Airline pilots’ employment and working conditions have been the focus of various European studies in the past. While most studies explore how new business models affect crews’ employment terms and conditions, little has been done to map the safety impact stemming from these changes. To fill this gap, this new survey is initiated by the Karolinska Institute – a renowned research-led medical university – aimed at airline pilots from across Europe.
The survey is a part of an ongoing research project on ‘sustainable flight safety’ – linking socioeconomic aspects, health and safety. In an earlier study, called “High flying risks” (2018), Karolinska Institute analysed the link between airline companies’ safety climate, working conditions and flight safety. Today, in the wake of the COVID-19 pandemic, it is more important than ever to continue and deepen this research.
This survey therefore aims to collect data on European pilots’ employment and working conditions, health/fatigue and experiences regarding flight safety in the ramp-up following the COVID-19 pandemic. Your participation is crucial to gain knowledge of what pilots’ working conditions look like today, and how the work environment and aviation safety can be concretely improved.
The survey will be launched 9 March 2022, and will run for four weeks.
On Sunday 06 March 2022 the CEO approached both Unions with a request to temporarily increase the limit of the number of Captains employed as “travailleur intérimaire” or on short term contracts from 10 to 20 for at least the next 2 years.
Following this urgent request, the Unions met this morning, Tuesday 08 March 2022, with the CEO to discuss how this amendment could possibly be made acceptable for you, our members.
In this meeting the CEO explained that the reason for his request is the ongoing COVID pandemic and the impact of airspace closures caused by the war in Ukraine on the airline’s operation. This would position the company in a situation where management finds it increasingly challenging to fly the normal schedule without significant delays and that profitable charter opportunities could not be considered.
We highlighted in the meeting this morning again, that in particular the pilots are heavily affected by the implications related to the pandemic, e.g., continued in-room confinement, or frequent long duty periods, often resulting in duty periods only be possible to complete applying commander’s discretion. Furthermore, it was explained that the implementation of the Jeppesen Crew Rostering Tool resulted in a lot of frustration within the pilot group deteriorating the morale of the pilot community to an all time low.
As we acknowledge the implications of the ongoing pandemic combined with the added impact of the war in the Ukraine and that the pilots could possibly consider the request, we suggested today’s meeting with the aim to discuss how this request could be made acceptable to our members before we as Board would even consider presenting a possible solution to our members for a vote.
Based on the feedback we received from our members, we presented the following points which we believe would make it acceptable for our members to support the requested amendment:
Continued limitation of the fleet size of Cargolux Italia to remain at 4 aircraft.
Any new aircraft type to be operated by Cargolux Luxembourg under the terms and conditions of the Collective Work Agreement.
A guaranteed number of promotions to Captain.
The implementation of some changes to the PBS request functions, which would allow splitting of Off- Days around Vacation Days and the implementation of a limited number of “VIP days” allowing pilots to put some more weight for special dates.
However, to our disappointment, we had to realize that the CEO was not open to any discussion and categorically refused to consider the above-mentioned points.
In light of the current situation, it is absolutely incomprehensible to us that management totally disregard legitimate concerns and show no willingness at all to mitigate justified hardships that we are meanwhile permanently exposed to. Such an amendment of the CWA that results in being exclusively beneficial for the company is not acceptable to us.
With the upcoming CWA negotiations this should provide us with a good indication what we have to expect in these negotiations.
The latest edition of “Debrief” exclusively covers the change in how our rosters are created. We recommend spending some of your valuable time and to watch this edition.
The recent implementation of the Jeppesen Crew Rostering System by management had a significant impact on the bid award success rate of all of us. With this edition we would like to give you some background information on how the roster are built now versus in the past, why the system will stay in place and what currently is being done to improve the situation including some practical tips on how to adapt to the new system when placing off day requests.
We recommend that you take note of the additional information about the PBS survey results which is available here.
The purpose of the monthly PBS Survey is to collect data on how our members use the PBS and on the resulting success rates. The collected data is then used to analyse how our members place their bids and how this affects the bidding success rates.
The analysed data has been used in discussions with the Crew Planning Department and Flight Operations Management and for the recommendations provided in the Debrief video published on 09 February 2022 on what a pilot could consider while using the PBS.
General Observations
Since rosters were built manually in the past the “PBS” screen in AIMS eCrew was only used as an interface collecting requests for Off- Days and trips or destinations. With the high success rate when placing bids in the past, it can be assumed that our members became used to that placing only one single bid for the A-Days in a Roster Period was sufficient and that using flexible bidding options was not really needed.
