INDUSTRY INSIGHT
How FlySafair’ s
Dispute Informs Employer
Strategy
Turbulence
Ahead
What began as a routine wage negotiation at FlySafair escalated into a rare pilot strike and subsequent lockout, exposing deep-rooted tensions between management and staff. While salary increases were central to the talks, the real issues extended far beyond pay.
Pilots raised concerns over delayed postpandemic wage restorations, gaps with global salary benchmarks, and a rostering system that disrupted work-life balance. FlySafair’ s offer of a 5.7 % increase— above inflation— was rejected, showing that money alone does not resolve labour disputes. At stake were trust, fairness, and meaningful engagement. The dispute eventually moved to the Commission for Conciliation, Mediation and Arbitration( CCMA), highlighting not only the airline’ s resilience under pressure but also the broader lessons for employers navigating industrial relations.
Key Lessons for Employers
1. BUILD TRUST EARLY Trust must be nurtured before conflict arises. Transparent communication and genuine engagement create a sense of value and inclusion that reduces the likelihood of industrial action.
2. VIEW COMPENSATION HOLISTICALLY Pay must be benchmarked competitively but also placed within a wider context of fairness and employee wellbeing. Remuneration is not simply a number— it reflects recognition, respect, and alignment with company values.
3. RECOGNISE WORKING CONDITIONS MATTER Flexibility, rest, and family time are powerful motivators. For pilots, rostering was as significant as pay. Employers should treat working conditions as core to compensation.
4. ACT ON CONCERNS QUICKLY Unaddressed grievances escalate into larger disputes. Leaders should take complaints seriously, act visibly, and establish feedback systems to identify problems early.
5. ENGAGE WITH EMPATHY When conflict arises, calm, respectful dialogue is essential. Acknowledging employees’ rights while preparing contingency plans shows balance and reduces hostility.
6. USE MEDIATION CONSTRUCTIVELY External mediation should be seen as a collaborative tool, not a last resort. Early engagement with the CCMA or similar bodies demonstrates good faith and helps de-escalate disputes.
7. FOCUS ON LONG-TERM RELATIONSHIPS Trust damaged during conflict can only be rebuilt with honesty and transparency. Disputes should be treated as opportunities to improve culture and strengthen relationships.
8. MAKE CULTURE PART OF HR STRATEGY Policies and pay structures should reinforce a culture of openness and respect. Leaders must set the tone by fostering collaboration and fairness throughout the organisation. The Role of the CCMA
The CCMA, mandated under the Labour Relations Act, plays a crucial role when disputes reach a stalemate. It: Facilitates negotiations and ensures strikes or lockouts comply with legal rules. Continues mediation even once industrial action has begun.
Can, with consent, appoint an arbitrator to make binding recommendations if talks fail. In the FlySafair dispute, the CCMA remains central in bridging gaps between management and pilots, showing how mediation safeguards both rights and fairness.
Beyond Salaries: The Deeper Issues
Although both sides have signalled willingness to compromise, the FlySafair case highlights that wage disputes rarely hinge on pay alone. Trust, respect, and work-life balance are equally vital. Without addressing these underlying issues, any settlement risks being temporary. Such conflicts also affect more than finances: morale, productivity, and long-term stability are at stake. Industrial relations require a holistic approach that considers people, not just numbers.
The Bigger Picture
The FlySafair saga demonstrates that successful employee relations depend on more than competitive pay. Employers who prioritise transparent communication, empathy, and proactive mediation can prevent disputes from escalating into strikes. The lesson for business leaders is clear: wage negotiations are seldom about money alone. Workplace culture, trust, and fairness are just as critical to maintaining a stable, engaged, and productive workforce.
WORDS IN ACTION 22 AUGUST 2025