Contract Negotiations Process & Contract Defintions

Survey Definitions 

Boarding Pay

Boarding Pay means being paid for the time you spend working during passenger boarding, before the aircraft leaves the gate.

Flight Attendants are already performing required duties during boarding, such as completing safety checks, greeting passengers, assisting with carry-on bags, monitoring the cabin, handling special-assistance passengers, and preparing the cabin for departure. Boarding Pay would provide compensation for some or all of this time rather than having Flight Attendant pay begin only with traditional flight-time calculations.

Example: If boarding begins 40 minutes before departure, a Boarding Pay provision could provide compensation for some or all of those 40 minutes.

Holiday Pay

Holiday Pay is additional compensation for working on certain recognized holidays.

Under our current CBA, a Flight Attendant who is on duty on an eligible holiday receives pay at 150% of their hourly rate for credited hours. The current eligible holidays are New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day.

A negotiations proposal could address the amount of Holiday Pay, which holidays qualify, or how Holiday Pay is calculated.

Duty Rig

A Duty Rig is a pay protection based on the total length of your duty day, not only the amount of time the aircraft is flying.

A Flight Attendant can be on duty for many hours while only receiving a few hours of flight credit. A Duty Rig creates a minimum amount of pay or credit based on how long you are required to remain on duty.

Example: You might be on duty for 12 hours but only have 5 hours of scheduled flying. A Duty Rig could provide additional credit because of the length of the duty day.

The exact formula would be determined through negotiations.

Trip Rig

A Trip Rig is a pay protection based on the total amount of time you are away from base during a trip.

Instead of looking only at flight time, a Trip Rig considers the entire trip—from the beginning of the pairing until you return to base. This may provide additional pay or credit when a trip keeps you away from home for a long period but contains relatively little flying.

Example: A three-day trip might keep you away from base for approximately 60 hours but contain only 15 hours of flight time. A Trip Rig could provide additional credit based on the total time away from base.

The exact formula would be determined through negotiations.

Reassignment

A Reassignment happens when the Company changes your originally scheduled trip because part of your original flying has been cancelled, removed, or modified.

The Company may replace the original flying with another flight assignment or deadhead. The current CBA defines reassignment as a change to a Flight Attendant's originally scheduled line or trip involving flight assignments, including deadheads, added because of cancelled, removed, or modified flying.

Negotiations may address when reassignment is permitted, how much a schedule can be changed, how long a Flight Attendant can be reassigned, and what additional pay or protections should apply.

Sit Times

Sit Time is the time between flights when you are still on duty but are waiting at the airport for your next flight.

Sit time can occur because of the way a trip is originally scheduled or because of delays, cancellations, or operational changes.

Example: Your first flight arrives at 10:00 a.m. and your next flight does not leave until 1:30 p.m. The time between those flights is generally considered sit time.

A negotiations proposal could address maximum scheduled sit times, additional pay for long sits, or protections when sit times become excessive.

Hourly Pay

Hourly Pay is the contractual hourly rate assigned to a Flight Attendant based on their longevity or pay step.

Under the current CBA, Flight Attendants are paid according to a longevity pay scale. Flight Pay is calculated using the Flight Attendant's applicable hourly rate.

When the survey asks about Hourly Pay, it is asking how important improving the Flight Attendant pay scale is to you during negotiations.

Per Diem

Per Diem is an hourly expense reimbursement paid while a Flight Attendant is away from their domicile for Company flying or during an Airport Reserve period.

It is intended to help cover expenses that come with being away from home, such as meals and incidental expenses. The current CBA defines Per Diem as an hourly expense reimbursement for expenses reasonably expected while away from domicile during flight operations or Airport Reserve.

When the survey asks about Per Diem, it is asking how important increasing or improving this reimbursement is to you.

Vacation Pay

Vacation Pay is the amount of Pay Credit you receive for scheduled vacation days.

Under the current CBA, each scheduled vacation day is worth 3.5 hours of Pay Credit, and a full seven-day vacation week provides 24.5 hours of Pay Credit.

A negotiations proposal could increase the credit value of each vacation day or otherwise improve how vacation is compensated.

Pay vs. Credit

Pay and Credit are not always the same thing.

Pay Credit generally determines how many hours you are paid for.

Schedule Credit is used for scheduling purposes, such as determining the value of your schedule, building monthly lines, or applying certain monthly scheduling limitations.

Some activities may provide different amounts of Pay Credit and Schedule Credit.

