Air Canada flight attendants are intensifying a public-facing push as they begin formal contract talks with the airline, spotlighting long-standing concerns over pay, working conditions, and scheduling. The dispute centers on pay for time spent before and after flights, along with broader issues that affect daily duties, career progression, and the overall stability of the workforce. Wesley Lesosky, president of the Air Canada Component of the Canadian Union of Public Employees (CUPE), leads more than 10,000 members who have labored under the same collective agreement for ten years. With the current agreement due to expire on March 31, negotiations are now underway, and unpaid work has moved to the forefront of bargaining dynamics. This article delves into the key issues shaping discussions, the broader implications for workers and passengers, and the evolving landscape of airline labor standards in Canada.
Unpaid Work: The central issue driving negotiations
Unpaid work stands as the linchpin of CUPE’s bargaining strategy. Flight attendants are compensated only for time spent in the air—referred to as in-flight credit hours—yet they perform a broad suite of essential tasks before and after each flight. These tasks include boarding passengers, assisting those with disabilities, conducting safety checks, and managing luggage. CUPE estimates that flight attendants, on average, work about 35 hours per month without compensation for these duties, all of which are mandated by Transport Canada. The core grievance is that this compensation gap persists despite the critical and safety-related nature of the duties performed on the ground.
Historically, the industry has operated under a standard that shifted more pay to in-flight time than to the totality of duties surrounding flight operations. This has produced what CUPE describes as a dissonance between the real workload and the compensation received, especially considering that pre-flight and post-flight tasks are integral to safety, efficiency, and passenger experience. As Lesosky has argued, no other worker would be expected to show up for work and not be paid for a substantial portion of the job, and flight attendants are asked to perform duties that are not optional but mandated. The union’s framing of this issue underscores a broader question about fairness and minimum standards across occupations, particularly in high-skill, safety-critical roles.
To elevate public awareness and influence the bargaining environment, CUPE has launched a multi-faceted campaign designed to draw attention to unpaid work. The union has rolled out television advertisements that articulate the visible and invisible components of ground duties, attempting to translate what happens behind the scenes into a consumer-facing narrative. In addition, they staged an interactive pop-up installation in Toronto that exaggerates the unpaid-work dynamic to highlight the discrepancy between work performed and pay received. The intent behind these efforts is to mobilize community support and create greater public understanding of the daily realities faced by flight attendants, thereby strengthening the leverage of workers during negotiations.
Beyond communications, the unpaid-work issue has practical implications for scheduling, workforce planning, and labor costs. If compensation is extended to all hours worked—including pre-flight and post-flight duties—the financial models that airlines rely on for staffing and crew management would require recalibration. This recalibration could, in turn, influence how flight attendants’ shifts are scheduled, how overtime is accounted for, and how teams are assembled to ensure safety and service standards without compromising operational efficiency. The implications extend to passenger experience, as changes in compensation structures could affect recruitment, retention, and career satisfaction among cabin crews, ultimately shaping the reliability of service during peak travel periods and disruptions.
In this context, CUPE positions unpaid work not merely as a wage issue but as a matter of occupational dignity and safety accountability. The union emphasizes that the duties performed before passengers board and after they deplane are essential to the execution of the flight plan and to the protection of passengers’ wellbeing. The broader goal is to secure a standard that fairly remunerates flight attendants for the full spectrum of mandated responsibilities, acknowledging both the time spent on the aircraft and the critical duties conducted on the ground. As negotiations proceed, the parties face the task of translating these principles into concrete terms within the collective agreement, including how to define paid hours, how to structure compensation for ground duties, and how to align these practices with national regulatory requirements.
Overall, the unpaid-work debate crystallizes a broader question about fairness, workforce morale, and the long-term viability of a professional cabin crew. The issue sits at the intersection of safety, labor rights, and customer service, compelling both sides to consider how best to balance fair compensation with the airline’s operating realities. While the immediate bargaining focus is on securing ground-time pay, the implications of how this issue is resolved are likely to ripple through wage structures, scheduling rules, and benefits that influence recruitment and retention in a highly competitive aviation market.
Wages and purchasing power: stagnation versus livable compensation
In addition to unpaid work, CUPE has highlighted a broader concern: stagnant wages that have eroded purchasing power for flight attendants over the past decade. The reported starting salaries at Air Canada are around $27,000 per year, a figure Lesosky describes as insufficient for workers pursuing a professional career within aviation. The situation is further complicated by the starting hourly wage, which sits near $30 per hour, with the caveat that pay currently applies only to time spent in the air. When unpaid duties are factored in, many junior flight attendants find themselves earning less than what could be considered a minimum wage in real terms, a discrepancy that becomes more pronounced during long-duty days.
