Air Canada flight attendants have stepped up a public-relations push as their contract negotiations with the airline begin, spotlighting long-standing concerns over pay, working conditions, and scheduling. Representing more than 10,000 members under the Air Canada Component of the Canadian Union of Public Employees (CUPE), Wesley Lesosky is leading the charge as the current collective agreement nears its expiry. With negotiations underway ahead of the March 31 deadline, unpaid work has emerged as a central flashpoint, underscoring a broader debate about how flight attendants are compensated for the full scope of their duties. The following sections dissect the key issues shaping the negotiations, the broader industry context, and the potential paths forward for both workers and management.
Unpaid work: a central issue in negotiations
Unpaid work stands at the heart of the bargaining process between Air Canada flight attendants and the airline. CUPE leadership, including Lesosky, has repeatedly highlighted that flight attendants are paid only for time spent in the air, known as in-flight credit hours, while performing critical tasks before and after flights that are essential to safety, accessibility, and efficient operations. These tasks include boarding passengers, assisting individuals with disabilities, conducting safety checks, and managing luggage. CUPE’s estimates indicate that flight attendants collectively work an average of approximately 35 hours per month without compensation for duties mandated by Transport Canada. This discrepancy is not simply an accounting nuance; it translates into tangible income gaps for workers and raises questions about the fairness and consistency of compensation practices across the aviation sector.
The broader historical context behind the unpaid-work issue is instructive. The practice of paying flight attendants only for in-flight time is described by Lesosky and other CUPE representatives as an industry standard rooted in a bygone era when in-flight compensation levels were more generous and could conceivably cover surrounding duties. In the present environment, however, inflationary pressures and evolving safety and accessibility expectations have amplified the financial and ethical implications of unpaid pre- and post-flight work. The question CUPE is pressing is whether a modern, customer-centric airline model should continue to rely on such unpaid labor when the workforce is performing tasks that are integral to safety, service quality, and regulatory compliance.
To publicly foreground the issue and galvanize support, CUPE has initiated a targeted campaign that extends beyond the negotiation table. The union has launched a public awareness push that includes television advertising and an interactive public display in Toronto designed to illustrate the scope and impact of unpaid duties. The campaign aims to shift public opinion and build broad-based support for compensation reforms, framing unpaid work as a systemic concern rather than a marginal grievance. The messaging emphasizes that the work undertaken before a plane takes off and after it arrives is inseparable from the core duties of flight attendants and should be recognized in wages and benefits.
Operationally, the unpaid-work debate intersects with broader labor-system dynamics. If compensation were to be aligned with the actual scope of duties, it would necessitate a reconfiguration of scheduling rules, overtime calculations, and benefits structures. The union argues that recognizing all mandated duties would enhance pay equity, reduce financial strain on workers, and reflect a more accurate accounting of the responsibilities carried out by flight attendants. For Air Canada, responding to this demand would involve a careful assessment of staffing models, regulatory requirements, and the potential impact on labor costs, flight scheduling, and customer service outcomes. The negotiations thus hinge on balancing the legitimate expectations of workers with the airline’s operational realities and financial considerations.
In reconstructing the issue for readers, it is important to note that unpaid work is framed as a safety and compliance matter as well as an economic one. Transport Canada’s mandate requires flight attendants to perform certain duties pre- and post-flight to ensure passenger safety, accessibility, and overall operational integrity. The question is whether compensation structures should reflect the full spectrum of mandated duties, rather than subsidizing essential tasks through in-flight pay alone. Lesosky has framed this as a core fairness issue, pointing out that “No other worker would be expected to show up for work and not get paid for it,” highlighting the broader labor-standard implications of the current arrangement.
Wages and purchasing power: stagnation amid rising costs
Beyond the pre- and post-flight duties, CUPE places substantial emphasis on the erosion of purchasing power for flight attendants over the past decade. The union has highlighted stagnant wages and a growing gap between pay and the cost of living, arguing that compensation has not kept pace with inflation and the rising expenses faced by workers. The starting compensation figures cited by CUPE suggest that Air Canada’s entry-level offerings are not commensurate with the professional responsibilities and the demanding nature of the work. Reported starting salaries of around $27,000 per year, combined with an approximate starting hourly wage of $30, would ostensibly be considered competitive in some sectors, but CUPE contends that the effective earnings for many flight attendants are diminished once unpaid duties are factored in. When the time that is legally or practically required for pre- and post-flight duties is uncompensated, junior attendants—who often bear the heaviest scheduling burdens and most intense customer-facing duties—may find their earnings below minimum wage after accounting for unremitted hours.