After analysing the effects and impacts other pilot associations observed when a PBS was introduced in other airlines and how these could be mitigated and after analysing the PBS survey data collected since October 2021, we were able to formulate some general recommendations how a pilot should place bids considering the, according to management, “fully automated process” used with the new rostering system.
Number of bids
The collected data shows that most members, who indicated that they used the PBS for a particular Roster Period, placed only 1 bid, an average of 71,2% placed 2 bids, 21,1% placed 3 bids and only 7,0% placed more than 3 bids.
Analysing this data there is reason to assume, that since the pilots became used to the fact that with the manual roster building process previously used and the resulting high bidding success rate, placing only a single bid was sufficient to be awarded “exactly” their bid.
After analysing the survey data and discussing the issues with other pilot associations who faced similar problems when a PBS was introduced, it should be comprehensible that a “fully automated” rostering process requires a pilot to place more than just one single bid to have an acceptable probability that a particular bid could be awarded.
Type of Bids by Priority
Analysing the survey data, it is evident that most members use the Priority 1 bid for the A- Days in a particular Roster Period, Priority 2 bid for the B- or C- Days and Priority 3 for a Destination and most likely in the past, until it was still available, for trips.
Correlating this data with the number of bids placed by members indicates that the assumption made when analysing the number of bids placed by our members (s. above) seems to be fairly accurate. Historically there was no need to make use of more than one bid to get a particular day or series of days off. This apparently resulted in the way the priorities have been used; Priority 1 bid for the A- Days Priority 2 bid for the B- or C- Days and Priority 3 for a Destination.
A “fully automated” rostering process however requires a pilot to place more than just one single bidand to weigh in how important a particular bid is. This means that placing different bids with different priorities to e.g., to get a particular day or series of days off could help in increasing the award success rate.
Success Rates – Fixed vs. Flexible Starting Date
Analysing the data and comparing the average success rates it is evident that if a pilot uses a flexible start date for an Off- Day bid increases on average by a factor of 1,9. The drop in the factor to 1,4 for February 2022 requires further investigation.
Unlike in the past when the rosters were built manually, the new “fully automated” rostering process does not shift a bid. As to what has been explained by Crew Planning, if the system cannot allocate a bid for all days requested, unlike in the previously used manual process, this bid may be completely discarded.
It should therefore be comprehensible that a “fully automated” rostering process requires a pilot to use rather a flexible starting date for an Off- Day bidthan a fixed starting date to have an acceptable probability that a particular bid could be awarded. Obviously using a flexible starting date is not always possible, e.g., if a off day block is requested to be attached to a Vacation Period.
Conclusion
The survey provided some important data which was used to formulate the recommendations or suggestions provided in the Debrief video published on 09 February 2022. In a nutshell these are:
Consider using flexible starting dates rather than fixed starting dates
Use more than one single bid to get a certain period off
If a flexible starting date isn’t an option, place a second bid for either 5 or 7 days off with the same starting date
Again, we would like to emphasize that the system will require more fine tuning and changes in the future and a quick fix for some issues is not available at the moment. The beforementioned explanation and recommendation aims at helping our members to better understand the change and how to place bids to possibly instantly improve the satisfaction level.
We have to reiterate, that there is no guarantee that these recommendations will result in an increased bid award success rate.
Last year between October and December we conducted a survey in which we asked about your bidding behaviour and the results in the 2022 Two Step Vacation Bidding System and the additional V-Day bidding round.
With this special debrief we would like to present these survey results and give some information about their meaning.
As communicated in the email on 06 January 2022 by Management, the new COVID law implementing 3G at the workplace will come into force on 15 January 2022.
We would like to underscore the importance to adhere to the communicated rules as any misconduct could be handled as a fault grave with the consequence of getting dismissed. Please do not take this light-hearted!
When we discussed the application of the new law with Senior Management already in December, both, Management and Unions brought the question regarding the application of the COVID Check for crews who start their duty outside of the Grand-Duchy to the attention of the government. However, in absence of clear rules in the COVID law of 16 December 2021, Management decided to apply the COVID Check only for duties commencing in Luxembourg, as for this location the rules are clear and the COVID Check is mandatory. We decided to support this decision by Management for the same reason.
Additionally, we welcome the decision of Management to continue offering testing free of charge before leaving on a trip and after arriving back in LUX.
In the ongoing battle against the COVID-19 pandemic and the emergence of “Omicron”, more and more countries are implementing a mandatory vaccine or are at least discussing it. As communicated in earlier updates, there is international consensus that vaccinations are saving lives and will be key to regain a “normal” life. Therefore, the ALPL Executive and Divisional Boards strongly recommend that every pilot should be vaccinated.
