Qf LAME EBA Negotiations Begin
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quoted from the article in aviation business.
"...over 50% of our domestic fleet are new generation aircraft. They do not require the same degree of intensive, repetitive maintenance... This therefore makes redundant the current practice that a highly specialized licensed engineer should receive and dispatch each aircraft."
Aviation Business: Qantas CEO puts the airline's future on the line
"...over 50% of our domestic fleet are new generation aircraft. They do not require the same degree of intensive, repetitive maintenance... This therefore makes redundant the current practice that a highly specialized licensed engineer should receive and dispatch each aircraft."
Aviation Business: Qantas CEO puts the airline's future on the line
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So has there been anything about the fact that they plan to make some of us redundant at the EA meetings? Numbers and where from. It sounds as if he is working towards total outsourcing of all line maintenance. As he said they don't need it any longer, aircraft are too modern.
Also in the piece about Marlin he basically said we will work on the planes from laptops, does he want us to just write all defects off without any real work.
I remember hearing stories of when maintenex was in training and one of the guys started to sign off packages on a an aircraft not even on Australia instead of the training dummy aircraft.
I wonder how surprised they will be when the lines to leave are longer than those who wish to stay!
Also in the piece about Marlin he basically said we will work on the planes from laptops, does he want us to just write all defects off without any real work.
I remember hearing stories of when maintenex was in training and one of the guys started to sign off packages on a an aircraft not even on Australia instead of the training dummy aircraft.
I wonder how surprised they will be when the lines to leave are longer than those who wish to stay!
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i wish joyce would stop talking like he has any idea of
whats involved in maintaining aircraft.
sounds like it's as simple as changing the beemers servicing
to k-mart or ultratune, calling nrma for a flat tyre.
one can only presume nassenstein is behind this latest plan,
quiet one isn't he, we have been expecting it.
gloves are off fedsec.
i say again, o/t and higher duties bans.
whats involved in maintaining aircraft.
sounds like it's as simple as changing the beemers servicing
to k-mart or ultratune, calling nrma for a flat tyre.
one can only presume nassenstein is behind this latest plan,
quiet one isn't he, we have been expecting it.
gloves are off fedsec.
i say again, o/t and higher duties bans.
"...over 50% of our domestic fleet are new generation aircraft. They do not require the same degree of intensive, repetitive maintenance... This therefore makes redundant the current practice that a highly specialized licensed engineer should receive and dispatch each aircraft."
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20 July 2011
The process of globalisation has been around for many years. It continues to change our world in profound ways.
Globalisation is still energising and connecting markets, business and people.
It is still changing the ways we work, consume, and engage as citizens.
And it is still driving relentless competition.
Globalisation is not optional and it is not over.
Today I want to talk about three realities of globalisation. They are profoundly important to all of us with an interest in aviation in our region.
They are:
First, new markets
Second, new business models, and
Third, new technologies.
Qantas today is Australia’s great regional, national and international airline with a long and proud history of leading change.
Now we have an historic opportunity - and a competitive necessity - to make the next great transition.
On 24 August I will announce the details of the strategic renewal of Qantas International. Our review process is based upon four pillars: continuing to be Australia’s leading premium international airline; a strengthened focus on alliances; a review of non-performing parts of the business; and participation in the Asian opportunity.
This announcement will signal the beginning of the phased transformation of Qantas over the coming years.
Change is always tough. But the competitive challenges we face make major change essential, and our commitment to the change process is absolute.
I have every confidence in the outcomes we will achieve.
I believe we have a major opportunity to go beyond the natural limitations of our market size and geography, to become a champion Australian company in a globalised region and world.
That is how we will be the Qantas for our times – and fulfil our commitment to our customers, our shareholders, our staff, and all Australians who care about Qantas.
1
1) New Markets
So let me start with new markets, which of course means Asia, and particularly China.
Our region is central to Australia’s future, the future of aviation, and the future of the Qantas Group.
The Asia-Pacific is already the world’s largest aviation region as measured by revenue passenger kilometres, and is set to grow faster than any other part of the world.
It already has seven of the world’s top 20 airports by capacity.
