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      Documentary Critical of Disney, From the Disney Family

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      A harsh portrait of pay inequality at the company, premiering at Sundance on Monday, was directed by the granddaughter of one of the founders.Three years ago, Abigail E. Disney began to publicly excoriate the Walt Disney Company for its “obscene” pay inequality, with Robert A. Iger, who was then chief executive, at one end of the scale and hourly theme park workers at the other. The company founded by her grandfather and great-uncle repeatedly returned fire, at one point calling her assertions a “gross and unfair exaggeration of the facts.”But Ms. Disney has refused to back down, even though the company recently agreed to a 16 percent raise for certain theme park workers. In fact, she is escalating her campaign — and, for the first time, bringing along two of her three siblings.“The American Dream and Other Fairy Tales,” an activist-minded documentary about the pay gap between corporate haves and have-nots, will premiere on Monday as part of the Sundance Film Festival, which is being held digitally because of the pandemic. Ms. Disney and Kathleen Hughes directed the film; Ms. Disney’s sister, Susan Disney Lord, and a brother, Tim, are among the executive producers. The movie positions the entertainment company that bears their name as “ground zero of the widening inequality in America.”To paint that harsh picture, Ms. Disney and Ms. Hughes profile four Disneyland custodians, who, at the time of filming (prepandemic), earned $15 an hour. They all struggle mightily with soaring housing costs in Southern California. One says he knows Disneyland workers who have had to “make a decision between medication or food.”Intermittently, the filmmakers cut to photographs of Mr. Iger, who was Disney’s chief executive from 2005 to 2020, a period of stunning gains for stockholders (including Ms. Disney and other members of her family). Viewers are reminded that Disney awarded him a pay package in 2018 worth $65.6 million. Stock awards tied to the acquisition of 21st Century Fox assets made up 40 percent.Ms. Disney and her sister are then shown reminiscing about their grandfather, Roy O. Disney, who founded the company in 1923 with his brother, Walt. “I cannot see him taking $66 million home for a year’s work in the same year when, at the same company, people can’t afford food,” an indignant Ms. Disney says. Her sister responds, “That would never have happened — that would never have happened.”The Disney family has not been involved in managing Disney since their father, Roy E. Disney, stepped down from the board in 2003 and led a shareholder revolt that resulted in Mr. Iger’s ascension. Roy E. Disney died in 2009.The New York Times was allowed to view the film ahead of its premiere. Disney, which was not given early access, responded to queries about the film’s content and tone with the following statement:“The well-being and aspirations of our employees and cast will always be our top priority. We provide a leading and holistic employment package that includes competitive pay and comprehensive benefits for our cast members to grow their careers and care for their families. That starts with fair pay and leading entry wages, but also includes affordable medical coverage, access to tuition-free higher education, subsidized child care for eligible employees, as well as pathways for personal and professional development.”The statement added, “We are committed to building on our significant efforts to date.”Recent developments at Disneyland cut against the film’s narrative. In December, unions representing 9,500 custodians, ride operators and parking attendants ratified a new contract that lifts minimum starting pay to $18 an hour by 2023 — up from $15.45 last year, a 16 percent increase — and includes seniority-based bonuses. Disneyland has almost returned to full staffing after being closed for more than a year because of the pandemic, a spokeswoman said. The Anaheim resort employs roughly 30,000 people.Mr. Iger has also left the company. Ms. Disney tells viewers that she decided to make the film because she was frustrated and angry at his “curt” response to an email she sent him in 2018 about theme park employee pay. He declined to comment for this article.Ms. Disney has faced claims of discrimination and unfair treatment from former employees at one of her companies, Level Forward, which helps finance and produce entertainment projects with a social justice focus. (“There’s fair criticism in there,” Ms. Disney told The Hollywood Reporter last year.)In an interview via Zoom, Ms. Disney and Ms. Hughes, an Emmy-winning television newsmagazine producer, said they were “encouraged” by the Disneyland pay increase but said it wasn’t enough — that around $24 an hour was the needed “living wage.”“If everything’s different, then why did the new C.E.O. walk away with $32.5 million for a not very profitable year?” Ms. Disney said. She was referring to Bob Chapek. Disney reported $2 billion in profit for 2021, compared to a loss of $2.8 billion in 2020. Before the pandemic, Disney was generating $10 billion annually in profit.The filmmakers are still looking for a distributor. They hope to use Sundance to generate interest from Netflix, Amazon Prime Video, Apple TV+ or another Disney competitor. In addition to its condemnation of Disney, “The American Dream and Other Fairy Tales” takes on a host of complicated subjects, including the evolution of capitalism, shifting government economic policies and racial injustice.“I want changes to the entire system — from C.E.O.s generally and from Wall Street especially — that result in the recognition of the dignity and humanity of every single worker,” Ms. Disney said.Ms. Disney is a prominent member of the Patriotic Millionaires, a group that pushes for higher taxes on businesses and wealthy individuals like themselves. As she has said over the years, it is a position that some of her own family members have a difficult time understanding. (That appears to include a brother, Roy P. Disney, who has supported Mr. Iger and is not involved with “The American Dream and Other Fairy Tales.”)Lest anyone think the film is her final word on the subject of pay inequality at Disney and other companies, she ends her documentary with these words: “To be continued.” More

