Monarch - 3
Join Date: Mar 2006
Location: Up North
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They might have engineers in these places as my lot do in others but they won't have the spares.
As for the decision to turn back, I would expect that would have been made by MON Ops.
As for the decision to turn back, I would expect that would have been made by MON Ops.
Join Date: Oct 2006
Location: southern spain
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What on earth do these numpties know about the workings of aircraft and airlines? The bottom line in their eyes is that they lost 24 hours of their holiday but will probably be compensated anyway. As Arthur Askey (who?) used to say ´doesn´t it make you want to spit´. Oh the great British public!
Can anyone defend the actions of the Captain here?
People are looking at this decision in terms of how it affected those on their way to Sharm, but what about the inbound passengers? What about those on the following fight? An aircraft tech in Sharm with spares 2500 miles away is not much use to anyone.
Join Date: Apr 2012
Location: Crawley
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Easy jet don't just divert and 'dump' you at another airport and bugger off back home, They intact wait for the return pax to be coached from the airport and take them home from there. I.e Innsbruck when closed, divert to Munich, pax get bussed to inn, and pax get bussed from inn!! They wait for 4 hrs on the ground to take pax home.
Join Date: Apr 2001
Location: UK
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Easy jet don't just divert and 'dump' you at another airport and bugger off back home, They intact wait for the return pax to be coached from the airport and take them home from there. I.e Innsbruck when closed, divert to Munich, pax get bussed to inn, and pax get bussed from inn!! They wait for 4 hrs on the ground to take pax home.
It is the supportive customer care such as pulling out all the stops when is required that the CAA rely upon when other companies such as XL, Globespan and Flyjet go bust that Monarch are called upon save the day and repatriate people.
The Captain in question would have made an executive decision following consultation from company operations, his fellow crew members and having considered the bigger picture! Individuals are far too quick to criticise and aren't privy to all the information that is available or has to be taken into consideration!
Those few inconvenienced passengers will have been looked after and accommodated, fed and watered where necessary!
Join Date: Aug 2000
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Don't you just love it on here, when people don't have a clue and talk out of their 
.
If you follow the correct procedures, which in the case of the turn back, the crew did, you will have no problem with the window.
You are in fact in more danger when you get ready for the landing, as you are at a lower altitude and in danger of a bird hitting a cold window.
What cracks 9 times out of 10 is the glass coating and not the inner panel.
ZeBedie, summed it up perfectly in that you may by turning back, delay the outbound and return pax by 6 to 10 hours, or a day if you are unlucky.
If you carry on, you delay the inbound pax a minimum of 24 hours or maybe a lot more.
With the a/c out of service for a number of days down route, you will more than likely delay many more pax over the next few days also.
.If you follow the correct procedures, which in the case of the turn back, the crew did, you will have no problem with the window.
You are in fact in more danger when you get ready for the landing, as you are at a lower altitude and in danger of a bird hitting a cold window.
What cracks 9 times out of 10 is the glass coating and not the inner panel.
ZeBedie, summed it up perfectly in that you may by turning back, delay the outbound and return pax by 6 to 10 hours, or a day if you are unlucky.
If you carry on, you delay the inbound pax a minimum of 24 hours or maybe a lot more.
With the a/c out of service for a number of days down route, you will more than likely delay many more pax over the next few days also.
Join Date: Apr 2004
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From FT.com
Monarch Airlines has appointed a new finance director in a management reshuffle that will also give chairman Iain Rawlinson permanent chief executive responsibilities.
The privately held charter carrier and scheduled operator is in the middle of a two-year turnround plan to return it to profit next year.
High fuel prices, a difficult consumer environment and competition from airlines such as Ryanair and EasyJet contributed to an operating loss of £45m in the year to October 2011.
In November, the company’s owners injected £75m to shore up finances and allow Monarch to launch 14 routes and to add narrow-body jets to a 28-aircraft fleet.
It also unveiled plans under which the group would aim to offer shorter flights to increase revenues per seat mile – a task that has been helped by its bigger rivals raising their own fares – and to reduce costs.
“We are starting to see the benefits of our work coming through in results,” Mr Rawlinson said on Thursday.
He added that the group was “keen to maintain consistency and stability in the top team” but wanted the “experience, strength and clarity” of Robert Palmer as finance director.
Mr Palmer, a veteran of EasyJet, BMI and Air Malta, has been a consultant to Monarch for seven months and takes over from Simon Tucker, who is leaving.
The chief operating officer, Richard Mintern, is also leaving. His main responsibilities of overseeing the group’s three divisions – the airline, package tours and aircraft engineering – will be handed to an expanded finance team.
Douglas McNeill, an airline analyst with Charles Stanley, said that “as a relatively small, leisure-focused airline facing high passenger taxes, high fuel costs and bigger, ever more efficient rivals, [Monarch is] probably finding life quite tough at present.”
However, he said the group’s shareholders, dominated by the Swiss-Italian Mantegazza family, appeared ready to fund it through difficult times.
A decade ago, Monarch shifted its focus from chartered flights to being a scheduled airline. Now Mr Rawlinson wants passengers to regard the brand as a step above its low-cost rivals but as a cheaper alternative to full-service carriers.