By 2020, seven of the word’s top ten biggest cities will be in Asia. Within 25 years, urban populations in Asia will hold more than 2.6 billion people, with all that implies for wealth and consumption patterns. It already has seven of the world’s top 20 airports by capacity.
Japan will remain very important, and China will still be transforming.
By 2020, China will have 15 cities with bigger populations than Sydney.
By 2030 China expects to have at least three globally recognised international air hubs, 10 national and regional hubs, and at least 244 airports.
There is also strong growth in India, Vietnam, and South East Asia.
The Qantas Group is already positioning itself to emerge as a major player in tandem with this increasingly prosperous and globalised Asia.
Jetstar is Asia’s largest and fastest growing low fares network, an amazing achievement for an Australian airline.
Jetstar was the first Australian company to break into the top 100 brands in Japan.
It hasn’t all been easy, of course, and lessons have been learned along the way.
But if you want to understand China’s emerging business and tourism hotspots, you have only to track the expansion of the Jetstar network, with Ningbo and Beijing the latest additions.
Which raises the question: Is there an opportunity awaiting Qantas in Asia?
The answer is yes. We have an enormous opportunity to leverage Qantas excellence in brand management, aviation safety, and other skills.
Research on affluent Chinese travellers, for example, shows they are strongly influenced by prestige brands and considerations of safety.
So there is certainly a place for Qantas in the new markets of Asia and we would be remiss not to seize it - to support Australian companies and to find new sources of revenue and profit for our business.
2
2) New business models
Let me turn to the second reality.
In 2010, the then Director General of IATA, Giovanni Bisignani, outlined a vision of a globalised aviation industry in 2050, stating that aviation would be a consolidated industry of just a dozen global brands supported by regional and niche players.
We are still a long way from those open skies. But if we want Qantas to join the elite group of companies of the future, we need to position ourselves today. And the way to do this is via new business models that capture new markets, build regional and global networks, and anticipate the globalised aviation future.
That’s what we are focusing on at the Qantas Group.
In 1995 Qantas formed a joint services agreement with British Airways. It was unique at the time – now the model is increasingly popular, not least among our competitors. We are also in the process of forming a joint services agreement with American Airlines, and we are looking at further opportunities to use close partnerships to extend our global reach.
In 1999 we became a founding member of oneworld. Now including Malaysian Airlines, oneworld today spans 950 destinations in almost 150 countries.
As I’ve said, the Jetstar brand is already a leader with its unique franchise model.
We see continuing opportunities for the Jetstar model, and lessons to be learned for Qantas. I want to see both our airline brands maximising their global potential.
Finally there is our Frequent Flyer business which is now among the most successful loyalty programs in the world. It, too, is a business model that can be replicated in other markets.
The next phase is likely to see even deeper alliance partnerships and further joint ventures to share risk and reward.
As you know, we are now in negotiations with a number of unions. But some union leaders are simply out of touch and trying to block our use of new business models.
The pilots’ union, AIPA, for example, believes that pilots on Qantas affiliate airlines, including Jetstar, should be paid the same very high rates as Qantas pilots, or else Qantas should remove codeshares from Jetstar. Neither option makes sense. To pay Qantas rates to Jetstar pilots would simply drive up ticket prices, set precedents for other staff salaries, and make Jetstar unviable. To remove Jetstar from the Qantas codeshare regime would weaken the Qantas Group network and destroy jobs.
3) New technologies
Finally let me turn to new technologies, which have always been at the heart of global aviation progress and competition.
We know that at Qantas, which is why we commit ourselves to next generation technologies - from our revolutionary new check-in system to the latest fleet. But we can only justify these investments if we can fully maximise their benefits.
3
Take our maintenance and repair practices. The ALAEA is the union that represents our licensed engineers, and about 30 per cent of our engineering workforce of 5,500 people in Australia. We are asking them to understand the simple logic that new technologies require new work practices.
When we introduced our new check-in systems our airport staff accepted the need for change and for us to do things differently, and better. We think our maintenance staff should do the same.
Less than a month ago Australia’s Civil Aviation Safety Authority issued new aviation maintenance regulations that bring Australia into line with European standards and global best practice. This is a major achievement and CASA is to be congratulated.
These new regulations represent the biggest regulatory reform to aviation maintenance since an orderly regime began to take shape after World War One.