The implications of this pay structure extend beyond raw numbers. Inflation has been described as having eroded “any semblance of livable wages,” according to Lesosky. As for the broader workforce dynamics, the union asserts that inflation-adjusted compensation would not only improve living standards but also reflect the essential nature of flight attendants’ work during both steady operations and peak demand periods. In the current context, many flight attendants reportedly take on additional jobs to supplement income, a reality that underscores both the financial pressures facing workers and the incentive for Air Canada to address wage disparities in a manner that reduces turnover and stabilizes staffing levels.
In discussing wage considerations, CUPE has signaled a demand for improvements across multiple dimensions: base wages, benefits, and scheduling rules. While specific numerical proposals have not been publicly divulged, the overarching objective is to restore a more sustainable and fair compensation framework that aligns with the professional caliber of Air Canada’s cabin crew and the enduring profitability of the airline. The balance that negotiators must strike involves weighing the financial implications for the company against the economic and social benefits of higher wages, such as reduced absenteeism, improved morale, enhanced customer service, and greater retention of skilled workers. The dialogue around wages therefore sits at the intersection of economic feasibility, labor fairness, and strategic corporate performance.
The broader narrative around stagnant wages also invites comparisons with other industries and jurisdictions. The US aviation market, for instance, has seen some carriers move toward compensating pre-flight duties in certain contexts, with industry practices varying by company, contract, and regulatory guidance. While such comparisons can illuminate possible paths forward, CUPE’s emphasis remains rooted in the Canadian regulatory and bargaining landscape, as well as the specific market dynamics faced by Air Canada and its employees. The negotiations thus become a test case for whether the Canadian airline sector can modernize compensation practices to reflect the totality of workers’ contributions, and whether legislative reforms, such as those being considered at the federal level, could help set a higher standard for fair pay across the industry.
Industry trends and legislative support: a broader frame for the dispute
The unpaid-work issue is not isolated to Air Canada; it reflects a wider concern within the airline industry that is drawing attention from policymakers and other labor groups. In the United States, for example, major carriers such as Delta have begun to compensate pre-flight duties, signaling a trend toward recognizing the full scope of ground-based tasks that support flight operations. The Canadian context, however, has not seen a uniform adoption of similar compensation practices, according to CUPE representatives. Lesosky has questioned why Canadian flight attendants should be excluded from a minimum standard that appears to apply to other workers in similar aviation roles, arguing that the discrepancy undermines equity and the social contract underpinning the industry.
In parallel with employer-employee negotiations, CUPE has thrown support behind federal legislative efforts aimed at standardizing pay practices for flight attendants across Canada. Bill C-415, a proposed federal law introduced by NDP Member of Parliament Bonita Zarrillo in October 2024, seeks to guarantee compensation for all mandated duties, including those performed before and after flights. Lesosky has been involved in collaboration with the NDP on this bill, expressing optimism that it could represent a meaningful advance toward nationwide pay fairness in the airline sector. He describes the legislation as a critical instrument for addressing a broader, systemic issue that affects flight attendants today, tomorrow, and in the years ahead. If enacted, the bill would formalize compensation requirements that reflect the totality of flight attendants’ duties, providing a clearer baseline for employers and a stronger protections framework for workers.
The legislative angle adds another layer to the negotiations, offering a potential external benchmark that could influence bargaining dynamics. A federal standard would, in effect, normalize expectations for paid pre- and post-flight duties, potentially reducing adhoc differences between employers and simplifying the interpretation of pay rules across airlines. For CUPE, aligning with legislative proposals represents a strategy to broaden the impact of their campaign beyond a single carrier and to advance a systemic solution that could benefit flight attendants industry-wide. From Air Canada’s perspective, any legislative framework that imposes a standard would necessitate careful analysis of cost structures, scheduling models, and competitive positioning relative to other carriers operating in the Canadian market and beyond.
The broader trend toward standardized compensation also intersects with the political environment and public sentiment surrounding airline labor relations. Stakeholders—including consumers, airport authorities, regulators, and shareholder groups—tollow the unfolding discussions with interest because they influence perceptions of reliability, service quality, and the overall business climate facing the Canadian aviation sector. A federal standard could, in theory, contribute to a more predictable labor framework, which some industry observers argue would be beneficial for long-term planning and crisis resilience. Yet opponents may raise concerns about the economic burden a new compensation regime could place on airlines, especially in a highly competitive and price-sensitive market. The negotiation landscape, therefore, emerges as a contest between the pursuit of fair pay for essential duties and the need for operational flexibility and financial sustainability within Air Canada and the broader airline ecosystem.