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      ‘Mrs. Doubtfire’ on Broadway Is Pausing to Avoid Closing

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      The musical’s producer, eager to avoid a permanent shutdown amid the virus surge, is attempting a self-imposed nine-week hiatus.In a startling illustration of the financial damage a resurgent pandemic is causing on Broadway, the producer of a new musical adaptation of “Mrs. Doubtfire” has decided to close down his show for nine weeks, saying he sees no other way to save the production.Kevin McCollum, a veteran Broadway producer whose previous credits include “Rent” and “Avenue Q,” said he would close the musical comedy beginning Jan. 10, with a plan to reopen on March 14. The move will cost 115 people their jobs for that period; McCollum said he is committed to rehiring those who want to return.“My job is to protect the jobs long-term of those who are working on ‘Mrs. Doubtfire,’ and this is the best way I can do that today,” he said in an interview. “I can’t just sit idly by when there’s a solution, albeit unprecedented and painful. I can’t guarantee anything, but at this moment this is the most prudent thing I can do with the tools I have.”McCollum said that if he does not attempt the hiatus, the show would run out of money and be forced to close within three weeks. And there is plenty of reason to believe that is not hyperbole: Five Broadway shows in December decided to close earlier than anticipated, including the musicals “Ain’t Too Proud,” “Diana,” “Jagged Little Pill” and “Waitress,” as well as the play “Thoughts of a Colored Man.”McCollum’s move, which will enable the production to stop paying salaries and most other expenses, is a novel Broadway response to the Omicron surge, but has a parallel in London, where Andrew Lloyd Webber has shuttered his new “Cinderella” musical for at least seven weeks. (It is slated to reopen Feb. 9.)“Mrs. Doubtfire,” like all Broadway shows, has been battered by the coronavirus pandemic. The production, in development for years and capitalized for $17 million, had gotten through just three preview performances in March 2020 when Broadway shut down; it was closed for 19 months before resuming previews in October, and then opened in December, bolstered by a nearly $10 million grant from the Small Business Administration.The show opened to tepid reviews — and a pan in The New York Times — but sales were nonetheless promising, McCollum said, until the Omicron variant, which was detected in New York just days before the opening, caused a spike in coronavirus cases. (The Broadway League has stopped reporting show-by-show box office grosses, making it difficult to track a production’s ups and downs with any precision.)As coronavirus cases spread among Broadway workers, “Mrs. Doubtfire” had to cancel 11 performances during the normally lucrative holiday season, continuing to pay workers while losing all box office revenue. And then, McCollum said, the show, like many others, faced a high number of consumers canceling their tickets at the last minute because of concerns about safety, confusion about what was still open and difficulty complying with vaccination rules. (“Mrs. Doubtfire” is a family-friendly show, so it is particularly affected by the evolving vaccine mandates for children.)“You’re asking me to plant a sapling in a hurricane,” McCollum said.So long as “Mrs. Doubtfire” is open, its expenses are about $700,000 a week, whether or not performances actually take place, because employees are paid even if a performance is canceled. And expenses have recently risen because of increased testing, along with additional costs associated with keeping a show going when staff members test positive.McCollum said the show grossed about $900,000 from Dec. 27 to Jan. 2, which was more than its running costs but less than the $1.3 million he had expected for the holiday week. He added he was expecting the show’s weekly grosses to drop below $400,000 following the holidays — always a soft time for Broadway, and now even more so. He said he is hopeful that by March the pandemic will have eased and tourism and group sales will strengthen.The Coronavirus Pandemic: Key Things to KnowCard 1 of 4The global surge. More

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      Hollywood Crew Union Narrowly Ratifies Its Contracts With Studios