They are simpler, unambiguous and focused on safety outcomes rather than narrow proscriptions. They recognise the enormous advances in aviation technologies, in particular the sophisticated information, material and design technologies that underpin new aircraft types. And they are a huge step forward for aviation safety.
At Qantas it is now up to us to catch up with world’s best practice as embodied in the new regulations.
And that is exactly what we are doing. In two days we go live with Project Marlin, our new airworthiness control system.
Project Marlin cost more than we wanted and took longer than we liked. But this is the largest and most complex IT project Qantas Engineering has ever implemented, and we were always going to make sure we got it exactly right.
Put simply, Project Marlin means that we can look at a sophisticated database and get an instant update on the maintenance past, present and future of any one of our aircraft, anywhere in the world. It means our engineers can use mobile devices like laptops and iPads while they work on aircraft to obtain maintenance instructions, locate and order spare parts, and certify their work.
We will commence with our A380s and progressively phase in the rest of our fleet.
Marlin represents the biggest improvement in our maintenance systems since record-keeping began. It is all about work that is safer, smarter and simpler - and compliant with global standards of excellence.
More broadly, Qantas is spending billions on next generation aircraft with advanced computer systems linked to ground systems to enable the detailed monitoring of aviation performance in real time.
The vast majority of the people within our business have helped us to maximise the capabilities of these aircraft in terms of fuel-efficient flying techniques, and new product and service offerings.
But our maintenance and repair costs are among the least efficient and most expensive in the world.
4
So it’s time to catch up. We don’t repair our cars the same way we did 40 years ago. We can’t repair our planes the same way either. We can - and we will - be safer, smarter and more efficient.
Take an example from history. The early B747 ‘Classics’ had a Flight Engineer in the cockpit with switches, dials and analogue processing systems. With the B747-400s came digital processing that monitored, and in some cases automatically corrected, aircraft performance or else advised the pilots how to respond. It was a step-change improvement and Flight Engineers were no longer required in the cockpit.
New technologies, new ways of doing things. Let me give you some examples of the opportunities to update work practices afforded by CASA’s new regulatory regime.
The CASA rules have created a new category of work licence for employees, known as an ‘A’ licence. Holders of ‘A’ licences need to be suitably qualified, but do not require the same degree of training and specialisation as our licensed engineers.
This means we can retain our licensed engineers in their specialist roles, and provide new opportunities for other maintenance staff.
This will comply with CASA’s regulations, ensure we catch up with the international standard, and also create new career opportunities for a significant number of our people. This will certainly help close the gap on our global competitiveness.
Or take another example, this time specifically in reference to our domestic fleet. Like old-technology cars, old-technology aircraft require more maintenance, more often. So with those older generation aircraft we conduct a maintenance check between each aircraft’s arrival and take-off.
But today over 50% of our domestic fleet are new generation aircraft. They do not require the same degree of intensive, repetitive maintenance.
With these aircraft, pre-take-off maintenance checks are not required for most departures. The operating pilots will continue to undertake physical checks, as they do for all departures.
This therefore makes redundant the current practice that a highly specialised licensed engineer should receive and despatch each aircraft. Again this will help us catch up with global best practice.
Globalisation requires change. We can’t just change a few parts of our business, we have to make every part of our business efficient and in touch with the new realities.
Our engineering and maintenance organisation is central to Qantas getting the most out of new generation aircraft.
We must all adapt to deliver both safety and competitiveness.
Conclusion
Let me conclude. The Qantas Group is among the world’s top aviation companies, with two powerhouse brands: Qantas, one of the world’s top ten premium carriers, and Jetstar, the fastest growing low cost carrier in Asia.
5 6
But our survival and success is far from guaranteed. As I said before, globalisation is not optional. Nor is it selective.
All of us at Qantas have to be creative, flexible and ready to comply with the new global standards.
We come from a relatively small home market, that is not a major global destination. We have no global hub ports. And we’re not backed by government.
We’ve got this far by being true to our core values - our commitment to safety first, premium care, forward thinking, and representing the best of Australia.
We’ve been punching above our weight for a long time.
To secure our future, we must face up to the new global realities, seize new opportunities, and make the external and internal changes that will enable us to compete effectively.
