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April 2003 IBEW Journal Nav Canada Technologists Based at air navigation sites all across the nation—from St. John’s, Newfoundland, to Victoria, British Columbia—Local 2228 electronic technologists and technicians are responsible for overseeing and maintaining hundreds of sophisticated ANS electronic systems.
The Nav Canada members have completed years of specialized high-tech, state-of-the-art training and all are certified in their field. Many have 20 years or more of experience. During their career they spend approximately two years away from their families attending training courses at the company’s training institute in Cornwall, Ontario, learning new electronic systems while retaining knowledge of the old systems. It has been nearly 15 years since Nav Canada members had an effective wage increase. They had no raise for six years, under a government wage freeze, prior to their forced transfer from Transport Canada in 1996. Their wages have fallen behind comparable industry rates for their profession. At Nav Canada, working conditions have deteriorated dramatically and workplace conflict has become the norm. Layoffs, staff shortages and cutbacks hit workers hard. Nav Canada’s adversarial approach to labour relations takes a toll. Sick leave and disability claims are up significantly. Hundreds of grievances are outstanding. Employee morale has plummeted, and workplace stress is at an all time high. Despite major staff reductions, management expects remaining personnel to carry on as usual. Both the implementation of maintenance hubbing (a reduction in staffed sites from 75 to 41) and the reduction in frequency of electronic maintenance have contributed to a concern for air safety amongst the IBEW members. Nav Canada fails to recognize "the human cost" of its polices, said electronic technologist Daniel Boulet, Local 2228 chief shop steward for the Ottawa region. "They continuously want increased productivity and offer nothing in return. Nav Canada’s human resource policy is driven by a single goal: to get more for less." Privatization Pitfalls: Industry Bias at Public
and Nav Canada, a public trust, was created as a private not-for-profit corporation with responsibility for providing a fundamental public safety service. Unfortunately, the company’s governance structure is fundamentally flawed. Its policies are significantly skewed in favor of airline industry interests—at the expense of employee concerns and public air travel safety issues. "Nav Canada’s board of directors is heavily weighted with representatives of the commercial airline industry," said Business Manager Morse. Five of 14 board members are chosen by the airline industry. Three are appointed by government, two are union representatives and four are chosen by the board. The CEO and board chairman are chosen by the board. The CEO is a former president of both First Air airlines and Air Transport Association of Canada. Local 2228 President David Gainforth, a full-time Nav Canada employee in engineering telecommunications, serves on the Nav Canada Advisory Committee, which advises the board but does not have a vote. Nav Canada’s airline user fee structure favors industry and results in deficits and cost-cutting pressures that affect employees through staff layoffs and other cutbacks. As stated in an IBEW Local 2228 brochure distributed at Canadian airports, "Nav Canada has chosen" as its chief mandate "to work with the airlines to reduce their bottom lines." The company’s "predominant financial goal has been to reduce ANS fees for commercial airlines, rather than to operate Nav Canada itself in a prudent manner," notes a Canadian Air Traffic Control Association report. Meanwhile, the Nav Canada executives and CEO continue to receive exorbitant salaries, bonuses and pension packages. 1 | 2 | 3 |
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