Air NZ to Cut 15% Staff (Breaking News)
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Air NZ to Cut 15% Staff
Tuesday October 14, 2:01 PM AEST
Air NZ/Reduce Staff: To Hold Briefing Wednesday
WELLINGTON (Dow Jones)--Air New Zealand said Tuesday it will cut 15% of its 10,000 person workforce over four years as part of a new strategic plan that aims to reduce annual costs by NZ$245 million.
Air New Zealand Chief Executive Ralph Norris said in a statement to the stock exchange the airline isn't yet revealing the specific elements of the new plan, adding they will be progressively revealed over the next few months.
The annual savings being targeted by the airline are expected to be achieved within four years, Norris said, with the savings to come from "all areas of operations, as Air New Zealand becomes more efficient and utilizes new technology."
The airline also anticipates a "significant lift" in revenue as it "moves to capture market opportunities," he said.
The airline will hold a briefing about the new strategic plan Wednesday.
-Wellington Bureau, Dow Jones Newswires; 64-4-471-5990; [email protected]
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NZPA
15 per cent of Air NZ jobs to go
14 October 2003
Fifteen-hundred Air New Zealand jobs will go under a business plan unveiled today.
The company, currently pursuing an alliance with Qantas, forecast annual savings of $245 million by 2007 under the plan.
Air NZ chief executive Ralph Norris said in a statement that the savings, along with increased revenue, would result from a new four-year business plan approved by the board today.
Although Mr Norris said the company would not announce details of the strategy, key savings would come from a targeted 15 per cent reduction of its 10,000-strong workforce by 2007.
"Rather than announcing the detail of the changes at this stage, to protect our competitive position we will reveal these details progressively over the coming months.
"Together they represent a fundamental repositioning of our business, and I am sure that they will keep Air New Zealand ahead of the wave of change moving through the industry," Mr Norris said.
The savings would come from all areas of operations through better efficiency and the introduction of new technology.
Most of the workforce reduction would come through attrition, as about 10 per cent of employees left a year, he said.
The strategic plan would integrate the new single class domestic and Tasman express services, self-check-in kiosks, and the purchase of new A320 aircraft, with a detailed re-engineering of the long-haul international business.
Air NZ has begun rebuilding itself in the last two years since narrowly avoiding bankruptcy with an $885 million government bail-out.
As well as cutting costs with its no-frills single class service on domestic and trans-Tasman routes, Air NZ is also pushing for an alliance with Qantas on the grounds that it would not be able to withstand intense competition from its bigger rival.
"The proposed Qantas strategic alliance is consistent with this strategy and remains an extremely important response to the competitive market and to the long term sustainability of Air New Zealand," Mr Norris said.
"The underlying dynamics of the aviation industry and the benefits that will flow from an alliance with Qantas remain unchanged."
Air NZ shares closed unchanged at 51c
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Air NZ/Reduce Staff: To Hold Briefing Wednesday
WELLINGTON (Dow Jones)--Air New Zealand said Tuesday it will cut 15% of its 10,000 person workforce over four years as part of a new strategic plan that aims to reduce annual costs by NZ$245 million.
Air New Zealand Chief Executive Ralph Norris said in a statement to the stock exchange the airline isn't yet revealing the specific elements of the new plan, adding they will be progressively revealed over the next few months.
The annual savings being targeted by the airline are expected to be achieved within four years, Norris said, with the savings to come from "all areas of operations, as Air New Zealand becomes more efficient and utilizes new technology."
The airline also anticipates a "significant lift" in revenue as it "moves to capture market opportunities," he said.
The airline will hold a briefing about the new strategic plan Wednesday.
-Wellington Bureau, Dow Jones Newswires; 64-4-471-5990; [email protected]
========================================
NZPA
15 per cent of Air NZ jobs to go
14 October 2003
Fifteen-hundred Air New Zealand jobs will go under a business plan unveiled today.
The company, currently pursuing an alliance with Qantas, forecast annual savings of $245 million by 2007 under the plan.
Air NZ chief executive Ralph Norris said in a statement that the savings, along with increased revenue, would result from a new four-year business plan approved by the board today.
Although Mr Norris said the company would not announce details of the strategy, key savings would come from a targeted 15 per cent reduction of its 10,000-strong workforce by 2007.
"Rather than announcing the detail of the changes at this stage, to protect our competitive position we will reveal these details progressively over the coming months.
"Together they represent a fundamental repositioning of our business, and I am sure that they will keep Air New Zealand ahead of the wave of change moving through the industry," Mr Norris said.
The savings would come from all areas of operations through better efficiency and the introduction of new technology.
