QF A321XLR’s
There was a rumour on another forum a few weeks ago about an announcement to bring the order count of A220s to 99. Might be complete rubbish though.
What AOC’s make sense for the A-220’s?
What AOC’s make sense for the XLR’s?
It seem strange to me that Qantas have opted for no in seat entertainment on 220’s but they have quite long legs, are they planning on skinny east coast routes?
Also, I can’t imagine it being worth while for some SH pilots to be 220 rated and some Airbus rated so I imagine no 220’s for mainline, yes?
What AOC’s make sense for the XLR’s?
It seem strange to me that Qantas have opted for no in seat entertainment on 220’s but they have quite long legs, are they planning on skinny east coast routes?
Also, I can’t imagine it being worth while for some SH pilots to be 220 rated and some Airbus rated so I imagine no 220’s for mainline, yes?
What AOC’s make sense for the A-220’s?
What AOC’s make sense for the XLR’s?
It seem strange to me that Qantas have opted for no in seat entertainment on 220’s but they have quite long legs, are they planning on skinny east coast routes?
Also, I can’t imagine it being worth while for some SH pilots to be 220 rated and some Airbus rated so I imagine no 220’s for mainline, yes?
What AOC’s make sense for the XLR’s?
It seem strange to me that Qantas have opted for no in seat entertainment on 220’s but they have quite long legs, are they planning on skinny east coast routes?
Also, I can’t imagine it being worth while for some SH pilots to be 220 rated and some Airbus rated so I imagine no 220’s for mainline, yes?
There are battery powered portable wifi media servers shoved into overhead lockers - airlines don't even need to add systems that are powered by the aircraft these days.
Saves weight and saves maintenance costs on TVs/controls. All travellers carry a phone, and seasoned travellers carry a tablet or laptop.
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It may be helpful to realise that Qantas always acts in bad faith. They act in bad faith with their customers in a variety of ways. They act in bad faith with their loyalty members in a variety of ways. They continue to act in bad faith with their former ground staff, their current cabin crew contractors and the various pilot groups. They allowed Joyce to profit by insider trading to the detriment of the shareholders.They threatened redundancy during covid to get pilots to surrender vacation entitlements. They. bargain in bad faith (mandatory pay freeze, anyone?) yet accuse others of being intractable . They use cheap industrial wedge tactics to lower their cost base, then increase executive compensation with the savings.
Qantas will always do what is best for the executives. Period.
On crewing the A220: It would be completely in character for Qantas to threaten redundancy to a pilot with two years service but “offering” instead a five year contract on the 220. Using a QF seniority number as a handcuff is exactly the kind of cynical ploy I have come to expect from them. Any resulting ill will would be someone else’s problem.
Qantas will always do what is best for the executives. Period.
On crewing the A220: It would be completely in character for Qantas to threaten redundancy to a pilot with two years service but “offering” instead a five year contract on the 220. Using a QF seniority number as a handcuff is exactly the kind of cynical ploy I have come to expect from them. Any resulting ill will would be someone else’s problem.
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How about the Qantas group announce another 35 XLRs, and SH will be presented with various SI's to secure the aircraft (on top of the existing variations)?
Is SH in negotiations currently/shortly?
Seems rather coincidental the timing of that if so.
Is SH in negotiations currently/shortly?
Seems rather coincidental the timing of that if so.
When you're checking out your work agreements, make sure you're up to speed on any changes made during the Winton mid EA update. Pretty soon, I'd expect to bring in the A220 in Mainline and Network will focus only on Charter , not rpt.
Consultants will recommend that the company handle ground services themselves instead of using SwissPort,they'll also mentioned the business has too many managers and systems doing the same thing, and there's a ton of job applications coming in, mostly for one department while others aren't doing so hot (NJS Network).
Just a heads up on the financial side: the latest yearly results showed the JQ operation making $404 million, while the QF Domestic arm (including Links) pulled in a whopping $1.27 billion. The smaller planes like Cheap Ejets, Mining, and Dash 8s aren't making nearly as much as the 75 B737s. Keep an eye out for similar numbers in the results coming out this Thursday.
Strategic Imperatives might be Mascots Magic Place but that place is definitely , fictitious now.
Consultants will recommend that the company handle ground services themselves instead of using SwissPort,they'll also mentioned the business has too many managers and systems doing the same thing, and there's a ton of job applications coming in, mostly for one department while others aren't doing so hot (NJS Network).
