Alan Joyce 7:30 tonight
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Alan Joyce 7:30 tonight
Out of interest, Alan Joyce is being interviewed tonight on 7:30 program on abc 1. Looks like another discussion about the looming industrial action.
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Dry your eyes Alan!!
You have two choices either engage with employees and work together to get the company through or work against them.
Your choice!!! No-one else, yours!!!
On another matter he does recognize the phrase that 'the devil is in the detail'. Perhaps you could teach Buchanan that one!!
Finally, what he said tonight makes me think that he thinks the unions are bluffing!!!
The Kelpie
You have two choices either engage with employees and work together to get the company through or work against them.
Your choice!!! No-one else, yours!!!
On another matter he does recognize the phrase that 'the devil is in the detail'. Perhaps you could teach Buchanan that one!!
Finally, what he said tonight makes me think that he thinks the unions are bluffing!!!
The Kelpie
Last edited by The Kelpie; 4th Apr 2011 at 10:23.
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How many times have I heard the same story over the years, "we is all doomed," too many times, and inevitably when they are threatened by fed up, frustrated, exasperated staff. Strangely enough the airline in question normally survives, (except Ansett but that was a deliberate destruction by Murdoch and mates). Stick to your guns, yes, there is the cost of fuel, but that is shared by all airlines, and they are not bleating like stuck pigs. If I learnt nothing over all those years is they will "have you" every time.
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Mr Joyce said the revenue raised from the tax should be directed towards technology to reduce*emissions.
Ha! Perhaps our half baked ceo's could choose more fuel efficient aircraft!!!!
Ha! Perhaps our half baked ceo's could choose more fuel efficient aircraft!!!!
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From the SMH.
Qantas hopeful strike will be avoided
Qantas hopeful strike will be avoided
April 4, 2011 - 9:54PM
AAP
Qantas says it hopes to head off industrial action and is confident customers won't be disrupted if negotiations with its workers fail.
Pilots, engineers and thousands of the company's ground staff have threatened to strike over pay and job security.
The airline's chief executive, Alan Joyce, says the unions have threatened industrial action a number of times over many years.
Advertisement: Story continues below
He has warned industrial action in any form "will make things worse, it doesn't make things better".
"A strike means everyone loses."
If there was an industrial dispute, Qantas management would roll up their sleeves to try to avoid disruption to passengers.
Mr Joyce said that as a manager he had worked on the check-in desk during past strike action.
"There's always contingencies of some form that we can put into place."
The company says it hopes the issues won't lead to industrial action. Mr Joyce said there were other forms of industrial action staff could take, rather than just walking off the job.
© 2011 AAP
Qantas hopeful strike will be avoided
Qantas hopeful strike will be avoided
April 4, 2011 - 9:54PM
AAP
Qantas says it hopes to head off industrial action and is confident customers won't be disrupted if negotiations with its workers fail.
Pilots, engineers and thousands of the company's ground staff have threatened to strike over pay and job security.
The airline's chief executive, Alan Joyce, says the unions have threatened industrial action a number of times over many years.
Advertisement: Story continues below
He has warned industrial action in any form "will make things worse, it doesn't make things better".
"A strike means everyone loses."
If there was an industrial dispute, Qantas management would roll up their sleeves to try to avoid disruption to passengers.
Mr Joyce said that as a manager he had worked on the check-in desk during past strike action.
"There's always contingencies of some form that we can put into place."
The company says it hopes the issues won't lead to industrial action. Mr Joyce said there were other forms of industrial action staff could take, rather than just walking off the job.
© 2011 AAP
Qantas says it hopes to head off industrial action and is confident customers won't be disrupted if negotiations with its workers fail.
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"If there was an industrial dispute, Qantas management would roll up their sleeves to try to avoid disruption to passengers.
Mr Joyce said that as a manager he had worked on the check-in desk during past strike action."
Oh Joyce you legend! Gee, is that doing the hards yards is it?
Well, you're going to be one busy little man. I guess you're going to:
• 'roll up your sleeves' and be a check-in chick.
• 'roll up your sleeves' and sign off each and every aircraft that departs.
• 'roll up your sleeves' and fly each and every aircraft that flies long haul throughout the shrinking QF network.
Go you little good thing, go!
Mr Joyce said that as a manager he had worked on the check-in desk during past strike action."
Oh Joyce you legend! Gee, is that doing the hards yards is it?
Well, you're going to be one busy little man. I guess you're going to:
• 'roll up your sleeves' and be a check-in chick.
• 'roll up your sleeves' and sign off each and every aircraft that departs.
• 'roll up your sleeves' and fly each and every aircraft that flies long haul throughout the shrinking QF network.
Go you little good thing, go!
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Also from the SMH............