Most of the workforce reduction would come through attrition, as about 10 per cent of employees left a year, he said.
The strategic plan would integrate the new single class domestic and Tasman express services, self-check-in kiosks, and the purchase of new A320 aircraft, with a detailed re-engineering of the long-haul international business.
Air NZ has begun rebuilding itself in the last two years since narrowly avoiding bankruptcy with an $885 million government bail-out.
As well as cutting costs with its no-frills single class service on domestic and trans-Tasman routes, Air NZ is also pushing for an alliance with Qantas on the grounds that it would not be able to withstand intense competition from its bigger rival.
"The proposed Qantas strategic alliance is consistent with this strategy and remains an extremely important response to the competitive market and to the long term sustainability of Air New Zealand," Mr Norris said.
"The underlying dynamics of the aviation industry and the benefits that will flow from an alliance with Qantas remain unchanged."
Air NZ shares closed unchanged at 51c
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Last edited by Wirraway; 14th Oct 2003 at 13:49.
Ceo goes out to lunch. Couple of glasses of wine and thinks, 'Hmm share price isn't doing to well, i know i will say i'm going to sack 15% of workforce, therebysaving costs'. i'll worry about how i will do it in a couple of months. Problem solved
Reality is that all that happens iss that a couple of people are transferred to contract companies and therefor the compnay looses control of these people.
It is not difficult to reduce a workforce. to do it without effecting moral, or having a adverse effect on service/ on time deptures, is the art of a true manager
Reality is that all that happens iss that a couple of people are transferred to contract companies and therefor the compnay looses control of these people.
It is not difficult to reduce a workforce. to do it without effecting moral, or having a adverse effect on service/ on time deptures, is the art of a true manager
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Reducing costs and staff are only two parts of a very complex formula. Ralph Norris indicates that the airline is positioning itself to get a return on the longhaul market. This after all is the majority of the airline's business, and one that is fundamental if it's to have a secure future. Recent product improvements and a real push to use new technology would tell me that this isn't an airline sitting fat dumb and happy while watching the changing airline market pass it by.
Ralph Norris looks to be a CEO that can take Air NZ places and this new plan (what ever it may be) may well be the vehicle.
Look for a new 300 seat aircraft and a new product to fit this important long haul market.
Ralph Norris looks to be a CEO that can take Air NZ places and this new plan (what ever it may be) may well be the vehicle.
Look for a new 300 seat aircraft and a new product to fit this important long haul market.
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Wed "New Zealand Herald"
1500 jobs to go in Air NZ's big trim
15.10.2003
By CHRIS DANIELS and MARTIN JOHNSTON
Air New Zealand will cut 1500 jobs in a cost-cutting scheme aimed at saving $245 million a year.
The job losses may include about 300 compulsory redundancies.
The airline's four-year business strategy, announced yesterday, also shakes up the airline's management - taking chief operating officer Andrew Miller as its highest-ranking casualty - and promises benefits for passengers.
Chief executive Ralph Norris said savings would come from all areas as the airline became more efficient and used new technology.
But the job losses would be mainly in the corporate and administrative areas, rather than in the "front office", which included pilots and cabin crew.
"Engineering operations will not be affected by this," he said.
Air New Zealand's 10,000-strong workforce will be cut by 15 per cent over the next four years.
The majority of the staff losses will come through attrition. At least 10 per cent of employees resign or retire each year.
Around the world, airlines have sacked thousands of workers as they struggle to survive, especially after the terrorist atrocities in the United States two years ago.
Mr Norris said last night: "The board and I are committed to ensuring that there are minimal redundancies over the next four years.
"A figure of around 300 would possibly be close to the mark, but it may be that there are no redundancies."
Since being bailed out by the Government last year when it was facing bankruptcy, Air NZ has brought itself back from the brink.
Last financial year it made a profit of $220 million.
Mr Norris and airline management have consistently said this return is too small, as aviation profits can quickly swing to losses.
Yesterday, Mr Norris said greater use would be made of computer technology, including electronic ticketing and electronic data transfers between airlines.
"Also, we have a lot of complicated processes that have built up in the business over the years.
"We are endeavouring to improve passenger experience by making check-in processes quicker and simpler."
Other changes included improved internet booking, improved frequency of flights, faster boarding, better border processing on international flights, "better recognition of loyalty" and new in-flight offerings.
New staff uniforms are also being introduced.
Mr Norris is known in the business community from his previous job as chief executive of ASB Bank as a keen advocate of using technology to make businesses cheaper and simpler to run.