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      Camera operators, prop makers, lighting technicians and other members of the International Alliance of Theatrical Stage Employees ratified new contracts with Hollywood studios on Monday. But the margin was perilously narrow, with many members viewing the pact as toothless in terms of preventing long working hours — the kind of conditions recently endured on the set of “Rust,” the Alec Baldwin movie where the cinematographer was killed and the director wounded.IATSE, as the union is known, uses an Electoral College-type system for contract ratification, in which local shops are assigned different numbers of delegates based on their size and all delegate votes are cast based on the majority vote at each local. IATSE said the combined delegate vote for the two contracts was 56 percent in favor, with 641 total votes from 36 locals.The popular vote, however, revealed deep division: 50.3 percent of members voted yes on both contracts. About 72 percent of 63,209 eligible members cast ballots, according to the union.Only 49.6 percent of members in Los Angeles voted yes. In other areas of the country — except the Northeast, which largely operates under a different set of unexpired contracts — the popular vote stood at 52 percent.“The vigorous debate, high turnout and close election indicates we have an unprecedented movement-building opportunity to educate members on our collective bargaining process and drive more participation in our union,” Matthew Loeb, IATSE’s president, said in a statement.In posts on Twitter, some outraged members demanded recounts and flung insults at Mr. Loeb and other IATSE officials.Under the new, three-year contracts, the studios for the first time agreed to give crews a minimum of 54 hours of rest on weekends when working five-day weeks, on par with actors. The contract includes pay increases of up to 60 percent for some workers who were previously paid near minimum wage in California. Studios also agreed to fund a roughly $400 million deficit in the union’s pension and health plan without imposing premiums or increasing the cost of health coverage.The studios include stalwarts like Disney, NBCUniversal and WarnerMedia and insurgents like Amazon, Apple and Netflix.Last week, a smattering of IATSE members held a news conference in Hollywood to criticize the proposed contract — in particular a provision allowing crews to continue to work 14-hour days. The contracts provide for 10-hour “turnarounds,” or the time between leaving a set at the end of a work period and being required to return.The shooting death last month of Halyna Hutchins, the cinematographer for “Rust,” and the wounding of Joel Souza, the film’s director, thrust concerns about crew rest into the spotlight. Hours before Mr. Baldwin fired a gun being used as a prop — he had been told the firearm was “cold,” meaning that it contained no live ammunition, according to an affidavit — a half dozen camera technicians walked off the set to protest working conditions. Their complaints included marathon work days, long commutes to the set (cutting into turnaround rest time) and delayed paychecks.IATSE and the studios reached a tentative agreement for a new pact on Oct. 16, averting a threatened strike, which would have come at a particularly bad time for Hollywood. Studios have been scrambling to make up for lost production time during the coronavirus pandemic. Another shutdown would have left content cupboards dangerously bare — particularly at streaming services, which have become crucial to the standing of some of the companies on Wall Street. More

