537 (Scheduling & Analytics, Scott Plyler, Meagan Nelan)

Today's SWAPA Number is 537. That's the number of pilots that have used Release to Check-in since it was implemented on April 1st. So today we are sitting down with Scott Plyler and Meagan Nelan from the Scheduling and Analytics committee to discuss recently implemented items, the upcoming implementation schedule and how that's going, along with a look at some other scheduling hot topics.

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Transcript

Tony Mulhare:

Today's SWAPA Number is 537. That's the number of pilots that have used released to check-in since it was implemented on April 1st. So today we are sitting down with Scott Plyler and Meagan Nelan from the scheduling and analytics committee to discuss recently implemented items, the upcoming implementation schedule and how that's going, along with a look at some other scheduling hot topics.

I am Tony Mulhare.

Amy Robinson:

And I'm Amy Robinson. And here's our conversation with Meagan and Scott. Okay, so clearly there's a lot of stuff going on scheduling-wise. So let's start with pilot feedback and where the schedule is going through the summer.

Scott Plyler:

Well, the common feedback that we get is that the lines suck. Some of that I say a little bit tongue in cheek, but also we do understand that when expectations aren't meeting reality then that's generally the feeling. It's helpful when we get a little more detail as about exactly why, what expectations you had when we get that feedback. But we do know there's some general trends as to why that is. Pilots are looking for more turns in two days. That goes back, pulling back into the 2000s and even play out before that. And they also want same day of the week starts with the same length of trip every week and they also want more commutable pairings. So these things are things that we advocate for every single month and we did get improvements in our contract for all of these things, but there is still wiggle room for the Company to create the proper lines to do contractual lines and also meet line guarantees.

So some of the improvements we got, we over doubled the percentage of turns in two days system-wide that you have to have. We also gained a minimum percentage of turns in two days in each domicile, which we didn't have any minimum in your domicile before, so you could have no turns at all one month. We also got the contractual number of four-day pairings being commutable and we can talk about why that was difficult to get, but in a lot of cases, this is where we didn't have any language previously and we were trying to... We had already collaborated with the Company getting them to bump up what they were building above the contractual minimums under the old contract and we wanted to basically codify that so they couldn't roll back on it.

Tony Mulhare:

So Scott, talk a little bit about the four days and the commutability and why that was agreeable, but the three-day commutability request was not?

Scott Plyler:

Well, we already had a maximum of 20% four days in our old contract. We have a version of that in the new contract as well some exceptions for ETOPS. Our original proposal in negotiations was that three days and four days, a percentage of both would be commutable. When they ran the pairing optimization on those and did some samples for us that showed that the three days were causing a lot more problems because you have less duty periods across the entire pairing to optimize out of rigs, so if you start a pairing late and end it early, probably one of those duty periods is going to be a duty period minimum, a really short one.

And if you have that extra duty period like a four day has, that gives you time to have more robust duty periods in the middle. Given the fact that the three-day pairings are 50 to 60% of all the pairings that we have and the four days are only 20% and four days are a little more conducive for a commuter because if you have three four-day pairings, then you only have to commute three times as opposed to having four three-day commutable pairings, you would still have to commute. So when we finalized that part of the contract, we backed off of the three-day commutable pairings and got the four-day commutable pairings was what got codified just to make sure that they would be able to actually build them.

Tony Mulhare:

So when we talk about lines that suck, right? That's so dependent on each of us and what our own definitions are. As somebody who drives a long way, I'm looking for commutability. Other people are looking for line pay. So when we talk about lines sucking or the lines just suck as a general statement, is that because the density is low and so the paper day is low? Is that kind of where we're going with this?

Meagan Nelan:

There are a couple of things that we get feedback on and we track including work days and then also variability in the lines of having options between an 11-day line all the way upwards to a 15-day line. What we're seeing year over year is that the lines all kind of look the same and then the number of work days is just up. So it's harder to use your seniority forbidding power to get a better line. So that's a big driver and where that comes back to density is you need high paying duty periods to have a low work day line. We just don't have that right now in the network. A big part of that is the weekly schedule used to be pretty similar from day to day with just some dips on Saturdays. Now there's dips on Tuesdays and Wednesdays.

