United Airlines Flight Attendants Ratify New Contract with 31% Raises This Summer

The recent ratification of a new five-year labor contract between United Airlines and its flight attendants, featuring average raises to base pay of 31%, has been hailed as a victory for the Association of Flight Attendants (AFA). However, upon closer inspection, it becomes clear that this deal is more about cost containment than genuinely addressing the needs of the workers.

The 82% approval rate from flight attendants may seem like a resounding success, but this level of support is not surprising given the protracted negotiations and concessions made by the airline. AFA President Ken Diaz has acknowledged that the agreement will “immediately change the lives” of thousands of flight attendants, raising questions about the nature of these changes.

The contract includes provisions for boarding pay, or compensation for the time spent opening and closing aircraft doors. This issue speaks to a broader problem: airlines have historically treated their employees poorly. For years, carriers have used tactics like “pay clock” manipulation – starting flight attendants’ clocks once the door is closed, rather than when boarding begins – to minimize overtime costs and maximize profit margins.

The $741 million in back pay mentioned in the agreement may seem significant, but it’s essential to consider this figure within the context of United’s overall compensation package. The airline has been steadily eroding its employees’ wages and benefits over the past few years, often citing industry-wide pressures or economic downturns.

What’s most significant about this deal is not its specifics but rather what it says about the airline industry as a whole. As one of the last major carriers to reach an agreement with its unionized flight crews post-Covid, United’s deal serves as a stark reminder that airlines have considerable power when negotiating with their employees.

This trend towards increased exploitation and decreased job security is alarming for the broader aviation sector. The pressure on workers will only intensify as carriers continue to prioritize profits over people. For example, Delta Air Lines’ recent push to introduce new staffing models that could lead to reduced crew counts and altered work schedules raises concerns about the industry’s commitment to fairness and equity.

The history of airline labor negotiations in the US is marked by a significant erosion of employee benefits and job security following the 1978 Airline Deregulation Act. Today, as carriers continue to consolidate and merge, the consequences of this deregulation are becoming increasingly apparent.

While the deal will undoubtedly bring short-term gains for United’s flight attendants, it may merely serve as a Band-Aid solution that masks deeper structural issues within the airline industry. Without meaningful reform and greater accountability, workers will continue to bear the brunt of an economic system designed to prioritize shareholder interests over employee well-being.

The United Airlines-flight attendants contract may be touted as a triumph for labor activism, but it’s essential to separate the rhetoric from reality. The real story lies in what this deal portends for the future of work in the aviation sector – and beyond.