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      in Television

      'Squid Game,' the Netflix Hit, Taps South Korean Fears

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      The dystopian Netflix hit taps South Korea’s worries about costly housing and scarce jobs, concerns familiar to its U.S. and international viewers.In “Squid Game,” the hit dystopian television show on Netflix, 456 people facing severe debt and financial despair play a series of deadly children’s games to win a $38 million cash prize in South Korea.Koo Yong-hyun, a 35-year-old office worker in Seoul, has never had to face down masked homicidal guards or competitors out to slit his throat, like the characters in the show do. But Mr. Koo, who binge-watched “Squid Game” in a single night, said he empathized with the characters and their struggle to survive in the country’s deeply unequal society.Mr. Koo, who got by on freelance gigs and government unemployment checks after he lost his steady job, said it is “almost impossible to live comfortably with a regular employee’s salary” in a city with runaway housing prices. Like many young people in South Korea and elsewhere, Mr. Koo sees a growing competition to grab a slice of a shrinking pie, just like the contestants in “Squid Game.”Those similarities have helped turn the nine-episode drama into an unlikely international sensation. “Squid Game” is now the top-ranked show in the United States on Netflix and is on its way to becoming one of the most-watched shows in the streaming service’s history. “There’s a very good chance it will be our biggest show ever,” Ted Sarandos, a co-chief executive at Netflix, said during a recent business conference.Culturally, the show has sparked an online embrace of its distinct visuals, especially the black masks decorated with simple squares and triangles worn by the anonymous guards, and a global curiosity for the Korean children’s games that underpin the deadly competitions. Recipes for dalgona, the sugary Korean treat at the center of one especially tense showdown, have gone viral.A shop in Seoul selling “Squid Game”-themed dalgona.Heo Ran/ReutersLike “The Hunger Games” books and movies, “Squid Game” holds its audience with its violent tone, cynical plot and — spoiler alert! — a willingness to kill off fan-favorite characters. But it has also tapped a sense familiar to people in the United States, Western Europe and other places, that prosperity in nominally rich countries has become increasingly difficult to achieve, as wealth disparities widen and home prices rise past affordable levels.“The stories and the problems of the characters are extremely personalized but also reflect the problems and realities of Korean society,” Hwang Dong-hyuk, the show’s creator, said in an email. He wrote the script in 2008 as a film, when many of these trends had become evident, but overhauled it to reflect new worries, including the impact of the coronavirus. (Minyoung Kim, the head of content for the Asia-Pacific region at Netflix, said the company was in talks with Mr. Hwang about producing a second season.)“Squid Game” is only the latest South Korean cultural export to win a global audience by tapping into the country’s deep feelings of inequality and ebbing opportunities. “Parasite,” the 2019 film that won best picture at the Oscars, paired a desperate family of grifters with the oblivious members of a rich Seoul household. “Burning,” a 2018 art-house hit, built tension by pitting a young deliveryman against a well-to-do rival for a woman’s attention.The masked guards in “Squid Game” mete out violence during the competitions.NetflixSouth Korea boomed in the postwar era, making it one of the richest countries in Asia and leading some economists to call its rise the “miracle on the Han River.” But wealth disparity has worsened as the economy has matured.“South Koreans used to have a collective community spirit,” says Yun Suk-jin, a drama critic and professor of modern literature at Chungnam National University. But the Asian financial crisis in the late 1990s undermined the nation’s positive growth story and “made everyone fight for themselves.”The country now ranks No. 11 using the Gini coefficient, one measure of income inequality, among the members of the Organization for Economic Cooperation and Development, the research group for the world’s richest nations. (The United States is ranked No. 6.)As South Korean families have tried to keep up, household debt has mounted, prompting some economists to warn that the debt could hold back the economy. Home prices have surged to the point where housing affordability has become a hot-button political topic. Prices in Seoul have soared by over 50 percent during the tenure of the country’s president, Moon Jae-in, and led to a political scandal.“Squid Game” lays bare the irony between the social pressure to succeed in South Korea and the difficulty of doing just that, said Shin Yeeun, who graduated from college in January 2020, just before the pandemic hit. Now 27, she said she had spent over a year looking for steady work.“It’s really difficult for people in their 20s to find a full-time job these days,” she said.South Korea has also suffered a sharp drop in births, generated partly by a sense among young people that raising children is too expensive.“In South Korea, all parents want to send their kids to the best schools,” Ms. Shin said. “To do that you have to live in the best neighborhoods.” That would require saving enough money to buy a house, a goal so unrealistic “that I’ve never even bothered calculating how long it will take me,” Ms. Shin said.Characters in the show receive invitations to participate in the Squid Game.Netflix“Squid Game” revolves around Seong Gi-hun, a gambling addict in his 40s who doesn’t have the means to buy his daughter a proper birthday present or pay for his aging mother’s medical expenses. One day he is offered a chance to participate in the Squid Game, a private event run for the entertainment of wealthy individuals. To claim the $38 million prize, contestants must pass through six rounds of traditional Korean children’s games. Failure means death.The 456 contestants speak directly to many of the country’s anxieties. One is a graduate from Seoul National University, the nation’s top university, who is wanted for mishandling his clients’ funds. Another is a North Korean defector who needs to take care of her brother and help her mother escape from the North. Another character is an immigrant laborer whose boss refuses to pay his wages.The characters have resonated with South Korean youth who don’t see a chance to advance in society. Known locally as the “dirt spoon” generation, many are obsessed with ways to get rich quickly, like with cryptocurrencies and the lottery. South Korea has one of the largest markets for virtual currency in the world.Like the prize money in the show, cryptocurrencies give “people the chance to change their lives in a second,” said Mr. Koo, the office worker. Mr. Koo, whose previous employer went out of business during the pandemic, said the difficulty of earning money is one reason South Koreans are so obsessed with making a quick buck.“I wonder how many people would participate if ‘Squid Game’ was held in real life,” he said.Seong Gi-hun, the show’s protagonist, entering an arena for one of the games.Netflix More