So when you think about how they optimize pairings and then there's fewer flights to then optimize mid-week, that does end up impacting their ability to build high paying duty periods so that they have to tag on a work day to the line to get it paying up to guarantee because they're trying to optimize away from paying those little green LG bars.

Scott Plyler:

So a lot of pilots have been complaining that a lot of the trips, like a majority of the trips are lower paying, like the rig to ADG, you have the 19.5 three days, the 26 trip four days and we're not seeing a lot of the very high paying three days and four days like we used to. And that does come down to this optimization that the duty days have been around 6.8, 6.9 TFP on average. So when you put that together, like Meagan said, if you have four three days to pay 19.5, that doesn't get you anywhere near to line guarantee. So you have to add another turn or you have to turn a three-day into a four-day on that line just to get you to line guarantee and we're seeing an awful lot of that. So we've been having a lot of discussions with crew planning about how to get that duty day density up, the TFP per day up and they've been doing some work optimizing that, but we're not quite there yet.

Meagan Nelan:

I will say that ties into another common complaint that we get that there aren't enough turn lines and that's where this feeds in is those turns get sucked into those three and four-day lines to bring up the pay. So now you don't have any inventory to build a turn line and the language does have targets that they're going to put half of the turns in each domicile into turn lines, but sometimes that ends up being just one line. We now have preview data going three months forward. That was one of our agreements with the new contract. So we had the opportunity to look ahead at the summer and the density is improving so it looks bad now, but you are going to see it gradually get better but in the fall, we'll return to some of those same frustrations.

Amy Robinson:

So we've heard some things that lower densities because of contract 2020, is that true?

Scott Plyler:

There's truth behind it in the fact that when you shorten the contractual duty day limits, you add some of these other parameters where you're forced to build more turns in two days, which when you force that, you spit out duty periods that tend to be less than optimal in other places. You just get add-ons at low pay and the Company did present us with data during the middle of negotiations that "Hey, if we ran your complete set of asks that it would lower the TFP density per day, the daily density." We actually got showed that again in a recent meeting. The problem with that is that there are a couple problems. They just ran it based on, with their current rules and optimization that they had for the old rules, so it wasn't optimized for the new duty rules. The second problem is that they also included all our three-day commutable asks which again over half of the pairings would've been affected by that and we ultimately backed off of that. So the commutable side is just in the four days.

The other part of that is when you have a change to the network schedule, the full flight schedule, they try to optimize that and they spend months doing that trying to optimize the schedule. They actually have recently been starting to do some operational buffers like everybody knows about thunderstorms in Florida and those tend to create delays with the AFPs and so they've added additional duty buffer as you go through there and they've made it so you can't do a connection outside of Orlando, an aircraft swap trying to prevent some of those delays. Things in Cancun over the winter, they did things with de-icing buffers in the major de-icing stations like Denver and Chicago.

Well, all those things are very similar to what our package did on the duty days. They make your duty days shorter and that puts pressure on your TFP per day, but they optimize out of that. They keep working with and they're optimizing it and I think it's taken a while, but we're actually seeing in the data that they're starting to be able to produce better duty periods now. But TFP density is coming up. I think recently for June we saw it was over seven, so it's working.

Meagan Nelan:

And then just to kind of bring it all full circle to the outcome of that overall contract included a lot of wins in pay in overrides. So we always... When we're comparing what you bid in the bid packet versus your final pay, your average pay has not gone down year over year. So all of those wins offset maybe what you might be seeing in your initial bid versus what that final paycheck comes out to be. It's an average of a 24% increase from the planned schedule to your flown schedule.

Tony Mulhare:

I think that's a really important point in that things that used to be absorbed before are now captured in overrides which are stackable, right?