“I’m not sure there’s a niche there,” countered Mr McNeill. “The difference [between budget and full-service airlines] is obvious for business travellers, but it’s a lot less distinct in the leisure market.”
Other small European carriers are struggling to cope with high fuel prices. Two – Hungary’s Malév and Catalonia-based Spanair – have collapsed this year.
Monarch Airlines has appointed a new finance director in a management reshuffle that will also give chairman Iain Rawlinson permanent chief executive responsibilities.
The privately held charter carrier and scheduled operator is in the middle of a two-year turnround plan to return it to profit next year.
High fuel prices, a difficult consumer environment and competition from airlines such as Ryanair and EasyJet contributed to an operating loss of £45m in the year to October 2011.
In November, the company’s owners injected £75m to shore up finances and allow Monarch to launch 14 routes and to add narrow-body jets to a 28-aircraft fleet.
It also unveiled plans under which the group would aim to offer shorter flights to increase revenues per seat mile – a task that has been helped by its bigger rivals raising their own fares – and to reduce costs.
“We are starting to see the benefits of our work coming through in results,” Mr Rawlinson said on Thursday.
He added that the group was “keen to maintain consistency and stability in the top team” but wanted the “experience, strength and clarity” of Robert Palmer as finance director.
Mr Palmer, a veteran of EasyJet, BMI and Air Malta, has been a consultant to Monarch for seven months and takes over from Simon Tucker, who is leaving.
The chief operating officer, Richard Mintern, is also leaving. His main responsibilities of overseeing the group’s three divisions – the airline, package tours and aircraft engineering – will be handed to an expanded finance team.
Douglas McNeill, an airline analyst with Charles Stanley, said that “as a relatively small, leisure-focused airline facing high passenger taxes, high fuel costs and bigger, ever more efficient rivals, [Monarch is] probably finding life quite tough at present.”
However, he said the group’s shareholders, dominated by the Swiss-Italian Mantegazza family, appeared ready to fund it through difficult times.
A decade ago, Monarch shifted its focus from chartered flights to being a scheduled airline. Now Mr Rawlinson wants passengers to regard the brand as a step above its low-cost rivals but as a cheaper alternative to full-service carriers.
“I’m not sure there’s a niche there,” countered Mr McNeill. “The difference [between budget and full-service airlines] is obvious for business travellers, but it’s a lot less distinct in the leisure market.”
Other small European carriers are struggling to cope with high fuel prices. Two – Hungary’s Malév and Catalonia-based Spanair – have collapsed this year.
The mid way between low cost and full service isn't going to be an easy journey for Monarch. They offer little more than Easyjet who themselves are much stronger and heading the same general direction.
So that's another half of the management team thrown out of the hot air balloon basket to try to remain airborne and delay the actions of the force of gravity. One thing is for sure, it's a good job that Monarch isn't a publicly quoted company otherwise the share price would be through the floor with the frequent changes of management and structure.
And some of the comments above are quite extraordinary. The gem is this one:
Have they not worked out that the revenue per seat mile might be better on shorter flights, but the cost per seat-mile is also a lot higher as you still have the same level of airport landing and handling fees which make up a chunky proportion of the operating costs?
If they haven't even understood that concept, and the whole recovery plan is based on an economic model rather than a real understanding of market conditions, then they're in even deeper trouble than I thought. Anyway, time to start the music again for the next round of musical chairs in the board room.
And some of the comments above are quite extraordinary. The gem is this one:
It also unveiled plans under which the group would aim to offer shorter flights to increase revenues per seat mile
If they haven't even understood that concept, and the whole recovery plan is based on an economic model rather than a real understanding of market conditions, then they're in even deeper trouble than I thought. Anyway, time to start the music again for the next round of musical chairs in the board room.
Join Date: Dec 2011
Location: uk
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Wow............so many experts here on managing an airline, so much advice is available to the directors.........I hope Mr Rawlinson and co read these forums, there is so much they could learn from all these posts......
Now. I'm off to a couple of football forums to advise Sir Alex how he should organise his team to beat Aston Villa later today.........I'm sure he'll be very appreciative
Now. I'm off to a couple of football forums to advise Sir Alex how he should organise his team to beat Aston Villa later today.........I'm sure he'll be very appreciative
Join Date: Oct 2009
Location: Prospect House
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T2 - you've made that point on here a few times. You might be surprised to know that some people on here do know their stuff and are entitled to an opinion ( as are you of course ) blindly accepting that the CEO knows best has fundamentally not worked in the last ten years. Peter Brown was a disaster for Monarch as were some of his appointments and hapless decisions and missed opportunities. Look no further than the emergence of Jet2 during his tenure as just one example. The current management is just a floundering continuation of his tenure. IR may be a thoroughly nice chap but can he run an airline. It's a little different to running a bank.
If you (god forbid) made a fundamental error at work in your 757 one day, you would expect it to be debated here and elsewhere, and your decisions challenged. Management are no different. If you take the big jobs, you need to live with the big expectation.
If you (god forbid) made a fundamental error at work in your 757 one day, you would expect it to be debated here and elsewhere, and your decisions challenged. Management are no different. If you take the big jobs, you need to live with the big expectation.