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      in Music

      Met Opera Reaches Deal With Orchestra, Paving Way for Reopening

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      The labor deal means that the company, the largest performing arts organization in the nation, is on track to reopen next month after the pandemic kept it closed for more than a year.The Metropolitan Opera has struck a labor deal with its orchestra, officials announced Tuesday, paving the way for its musicians to return to work and for the company, the largest performing arts organization in the nation, to resume performances next month after being shut down for more than a year by the pandemic.After months of uncertainty, and talks that grew contentious at times, the Met said that the players had ratified a labor deal reached with the union representing the orchestra, Local 802 of the American Federation of Musicians. The musicians were scheduled to return to work on Monday for their first official rehearsal since the pandemic closed the opera house in March 2020.The agreement concludes several months of tension over how significant future pay cuts would be for musicians, who went for nearly a year without pay during the pandemic.“The members of the Met’s great orchestra have been through Herculean challenges during the 16 months of the shutdown, as we struggled to keep the company intact,” Peter Gelb, the Met’s general manager, said in a statement. “Now, we look forward to rebuilding and returning to action.”The group was the last of the three major Met unions to come to an agreement; without a deal on a new contract for the orchestra, the Met would have likely had to postpone its reopening. Several smaller unions have yet to reach deals.In a joint statement, Adam Krauthamer, the president of Local 802, and the members of the Met’s orchestra committee said that they were “thrilled to be returning to regular performances very soon, and look forward to reconnecting with our audiences.”The four-year deal with the musicians institutes pay cuts of 3.7 percent, with provisions to begin restoring some of that pay after the Met’s box office revenues return to 90 percent of their prepandemic levels, according to a copy of the memorandum of understanding that was obtained by The New York Times and confirmed by participants.A significant amount of the savings in the deal appears to come from reducing the minimum size of the Met’s full-time orchestra to 83 players through attrition, according to the memorandum, down from its current minimum of 90. Many players retired during the pandemic; by not filling all those positions, the Met will save money and rely more on extra players.In recent years, symphony orchestras around the country have sought to save money by cutting back the number of regular full-time players.The Met had been seeking deep cuts. Citing the staggering revenue losses resulting from the pandemic, and the uncertainty over when its box office and donations would rebound, the Met had been seeking to cut the payroll costs for its highest-paid unions by 30 percent, saying that the change in take-home pay would be more like 20 percent. It had offered to restore half of the cuts when ticket revenues and core donations returned to their prepandemic levels.The first of the unions to reach an agreement, the American Guild of Musical Artists — which represents chorus members, soloists, dancers and stage managers, among others — secured salary cuts that fell far short of the management proposal; under the agreement, most types of employees in the union will initially see 3.7 percent cuts to their pay. But that deal saved the Met money, moving the members from the Met’s health insurance plan to the union’s, and by reducing the size of the full-time regular chorus.That contract had been expected to set the pattern for the level of savings expected in deals with the other two major unions, which represent the Met’s stagehands and its orchestra. A provision in the guild’s deal stated that if the other unions struck more favorable deals, the guild’s contract would be adjusted to be brought in line with them.Along with the news of the deal with the orchestra, the Met announced that the orchestra and chorus would give two free performances of Mahler’s Symphony No. 2, “Resurrection,” in Damrosch Park at Lincoln Center on Sept. 4 and 5, conducted by the Met’s music director, Yannick Nézet-Séguin, and featuring the soprano Ying Fang and mezzo-soprano Denyce Graves as soloists. (It also announced a new annual chamber music series of six concerts at Carnegie Hall’s Weill Recital Hall.)The Met will give its first performance back at the opera house on Sept. 11 with a special concert of Verdi’s Requiem to mark the 20th anniversary of the attacks. The concert will be broadcast live on PBS, hosted by the ballet star Misty Copeland.The Met’s season is scheduled to open on Sept. 27 with Terence Blanchard’s “Fire Shut Up in My Bones,” the first time the Met is mounting an opera by a Black composer. More

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      The Fate of the Met Opera’s Fall Season Lies in Its Orchestra Pit