Scott Plyler:

Yeah, absolutely. And certainly the past six to 12 months where we've had these low paying low density lines, anytime you would've been rerouted on the whole contract, all of that daily reassignment premium pay would've been absorbed in whole or in part by that, by your ADG or your DPM and now it's all stackable as an override on top of what you get paid.

Tony Mulhare:

So we recently implemented red-eyes and that's been going on for about three months now. How has that impacted the network and where do you see that going?

Meagan Nelan:

Well, one thing to call out was... And even getting into the implementation schedule, the plan was second half of 2026 for red-eye. So this was kind of a scramble getting just the minimum requirements in to then support the red-eye flying and it's had impact from a technology standpoint and then from a manning standpoint. So it's no secret that there have been a multitude of displacements and that's because they needed to put those pilots in the bases where they're flying red-eye flights. Those crews would've been on the West Coast had we had red-eye reserve already in place because that's where they would launch from and from a fatigue mitigation, it makes more sense, but in order to cover them with the technology we have now, they had to be flown out of the East Coast.

Scott Plyler:

As we're working through the implementation plan back at the end of 20, red-eye wasn't really on the radar as imminent and therefore that all got pushed in the implementation plan to 2026 including the red-eye reserve. So when the enterprise made the decision that we are going to be doing red-eyes that kind of filtered down, the only way to do these is by manning them from the East Coast because they had to finish the pairings going west to east with the red-eye instead of doing it at the beginning of the pairing. And because of that, just like Meagan said, you have to shift the manning to where the pairings are and therefore it's not the only reason for it. But we've seen they'll push out of Denver, out of Dallas and into the nationals into Baltimore and even into Orlando. As we get that red-eye reserve next year, we'll probably see a shift in manning back. I know that doesn't help anybody that's been displaced right now, but that will be coming probably over the next six to 12 months.

Tony Mulhare:

So I think the current data is something like 313 pilots have been displaced a few more than one time and we currently have about 220 or so eligible for domicile route of return with just 15 DRR so far. That's a pretty confusing process for people to figure out, especially junior pilots that have been displaced and then they see someone more senior to them get back into a base. Can you guys walk through that kind of three step process and explain that again for us?

Scott Plyler:

Well, you have the Right of Return and then you have the voluntary vacancy and then you have the displacements phase of the vacancy. When Domicile Right of Return was initially negotiated, they were trying to find an easy way to do it that didn't require a lot of tech touch. So the way that the original 50% Domicile Right of Return was done and the way they currently do it now is before the vacancy even runs, they'll actually manually place those pilots into the positive vacancies and if you catch it at the right time, you can even see that change in CWA for the next month that somebody will get placed there right before the vacancy run and after they do that manual placement, they run the vacancies and that looks at what's left over for the positive vacancies. It moves people around to where they voluntarily want to go.

It looks at secondary vacancies. When one pilot leaves another place and creates a hole, somebody else can move into that. They run that entire process and that also means that some pilots can voluntarily get into the bases where there was somebody that got placed for Domicile Right of Return just prior to that, but if the music stops and there were bases that we're drawing down and categories drawing down, then they have to do displacements and then the placements go by juniority and somebody can get displaced from one base to another base. And what we're seeing right now is when those pilots displaced, they'll displace them in a base that had somebody with Domicile Right of Return and also somebody that got in voluntarily during the voluntary process.

But during displacements, who gets booted out on the back end, it's the most junior pilot which happens to be the person that just got back in with Domicile Right of Return. You didn't realize you got back in because it's just all part of the big vacancy process. But in a prior step, they got in, but now they're getting displaced out again. Meanwhile, the more senior pilot with the voluntary bid gets to stay. That's why you see that anomaly happen.

Meagan Nelan:

I think the other disconnect, and I'm sorry if he already said this and maybe I missed it, was that the DRR allotment, that's just your primary vacancy of what gets posted. So most of the movement comes from that secondary vacancy process that Scott was describing where all of the voluntary moves are happening. So I think that's just the other thing is you see a vacancy post of three and then you see 15 people on the award. It's not all of those are being subjected to the DRR. That would be a massive overhaul in terms of the vacancy logic if that ever changed.