Qantas sends secret strike breakers to train in LA
Qantas sends secret strike breakers to train in LA
Matt O'Sullivan, Mark Hawthorne
April 5, 2011
QANTAS has been secretly sending managers to the US for training in ground-handling and check-in operations as the company steps up its preparations for looming strikes.
The airline has been readying its managers since before Christmas for the prospect of industrial action by ground staff, including baggage and ramp handlers in the second half of this year.
The training by private contractors at Los Angeles airport includes loading and unloading aircraft, as well as driving trucks in restricted airport areas.
Advertisement: Story continues below
Staff are also told about the basic legal requirements that they must meet in any ground-handling roles.
''It is very hands-on,'' said one source who has done the training. ''You have to drive the trucks out to the aircraft and do the loading and unloading, and lining the trucks up to the aircraft doors.''
Qantas has to resort to sending managers overseas for training in ground-handling because Australian contractors refuse to teach potential strike breakers here. It takes about five staff to unload a Boeing 737 aircraft and prepare it for another flight.
A Qantas spokesman confirmed managers had been sent to the US as part of its contingency plans, but said it was something the airline had done previously during industrial disputes over the past 10 years.
''This type of contingency measure is important to ensure our passengers can continue to fly as normal in the event of union-led strikes,'' he said.
''We were forced to use this contingency in the past when the TWU took unprotected industrial action.''
Qantas trains secret strike-breakers in LA
The airline has been engaged in negotiations with unions representing both licensed aircraft engineers and 1700 long-haul pilots for months. The engineers are considered more likely to strike.
But it is the thousands of Qantas workers represented by the Transport Workers Union who are considered most likely to take industrial action this year. The TWU represents baggage handlers, refuellers and ramp and catering staff.
The airline is suing the TWU for more than $1 million in damages for wildcat strikes by its members at capital-city airports two years ago.
However, attempts by Qantas to use strike-breakers is considered a short-term measure because once a passenger jet has been worked on by them it is regarded as ''tainted''. Other Qantas workers, such as engineers, are almost certain to refuse to later work on the aircraft.
Qantas has a history of training strike-busting workforces in preparation for periods of industrial unrest.
Last week the airline announced cost-cutting measures, including axing managers, in an attempt to combat high jet-fuel prices and the impact of natural disasters in Queensland, Japan and New Zealand on travel demand.
Qantas sends secret strike breakers to train in LA
Qantas sends secret strike breakers to train in LA
Matt O'Sullivan, Mark Hawthorne
April 5, 2011
QANTAS has been secretly sending managers to the US for training in ground-handling and check-in operations as the company steps up its preparations for looming strikes.
The airline has been readying its managers since before Christmas for the prospect of industrial action by ground staff, including baggage and ramp handlers in the second half of this year.
The training by private contractors at Los Angeles airport includes loading and unloading aircraft, as well as driving trucks in restricted airport areas.
Advertisement: Story continues below
Staff are also told about the basic legal requirements that they must meet in any ground-handling roles.
''It is very hands-on,'' said one source who has done the training. ''You have to drive the trucks out to the aircraft and do the loading and unloading, and lining the trucks up to the aircraft doors.''
Qantas has to resort to sending managers overseas for training in ground-handling because Australian contractors refuse to teach potential strike breakers here. It takes about five staff to unload a Boeing 737 aircraft and prepare it for another flight.
A Qantas spokesman confirmed managers had been sent to the US as part of its contingency plans, but said it was something the airline had done previously during industrial disputes over the past 10 years.
''This type of contingency measure is important to ensure our passengers can continue to fly as normal in the event of union-led strikes,'' he said.
''We were forced to use this contingency in the past when the TWU took unprotected industrial action.''
Qantas trains secret strike-breakers in LA
The airline has been engaged in negotiations with unions representing both licensed aircraft engineers and 1700 long-haul pilots for months. The engineers are considered more likely to strike.
But it is the thousands of Qantas workers represented by the Transport Workers Union who are considered most likely to take industrial action this year. The TWU represents baggage handlers, refuellers and ramp and catering staff.
The airline is suing the TWU for more than $1 million in damages for wildcat strikes by its members at capital-city airports two years ago.
However, attempts by Qantas to use strike-breakers is considered a short-term measure because once a passenger jet has been worked on by them it is regarded as ''tainted''. Other Qantas workers, such as engineers, are almost certain to refuse to later work on the aircraft.
Qantas has a history of training strike-busting workforces in preparation for periods of industrial unrest.
Last week the airline announced cost-cutting measures, including axing managers, in an attempt to combat high jet-fuel prices and the impact of natural disasters in Queensland, Japan and New Zealand on travel demand.