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      The company has reached deals with the unions representing its chorus and stagehands. Now, to reopen in September, it needs to make a deal with its musicians.When the Metropolitan Opera’s stagehands finally returned to work last week after an agonizingly long furlough that was followed by a seven-month lockout as they negotiated a new contract with pay cuts, they found a time-capsule backstage.The wings were crammed with the mammoth sets of the operas that were in rotation when the pandemic forced the Met to abruptly close its doors on March 12, 2020: “Der Fliegende Holländer,” “Werther,” and “La Cenerentola,” which had been scheduled to open that night. All had to be carted away and placed in storage so the company could begin preparing to reopen in September after the prolonged shutdown.The stagehands returned after reaching a deal in a dramatic all-night bargaining session earlier this month in List Hall, the small auditorium where the Opera Quiz is held during the Met’s Saturday matinee radio broadcasts. Management and representatives of the stagehands’ union, Local One of the International Alliance of Theatrical Stage Employees — all of whom were required to be vaccinated to attend negotiating sessions — talked through the night, capping the deal with a 7 a.m. handshake.“We were coming down to the wire,” said James J. Claffey Jr., the president of Local One. “If talks had dragged on any longer it may have been impossible to prepare the opera house for a September opening.”James J. Claffey Jr., president of Local One of the International Alliance of Theatrical Stage Employees, outside Lincoln Center in May.Sara Krulwich/The New York TimesThe deal with the stage hands, which followed one that was struck in May with the union representing the Met’s chorus, soloists, dancers, actors and stage managers, increases the likelihood that the Met will be able to reopen on schedule after one of the most trying periods in its history. But a significant obstacle remains: The company has yet to reach a deal on the pay cuts it is seeking from the musicians in its orchestra, who went unpaid for nearly a year after the company closed.“The Met has a simple decision to make,” Adam Krauthamer, the president of Local 802 of the American Federation of Musicians, which started negotiating with the opera company more than three months ago, said in a statement. “Do they want to continue to have a world-class orchestra? If so, they will need to invest accordingly.”The Met, which said that it lost $150 million in earned revenue during the pandemic, and is concerned that it could be some time before its box office revenues return to prepandemic levels, has said that it needs to cut the pay of its workers in order to survive. Peter Gelb, the Met’s general manager, initially sought to cut the payroll costs for its highest-paid unions by 30 percent, which the company said would effectively cut take-home pay by around 20 percent. (Last week, the Met learned that it would receive $10 million from the Shuttered Venue Operators Grant program, an expected boost from the federal government that has been delayed by bureaucratic mishaps.)In the stagehands’ absence, the opera house fell into some disrepair. Amr Alfiky/The New York TimesThe first of the Met’s three major unions to reach an agreement on a new contract was the American Guild of Musical Artists, which represents chorus members, soloists, dancers and stage managers, among others. The salary cuts fell far short of the management proposal — under the agreement most types of employees will initially see 3.7 percent cuts to their pay — but the deal saves a significant amount of money by moving members to the union’s health insurance plan and reducing the size of the full-time regular chorus..css-1xzcza9{list-style-type:disc;padding-inline-start:1em;}.css-3btd0c{font-family:nyt-franklin,helvetica,arial,sans-serif;font-size:1rem;line-height:1.375rem;color:#333;margin-bottom:0.78125rem;}@media (min-width:740px){.css-3btd0c{font-size:1.0625rem;line-height:1.5rem;margin-bottom:0.9375rem;}}.css-3btd0c strong{font-weight:600;}.css-3btd0c em{font-style:italic;}.css-w739ur{margin:0 auto 5px;font-family:nyt-franklin,helvetica,arial,sans-serif;font-weight:700;font-size:1.125rem;line-height:1.3125rem;color:#121212;}#NYT_BELOW_MAIN_CONTENT_REGION .css-w739ur{font-family:nyt-cheltenham,georgia,’times new roman’,times,serif;font-weight:700;font-size:1.375rem;line-height:1.625rem;}@media (min-width:740px){#NYT_BELOW_MAIN_CONTENT_REGION .css-w739ur{font-size:1.6875rem;line-height:1.875rem;}}@media (min-width:740px){.css-w739ur{font-size:1.25rem;line-height:1.4375rem;}}.css-9s9ecg{margin-bottom:15px;}.css-uf1ume{display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-box-pack:justify;-webkit-justify-content:space-between;-ms-flex-pack:justify;justify-content:space-between;}.css-wxi1cx{display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-flex-direction:column;-ms-flex-direction:column;flex-direction:column;-webkit-align-self:flex-end;-ms-flex-item-align:end;align-self:flex-end;}.css-12vbvwq{background-color:white;border:1px