Scott Plyler:

Yeah, it's certainly something that could be done. It was just when original Domicile Right of Return got done, that was a very large project. Doing the 50% work around primary vacancies made it easy for the Company to agree to it. Originally, we had direction to get it to a hundred percent Right of Return for primary vacancies which was achieved in this contract and going down the line, we're going to wind up having to probably change the whole vacancy logic and try to get that secondary vacancies but more contract work, pulling on the pilots to see if that's the direction they want to go in the next contract.

Meagan Nelan:

Well, and Atlanta's kind of your case example there of it's as we understand it, a permanent draw down. So unless there's some significant thing that happens with network strategy, unfortunately those Atlanta pilots are probably not going to get back and that's part of what drove that MOU to achieve some additional paid move opportunities for them.

Amy Robinson:

So before we move on, do we have any other things you wanted to point out on the summer outlook that's coming?

Scott Plyler:

Well you've probably already seen the June schedules doing pretty decent averages on the TFP for the lines. Also, there's a little bit of reduction of the reserve manning because as you've all noticed, the utilization reserves is down and the Company in their calm and videos has rightly pointed out that that's due to our new contract rules. So we've made reserve a really, really good deal. I know in a lot of bases you can't be the junior guy and still hold reserve. You have to have some seniority to be on reserve, which is kind of a beautiful problem to have, first world problems.

Meagan Nelan:

Well, it's going to go up though over the summer. We expect utilization, maybe not back to historical norm, but it is going to increase because of, like he was saying, a lower percentage of reserve manning.

Scott Plyler:

As far as that goes, yeah, lower reserves, a little bit denser schedule and obviously it's the summer so people have lives and aren't maybe picking up as much or looking to fly as much. So we do expect there to be premium. During the summer, there is now the opportunity for voluntary double time as well. Just remember that that's a non-seniority random process just like SNOT is. So one other thing is just to remind people that July 4th also gets holiday override. That's that 6.5 TFP and that's for any duty during that timeframe of a 0300 to 0259 of the pairings domicile time.

Meagan Nelan:

The only other thing I'll add on the summer schedule is that it's ending earlier this year, that it'll close out at the beginning of August. Normally it goes till mid-August. So you'll see that in the bid lines in August and we'll be getting a preliminary on September, I think, late next week. So we'll get a preview on whether or not there's going to be any line guarantee.

Scott Plyler:

We'd probably suspect that there is going to be the bookings aren't... Sounds like they aren't as robust in September just from some of the public statements Southwest has made. And normal schedule for September is that it comes down and I would expect that we're going to see line guarantee for pretty much every line.

Meagan Nelan:

I think they bring down the red-eyes too in September, is that right?

Scott Plyler:

Yep.

Meagan Nelan:

Yeah.

Tony Mulhare:

So that's quite a bit on schedule and network stuff, but let's switch gears for a second and talk about implementation. Up to now it seems like we've been pretty happy with the implementation schedule. They've pulled some things up earlier than they were originally scheduled, but it sounds like there may be a sea change. What do you want to talk about there?

Scott Plyler:

First thing I just want to say is the folks, it's law, IT and flight ops tech, they are really working very hard to get this done. They are seeking our collaboration. When we bring up issues, we have almost universal support from them. So any comments about things being delayed, we just want to make sure that everybody knows that we're in meetings with them multiple times a week for all the different product lines that are coming and it's not due to lack of effort or interest from the folks doing the work. They're doing a very heavy lift here that got the timeline for, got estimated in about a two-week timeframe at the end of 2023 and sometimes the requirements are a lot more than what that initial estimate was. So we just want to make sure that we're giving the people that are actually doing this work for the pilot group and our Company, they get the kudos they deserve because they're putting in a lot of effort to make all this happen.