Engineering, Printing and Manufacturing Union national secretary Andrew Little said yesterday that the union's 2500 Air New Zealand members - who include clerical staff - would be trying to reconcile the job cuts with the two-year wage freeze they had accepted for the good of the company.
"I think a lot of people are going to feel somewhat betrayed by this.
"There will inevitably be some compulsory redundancies. My hunch is that it will be quite a significant number."
The airline's new management structure introduces less grand and complicated titles.
Mr Miller left after his chief operating officer job was scrapped and he did not win a new one.
He was appointed in May last year and was viewed as the second in command and successor to Mr Norris.
But Craig Sinclair, the former chief executive of the state-owned enterprise Airways, joined Air NZ as its technical and operations vice-president in September last year.
Last week, he described himself as the deputy chief executive while giving evidence for the airline at an Employment Court hearing into company plans for staff drug and alcohol testing.
========================================
1500 jobs to go in Air NZ's big trim
15.10.2003
By CHRIS DANIELS and MARTIN JOHNSTON
Air New Zealand will cut 1500 jobs in a cost-cutting scheme aimed at saving $245 million a year.
The job losses may include about 300 compulsory redundancies.
The airline's four-year business strategy, announced yesterday, also shakes up the airline's management - taking chief operating officer Andrew Miller as its highest-ranking casualty - and promises benefits for passengers.
Chief executive Ralph Norris said savings would come from all areas as the airline became more efficient and used new technology.
But the job losses would be mainly in the corporate and administrative areas, rather than in the "front office", which included pilots and cabin crew.
"Engineering operations will not be affected by this," he said.
Air New Zealand's 10,000-strong workforce will be cut by 15 per cent over the next four years.
The majority of the staff losses will come through attrition. At least 10 per cent of employees resign or retire each year.
Around the world, airlines have sacked thousands of workers as they struggle to survive, especially after the terrorist atrocities in the United States two years ago.
Mr Norris said last night: "The board and I are committed to ensuring that there are minimal redundancies over the next four years.
"A figure of around 300 would possibly be close to the mark, but it may be that there are no redundancies."
Since being bailed out by the Government last year when it was facing bankruptcy, Air NZ has brought itself back from the brink.
Last financial year it made a profit of $220 million.
Mr Norris and airline management have consistently said this return is too small, as aviation profits can quickly swing to losses.
Yesterday, Mr Norris said greater use would be made of computer technology, including electronic ticketing and electronic data transfers between airlines.
"Also, we have a lot of complicated processes that have built up in the business over the years.
"We are endeavouring to improve passenger experience by making check-in processes quicker and simpler."
Other changes included improved internet booking, improved frequency of flights, faster boarding, better border processing on international flights, "better recognition of loyalty" and new in-flight offerings.
New staff uniforms are also being introduced.
Mr Norris is known in the business community from his previous job as chief executive of ASB Bank as a keen advocate of using technology to make businesses cheaper and simpler to run.
Engineering, Printing and Manufacturing Union national secretary Andrew Little said yesterday that the union's 2500 Air New Zealand members - who include clerical staff - would be trying to reconcile the job cuts with the two-year wage freeze they had accepted for the good of the company.
"I think a lot of people are going to feel somewhat betrayed by this.
"There will inevitably be some compulsory redundancies. My hunch is that it will be quite a significant number."
The airline's new management structure introduces less grand and complicated titles.
Mr Miller left after his chief operating officer job was scrapped and he did not win a new one.
He was appointed in May last year and was viewed as the second in command and successor to Mr Norris.
But Craig Sinclair, the former chief executive of the state-owned enterprise Airways, joined Air NZ as its technical and operations vice-president in September last year.
Last week, he described himself as the deputy chief executive while giving evidence for the airline at an Employment Court hearing into company plans for staff drug and alcohol testing.
========================================
Last edited by Wirraway; 15th Oct 2003 at 05:19.
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but what you do need to understand is that only a small fraction , up to 400 will be lost through redundencies ( 1ZB ) - the rest is simply based on there number of staff turnover and the decision to cut down the amount of people they will hire to refill those positions over the next 4 years.
Its not all bad news , but I am wondering where they will stop with these cut backs to try and save money.
Its not all bad news , but I am wondering where they will stop with these cut backs to try and save money.
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the decision to cut down the amount of people they will hire to refill those positions over the next 4 years.
Don't be fooled by the management speak. I would hazard a guess and say that the 'natural staff turnover' would be mostly the 'frontline' staff (pilots/FAs/engineers), the people they can't afford to lose.
There will be slashing and burning.