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Mr Joyce
If you, or any of your management team, ever bothered to engage (negotiate) with Qantas' employees you would be surprised.
1) QF would save millions from management strike breaking training in LAX.
2) Those managers would be more productive in their original jobs.
3) You would find that QF employees are an asset not liability.
4) Illiminate the negative publicity for Qantas in the media.
1) QF would save millions from management strike breaking training in LAX.
2) Those managers would be more productive in their original jobs.
3) You would find that QF employees are an asset not liability.
4) Illiminate the negative publicity for Qantas in the media.
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Mr Joyce
--------------------------------------------------------------------------------
If you, or any of your management team, ever bothered to engage (negotiate) with Qantas' employees you would be surprised.
1) QF would save millions from management strike breaking training in LAX.
2) Those managers would be more productive in their original jobs.
3) You would find that QF employees are an asset not liability.
4) Illiminate the negative publicity for Qantas in the media.
--------------------------------------------------------------------------------
If you, or any of your management team, ever bothered to engage (negotiate) with Qantas' employees you would be surprised.
1) QF would save millions from management strike breaking training in LAX.
2) Those managers would be more productive in their original jobs.
3) You would find that QF employees are an asset not liability.
4) Illiminate the negative publicity for Qantas in the media.
Alan, think about it for just a minute, go on, it might make you a hero, rather than a dead duck.......
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Mr Joyce said the revenue raised from the tax should be directed towards technology to reduce*emissions.
Ha! Perhaps our half baked ceo's could choose more fuel efficient aircraft!!!!
*
Ha! Perhaps our half baked ceo's could choose more fuel efficient aircraft!!!!
*
We know your game!!
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The Kelpie
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So how is the flying training going. Geez your blokes must be up to 5 hours by now. Don't even THINK about bringing in foreign pilots, for a start no QF LAME is going to sign them out. Why don't you try something new. Go down to the hangers, have a chat, ditto the crew rooms, the canteens, tell them what is actually happening, hear what they have to say, and then like Menadue and Yates, you might get the company right behind you to go forward together in difficult times. Nobody doubts the fact that Gillard is about to tax the arse of the airline, as well as thru the fuel, and things are going to get difficult, but if you have the employees on side, hell, it might just turn the ship around, and you don't need to train managers to be check in chicks, cleaners, flight attendants, office boys, and as for Pilots and Engineers forget it. And lastly look at the history of 89, what happened to the country, what happened to the employees, (all of them) and vow it will never happen again, (and before the accusations start, we, the pilots, acknowledge the damage, ok?) We just never want to see it again.
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Seems Alan is getting self conscious about his regular appearances on TV lately.
Did anyone else notice that he seems to have had Botox injections into his face??
It wasn't me that spotted it, it was Mrs Kelpie!!
The Kelpie
Did anyone else notice that he seems to have had Botox injections into his face??
It wasn't me that spotted it, it was Mrs Kelpie!!
The Kelpie
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teresa & Ndicho, implicit in your comments is a single assumption so fundamental, so basic that is is easily overlooked - that the board & senior management wants a Qantas to survive in its present form. Test this assumption & review the last 10 years, what conclusions to do you come to?
Random thoughts that spring to mind: APA, takeover, low share price, Qantas Sale act.
I could be very wrong, but I believe it is important to test every assumption carefully, and think outside the box.
Random thoughts that spring to mind: APA, takeover, low share price, Qantas Sale act.
I could be very wrong, but I believe it is important to test every assumption carefully, and think outside the box.
EXTRACT.
Leigh: Mr Joyce, Qantas was previously against a carbon tax. What has changed?
Joyce: Well, let me first say tat we have an amazing business. We have amazing people but we cannot understand why tey mistrust us. But anyway, at Qantas we have priced a carbon tax at $6 per passenger. So tat would mean a charge for Qantas passengers of $12, and $0 for Jetstar passengers, because we have to respond to te market you see. Also we can charge Qantas passengers all tis tax and ten offshore our input costs. We will make millions and I will get a very big bonus. I am so so smart, don't you tink?
Leigh: Mr Joyce, Qantas was previously against a carbon tax. What has changed?
Joyce: Well, let me first say tat we have an amazing business. We have amazing people but we cannot understand why tey mistrust us. But anyway, at Qantas we have priced a carbon tax at $6 per passenger. So tat would mean a charge for Qantas passengers of $12, and $0 for Jetstar passengers, because we have to respond to te market you see. Also we can charge Qantas passengers all tis tax and ten offshore our input costs. We will make millions and I will get a very big bonus. I am so so smart, don't you tink?