Just a heads up on the financial side: the latest yearly results showed the JQ operation making $404 million, while the QF Domestic arm (including Links) pulled in a whopping $1.27 billion. The smaller planes like Cheap Ejets, Mining, and Dash 8s aren't making nearly as much as the 75 B737s. Keep an eye out for similar numbers in the results coming out this Thursday.
Strategic Imperatives might be Mascots Magic Place but that place is definitely , fictitious now.
Genuine question it is, I've had the odd cursory look at Qantas results and never noticed a break down as detailed as fleet types, yet every airline I've worked for has had unsubstantiated claims about how much one fleet makes over another or what the lease rates are for xyz etc.
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Is this actually published anywhere or is it just old mate on the flight deck next to you spouting bull excrement?
Genuine question it is, I've had the odd cursory look at Qantas results and never noticed a break down as detailed as fleet types, yet every airline I've worked for has had unsubstantiated claims about how much one fleet makes over another or what the lease rates are for xyz etc.
Genuine question it is, I've had the odd cursory look at Qantas results and never noticed a break down as detailed as fleet types, yet every airline I've worked for has had unsubstantiated claims about how much one fleet makes over another or what the lease rates are for xyz etc.
75 737s are always going to earn more than 30 e190s or a handful of 717s.
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Lapon pinkpanther1 No the reports do not seperate.The ratio per aircraft for the JQ fleet is approximately $4.9 million / aircraft (81) and for the QF fleet is approximately $6.8 million / aircraft (185). Very simplistic overview indeed a plethora of variables not included as , they're not available!. Anyway we digress.
On crewing the A220: It would be completely in character for Qantas to threaten redundancy to a pilot with two years service but “offering” instead a five year contract on the 220. Using a QF seniority number as a handcuff is exactly the kind of cynical ploy I have come to expect from them. Any resulting ill will would be someone else’s problem.
Zero f()cks left to give…
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don’t forget to tell them that our work has been outsourced so much that people just no longer give a flying f()ck if the jets go out on time.
An important thing for QF to understand is that pilots and Engineers used to see it as a mark of pride to depart on time. They developed habits and practices over many years to mitigate possible delay factors, they would have their fuel order sorted on the previous sector so that they could file the order quick smart once a final weather check was done, they would be ahead of flight planning regarding changes to the TAF or curfew issues, they would be liaising actively with the CSM about calling boarding at specific times to absorb potential bottlenecks, they’d ensure all parties were across fail to boards as soon as possible to avoid delays waiting for bags to be offloaded, complex MEL’s ( although previously rare) would be read an understood in advance to allow normal departure times, plus another 100 nuanced actions that presented themselves in a normal day. They did all this even when being threatened with outsourcing etc.
Then slowly, it has dawned on most pilots that even with all of this non stop mental activity and resultant action, the system has decayed to such an extent that the aircraft are going to run late regardless due to a lack of investment and insight into what he activity ( airline ops) actually is. The managers making these mistakes are still treating them in the same old fashion, and the feeling of pride from departing safely on time is a mugs game.
I have noticed that I have subconsciously drawn back one step. I now get my sense of pride from operating as close to SOP’s as I reasonably can while providing the best customer and crew interaction/ leadership that I can in the circumstances. There are opportunities every single day now to take the edge off customer and crew frustrations through thoughtful PA’s , discussions and briefing sessions, I can’t take much of the frustration away, but I can at least provide one stable, calm and reliable element in amongst what is really an embarrassing industry to be part of.
So what does this mean for OTP? If other pilots have reacted anything like me, then OTP has slipped from being tucked tightly in behind safety, to a metric that is out of my control and ‘will be what it will be’ to a large extent.
So, congratulations managers, you had an incredible resource which made you millions and millions each year and that resource was ‘ constant striving for OTP by thousands of high quality and experienced human brains’. Those high quality and experienced brains are still there, but they aren’t working on your project anymore, they’ve switched their attention to simply ensuring the bare minimums of aviation safety are met.
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This is an important point for QF to understand. I have very little hope that the decision makers will ever understand it though because there is nobody amongst them that has done it. No pilots or Engineers are included at the decision making level. As such they employ McKinsey to fix the problem…..no pilots or Engineers involved there either….crazy.
An important thing for QF to understand is that pilots and Engineers used to see it as a mark of pride to depart on time. They developed habits and practices over many years to mitigate possible delay factors, they would have their fuel order sorted on the previous sector so that they could file the order quick smart once a final weather check was done, they would be ahead of flight planning regarding changes to the TAF or curfew issues, they would be liaising actively with the CSM about calling boarding at specific times to absorb potential bottlenecks, they’d ensure all parties were across fail to boards as soon as possible to avoid delays waiting for bags to be offloaded, complex MEL’s ( although previously rare) would be read an understood in advance to allow normal departure times, plus another 100 nuanced actions that presented themselves in a normal day. They did all this even when being threatened with outsourcing etc.