solid #e2e2e2;width:calc(100% – 40px);max-width:600px;margin:1.5rem auto 1.9rem;padding:15px;box-sizing:border-box;}@media (min-width:740px){.css-12vbvwq{padding:20px;width:100%;}}.css-12vbvwq:focus{outline:1px solid #e2e2e2;}#NYT_BELOW_MAIN_CONTENT_REGION .css-12vbvwq{border:none;padding:10px 0 0;border-top:2px solid #121212;}.css-12vbvwq[data-truncated] .css-rdoyk0{-webkit-transform:rotate(0deg);-ms-transform:rotate(0deg);transform:rotate(0deg);}.css-12vbvwq[data-truncated] .css-eb027h{max-height:300px;overflow:hidden;-webkit-transition:none;transition:none;}.css-12vbvwq[data-truncated] .css-5gimkt:after{content:’See more’;}.css-12vbvwq[data-truncated] .css-6mllg9{opacity:1;}.css-qjk116{margin:0 auto;overflow:hidden;}.css-qjk116 strong{font-weight:700;}.css-qjk116 em{font-style:italic;}.css-qjk116 a{color:#326891;-webkit-text-decoration:underline;text-decoration:underline;text-underline-offset:1px;-webkit-text-decoration-thickness:1px;text-decoration-thickness:1px;-webkit-text-decoration-color:#326891;text-decoration-color:#326891;}.css-qjk116 a:visited{color:#326891;-webkit-text-decoration-color:#326891;text-decoration-color:#326891;}.css-qjk116 a:hover{-webkit-text-decoration:none;text-decoration:none;}The details of the agreement with Local One — including how long and lasting the pay cuts will be, and whether there will be changes to work rules or other cost savings — will not be released until July 18, when the union’s members vote on whether to ratify it.In the stagehands’ absence, the opera house fell into some disrepair. Some wheels on the wagons that haul sets and scenery had gone flat. The hydraulics system was in serious need of maintenance. At one point during the shutdown, two scenic backdrops fell to the ground.The Occupational Safety and Health Administration received notice that the backdrops had fallen, as well as a report of mold at the base of the orchestra pit, according to a letter from the agency to the Met. The Met said it had responded to the government inquiry and that the case had been closed; it denied that there had been mold in the orchestra pit.The company typically spends its summer preparing for the new season, including by holding technical rehearsals of new productions, adding to the pressure to reach a deal with the stage hands.But the successful negotiations did not entirely stave off delay and cancellation. Because the stagehands are starting work later than normal, the Met’s technical rehearsals must be moved from the beginning of August to the end of the month; as a result, the Met has decided to cancel one of its fall season operas, “Iphigénie en Tauride” which was supposed to run from Sept. 29 through Oct. 15, the company said. The season is scheduled to open on Sept. 27 with “Fire Shut Up in My Bones,” the first time the Met is mounting an opera by a Black composer.The orchestra pit at the Met during the pandemic shutdown.Victor Llorente for The New York TimesThe Met said in a statement, “We’re pleased that our stagehands will now be immediately returning to work and that we have a clearer path to opening our season on schedule in September.”The deal reached with the American Guild of Musical Artists is likely to set the pattern for the amount of cost savings with other unions. Part of the guild’s deal included a provision that if the other unions struck deals that save the Met less money, proportionally, than in the guild’s contract, the guild will recoup the money back. That means the Met’s negotiators will feel limited in how much they can offer the other unions.Still, not all guild members are happy with the deal. Soloists, who will see their pay cut by a significantly higher percentage, largely voted against the plan, but their opposition was not enough to forestall ratification.While the pressure was on the stagehands to return to work as soon as possible, the musicians have more breathing room. At the core of these negotiations is a battle to maintain the work rules that musicians have fought for over decades. The relationship between the company and the union members was tested during the pandemic, when players went without pay for nearly a year and some were forced to move out of the New York City area to save money or to contemplate selling their prized instruments.If the Met, which works with 15 unions, can attain agreements with the three major locals, it will have a clear path to reopening on schedule, but there will likely still be more negotiating to be done. The unions that represent scenic artists and box office staff also have contracts up for negotiation.Carl Mulert, the national business agent for Local 829 of United Scenic Artists, said that the negotiations will start out from a place of tension after the Met outsourced some of the union members’ work overseas and across the country as a result of the stagehand lockout.“The Met has so alienated people and so angered the people who have dedicated their lives to this organization that it’s going to be even harder to make a deal,” he said. “The good will we might have had eight months ago is gone.” More