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Air Nz Caused Ansett Demise
I dont think so, this would never have happened if air NZ didn't buy the lemon that was Ansett, which they only ever did in order to fly the Aus domestic routes, all because the Aus goverment wouldn't reciprocate the trans tasman open skies agreement.
Looking for some one to blame, write a letter to your local Aus MP.
Looking for some one to blame, write a letter to your local Aus MP.
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Somyungi, I wouldn't touch that one with a 10 foot (or maybe 50ft) Barg pole.
There is some very angry people who read these threads and are going to jump all over that statement
Has anybody thoght that this whole 15% stuff is just for the media and fair trde watch dogs.
Could Ralph be pulling a rug over their eyes to help the ANZ, QF deal go through.
There is some very angry people who read these threads and are going to jump all over that statement
Has anybody thoght that this whole 15% stuff is just for the media and fair trde watch dogs.
Could Ralph be pulling a rug over their eyes to help the ANZ, QF deal go through.
Come on somyongi.
If AirNZ was "forced" into buying the lemon Ansett, why did they veto the sale of Newscorp's 50% to Singapore? But I do agree, if it wasn't a lemon then, it sure became one wholly owned by NewZealand.
As far as open skies goes, and we will have to wait for the release of Cabinet papers in a few years, my understanding is AirNZ was not intending to operate in the spirit of the agreement. IE: Was only capable of flying ad hoc services with 767s up and down trunk routes as opposed to serious investment in a domestic operation.
The veto a myth. There were alternatives to the above limited option. But AirNZ didn't have the expertise, fortitude or capital raising capability to go it alone-and so they bought into Ansett.
If AirNZ was "forced" into buying the lemon Ansett, why did they veto the sale of Newscorp's 50% to Singapore? But I do agree, if it wasn't a lemon then, it sure became one wholly owned by NewZealand.
As far as open skies goes, and we will have to wait for the release of Cabinet papers in a few years, my understanding is AirNZ was not intending to operate in the spirit of the agreement. IE: Was only capable of flying ad hoc services with 767s up and down trunk routes as opposed to serious investment in a domestic operation.
The veto a myth. There were alternatives to the above limited option. But AirNZ didn't have the expertise, fortitude or capital raising capability to go it alone-and so they bought into Ansett.
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You could walk through Air New Zealand and find more than 15% of the people sitting around doing nothing, or perhaps sending joke e-mails etc. The place is a total cradle to grave institution with plenty of dead wood.
Norris will find out that like all the other Air NZ staff cuts in the past that the 15% that leave tend to be the very people you want to keep. The more motivated and therefore easily employed elsewhere.
Air NZ is full of people that have taken redundancy and then been rehired several years later. This staff cut methodology is old and tired. The dead wood hangs in and the good people shoot through.
What Air NZ needs is more efficiency from its workers and that is a big ask given the institutional background of the airline.
Norris will find out that like all the other Air NZ staff cuts in the past that the 15% that leave tend to be the very people you want to keep. The more motivated and therefore easily employed elsewhere.
Air NZ is full of people that have taken redundancy and then been rehired several years later. This staff cut methodology is old and tired. The dead wood hangs in and the good people shoot through.
What Air NZ needs is more efficiency from its workers and that is a big ask given the institutional background of the airline.
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I agree with you to some extent Tape-It-shut although as a former employee of Air NZ I can say with certainty that there is plenty of efficiency. However, it is all at the coal face. The flight crews, the ground staff, the engineers - they all work a heck of a lot harder than most people realise. The deadwood? That's in the corporate tower, this is the area that needs culling and I believe that this is where Norris has his sights aimed. eg, Goodbye Andrew Miller.
As far as the comments on the Ansett purchase and subsequent demise...I think the best way to apporach this particular topic is to just back away slowly, keep your hands where I can see them, breathe slowly, that's it easy, easy....
As far as the comments on the Ansett purchase and subsequent demise...I think the best way to apporach this particular topic is to just back away slowly, keep your hands where I can see them, breathe slowly, that's it easy, easy....
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I agree with Tape It Shut I would start by cutting out issuing leather bound satchels( Koru embossed) @$180 each to the check in chicks they use just to carry their lunch to work in and chop out travel allowance to pre 1991 employees paid at certain airports. Both a waste of money.The airline does have a lot of previously made redundant people back working for them as they dont't have to retrain them.
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I just hope that out of all this money saving they have planned for Air NZ, they realise that paying thousands of dollars in legal fees to prove someone who isn`t even in the airline industry that we need drug and alcohol tests isn`t going to help the cause.
It don`t make sense.
Correct me if I am wrong.
It don`t make sense.
Correct me if I am wrong.