Unfortunately, some local authorities still are very inflexible and strict when it comes to quarantine requirements for crews. The Thai authorities are just one example. Without being able to certify that all crew members on a layover are either vaccinated or recovered, e.g. in BKK, an operator is not allowed to make use of an alternative quarantine hotel. A high vaccination rate, ideally with all pilots vaccinated, would also be a first step to have the quality of our layovers improved.
In this context we would like to remind all to communicate their vaccination status to OHS. While you may believe that the so called “GreenPass” may be of limited value as crew member, it will aid in collecting reliable data which may be useful or even required to gain some relief for us pilots from e.g., the fierce in room confinement in BKK.
Through our survey we do have an indication, that roughly 90% of our members are already vaccinated. We thus would like to ask those who haven’t received a vaccine yet for whatever reason, to re-evaluate their position in this respect.
We are in this together and it needs a great act of solidarity of everyone to achieve the so much desired relief in this pandemic!
Another year comes to an end where we as Cargolux pilots had to operate under difficult COVID-19 conditions. We would like to thank you for your continued support, while your ALPL Board was busy representing your interests!
Obviously, the pandemic also meant additional work for us.
Whilst we were able to fine-tune the CWA by signing 3 agreements with the Company in the year 2021, we were also confronted with issues, which required a quick response from our side. The most recent ones for example being the reintroduction of the CGO layovers or the request by management for a deviation for scheduled operations as per CWA 36.6.4.3 to operate the PVG shuttles with 1 Captain and 3 First Officers. The outcome of the latter was decided by the majority of our members in a vote that led to the refusal of the negotiated deviation.
At the same time the implementation of the new crew scheduling software by the Company as well as the BKK layovers required and still require the constant attention of the Pilot Representatives. Additionally, the Hotel Committee is busy to maintain the quality of the hotels in our network.
These are a few examples of the work that occupied us during this year, and we hope that through communication channels such as the regular member updates, private chats and emails our efforts did not go unnoticed by you.
The continued high ALPL membership rate paired with many discussions and numerous inputs from our fellow colleagues is a clear sign that, although the interests and opinions amongst the pilot group vary, our union culture is intact and alive and the willingness of our fellow members to ultimately get engaged and stay united is strong.
We also hope that you are aware that every member has an impact and can make a difference when it comes to maintaining our working conditions and supporting our representative work.
This will be vital in the future, as it looks like the challenges in connection with the pandemic are not going to disappear any time soon and on top of that the negotiations for a new CWA will commence again next year.
The entire ALPL Cargolux Divisional Board would like to wish you all happy holidays and time to spend with your families and friends during the festive season!
2021 is coming to an end and the Hotel Committee would like to take this opportunity to give a little update on the latest hotel related developments.
VCP Our former crew hotel, the „Royal Palm Towers“, has been sold to a new owner. Therefore, a return, offering the same flexibility as before the move, has become impossible. After careful evaluation and the inspection of several hotels, the hotel committee recommended to stay at the „Royal Palm Plaza Resort“. We are glad that the recommendation has been followed and a new contract was signed.
OVB As Christmas Season has started, we just would like to bring to your attention the dedicated work and service the Marriott staff in OVB is providing. As the general situation is still difficult for the people over there, please consider possible gratuities via the tipping box in front of our breakfast/evening lounge on the second floor.
ANC With the upcoming end of the year, our contract expires at the current crew hotel, the Sheraton Anchorage Hotel and Spa. This requires a mandatory tender process and we were confident that we could either move back to the Cpt. Cook or the Marriott hotel. Unfortunately, both hotels were not interested in hosting more flight crews, therefore the Sheraton Anchorage hotel remains our best option for 2022, thus we ask you to keep this in mind when dealing with potential problems while you are there.
MIA The hotel rebranded from „Conrad“ to „AKA“ hotel. Everything else should remain unchanged and we hope that the quality of rest as well as the level of service continue to meet your needs.
Hotel bookings in general More and more often hotel bookings in the US are not done in a correct or timely manner, resulting in crew members having to wait for room allocation or being sent away to different hotels for their rest. This problem existed already before COVID and reappeared with hotel occupancies reaching higher levels again. This undesirable trend is becoming one of our main issues and in order to address this we kindly ask you to persistently report any of these deficiencies (even quickly resolved name changes at check in or inconvenient, not to mention waiting times) via a Voyage Report and provide a copy of the report to cvhotels@alpl.lu
This will help us to reveal any institutional short-comings and have them rectified rather than expecting the hotels to struggle on a daily basis to allocate rooms.