The union points to a common industry pattern: long shifts, such as 14-hour days, may yield pay for only six to eight hours once in-flight time and mandated ground duties are considered. This disconnect between the length of a shift and the compensation received has driven some workers to seek additional employment to stabilize their household incomes, even as Air Canada remains profitable. Inflation compounds the problem, diminishing the value of wages and benefits over time and reducing the purchasing power of those earnings. In this framing, the compensation issue is inseparable from the broader macroeconomic environment and the cost of living pressures faced by employees.
CUPE’s leadership argues that the stagnation in wages is incompatible with the professional and demanding nature of flight attendant work. They contend that compensation should reflect the full scope of duties and the associated responsibilities, including safety oversight, customer service, and support for passengers with special needs. While the union has not publicly disclosed the precise package of wage and benefits proposals under negotiation, it has signaled a push for higher wages, improved benefits, and more protective scheduling rules. These elements are viewed as integral to addressing cost-of-living pressures, ensuring workforce stability, and strengthening retention across generations of aviation professionals.
The discussion about wages also intersects with debates about career progression, training investments, and the overall return on the expertise that flight attendants bring to the airline. A more competitive wage structure could enhance recruitment at the entry level and support a pathway to longer-term career development within Air Canada’s cabin crew. It could also influence the broader labor market by setting benchmarks for comparable roles in the Canadian airline sector. While these negotiations are ongoing, the core objective remains clear: to secure a compensation framework that aligns earnings with the complexity, skill, and criticality of the work performed, both in the cabin and on the ground in support of safe and efficient flight operations.
The union’s emphasis on wages and purchasing power underscores a broader narrative about fair pay in high-value, high-responsibility professions. For CUPE, the pursuit is not simply about locking in higher numbers but about achieving a more equitable distribution of compensation that reflects the realities of modern airline operations. As talks advance, stakeholders will be watching how Air Canada responds to demands to modernize pay scales in light of persistent wage stagnation, inflationary pressures, and the enduring demand for reliable, high-quality service. The outcome of these wage discussions will likely influence not only aviation labor standards in Canada but also the broader conversation around fair compensation for front-line workers in essential services.
Industry trends and federal support: aligning Canadian standards with North American peers
The debate over unpaid work and pay practices extends beyond Air Canada, reflecting a broader industry-wide concern. In the United States, for example, Delta Air Lines and other carriers have already moved toward compensating ground duties—such as pre-flight boarding and other ground-based tasks—acknowledging the full continuum of work that supports flight operations. Canadian airlines, including Air Canada, have not uniformly adopted similar practices, prompting questions about why Canadian flight attendants have remained without the same minimum standards that govern other workers in the industry. This discrepancy has provided fuel for CUPE’s argument that a nationwide approach to compensation for mandated duties is overdue.
In tandem with industry discussions, CUPE has thrown its support behind legislative proposals designed to standardize pay practices for flight attendants across Canada. The union backs Bill C-415, a federal bill introduced by NDP Member of Parliament Bonita Zarrillo in October 2024. The bill seeks to ensure that flight attendants are paid for all mandated duties, including those performed before and after flights, thereby addressing a systemic gap in compensation for essential tasks that are performed outside the in-flight period. Lesosky has indicated that he views this legislation as a pivotal step toward remedying unpaid-work disparities across the country and creating a fairer operating environment for flight crews nationwide.
Support for Bill C-415 is framed not only as a matter of fairness for workers but also as a mechanism to strengthen the integrity and predictability of airline service. If enacted, the bill could establish a national standard that might influence collective bargaining parameters and employer practices across Canadian carriers. Such legislation could reduce the incentive for individual airlines to rely on unilateral interpretations of what constitutes payable time and could push the industry toward consistent compensation policies that reflect the full spectrum of duties associated with flight operations. The prospect of legislative action adds a public policy dimension to the negotiations between Air Canada and CUPE, potentially accelerating reforms that many workers have sought for years.
