost and low productivity. The way things are structured there really isn’t much incentive to show up for work and you’re in “Office Space” land with folks doing the minimum. C scale results for C scale pay and so forth.
The solution is an incentive based hours based process which maximizes productive hours flown as well as time not on a string. Maximum hours at minimum cost. As well as developing a strong allegiance toward “Team Cathay” and being a valued member of an outstanding organization.
Last edited by Shep69; 21st Nov 2017 at 14:57.
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American air carriers: an old-fashioned oligopoly.
Profit motive: Airline profit per customer in 2017 (projected)
America's airlines vs Europe's
US$20 vs US$5,65
(Source IATA)
The sorry rankings of America's airlines,
the world's top 100 airlines in 2016:
4. Cathay Pacific
22. Dragonair
29. Hong Kong Airlines
35. Delta Airlines
68. United Airlines
77. American Airlines
(Source: Skytrax)
Profit motive: Airline profit per customer in 2017 (projected)
America's airlines vs Europe's
US$20 vs US$5,65
(Source IATA)
The sorry rankings of America's airlines,
the world's top 100 airlines in 2016:
4. Cathay Pacific
22. Dragonair
29. Hong Kong Airlines
35. Delta Airlines
68. United Airlines
77. American Airlines
(Source: Skytrax)
Passengers and Pilots alike vote with their wallets and feet — and THIS is the vote (and award) that counts.
I think the key point to remember (‘awards’ dont figure into it) is people don’t necessarily go to the lowest COST, but to what they perceive the greatest VALUE for their money to be. Fr’ instance, apple products are seldom discounted but people continue to buy them (every dog has his day and even blue chips can make blunders costing them dearly which is something wise to remember). Would you buy a bag of stale (but edible) potato chips because the fresh one cost 2 bucks more ?
Penny wise and pound foolish (which we IMHO seem to embrace more than we should) is the opposite of a VALUE based process.
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For many, many years now I have targeted long, inefficient patterns for roster adjustment. There are multiple ways to do this. One is the old fashioned sick call, but another is a well-timed ASR-F. Taking patterns apart with a well thought out trade can also produce the desired outcome. The bottom line is that the Company needs to be punished when they roster stupidly. Integrating reserve into every pattern via EXBs and O days is unacceptable. Whether CMP will be allowed to fix this or not remains to be seen.