Rights AS Adminis HRM CLOSE-UP w Colin Copp, now Jazz's president Transparency, understanding, making sure that you're focused on not just the interests of the company, but the interests of all involved IN EARLY 2015. Jazz Aviation reached an 11-year agreement with its almost 1.200 unionized pilots. In a field as ever-changing as the airline industry, a contract of that duration was practically unheard of, but it was merely the latest ina history of labour accomplishments by one of the largest regional airlines in the world Established in 2001 after Air Canada merged its 4 regional airlines into I single entity initially known as Air Canada Regional, the wholly owned subsidiary was renamed, rebranded, und unveiled as Air Canada Jazz the The procedure had been a long and complex one that had involved no fewer than 20 collective agreements with Lions representing everyone from Pilots to maintenance staff. One of those most heavily involved in the process are key." "I had the responsibility to merge all these carriers from a labour rela tions perspective," he explains. "One of the things we started to do back then was to really look at...building a rela- tionship with the unions that would be supportive of some of their interests and needs." Having attended Trinity Western University's aviation program and holding a pilot's licence, Copp had entered the airline industry as a flight dispatcher in 1989 and worked his way up to director of operations at AirBC. Although originally drawn by an interest in aviation, he soon found himself equally captivated by labour relations "Once I was in the business, what got me interested in labour relations and senior management were the challenges." Copp explains. "The need for change and how you get through change: how you manage change: how you execute change: how you strate- gize around change. That's what has driven me into the labour relations world and then from there into the executive world, where we're really dealing with trying to find solutions around large global problems that are typically always related in some way Colin Copp, President, Jazz Aviation LP owing year. Copp quickly realized that the single biggest and most important asset was its people. "You really are dealing with a commodity product that's dependent on labour in all ways, so you're depen- dent on pilots, you're dependent on flight attendants, you're dependent on maintenance," he says. to employees." Although many may think of air craft as the backbone of any airline. Rights AS Adminis HRM CLOSE-UP w Colin Copp, now Jazz's president Transparency, understanding, making sure that you're focused on not just the interests of the company, but the interests of all involved IN EARLY 2015. Jazz Aviation reached an 11-year agreement with its almost 1.200 unionized pilots. In a field as ever-changing as the airline industry, a contract of that duration was practically unheard of, but it was merely the latest ina history of labour accomplishments by one of the largest regional airlines in the world Established in 2001 after Air Canada merged its 4 regional airlines into I single entity initially known as Air Canada Regional, the wholly owned subsidiary was renamed, rebranded, und unveiled as Air Canada Jazz the The procedure had been a long and complex one that had involved no fewer than 20 collective agreements with Lions representing everyone from Pilots to maintenance staff. One of those most heavily involved in the process are key." "I had the responsibility to merge all these carriers from a labour rela tions perspective," he explains. "One of the things we started to do back then was to really look at...building a rela- tionship with the unions that would be supportive of some of their interests and needs." Having attended Trinity Western University's aviation program and holding a pilot's licence, Copp had entered the airline industry as a flight dispatcher in 1989 and worked his way up to director of operations at AirBC. Although originally drawn by an interest in aviation, he soon found himself equally captivated by labour relations "Once I was in the business, what got me interested in labour relations and senior management were the challenges." Copp explains. "The need for change and how you get through change: how you manage change: how you execute change: how you strate- gize around change. That's what has driven me into the labour relations world and then from there into the executive world, where we're really dealing with trying to find solutions around large global problems that are typically always related in some way Colin Copp, President, Jazz Aviation LP owing year. Copp quickly realized that the single biggest and most important asset was its people. "You really are dealing with a commodity product that's dependent on labour in all ways, so you're depen- dent on pilots, you're dependent on flight attendants, you're dependent on maintenance," he says. to employees." Although many may think of air craft as the backbone of any airline