To summarize 2021 the Hotel Committee experienced management’s goodwill in cooperation with hotel related topics. We hope to being able to continue this collaboration in 2022 to provide you an adequate accommodation for your well-deserved rest.
With COVID still being an issue, please understand that many restrictions are mandated at many of the destinations we operate into. These will be outside the control of the hotels and their managements. The best way we can address hotel related issues are through Voyage Reports or if necessary, through ASR’s.
We would like to give you an update on the following destinations:
ORD The hotel decided to discontinue the buffet breakfast until further notice due to their reduced occupancy. Therefore, during check in procedure we should receive a breakfast-voucher which entitles the crew members for 36$ USD (incl. svc charge + tax) from the a’la carte menu. The hotel committee was not yet able to review the current situation.
Therefore, please send us your feedback regarding quality of the breakfast and whether the amount is sufficient. Sufficient would include a hot meal, a regular hot and cold beverage and fruits as well as all taxes, fees and gratuities. If you feel that this necessitates a Voyage Report, please submit one and send us the report with any pictures you may have taken.
JFK There is a new law in place in New York that requires vaccination certificates for certain indoor activities including restaurant access. This applies also for the breakfast in the hotel restaurant. Therefore, please carry your vaccination certificates with you as well as a photo ID to ensure access.
Unvaccinated crews can still use the offered “grab and go” breakfast.
DWC The “Expo” in Dubai has commenced (01OCT2021 – 31MAR2022) and the city as well as our crew hotel are extremely busy.
In order to help reducing the risk of Covid infections it was agreed that a room service breakfast can be ordered free of charge instead of the buffet breakfast. In case of early departure, a breakfast box can be ordered free of charge when receiving the wakeup call.
There have been numerous occasions of inconveniences related to the Expo such as “traffic jams” to and from the airport, at the elevator and the hotel restaurant, noise problems, allocation of rooms with a connecting door and rooms not being ready upon arrival of the crews.
We know that particularly the latter is frustrating when having to wait for a room after a long Flight Duty.
The hotel is aware of these problems and assured us that they try their utmost to limit the negative impact. Furthermore, the number of bookings now include a bigger buffer, however, not all eventualities can be covered. We therefore ask you to show a certain degree of tolerance when confronted with these Expo-induced temporary deficiencies and act professional and respectful towards the hotel staff, as unilateral hotel or Cargolux imposed relieve strategies could result in more severe and potentially long-term disadvantages.
Deficiencies, however, still need to be addressed: The best way is to report them via VR and send a copy to cvhotels@alpl.lu
We remain in close contact with a cooperative and helpful hotel management to look for improvements.
As communicated in the update on the same subject published on 05 November 2021, the issues related to the non-compliance of the crew rest onboard an aircraft during COVID-19 procedure with the CWA was addressed in a letter. Following this letter, we met with Senior Management on Friday, 12 November 2021, to discuss the topic.
We can confirm that the issue has been solved!
In that meeting it was confirmed by the CEO and the EVP Flight Operation, that:
The authorization issued by the DAC will be published in a Flight Crew Advisory.
For the crew that does have access to the bunks, the entire time spent onboard including the time on ground during the “unplanned onboard layover“ will be considered as “credit hours” for the purpose of calculating supplements for night, Sunday and legal holidays and Duty Period Overtime as per CWA Art. 38.5.1.
For the crew that doesnothave access to the bunks during the “unplanned onboard layover“ and positions on the subsequent sector, alltime spent onboard is considered as Duty Time and consequently counts towards all Duty Time Limits and the calculation of the supplements for night, Sunday and legal holidays and Duty Period Overtime as per CWA Art. 38.5.1.
Additionally, the Minimum Rest Period following such an “unplanned onboard layover” shall be as long as the previous Duty Period, counting from the Reporting Time for the Flight Duty Period immediately preceding the “unplanned on board layover” until the end of the Duty Period immediately following the “unplanned on board layover”.
Management confirmed in this meeting that for all previous duties during which the “unplanned onboard layover” was applied, the Duty Hours would be corrected and payments of supplements and/or overtime if applicable would be adjusted accordingly. Please note that for a pilot who had access to a bunk the time spent resting while applying the procedure will not be reflected as Duty Time on the Crew Duty Sheet as such but will be considered in full by the Payroll Department.
At this time Management could not confirm until when the required correction would be done and reflected on the payslip of the pilots concerned. We recommend that you check your future pay slips and Duty Sheets.