Example: Under the current CBA, a Flight Attendant required to deadhead by air receives 100% Pay Credit but 75% Schedule Credit for the applicable deadhead value.

When the survey refers to Pay vs. Credit, it is asking whether these values should be improved or made more equal in certain situations.

It is important to understand that credit generally has a greater cost to the Company than pay alone. Credit not only affects what you are paid, but also counts toward your schedule and monthly credit totals. Because of this, when the Company evaluates the cost of a proposal, an increase in credit may be valued differently—and often higher—than an increase in pay alone.

Alternate Deadhead

An Alternate Deadhead allows a Flight Attendant, under certain conditions, to replace the final scheduled deadhead of a trip with positive-space travel to another airport closer to their home.

Under the current CBA, the alternate airport is generally required to be within 70 miles of the Flight Attendant's home of record, although exceptions may be considered when the Flight Attendant lives farther from an airport. Other notification and routing requirements also apply.

When the survey asks about Alternate Deadhead, it is asking whether the current rules should be expanded or improved to provide Flight Attendants with greater flexibility getting home at the end of a trip.

Build-Up Line Improvements / Similar to Pilot Language

A Build-Up Line is a monthly schedule created by the Company for a Flight Attendant using flying that remains available after regular monthly lines are awarded.

Under the current CBA, Build-Up Lines are generally constructed using trips from Open Time and, when necessary, Reserve days. The Company is expected, to the extent possible, to consider the Flight Attendant's submitted preferences.

This survey item asks whether Flight Attendants should seek stronger Build-Up Line rules and protections, including provisions similar to those contained in the pilot agreement. The pilot's language states “A Pilot will be given the highest number of Days Off that was awarded to any junior Pilot in the same Category”. This means if your seniority holds 16 days off, your BUL will be built with 16 days off.

Possible improvements could involve how trips are selected, how days off are protected, how preferences are honored, or how Reserve days may be placed into a Build-Up Line.

Compensatory Day Off

A Compensatory Day Off is an additional day off granted to a Flight Attendant under certain circumstances provided for in the CBA.

Under the current Agreement, a Compensatory Day Off does not count toward the Flight Attendant's contractual minimum number of days off.

Currently, working into your day off does not always guarantee a Comp day.

Negotiations could address when Compensatory Days are provided and how these days are protected or used.

Customs Pay

Customs Pay would provide additional compensation for time Flight Attendants are required to spend completing customs, immigration, or other required international-arrival processing associated with Company flying.

This time can occur after the aircraft has arrived and may extend the amount of time a Flight Attendant is required to remain at the airport.

Example: If a Flight Attendant must remain at the airport after an international arrival to clear customs or immigration, a Customs Pay provision could provide additional compensation for that required time.

The amount and method of compensation would be determined through negotiations.

Projected Block vs. Actual Block

Projected or Scheduled Block Time is the amount of time the Company schedules for a flight.

Actual Block Time is the time the flight actually takes under the contractual block-time definition.

The CBA defines Actual Block Time as beginning when the main cabin door is closed and the parking brake is released for flight and ending when the parking brake is set and the main cabin door is opened at the next stop or final destination.

Under the current CBA, Flight Attendants receive Pay Credit based on the greater of scheduled or actual block time on a leg-by-leg basis.

This survey item concerns how scheduled/projected and actual block times should be treated for purposes of Flight Attendant pay and credit.

Golden Day Off

A Golden Day is a guaranteed day off that is protected from Company duty.

Under the current CBA, non-probationary Flight Attendants awarded a Reserve line may request Golden Days. Once a Golden Day is approved, the Company cannot require the Flight Attendant to work on that day. The current Agreement provides three Golden Days per calendar year for Reserve Flight Attendants, subject to contractual restrictions and seniority.

When the survey asks about Golden Days, it may include whether Flight Attendants should receive more Golden Days, expanded eligibility, fewer restrictions on their use, or stronger protections for those days.

Understanding the Negotiations Process

We are not currently in contract negotiations.
That is precisely why education begins now.

An informed membership makes stronger decisions when negotiations do begin.
Knowledge is preparation — not pressure.

This page outlines how the negotiations process works, how member input shapes priorities, and what happens at every stage — from preparation to final vote.

Step One: Education Comes First

Before negotiations begin, it is important to understand:

• The legal framework governing the process
• The timeline and procedural phases
• The tools available to both sides
• The limits that exist under federal labor law

Understanding the structure of negotiations allows Flight Attendants to make informed decisions later. Preparation strengthens strategy.