At the same time, the integration of legislative reform with company-level bargaining presents a complex dynamic. Employers may argue that standardized pay rules increase labor costs and affect pricing, routes, and staffing flexibility. Workers’ unions, conversely, argue that standardized pay rules improve retention, morale, and service quality, ultimately supporting sustainable operations. The interplay between provincial and national policy, corporate strategy, and workforce advocacy will shape not only Air Canada’s bargaining posture but also the broader trajectory of airline labor relations in Canada. As the legislative process unfolds, CUPE’s campaign to promote ground-duty compensation and Bill C-415 positions the union to press for changes that could redefine compensation structures across the sector, potentially affecting hiring patterns, training investments, and long-term labor relations strategies for Canadian carriers.
Looking ahead: negotiations, potential labour action, and industry impact
Since formal negotiations with Air Canada began on December 11, CUPE has emphasized its aim to reach a deal that satisfies members while avoiding any strike that could disrupt travel. Lesosky has framed the goal as a balance between fairness for workers and maintaining passenger service continuity. “Our goal is to reach an agreement that satisfies our members and avoids disruption to passengers. But it’s important to note: enough is enough. Our members deserve to be paid fairly for the critical work they do,” he said. This positioning signals a willingness to escalate if negotiations stall, while also highlighting a preference for a negotiated settlement that protects consumers from service interruptions.
The potential for labour action is a constant backdrop to the bargaining process. Strikes or other job actions by flight attendants could have immediate effects on operations, schedules, and customer experience, particularly during peak travel periods. The airline industry’s sensitivity to disruptions makes the stakes particularly high for both sides. Airlines rely on predictable staffing, robust scheduling, and adherence to safety standards, while workers seek to secure compensation that reflects their contributions and the demands of the job. The negotiations will likely involve complex tradeoffs, including wage floors, overtime structures, scheduling rules, benefits, and potential changes to allowances or protections that can influence both employee welfare and operational resilience.
This bargaining cycle also carries broader implications for the Canadian aviation market. A successful outcome for CUPE could set a precedent for other unions representing airline workers or employees in similar high-demand roles. The outcome could influence how other Canadian carriers structure pay for pre-flight duties, ground-based responsibilities, and overall scheduling practices. In addition, the public-awareness campaign surrounding unpaid work can shape consumer perceptions of airline labor practices, potentially affecting customer loyalty, brand reputation, and willingness to support carriers that prioritize fair labor standards. Stakeholders across the industry—from management teams and regulators to customers and competitors—are likely to monitor the negotiations closely for signs of how standardization of pay practices might unfold across the sector.
Beyond the bargaining room, analysts and industry observers are watching for ancillary developments, including potential adjustments to overtime rules, shift patterns, and the integration of new workforce technologies that could influence workload distribution. Companies are increasingly exploring efficiency gains, automation, and process improvements to support safety and service delivery. How these initiatives interact with collective bargaining agreements will be crucial to understanding the future of flight attendant work arrangements in Canada. The negotiation process remains dynamic, with both sides seeking to protect core interests while adapting to evolving economic conditions, regulatory expectations, and passenger needs.
Conclusion
Air Canada flight attendants, led by CUPE’s Wesley Lesosky, have mobilized a robust public and political campaign as they engage in high-stakes contract negotiations with the airline. The focal issues—unpaid work for pre-flight and post-flight duties, stagnant wages, and scheduling rules—are deeply intertwined with broader questions about labor standards, safety, and the patient recalibration of compensation to reflect the totality of the job. The ongoing discussions are occurring against a backdrop of legislative interest, including Bill C-415, which seeks to standardize pay practices for flight attendants across Canada and to ensure compensation for all mandated duties. The outcome of these negotiations could shape not only Air Canada’s labor relations but also the broader Canadian aviation sector, potentially guiding future bargaining across carriers and influencing industry-wide expectations for pay, benefits, and scheduling.
While both sides pursue a settlement that avoids disruption to passengers, the stakes remain high for workers who argue that fair compensation is essential for maintaining morale, safety, and service quality. The unfolding talks will be watched by policymakers, industry participants, and the traveling public as stakeholders weigh fairness, operational considerations, and market competitiveness in Canada’s aviation landscape. If the negotiations yield a new agreement that rewards the full scope of flight attendants’ duties, it could set a constructive precedent that aligns compensation with the critical and widespread responsibilities inherent in modern air travel. Conversely, a stalemate or a protracted bargaining cycle could heighten the risk of disruption and draw renewed attention to the need for standardized, nationwide pay practices in Canada’s airline industry. The coming months will be pivotal in determining not only the fate of Air Canada’s cabin crews but also the direction of labor standards for front-line aviation workers across the country.