It's not only Australian employees that AJ is trying to shaft, he and his pals are thumbing their nose at the Australian Government and its industrial relation laws, (including entitlements like compulsory superannuation), and taxation laws.
An Australian Business, Australian Aircraft, Australian staff based in Australia, on Singapore/New zealand contracts?????? Where will it all end?
On top of that AJ then expects to lobby the same government for protection.
AJ's QF master plan;
1. Cut costs
2. Lobby the government
3. Offshore the business
4. Whinge and blame everyone else
5. Cut more costs
Not exactly a sustainable business plan for the future is it AJ? Wouldn't the costs of damage to the brand far outweigh any gains from the cost cutting?
How about;
1. Engage and work with your employees which in return will allow you to create a more efficient workplace.
QF used to have very loyal employees until you and your mentor destroyed that goodwill.
Maybe have a read of Bransons book for some ideas, I'm sure JB can lend you a copy.
2. Expand the premium business and make the wealthy traveler feel important to the airline again. Concentrate Jetstar where it is most effective, capping the expansion of low cost carriers in Australia. Low cost operations are not conducive to longhaul routes.
3. Buy the right equipment for the Airline.
4. Lead by example, if you and your executives show restraint, maybe your employees will.
5. Be creative and open new routes.
6. Spend money on better quality inflight entertainment systems and overall product. Cut ridiculous expenditure, axe these C grade celebs on airshows.
7. Expand. There is a lot of wealth coming out of China, India and Russia. They probably would however prefer to drink Dom and eat caviar than fly Jetstar and buy a pillow.
8. Attempt to have confidence in Qantas. if you don't, how do expect the public and employees to have confidence in Qantas
9.
Operate according to a triple bottom line of reporting (so addressing the economic and social impacts of its operations) where the company has to take into account the social impacts of off-shoring on both staff and the public in its strategies, instead of just focusing on profits for higher bonuses for management.
10. More transparency, the shareholders no longer know what direction the business is taking.
Just to name a few.
I guess if it gets to hard you could always sell everything and just become a travel agency.