It is not about making change for its own sake. It’s about change that will create a strong, viable future for Australia’s Qantas.
My goal is to ensure the Qantas Group is positioned over the coming years to be a great Australian success story of globalisation – a champion Australian airline group in a global world.
By facing the realities of globalisation, and by embracing its opportunities, we will succeed.
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Cafe Sua Da
Vietnamese iced coffee, also known as Ca phe da or cafe da (Vietnamese: cŕ phę đá, literally "coffee ice") is a traditional Vietnamese coffee recipe.
"Vietnamese iced coffee with milk", also known as ca phe sua da or cŕ phę sữa đá It is also called ca phe nau da (Vietnamese: cŕ phę nâu đá, "iced brown coffee") in northern Vietnam.
At its simplest, Ca phe da is made with finely ground Vietnamese-grown dark roast coffee individually brewed with a small metal French drip filter (cŕ phę phin) into a cup containing about a quarter to a half as much sweetened condensed milk, stirred and poured over ice.
"Vietnamese iced coffee with milk", also known as ca phe sua da or cŕ phę sữa đá It is also called ca phe nau da (Vietnamese: cŕ phę nâu đá, "iced brown coffee") in northern Vietnam.
At its simplest, Ca phe da is made with finely ground Vietnamese-grown dark roast coffee individually brewed with a small metal French drip filter (cŕ phę phin) into a cup containing about a quarter to a half as much sweetened condensed milk, stirred and poured over ice.
i wish joyce would stop talking like he has any idea of whats involved in maintaining aircraft.
I think you might be right mcclown. Change is inevitable and has been for a few years now, but stop drip feeding us crap and let us know what is going on.
But I will say Joyce has rocks in his head about newer aircraft needing less work. Engine dramas aside, you can't throw enough manpower at the 380. And I reckon the 787 will be just as bad.
And if Jokestar can't handle all of the 330 work they so dearly wanted how will they introduce the 787 without big brothers assistance.
But I will say Joyce has rocks in his head about newer aircraft needing less work. Engine dramas aside, you can't throw enough manpower at the 380. And I reckon the 787 will be just as bad.
And if Jokestar can't handle all of the 330 work they so dearly wanted how will they introduce the 787 without big brothers assistance.
We’ve got this far by being true to our core values - our commitment to safety first, premium care, forward thinking, and representing the best of Australia.
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Typical of qantas 'management' to make these statements in a speech without any clarifications to those that it affects. Sunfish's comments about narcissism make more and more sense all the time.
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Shut the gate, the horse has bolted. We are screwed!
Redundancies are a certain and soon. It's just a matter of how many.
"LAME on demand" on domestic ramps, No customer contracts on international ramps, 380 and 744 A Checks in LAX, Winding down Tulla hangars, new aircraft that fix themselves, A licences, etc. These are only a few ways of reducing the number of LAMEs. They'll come up with more if we keep pushing for the "job security clauses".
Job security in an EBA is unachievable.
Negotiating the right sweeteners to get their current 3+3+3 deal over the line is the only thing that will keep some of us in a job. Or they'll sack us all...
Redundancies are a certain and soon. It's just a matter of how many.
"LAME on demand" on domestic ramps, No customer contracts on international ramps, 380 and 744 A Checks in LAX, Winding down Tulla hangars, new aircraft that fix themselves, A licences, etc. These are only a few ways of reducing the number of LAMEs. They'll come up with more if we keep pushing for the "job security clauses".
Job security in an EBA is unachievable.
Negotiating the right sweeteners to get their current 3+3+3 deal over the line is the only thing that will keep some of us in a job. Or they'll sack us all...
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No wonder everyone I know thinks you are a knob AJ....
sounds like the biggest load of cost cutting dribble
must want to get kicked out so he take his millions with him
sounds like the biggest load of cost cutting dribble
must want to get kicked out so he take his millions with him
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Sure thing. I guess Alan Joyce would like ignorami to stop telling him how to be the CEO of an airline.
To quote the man himself: "Our engineering and maintenance organisation is central to Qantas getting the most out of new generation aircraft."
This is a true statement but belies the fact that Joyce has absolutely no idea of what is involved with maintaining aircraft. Much of the dross he spouts about maintenance and 'New Generation" aircraft is simply that; dross!