Meagan Nelan:

Going back to what Scott was describing on that two week timeline to come up with implementation schedule, that was at the end of the mediation process of determining what was going to get worked on when and the way they measure that is they put what they call points on things. So is it a small tech touch? Okay, six points. Oh, is that a whole new system? A hundred points. And it's basically the man hours that they're going to need from a technology support standpoint to do the work. And we're seeing, as Tony said, some things get implemented early because maybe there was a misunderstanding on what the requirement was and they realized, "Oh, we can knock that out quicker." But then some things were realizing, "Oh, we may have underestimated what was under the hood with that."

We were talking at lunch today, it's kind of like remodeling a house. You go in with a renovation plan and you think it's going to take six months to flip this bathroom or whatever it might be, and then you realize, "Oh, the pipes have roots in them. So this is actually going to take a lot longer than we thought." So they're knocking out what they can early, but then we're having to kind of reevaluate what is a realistic timeline on some of the big things.

Amy Robinson:

Let's talk about successes. What are some things that you believe have been a success with regard to implementation?

Scott Plyler:

Well, going back to last year, they moved it up over a year just so your Trip Trade Giveaway and ELITT over vacation. I don't think anybody's complaining that that got moved up over a year. Just recently we had ELITT direct drop and pick up. That went off without a hitch. Those are some successes of things that they've done early.

Meagan Nelan:

The DRR was another one where that wasn't due until I think 2027 and then we realized, "Oh, we have a massive displacement event happening." So they agreed to get that in early, not even knowing what the tech work was going to be. And that shows some good faith that they were recognizing the things that were impacting our pilots.

Scott Plyler:

An example of how we kind of work together through things, the tech work for some of the duty day limits and how that interacts with the various systems, Blaze and then the SkySolver that got delivered. It was a month and a half delayed on fully being delivered, but it did get done and it was because we were having that collaboration and we were able to be part of the testing and we identified issues during that testing, albeit it was kind of late in the process, but they got identified and they got committed to be fixed and they were fixed and it got implemented. This is also part of a learning process just of how we collaborate with the Company as well.

We haven't had this collaboration in two decades since SWAPA and Will Young were part of bringing in the new CWA onto property. So just learning how much SWAPA needs to be involved, how far in advance we need to be part of that testing, bringing us in early helps identify issues a lot earlier and we continue to do that. I think you were in testing twice already this week and again tomorrow.

Meagan Nelan:

Yeah. We were actually looking at ELITT across bid periods because that's coming up here soon and there might be a few anomalies like if you're switching bases from one month to the next, just complications that we didn't fully hash out. But overall, it's going to be an improvement for our pilots of having that additional flexibility. But I want to go back actually even further, even back to when we were still hashing out the implementation plan. They were already working on all those new overrides that got achieved in the contract. So they began the tech work before the vote was even in, anticipating that pay is the number one priority on bringing our pilots whole. So all that got delivered. They could have waited and then that would've been part of the implementation a year from now maybe. They did that in advance. So appreciate that that even got us ahead on, okay, this has already been done. So now we can talk through everything else.

Amy Robinson:

We've talked about the successes. Now you know. Next question. Let's talk about some things that have not gone as well as planned.

Scott Plyler:

Well, it was kind of a good and bad thing. We already talked about release to check-in that did get implemented. We had to do a manual implementation with that. We worked through that with scheduling and the Company. That was a short process. The full automation got implemented five weeks after the due date, the implementation date, but we had that manual process. We don't want to do that long-term for any of these because it's a lot of manual work, not just for the Company but for SWAPA contract admin to answer questions about a temporary process that's not fully outlined either the old or the new contract. So that was an example where we started to see, hey, something didn't go right, we tried to do a fix. We're starting to see some cracks now where a lot of the tech work is taking a lot more bandwidth and was originally conceived.

