Nice one MIC! Good try!
At the AGM not one thing was said about his loyal passionate workforce. It was all about the technology, the shareholders and customers. Management priorities are wrong!
This is not BHP, Telstra, or Rio! This is a real airline with real planes that fly through the air with real engine failures and the potential of a real crash! Geez, they've come close to losing one with fatalities on a few occasions now! The old adage: If you think safety is expensive try having an accident. This is the big picture and wasn't stressed enough at the inquiry.
Why is it that there are so many latent failures? These all-to-common incidents are the evidence that management are not taking safety seriously enough and the result of cost-cutting. This is the primary reason I have no confidence in Q management. See how expensive saftey is when one goes in!
The ATSB said Q was lulled into a 'false sense of security' after QF1 at Bangkok in 2001.
When pig-headed management start looking beyond the 'bottom line' and start engaging with staff properly, they might actually turn Q around.
Just have a look at Lufthansa management change strategy. The key is that they
engaged their staff. Look at the Virg/Branson philosophy. Staff-Customers-Shareholders in order of priority. Virgin group success speaks for itself.
http://teaching.fec.anu.edu.au/MGMT2...ge_airline.pdf
Anglo-American style of management is just not working here at Qantas. Union action is just history repeating itself by having militant, egotistical execs running the show.
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Leadership, culture and employee engagement: Do CEOs and executives actually get it? - Human Capital
Do you think Q is safe just because it's had no fatalities in the jet era. Think again. Management has a moral, legal and social responsibility to drive the safety culture and morale of staff is a big part of that.
