Peace in our time? The agreement between cabin crew and management.

Copy write: Paul Mattsson/The Socialist

On 12 May at a mass members’ meeting, Unite British Airways cabin crew voted to put the latest agreement between the union and management to a ballot of the membership. This appears to be the final chapter in one of the longest running disputes in Britain for a generation.

Since a mass meeting in October 2009 voted overwhelmingly to ballot for strike action there have been a number of twists and turns in this epic battle.

The original dispute was sparked off by management’s plans to alter the terms and conditions of cabin crew. Chief among these changes was a reduction of in-flight staffing numbers and the introduction of new cabin crew on much worse pay and conditions. To give just one example new crew are now given less than a day’s rest between long haul flights to Las Vegas. The turnover rate among new crew, who have been operating at the company since 2009 is reported to be high as many burn out from physical exhaustion.  Given the amount of time and money that goes into training cabin crew this high turn over rate simply underlines the self-defeating nature of eroding terms and conditions in pursuit of a short-term boost to profits and of course, executive bonuses.

These changes were imposed on cabin crew without the agreement of the union. In these circumstances cabin crew had no option but to fight in order to maintain the credibility of their union as a force that could effectively defend their interests.

But the cabin crew were unable to win a quick early victory. Among the reasons for this were the anti-trade union laws, the long delays in action and the failure to broaden the dispute across the entire workforce.

While the cabin crew and their elected reps showed tremendous determination, serious question marks must hang over the conduct of the national union leadership during the course of this dispute. It is clear that management was able to impose change on cabin crew because they were isolated from other sections of the workforce at the company. This allowed management more time to organise to counter the dispute. Special mention must go to the leadership of the pilots union BALPA who played an absolutely baleful role in this dispute. Despite the fact that a significant number of pilots acted as “volunteer” cabin crew during days of strike action, BALPA refused to issue a public statement advising members not to engage in scab behaviour. In a statement issued in January 2010 BALPA General Secretary Jim McAuslan said

“We understand a number of pilots have responded to BA’s call for volunteers to keep the airline operating through any strike and from their postings it is clear that this is out of concern for their own futures and that of other employees.

“For the avoidance of doubt, Balpa’s position on this is neutral and we will not dictate to our members.”

This is in contrast to the GMB who correctly advised their members it was not in their interests to undermine a dispute of their fellow BA workers.

From the resulting stalemate management went on the offensive, refusing to substantially negotiate and embarking on a vindictive witch-hunt against union members.

Staff travel concessions were withdrawn from those who had taken lawful strike action while leading Unite stewards were disciplined and even sacked. Trade union facility time agreements were effectively torn up.

Documents leaked to the Guardian reported on management plans to sideline the main cabin crew Unite branch BASA (British Airlines Stewards and Stewardesses Association). The dispute had morphed into a battle to maintain the continued existence of  the union among crew.

The union failed to reverse the imposed changes and since December the focus of industrial action has centred on pushing back management’s witch-hunt against staff and limiting the worst effects of the impositions. This included the reduction in pay resulting from more lucrative longer haul routes being assigned to newer crew on inferior pay.

The key demands in the final ballot for strike action were the following:

The immediate restoration of staff travel concessions, in full, to the crew from whom they were taken by BA. Binding arbitration, through ACAS, of all cabin crew disciplinary cases related to the original dispute.

The restoration of all earnings docked from crew who were off sick during strike dates.

Full and proper discussion of the trade union facilities agreement at the company with the immediate removal of all threats and sanctions made by BA in relation to this.

Reading through the terms of the new agreement it appears these demands have been partially accepted by the company. Staff travel will be restored once the agreement is implemented. On the issue of victimisations management has agreed to binding arbitration at ACAS.

Socialists are clear that ACAS is no friend of the trade union movement, nevertheless putting the final decision regarding disciplinaries in their hands is an improvement on the situation where the decision rested with management and was being used as a method to witch-hunt trade unionists. However it is unclear at the present time whether this covers sacked activists such as Duncan Holley, BASSA branch secretary, who took his case to an employment tribunal and lost.

The agreement also pledges to honour existing trade union facility time, a big concession from management who had previously been attempting to disrupt the operation of the union among cabin crew by often refusing to grant reps time off to carry out union duties.

This is entirely due to the resilience of cabin crew under the most unbelievable bullying and harassment by an entirely vindictive management, not to mention constant vilification in the media.

However readers of the Air Strike should be clear that as far as the original industrial dispute is concerned, cabin crew were unable to reverse the attacks. There now exists a significant cohort of new starters among cabin crew with much worse terms and conditions. They will exist as a separate bargaining unit to ‘older’ cabin crew on better terms and conditions whose numbers over time will diminish due to natural wastage.

It cannot be ruled out that management will return at a future date looking for yet more concessions from cabin crew and will hope to play off different sections of cabin crew against each other. There are fears among reps in other sections of the BA workforce that the contract of new cabin crew may be applied to the rest of the company.

As the largest union in BA Unite was in a unique position to bring about a more united approach. It would be naïve to believe this could be easily done or that there were not pre-existing divisions amongst the workforce that management could exploit. Nevertheless there were a number of steps Unite could have taken in order to overcome this.

For example, once it became clear BA management were intent on union-busting, Unite could have called a meeting of all senior trade unions reps at the company to put the case for cabin crew to the wider workforce. During the course of this two-year dispute, other sections of Unite at BA were also in dispute with management. At the very least the union could have explored ways to coordinate action between the different sections. It would appear there was no attempt to do so and the opportunity of bringing the maximum pressure to bear on management was lost.

Although the joint agreement is littered with ringing phrases committing the company and Unite to a new era of amity and cooperation, this will prove to be short-lived as the global economy stagnates and oil prices continue to rise remorselessly. In order to maintain profit levels management will return at some point in the not too distant future demanding further concessions in pay, terms and conditions from staff. Thanks to the steadfastness of cabin crew, workers at BA will have the benefit of strong union representation to defend against further attacks but the main lesson to be drawn from this dispute in the future is that isolation of sections strengthens the hand of management.

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