Looking ahead: negotiations and potential labour action
Negotiations between Air Canada and CUPE began on December 11, with the central aim of reaching an agreement without resorting to a strike. Lesosky has underscored that the ultimate objective is to secure an agreement that satisfies members while avoiding disruption to passengers. This emphasis on a peaceful resolution reflects the typical wage-bargaining posture in major labor disputes, where the parties seek a durable settlement that preserves service continuity and minimizes reputational and economic damage. At the same time, CUPE remains vocal about the need for meaningful concessions on pay, benefits, and scheduling, signaling a willingness to consider a range of bargaining positions to achieve a fair outcome.
The union’s refrain—“enough is enough”—captures a sentiment of urgency and moral expectation among flight attendants who have sustained essential work under challenging conditions. While the parties have not publicly disclosed the precise terms of their proposals, the rhetoric suggests a clear demand for a substantial shift in compensation structures, particularly with respect to pre- and post-flight duties and the overall rate of compensation for time worked in a professional aviation environment. The negotiation dynamics may also be influenced by external pressures, such as corporate performance indicators, customer satisfaction metrics, and competitive labor-market conditions that shape the feasibility of wage increases.
In contemplating potential labour actions, it is essential to consider the range of options available to CUPE and their corresponding implications. A strike or other forms of industrial action would carry significant risk for both workers and the airline, including disruptions to flight operations, reputational costs for Air Canada, and possible regulatory scrutiny. As the negotiation process unfolds, the union may explore alternative strategies such as targeted actions, work-to-rule scenarios, or public awareness campaigns designed to maintain pressure while preserving the relationship with customers and the broader public. The risk assessment inherent in any escalation decision will balance immediate operational considerations against long-term gains from improved compensation and working conditions.
From a strategic perspective, the ongoing negotiations could establish a precedent for other airlines and labor unions in Canada and internationally. If Air Canada agrees to compensate flight attendants for all mandated duties and aligns wage structures with broader industry standards, it could influence bargaining dynamics across the sector. Conversely, if the airline digs in or resists broader reforms, it could set a benchmark for a more protracted negotiation cycle, heightening uncertainty for workers, management, and passengers alike. The outcome, in any case, will have interpretive consequences for how compensation frameworks are designed, how scheduling and staffing are managed, and how airline profitability is balanced with fair labor practices in the years ahead.
The campaign, the messaging, and potential ripple effects
An important facet of this evolving story is the PR campaign accompanying the negotiations. The strategic communications effort aims to make unpaid work and wage stagnation visible to the public, decision-makers, and industry observers. By using television advertisements and public messaging, CUPE seeks to shape perceptions of the fairness and sustainability of current compensation practices. The messaging highlights the essential nature of the duties performed before takeoff and after landing and positions fair pay as a modifier of morale, service quality, and overall safety culture. These communications efforts are not merely rhetorical; they are intended to catalyze broader support and to create a social environment in which the airline chooses to address the concerns at the bargaining table.
For Air Canada, the campaign places additional pressure on the company to articulate a coherent and credible plan for compensating ground duties, adjusting wage scales, and modernizing scheduling policies. Effective responses would require transparent data about labor costs, productivity metrics, and the projected impact of proposed changes on customer experience and financial performance. In this context, the negotiation process becomes a complex dialogue that integrates human resources, operations, finance, and public relations considerations. The outcome will likely influence the tone and direction of industry dialogue about fair pay for flight attendants and the role of compensation in sustaining high levels of safety, service, and reliability.
As this story continues to unfold, stakeholders will be closely watching both the bargaining process and the regulatory and political developments around federal pay-standard proposals. The intersection of labor rights, industry competitiveness, and public policy creates a dynamic that could shape not only Air Canada’s future but also the broader trajectory of compensation practices within Canada’s aviation sector. The coming weeks and months will be pivotal in determining whether a collaborative settlement can be reached that acknowledges the essential contributions of flight attendants while safeguarding the operational and financial health of Air Canada for the long term.
Conclusion
Air Canada flight attendants are mobilizing around a core demand: to be compensated for the full spectrum of duties they perform in service of safe and efficient air travel. The unpaid-work issue sits at the center of negotiations, illuminating a broader conversation about pay, benefits, and scheduling in an industry facing both profitability pressures and high labor expectations. CUPE’s leadership, including Wesley Lesosky, is steering a campaign that combines bargaining leverage with public outreach to advance a fairer compensation framework. The industry-wide context—ranging from parallel practices in other jurisdictions to proposed federal legislation—adds layers of complexity and potential momentum to the discussions. As negotiations proceed, the interplay between direct bargaining outcomes, political developments, and public sentiment will determine whether Air Canada and its flight attendants reach a durable agreement that reflects the essential, highly skilled work performed by cabin crews every day.