Step Two: Member Input Shapes Priorities

Contracts are not built in isolation. Negotiating priorities come directly from the membership.

Member input is gathered through:

• Surveys
• Base and council conversations
• Feedback shared with representatives
• Real-world experiences

This input identifies what matters most to Flight Attendants, including:

• Pay
• Scheduling
• Work rules
• Quality of life
• Job protections

Why Surveys Matter

Surveys are not symbolic.

They provide measurable data that:

• Identifies common concerns across the membership
• Establishes clear priorities
• Guides proposal development
• Strengthens credibility at the negotiating table

Clear, unified priorities give negotiators direction and leverage.
Engagement at this stage shapes everything that follows.

Step Three: Negotiations at the Table

Negotiations are not a single meeting or announcement.
They take place over multiple sessions and over time.

At the table:

• The Union presents proposals based on member priorities
• The Company responds with counterproposals
• Both sides discuss, revise, and clarify positions
• Progress develops in stages

Movement is rarely immediate or linear. Agreements are built through ongoing discussion and revision.

Why the Process Can Feel Slow

There may be periods with visible updates and periods that feel quiet.

Quiet does not mean inactivity.

Between sessions, work continues through:

• Proposal drafting and revision
• Financial and operational analysis
• Legal review
• Strategic planning

Negotiations require preparation on both sides. It is not a one-meeting process.

Transparency and Expectations

Not every detail can be shared in real time.
Updates will be provided as appropriate to keep members informed while maintaining effective strategy.

Step Four: Economic and Non-Economic Items

Not all contract improvements are direct pay — but all of them affect your job and are considered cost items.

Direct (Economic) Items

• Pay rates
• Per diem
• Trip and duty rigs
• Boarding pay

Indirect (Non-Economic) Items

• Scheduling rules
• Duty and rest protections
• Reserve rules
• Trip construction
• Quality-of-life provisions

Why Both Matter

Schedule improvements affect:

• How much you work
• How predictable your schedule is
• How sustainable the job is over time

Even when not immediately visible as pay, these provisions can impact staffing, hiring, and overall cost.

A strong contract balances fair compensation with reasonable work rules.

Step Five: Mediation, Cooling-Off Periods, and Self-Help

Some phases occur only if negotiations stall.

Mediation

A neutral mediator may be assigned to assist both sides in reaching agreement.

• Either side can request mediation
• The mediator facilitates discussion
• The mediator does not impose terms

Cooling-Off Period

This phase does not occur automatically.

It happens only if:

• A release is requested
• The case is advanced to the National Mediation Board
• Arbitration is offered and declined by at least one party

During this period:

• Negotiations often intensify
• Additional efforts are made to reach agreement

Self-Help

This is the final phase of the process.

It may include lawful job actions or other measures, but only after all required legal steps are completed.

At every stage, the goal remains the same: reaching an agreement.

Step Six: Tentative Agreement and Voting

Reaching a tentative agreement does not mean negotiations are finished.

What is a Tentative Agreement (TA)?

A TA is a proposed contract agreed to by negotiators from both sides.
It is not final.

What Happens Next

• The TA is presented to the membership
• Detailed information is shared
• Flight Attendants vote to approve or reject it

The Most Important Point

No contract becomes effective unless a majority of Flight Attendants vote to approve it.

The final decision always rests with the membership.

Step Seven: Engagement and Unity

Negotiations are not just about who sits at the table.
They are influenced by the strength, unity, and engagement of the membership.

What Engagement Looks Like

• Staying informed
• Participating in surveys and discussions
• Asking questions
• Supporting your representatives
• Wearing your AFA pin

Why It Matters

An informed and united membership strengthens the Union’s position:

• Before negotiations begin
• During negotiations
• When evaluating a tentative agreement

This contract will reflect the collective voice of Flight Attendants.

Representation and Authority

Elected representatives and the negotiating committee advocate on behalf of Flight Attendants.

Nothing moves forward without member direction.

Even after negotiations conclude, no agreement becomes effective without a vote of the membership.

Engagement Matters at Every Stage

An informed and engaged membership strengthens our position:

• When setting priorities
• During negotiations
• When evaluating a tentative agreement

Participation, unity, and understanding are critical components of a strong negotiating position.

Final Thought

The negotiations process is deliberate and structured.

Education and engagement ensure that when the time comes, Flight Attendants are prepared to make informed decisions.