Dreamliner_AC

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  1. @DEFCON perhaps his point was missed, however, this perspective was made from a team approach as opposed to an individual's
  2. @Zan Vetter Would you consider sharing your views on what you would do or change to our current plan that could improve, strengthen and advance Air Canada for the collective benefit of all employees, customers and shareholders?
  3. @Vsplat In response to your question the statement posted represents the perspective of many on Air Canada's team that includes front-line workers, union representatives, supervisors, managers and other Air Canada stakeholders.
  4. Thanks for confirming @Zan Vetter Everyone is entitled to their own opinion. However it would be hard not to admit that our airline and our careers are now on the most solid foundation thery have ever been during our entire 80 year history. Ever since deregulation in the 70s the fact remains that our marketplace has been and continues to be much more competitive and that consumers have more choices than ever before. It is up to us to ensure that we offer a service that is both highly valued and remains in demand. We are a customer service business and like any other business it is the consumers that will decide on our future and success. I'm sure everyone throughout our entire company would prefer their jobs remain the same or even revert back to what they were in the past. Many of us don't like change. It would be helpful to reflect upon the adversities that have confronted us during the last decade - Merger, successful WS and TS models winning the marketplace, 9/11, SARS, bankruptcy, global financial crisis, massive pension deficit.....None of these events were under our control and unfortunately they resulted in a weak airline, limited job prospects and a poor internal culture. Our model was not sustainable. Fast forward to 2013 we were fortunate in that most of us supported a plan that was based on growth in the hope that our prospects for the future would be significantly improved. We are finally profitably growing. Our collective plan is a success. We now have a transformed, modern mainline fleet either on the property or on order. 777s, 787s, 737MAXs and CS300s. We're hiring throughout our airline in numbers not seen in over 30 years. We now have an innovative subsidiary that is giving our leisure competitors a real run for their money. Despite a difficult beginning this model is working and many believe it's working for all of us. For our Pilots and Flight Attendants at mainline, new destinations and new wide bodies are being added at an unbelievable pace. Pay and lifestyle are improving in positive ways. The time it now takes to get to choice positions is considerably faster. It's clear that our transformation has brought enormous change. Some of us will need to make different choices to take advantage of our new opportunities. Mainline profitably flying to leisure destinations such as Athens and Montego Bay is obviously not sustainable. Forcing a mainline model on rouge will destroy it and push that business and the related jobs to Sunwing and Transat. It is clear our mainline model and our rouge model are working well and winning in their respective areas of strength. We must learn from the experiences and not rigidly adhere to an old model that is destined to fail. It's great to see our colleagues at rouge want to be there and if they choose can transfer to mainline and the same is true in the reverse. A reading of our various contracts shows strong protections around the interlinking of mainline and rouge. Who would ever believe that we could profitably operate 96 widebodies. Some of us don't like this model but to date a superior plan has not been forthcoming. It is clear many people throughout our airline work incredibly hard to ensure we remain competitive. Our unions and management teams now respect each other a major change within our airline that has clearly benefitted all of us. Most of us are now focused and dedicated in ensuring that we remain as competitive within our marketplace as possible. Most appreciate that as a result, benefits are flowing to all. Many of us appreciate how fortunate we are to be able to work at our airline of choice which is, and will hopefully remain, the premier airline of choice for employees and customers alike. Investors believe in us and it's being reflected in the ever increasing demand for our stock. Our competitors would like nothing more than for us to fail.
  5. @Zan Vetter I am a long time reader of this forum - your comment compelled me to sign up. Were you at Investor's Day? The presentation did not cite "low pilot costs" as a competitive advantage. AC long term labour agreements result in cost certainty, which enables investments, which in turn results in more benefits and more opportunity for all AC stakeholders. Lower costs are mentioned in the Air Canada Rouge slide, which as we know, was created for the specific purpose of having a lower CASM to compete with Sunwing and Transat. The recent ratification of the amendment to the ACPA CA provides for material gains to mainline and Rouge with no downside for our pilots and other AC stakeholders. Do you think Jazz pilots are happy with this amendment? Statements like this are very unfortunate and hurt the progress that has been made between ACPA/AC. Comments like this, build mistrust among the Air Canada team, only helps the competition. We should be celebrating the progress that has been made and great results. https://www.aircanada.com/content/dam/aircanada/portal/documents/PDF/speeches-presentations/en/investor-day-2017.pdf https://webcasts.welcome2theshow.com/AC-InvestorDay2017