Why does the rest of the world do it the EASA way and we dont like it in this country?
Right or wrong, why is it no good for Australia?
Right or wrong, why is it no good for Australia?
The way we do it here in Australia has served us well for many a long year. Change can be a good thing if done constructively, however, change for change's sake bears an ill wind.
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Lets talk about change
I have nothing against change
I do however have something against change that is implemented
by a management system that is bonus based.
Meaning that if I save a dollar here i will get a percentage myself.
So now my short front end savings have massive back end costs.
Now at this point everyone should have a little think
I am sure you all have countless examples
here is a few of mine
- lets buy A330's and put single serve galleys in the long range -200's
A 90 million dollar rectification
-lets buy the A380
hugely labour intensive, slow , unreliable inefficient and requires massive infrastructure upgrades to existing terminals ramp and hangar facilities.
- We have no money so instead of getting our A380's with standard interior lets give heaps of money to ACP to spend on Mark newson designed interiors
- lets not buy old technology 777.
because they are hugely reliable and extremely efficient
-lets close heavy maint in syd and sack all the ame's then cry about
the lame / ame ratio
- lets outsource all our engine overhauls. Didn't the last engine only make 8 cycles before blowing up into perth. How many engines have let go lately?
A lot more than budgeted for I would say
The list just goes on and on and all justified buy Qf,s bogus accounting system
- lets get all the staff offside because that will make us more efficiant
So CN when you were going on with all that dribble in leading edge about
nokia having market share and iphone coming along BLAH BLAH
Mate, no one is scared of change. We are scared of change that
our esteemed management come up with because they always manage to f**k
it up
I would like to point out that as much as you try to blame the LAME'e
for all your woes that it was QF management that implemented all
of this.
Every time you have a restructure all you do is create another level of management!
I don't know what to do! I know , lets create another management position!
I very much doubt that AJ really knows what is going on because there are that many levels of **** filters between him and the floor.
The really sad part is that with some foresight and a management team that
was not driven by personal gain and there own agenda's QANTAS would
be a whole lot better off
Yeah I am scared of your change
I do however have something against change that is implemented
by a management system that is bonus based.
Meaning that if I save a dollar here i will get a percentage myself.
So now my short front end savings have massive back end costs.
Now at this point everyone should have a little think
I am sure you all have countless examples
here is a few of mine
- lets buy A330's and put single serve galleys in the long range -200's
A 90 million dollar rectification
-lets buy the A380
hugely labour intensive, slow , unreliable inefficient and requires massive infrastructure upgrades to existing terminals ramp and hangar facilities.
- We have no money so instead of getting our A380's with standard interior lets give heaps of money to ACP to spend on Mark newson designed interiors
- lets not buy old technology 777.
because they are hugely reliable and extremely efficient
-lets close heavy maint in syd and sack all the ame's then cry about
the lame / ame ratio
- lets outsource all our engine overhauls. Didn't the last engine only make 8 cycles before blowing up into perth. How many engines have let go lately?
A lot more than budgeted for I would say
The list just goes on and on and all justified buy Qf,s bogus accounting system
- lets get all the staff offside because that will make us more efficiant
So CN when you were going on with all that dribble in leading edge about
nokia having market share and iphone coming along BLAH BLAH
Mate, no one is scared of change. We are scared of change that
our esteemed management come up with because they always manage to f**k
it up
I would like to point out that as much as you try to blame the LAME'e
for all your woes that it was QF management that implemented all
of this.
Every time you have a restructure all you do is create another level of management!
I don't know what to do! I know , lets create another management position!
I very much doubt that AJ really knows what is going on because there are that many levels of **** filters between him and the floor.
The really sad part is that with some foresight and a management team that
was not driven by personal gain and there own agenda's QANTAS would
be a whole lot better off
Yeah I am scared of your change
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I see Alan has instructed the trolls to get on here to spread as much FUD (fear, uncertaintly and doubt) as possible this evening. They are just trying to incite reaction and I think you will find we are more controlled than that. They want us to take destructive PIA whilst the Tiger situation remains unresolved. They may just have to wait a bit longer to see what we have planned.