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      in Music

      Met Opera Strikes Deal With Stagehands Over Pandemic Pay

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      The company now has agreements with two of its three largest unions, opening a path to reopening on schedule in September.The Metropolitan Opera has reached a tentative agreement for a new contract with the union that represents its stagehands, increasing the likelihood that the company will return to the stage in September after its longest-ever shutdown.The deal was reached early Saturday morning, and the union is planning to brief its leaders and members after the Fourth of July holiday, said a spokesman for the union, Local One of the International Alliance of Theatrical Stage Employees. The union and the company declined to share details of the deal, which must be voted on by the union’s members.The company’s roughly 300 stagehands were locked out late last year because of a disagreement over how long and lasting pandemic pay cuts would be. But the opera house is in desperate need of workers to ready its complex operations if it is to reopen in less than three months. The pressure on the talks increased as the two sides negotiated for nearly four weeks.The Met, which has said that it has lost more than $150 million in earned revenues since the pandemic forced it to close in March 2020, has asked for significant cuts to the take-home pay of the members of its unions. Peter Gelb, the company’s general manager, has said that in order to survive the pandemic and prosper beyond it, the company must cut payroll costs for those unions by 30 percent, effectively cutting take-home pay by around 20 percent. Union leaders have resisted the proposed cuts, arguing that many of its members already went many months without pay.A spokeswoman for the Met declined to comment on the deal.Because of the Local One lockout, the Met outsourced some of its set-building work to Wales and California, a move that angered union members who struggled during the pandemic. Those sets have been shipped to New York City, where many hours of labor are still needed to get productions up and running.Of the other two major Met unions, one, which represents the orchestra, is still in negotiations. The contract with the other, the American Guild of Musical Artists, which includes chorus members, soloists and stage managers, saved money by modestly cutting pay, moving members from the Met’s health insurance plan to the union’s, and reducing the size of the regular chorus. The projected savings fall short of Mr. Gelb’s demand for a 30 percent payroll cut. More

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      Review: ‘Sisters on Track,’ ‘LFG’ and the Price of Star Power

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      Two documentaries explore the flaws of the financial reward systems in elite sports and their effects on the athletes involved.Two documentaries, “Sisters on Track” and “LFG,” explore the achievements of world-class athletes and, more intriguingly, the way money is allocated within sports.“Sisters on Track” follows Tai, Rainn and Brooke Sheppard, three preteen sisters who qualified as junior Olympians in track. The film begins in their first moments of national recognition, as they are invited on to shows like “The View” to discuss their family’s achievements. At the time, their mother was single, working minimum-wage jobs that were insufficient to cover their rent in Brooklyn. The Sheppard family was living in a homeless shelter, and their athletic success is presented as a story of resilience.The documentarians Corinne van der Borch and Tone Grottjord-Glenne show how this flash of national attention granted them immediate opportunity, including an offer by the entertainer Tyler Perry to pay for the family’s housing for two years. Their film follows the Sheppard sisters in vérité style through this period, as their mother, Tonia, and their coach, Jean, guide them through middle school, puberty, nerves and indecision. The shared dream is for all three girls to earn college scholarships.“Sisters on Track” shows a family working within the imperfect system that controls the financial rewards available to them. By contrast, the subjects of “LFG,” (it stands for a soccer rallying cry), are looking to upend the entire pay structure of their sport. The documentary follows the U.S. women’s soccer team as the players pursue a lawsuit against their employer, the United States Soccer Federation, for institutionalized sex discrimination.Soccer stars like Megan Rapinoe, Christen Press and Jessica McDonald explain how the women’s team has to win more games, secure more viewers and generate more revenue to make a wage that is comparable to that of the men’s team. In talking-head interviews with the documentary’s directors, Andrea Nix Fine and Sean Fine, the teammates express their hopes that future generations of girls will be able to earn a living as athletes without having to maintain an unparalleled record within their sport.Jessica McDonald in the soccer documentary “LFG”.HBO MaxBoth films are conventional in cinematic style, and they constitute the kind of feel-good entertainment that is easy to recommend. But what is timely and interesting — even thorny — about these films is their focus on the economic opportunities generated by athletic achievement. For the Sheppard family, continued track success pushes closed doors open, granting the sisters access to shelter, scholarships and private school admissions that might have otherwise been beyond their means. But as they plan ahead for college — its opportunities and its expenses — they know they have to maintain their national records if they want to translate early success into lifelong stability.Unlike the Sheppards, who are at the start of their athletic careers, the women of the national soccer team have already proven themselves as world champions. But their astronomical achievements have not translated into astronomical earnings, suggesting that a glass ceiling looms over all women in sports. Both documentaries question how much success women must achieve to attain financial stability, and both films find that it’s not enough to be very good. To translate physical ability into financial gain, you have to be the best in the country, if not the best in the world.Though both movies are peppered with promises that everything will work out in the long run, they also function as documents of the exploitation that elite athletes experience. Here, superhuman strength runs straight into all-too-recognizable barriers — poor working conditions, low wages, discrimination, corporate greed. The subjects of “Sisters on Track” and “LFG” confront challenges with the mentality of champions, but that doesn’t make the opposition any less daunting.LFGNot rated. Running time: 1 hour 45 minutes. Watch on HBO Max.Sisters on TrackRated PG. Running time: 1 hour 36 minutes. Watch on Netflix. More