So reserve proffer process being one. That implementation date is at the end of June. However, there is a lot of tech work with that and a lot of tech work on the Company side of how to manage doing the reserve proffer process with some of the touches on what can bypass premium before reserve, what has to be premium before reserve. And those decisions have to be made before they run the premium open time and before they run the reserve proffer process because we can't have them do under the new contract what they do now where they assign some reserves and then they run premium and then they assign the rest of the reserves to the bottom of the RCO. Reserve proffer process has the seniority aspect to it, so you need to be able to exercise your seniority even if you're the last person in that open time close to be assigned on reserve. You have to have your proffers honored.

Meagan Nelan:

Another one that might have some manual touches is reserve BDT because as Scott said, it's just some of the legalities are more complicated with some of these processes. So we're having to now put out potential education on this is what it's going to look like now and then this is what it's going to look like when it's fully automated. But I think release to check-in was a good example of where we were able to work through that with minimal issues and we just worked day by day when they came up.

Scott Plyler:

So we were able to do that with release to check-in. We have had multiple meetings and a lot of discussions about how to do a reserve proffer process and all the touches with that in a manual way. And we have not come up with a way that's palatable to SWAPA to get the majority of what we're looking for in that process versus having the Company get the benefits of the reserve proffer process. So we're probably looking at a slight delay in the reserve EDT. Though we might have a manual process, we're definitely going to have some kind of a delay for the reserve proffer process. How far that goes depends on what other tech work can be done in order to make sure that we can get the majority of what the pilot needs are out of this. As we're going through and finding the reasons why we're having any delays, certainly it's the estimating what the tech cost was of this.

Some of this takes a lot more work and once you start tearing down the walls, you find stuff that needs to be fixed inside the walls. But another thing that we found, and this is part of that learning process of collaborating, is that sometimes our feedback doesn't get asked for until too late or we give feedback and then it's not really looked at maybe as seriously or given as much consideration priority and then you wind up having issues on the back end. An example is for the release to check-in. The original idea from the Company side was to have ghosted reserve blocks in order to do some analytics, make sure that's still able to be seen on the Company side. And we absolutely were like, "You don't want to have reserve blocks still sitting in there. That's probably going to have other tech problems on the back end of CSS that are unintended that again, when you get on the walls, you're probably going to have an issue with it. And our pilots certainly don't want to see a ghosted reserve block. They just want to see the reserve block gone."

Meagan Nelan:

Can I explain what he means by ghosted reserve block?

Amy Robinson:

Yes, please.

Meagan Nelan:

Because I don't know if that's all... Many people know this. When you have your release to check-in activated, you, as a pilot, when you go look at your schedule, all you see is your pairing and I think it turns like a gray color and you know that, okay, you're a line holder now. Well, a scheduler still sees a reserve block on your schedule. It's just transparent and yeah, analytics. I don't know. But it's still there. And so what we had recently was a pilot who had his reserve block in Trip Trade Giveaway and then he got assigned, did the release to check-in. Well, that reserve block stayed in Trip Trade Giveaway. And so it was just this weird anomaly and those were the type of concerns we had of don't overcomplicate your plan for implementing some of these things. And so now they have to create a fix to then get the reserve block out of Trip Trade Giveaway. So it's just layers of complexity that we were trying to help navigate around.

End of the day, CSS is their system. We'll give and put where we can, but as long as it's contractually compliant, they're going to program it the way they're going to program it.

Scott Plyler:

Well, yeah, that was one of the issues that we found even since they implemented with the ghosting. They had other legality issues and how it was working with even assigning reserves or being able to give away your pairing or checking the legalities once you were on that pairing.

Meagan Nelan:

I think another theme that we're seeing too is sometimes there's just a slight disconnect in understanding on how some things work. A very common scenario is auto combining of two pairings, whether it's an open time versus Trip Trade Giveaway versus does it allow it an ELITT? Apparently it doesn't. So things like that where you have points for something and then you realize, oh, that never actually worked that way to begin with. So now we're adding things and fitting them into it, implementation schedule that was already just loaded with work. And Dan Peters, he's our counterpart that's kind of tracking all of this. He does an excellent job of, okay, well we're going to fit it into the sprint in August and reflow some things so that we're not significantly growing the timeline, but we are getting the work in and we have to just kind of shift and work with them on that.