Then slowly, it has dawned on most pilots that even with all of this non stop mental activity and resultant action, the system has decayed to such an extent that the aircraft are going to run late regardless due to a lack of investment and insight into what he activity ( airline ops) actually is. The managers making these mistakes are still treating them in the same old fashion, and the feeling of pride from departing safely on time is a mugs game.
I have noticed that I have subconsciously drawn back one step. I now get my sense of pride from operating as close to SOP’s as I reasonably can while providing the best customer and crew interaction/ leadership that I can in the circumstances. There are opportunities every single day now to take the edge off customer and crew frustrations through thoughtful PA’s , discussions and briefing sessions, I can’t take much of the frustration away, but I can at least provide one stable, calm and reliable element in amongst what is really an embarrassing industry to be part of.
So what does this mean for OTP? If other pilots have reacted anything like me, then OTP has slipped from being tucked tightly in behind safety, to a metric that is out of my control and ‘will be what it will be’ to a large extent.
So, congratulations managers, you had an incredible resource which made you millions and millions each year and that resource was ‘ constant striving for OTP by thousands of high quality and experienced human brains’. Those high quality and experienced brains are still there, but they aren’t working on your project anymore, they’ve switched their attention to simply ensuring the bare minimums of aviation safety are met.
An important thing for QF to understand is that pilots and Engineers used to see it as a mark of pride to depart on time. They developed habits and practices over many years to mitigate possible delay factors, they would have their fuel order sorted on the previous sector so that they could file the order quick smart once a final weather check was done, they would be ahead of flight planning regarding changes to the TAF or curfew issues, they would be liaising actively with the CSM about calling boarding at specific times to absorb potential bottlenecks, they’d ensure all parties were across fail to boards as soon as possible to avoid delays waiting for bags to be offloaded, complex MEL’s ( although previously rare) would be read an understood in advance to allow normal departure times, plus another 100 nuanced actions that presented themselves in a normal day. They did all this even when being threatened with outsourcing etc.
Then slowly, it has dawned on most pilots that even with all of this non stop mental activity and resultant action, the system has decayed to such an extent that the aircraft are going to run late regardless due to a lack of investment and insight into what he activity ( airline ops) actually is. The managers making these mistakes are still treating them in the same old fashion, and the feeling of pride from departing safely on time is a mugs game.
I have noticed that I have subconsciously drawn back one step. I now get my sense of pride from operating as close to SOP’s as I reasonably can while providing the best customer and crew interaction/ leadership that I can in the circumstances. There are opportunities every single day now to take the edge off customer and crew frustrations through thoughtful PA’s , discussions and briefing sessions, I can’t take much of the frustration away, but I can at least provide one stable, calm and reliable element in amongst what is really an embarrassing industry to be part of.
So what does this mean for OTP? If other pilots have reacted anything like me, then OTP has slipped from being tucked tightly in behind safety, to a metric that is out of my control and ‘will be what it will be’ to a large extent.
So, congratulations managers, you had an incredible resource which made you millions and millions each year and that resource was ‘ constant striving for OTP by thousands of high quality and experienced human brains’. Those high quality and experienced brains are still there, but they aren’t working on your project anymore, they’ve switched their attention to simply ensuring the bare minimums of aviation safety are met.
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On time performance? Qantas reschedules late flights right up to departure time. I am told that they do this to game the punctuality statistics. A problem that can’t be quantified isn’t a problem at all. See also: bad faith.
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Join Date: Aug 2007
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"Just a heads up on the financial side: the latest yearly results showed the JQ operation making $404 million, while the QF Domestic arm (including Links) pulled in a whopping $1.27 billion. The smaller planes like Cheap Ejets, Mining, and Dash 8s aren't making nearly as much as the 75 B737s. Keep an eye out for similar numbers in the results coming out this Thursday."
Ha! You must be the first person to actually know the profitability breakdown of the Links. Or not.
Ha! You must be the first person to actually know the profitability breakdown of the Links. Or not.
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They have done the re-sched thing for many years.
Big mouths won't get called up for focus groups. You all know that!
Fence sitting, polite, semi rose-coloured glassed colleagues will get the call-up.
You can't handle the truth, it hurts ey
Fence sitting, polite, semi rose-coloured glassed colleagues will get the call-up.
You can't handle the truth, it hurts ey