The aviation industry has been affected by the COVID-19 pandemic. The COVID-19 crisis presents new challenges for an industry that is susceptible to crises and shocks (financial crash SARS 9/11), and is unprecedented in its depth and breadth.All stakeholders must be involved and coordinated in order to ensure the industry's recovery. To ensure the industry's optimal recovery, all stakeholders must be involved and coordinated at all levels. This includes individual workers/passengers to the International Civil Aviation Organization. These immediate concerns, along with job creation, are the basis for charting a more sustainable path and ensuring that resources and public intervention are not used to produce shareholder value but instead serve to improve public health and safety.It is not necessary to mention the severity of the consequences. In 2020, the industry saw a 50% drop in the number and number of seats (a 60% decrease) and a $371 trillion decrease in gross passenger operating revenue of airlines.Many of the problems that airline workers are facing today were exaggerated by COVID-19, rather than being caused by it. These include industry fragmentation, subcontracting, outsourcing labour and an increase in precarious employment. Many workers lost their jobs due to the crisis. There was no compensation for those laid off regardless of how long they worked at the airport, airline or industry.The global focus on airlines has been largely ignored by the wider sector. It is still too early to know if standardisation in travel will be possible and how many independent service providers will be able to restart.There is also room to reimagine aviation and address the many problems arising from decades of deregulation and over-liberalization.ITF stresses the need for a comprehensive, global agreement to improve aviation. It is crucial that a new agreement be reached.Participation and use of the strengths at all levels of industry stakeholders is key to relief, rehabilitation, and reform.Internationally recognized standards and processes for safe passenger travel and work in new environments. There is a growing consensus that global initiatives should be integrated, as evidenced by the ICAO COVID-19 Aviation Recovery Task Force, the International Airports Council Airport Health Accreditation, and tools such as the IATA Travel Pass.Ensure that the state's interventions at national level are industrially and strategically focusedAirport level: All service providers and employees must work together to create, monitor, and implement new and vital healthy airport protocols and rules to ensure a healthy airport.Through collective bargaining, social dialogue and restructuring at the corporate level is possible.Recognizing the importance of global regulations and policies, this article will concentrate on the sub-national and national dimensions in order to highlight current limitations on responding.The state's financial support to the sector has been limited, patchy and targeted at a few countries. There are many countries that offer assistance, but the US and Singapore offer the best and most tailored relief for their workers and aviation industry. The enforcement package was expanded beyond airlines to include independent service providers in ground and air catering, as well as the US Coronavirus Aid, Relief and Economic Security Act (CARES Act). This was due to union lobbying by decision makers.Many other countries have Unions that believe their governments are not up to the challenge. In Australia, Canada, and the United Kingdom, they feel disappointed by the inability of the government to provide a national aviation relief program. This sector is vital for growth.While state intervention is necessary and laudable, many state support packages have not addressed the crisis and shock facing the aviation industry. To prevent the industry's continued decline, relief packages should also be focused on employees. The supply of labour will be a major challenge as the industry recovers.Airline Catering, Airline Catering, Maintenance and Repair, Ground Management, Airport Operators, Air Traffic Control (ATC), and Government Services will all be able to provide a more effective, long-term solution to the crisis. This will share the cost and burden of recovery.Many employers (independent providers services) are just below radar and will work during that crisis. In many cases, hundreds or thousands of employees receive very little to no compensation for their loss of livelihood, often in extremely precarious circumstances. Although workers who work directly at an airline or airport have more secure employment contracts, it can be difficult to find good practice pockets.Thailand is an example of the lack of coordinated responses. The Thai government tried to force the privatisation of the national carrier. The TG Union was disbanded and the entire workforce was left without union representation in the exact moment that workers needed it most. The Thai government may reverse its decision to privatize Thai Airways before the pandemic ends.British Airways (BA) and London Heathrow Airport, both UK's flagship companies, unilaterally adopted employer measures. They sought to fire workers and then rehire them in lower contracts, thereby circumventing business relations. Qantas used an Australian pandemic to plan to subcontract its land management activities.These companies decided to either throw their workers in a bus or use their weapon to force them to agree to lower terms and conditions. This causes syndicates to react, which threatens industrial peace, maintains industrial links, and alienates workers4.All such companies in Australia and Great Britain were eligible for government job retention programs to help with furlough costs and wages.The state agencies can play a greater role in assisting with recovery planning, crisis management plans, and cost sharing. Companies should not receive public money without conditions for the production of public goods.Alternately, aviation is free. The industry will be less resilient if the total price is multiplied across different industries to make these sub-optimal decisions.The state should now focus on helping the industry recover and building more resilience. This issue can be solved collaboratively by us. It will determine the future of the airline sector.The state and quasi-state entities, such as airport authorities, play an important role in convening collective spaces for bargaining and negotiating a path out of the crisis that is cost- and benefit-shared across the entire industry. The state intervention is not limited to providing short-term relief or public ownership. It can also provide the leadership and space necessary for collectively negotiating solutions in an industry that is highly fragmented.
