Delta Air Lines is grappling with a notable uptick in flight attendants calling out sick, leading the airline to adjust its staffing protocols.
In response, Delta plans to increase the number of flight attendants on reserve during critical periods, a move that has elicited dissatisfaction among crew members and drawn sharp criticism from the Association of Flight Attendants-CWA (AFA-CWA).
The AFA-CWA has expressed strong disapproval of Delta’s approach, stating, “Delta management is on a tear in an attempt to demean and demoralize our workgroup for problems they created.”
The union further accused management of attempting to “point fingers and divide us as Flight Attendants in order to distract us from holding them accountable.”
One of the core issues highlighted by the union is Delta’s lack of a formal sick leave policy. Unlike other major carriers, Delta does not provide a dedicated sick leave bank. Instead, flight attendants rely on Paid Personal Time (PPT), which can be used for various purposes, including sick leave, personal time off, and covering pay during Family and Medical Leave Act (FMLA) absences. Currently, Delta flight attendants receive 56 hours of PPT annually, a figure that has remained unchanged since 2016.
In contrast, flight attendants at other major airlines have separate sick leave banks with higher accrual limits. For instance, United Airlines flight attendants can accrue up to 1,250 hours of sick leave, while those at American Airlines can accrue up to 1,500 hours. This disparity has fueled ongoing unionization efforts among Delta’s flight attendants, who seek improved sick leave policies and other benefits.
Delta’s decision to place up to 40% of its flight attendants on reserve, known as “A-Days,” requires affected crew members to be on call for six days each month, from midnight to 11:59 p.m. While the airline asserts that this measure offers greater flexibility and enhances quality of life, some flight attendants view it as an undue burden, especially in the absence of a formal sick leave policy.
Financial Turbulence for Saudi Arabia’s NEOM Project
Concurrently, Saudi Arabia’s ambitious NEOM project—a planned $500 billion futuristic metropolis—faces significant financial and operational challenges. Envisioned as a cornerstone of the kingdom’s Vision 2030 plan to diversify its economy away from oil dependence, NEOM has encountered escalating costs, project delays, and internal management issues.
The initial phase of NEOM, including the development of Sindalah island, has seen costs soar to nearly $4 billion, triple the original budget, with delays exceeding three years. Internal audits have uncovered financial mismanagement and overly optimistic planning assumptions. For example, hotel room rates at the Trojena ski resort were inflated from $216 per night to over $700 to artificially boost profitability projections.
The project’s centerpiece, “The Line,” a 106-mile-long linear city featuring parallel skyscrapers, has also faced feasibility concerns. Constructing the equivalent of three times all office buildings in Midtown Manhattan by 2030 presents substantial logistical challenges, leading to revisions and delays.
In light of these issues, Saudi officials now describe NEOM as a “generational investment,” with completion timelines extending to 2080. This shift underscores the project’s complexity and the need for realistic planning to achieve its ambitious goals.
Conclusion
Both Delta Air Lines and Saudi Arabia’s NEOM project are navigating significant challenges. Delta’s increase in flight attendant sick calls has prompted policy changes that have strained labor relations, highlighting the need for comprehensive employee benefits.
Meanwhile, NEOM’s financial and operational hurdles reflect the complexities inherent in executing large-scale, visionary projects.
Addressing these issues transparently and collaboratively will be crucial for both entities as they strive to achieve their respective objectives.
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