Scott Plyler:

As Meagan said, sometimes these things are just delayed because there is a lot of tech work and we use that joint implementation committee and just our meetings with the Company to go through, weigh the pros and cons of whether we do a manual implementation or you just need to put it off. This is a large strain on the Company's IT work, especially when they have to add more and more to it. And to be honest, it puts a lot of strain on because of all the additional things, whether red-eye is coming or you go through a round of surprise layoffs, that certainly doesn't help.

Tony Mulhare:

Yeah. So how did those layoffs impact the implementation plan?

Meagan Nelan:

So it's interesting that there weren't a lot of individuals that we work with on the regular that their teams got impacted. Though I will say that the individual who was a product owner of vacation bidding, which I know that's a ways out, but she was getting ahead on it. She got laid off and then about a month later got rehired. So I'm really happy that we get to work with her again. But it's one of those things where how well was it assessed on what the needs were for the organization.

We also heard that, I forget which product line, there was one of them that lost a pod of developers and so then they had to reshuffle who's working on what. And then the secondary impact is we've now seen some people who we work with on the regular voluntarily leave. So I think that there's probably just a sentiment of being unsettled on what is your job security when something like that happens. So when we lose these people and we lose their knowledge and somebody else has to pick up that slack, because they're not back filling these roles, you can see the strain.

Tony Mulhare:

Yeah. Just a good example of unintended consequences. Right? So that's kind of what's been going on. What's coming up the rest of this year?

Scott Plyler:

Well, some of the big ones are training bid is being worked on, some things they're having to work through on that as the open time priority for restoring your pay after trips get dropped. They'll do that instead of doing the pay comparison they do right now. There'll be a timeline shift associated with that, the monthly timeline. So you can do the training bid prior to your monthly bid that's coming. And we've actually seen a lot of mock-ups of it as a pretty slick modernized interface on how you do that training your filters and sorts for it. They've been doing a pretty good job with that.

Meagan Nelan:

We've also seen mock-ups for Reserve ELITT and that's actually going to be the first crew side of things where it's going to be a modernized interface. So you'll still go into CWA and select it, but then it's going to pop out as its own process and that's going to be kind of your baseline to give you a preview of where the Company is headed from a modernization standpoint. And I'll say just a plug for the annotated contract that we continue to update with comms' help on whenever we get a more specific date, instead of saying second half of 2025 or fourth quarter of 2025 when we know they're going to turn something on. We're plugging that information in, I want to say on a monthly basis. So definitely use that resource for more details as they become available.

Scott Plyler:

They're also doing the work on a footprint protection where you select whether you want to get back by the end of your originally scheduled pairing or if you're okay extending to the end of that day that work's being done. Self-serviced deadhead release, they're working on that as well. And as part of the ELITT world, the personal net zero, the PNZ that that work is also taking place now. So if you actually do get JA'd or have an unscheduled overnight, you get credit for that and you can get your quality life back via a personal net zero that doesn't require you to have a category net zero and you can use the new direct drop in order to trade yourself down. So all these things are due by the end of December 2025. We'll see what progress they can make on those and we're looking forward to it. It's all really exciting stuff.

Tony Mulhare:

We'd like to thank Meagan and Scott for taking the time out of their implementation meeting schedule to speak with us today. We'd love to hear your feedback on this or any of our products by sending us your comments at comm@swapa.org. As always, the transcript for this podcast can be found on the website.

Amy Robinson:

And finally, today's bonus number is 222. That's the number of pilots currently with a Domicile Right of Return. Being displaced can be difficult and we want to remind all of our pilots of the displaced resources page on swapa.org. 15 pilots have successfully returned to base with DRR so far and we're hopeful that that number will continue to increase over the coming vacancies.