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I worked for Air New Zealand (as ground staff - checkin, A's and D's and some ramp) from 2000 until 2005. I saw and experienced a range of management styles whilst there. I was there for the last days of Sir Selwyn Cushing (presided over the worst corporate loss in NZ's history) I saw Gary Toomeys short lived tenure at the top and the threats of almost complete closure of the airline (or at the very best outsourcing of all jobs that weren't considered core business. For example all ground handling, ramp, load control and a host of other jobs were up for outsourcing leaving basically the pilots and SOME FA's as direct Air NZ employees) I also witnessed the Ansett collapse (both in Aus and NZ).
Then along came Ralph Norris. (currently head of CBA) At the time he took over as CEO he was just what Air NZ needed.
He saw the value of having a happy productive workforce. He understood that if you look after your staff then they will look after your customers. He understood that the Air NZ product was tired and lacked appeal. He saw that the fleet was getting worn out after several years of asset stripping by BIL and he set about revamping it.
On top of all the things mentioned above, he organised large staff meetings at most of the airports around NZ. This was so staff could come and meet him, speak to him, vent (and pleanty did!) and hear what he had to say about the state of the company and what his plans were.
He called for staff involvement in product development. Ideas were welcomed, indeed encouraged. He spent time on flights talking to pilots and FA's, he spent time on the ramp, at the checkin counters and everywhere in between. He showed that he was approachable, interested in his staff and interested in what they had to say.
Not long after taking over he took the unusual step of giving everyone a small bonus. I cant remember how much it was now but think it was $200. It came with a note saying that he understood what we as staff had been through, that he valued our efforts and here was a tolken of his appreciation. (I know the Ansett staff had been through a great deal more than us!) A few months later there was another bonus, and a third a few months later.
To cut a long story short, he ENGAGED with his employees!
He restructured the chains of command to give us mere minions more direct access to management. Later on in his tenure he sent his senior managers out once a month to work alongside staff on the ramp, at checkin and onboard the aircraft. (something which Rob Fyfe has continued and has built upon)
Ralph Norris made such an impact on the airline that within 12 months the company returned to profitability. It was named New Zealand Corporate of the Year by British Banker Magazine in 2003 and the following year, Air NZ received the Air Transport World’s Phoenix Award for achieving ‘a commercial rebirth through life-changing transformation’.
The situation is somewhat different at Qantas, but if AJ keeps going down the road he is taking at the moment, Qantas will also be a corporate basket case within 18 to 24 months.
The continual self canibalisation of Qantas through it's Jetstar offspring will eventually, if left unchecked, be the demise of what is a great airline.
Air NZ re-absorbed Freedom Air into the parent company because ultimately having two airlines owned by the same company competing against each other meant that neither could make a profit. Costs were nearly doubled and profits nearly halved. Air NZ decided it was better to take Freedom back into the main airline and take over the Freedom routes itself. I know that meant some services being cut, ie; Palmy to SYD, DUD to SYD and Hamilton to SYD (It's been a while since I was in NZ so some of those routes may well now be operating again) but they proved that self canibalisation doesn't work!
Watching the Qantas team at the inquiry, I can't help getting a picture of an exhausted horse running down the track with blinkers on. AJ and Co are so hell bent on the Jetstarisation of Qantas that they can't see the detriment it is causing to the Qantas brand and business. What they don't see (or maybe they do but don't acknowledge it) is that without Qantas, Jetstar is nothing.
In my opinion, AJ wasn't too bad as Jetstar CEO. He knew low cost, budget, corner cutting and staff screwing quite well, and unfortunately there were plenty of people who were happy to go along with it. He grew the airline into something of note and a serious player in the domestic and to a lesser extent, international market. As Qantas CEO though I think he needs to do a full 180 in his business philosophy and staff management philosophy or get out and leave the job to someone who CAN and WILL do it properly!
I know you Aussies would probably baulk at having a Kiwi in charge of an Aussie icon (we do have a Welsh PM here though...) but it might be worth seeing if Ralph Norris or indeed Rob Fyfe could be tempted over to the big red rat.
I have never been a big fan of strike action or excessive union activity but I have to say, with the way Qantas is going I will support wholeheartedly any of the workforce who go out. The problem is that due to their arrogance and pig headedness, I don't know if AJ and his team will listen or change their approach. I can see any industrial action taken by Qantas employees turning into a massive stand-off and the staff being the first to give in. I would hasten to add that I don't believe any company should be held to ransom by it's staff either as that will lead to disaster too.
I have no issue with CEO's being well remunerated for the work they do, nor even with bonuses for meeting targets, achieving outcomes or performing in excess of contract or expectation. I think though that in the interests of corporate responsibility AJ and his team should decide that they won't be taking any bonuses this year. The Qantas CEO is one of the highest paid airline CEO's in the world (and it's by no means the largest airline). AJ will soon be laying staff off and making cuts. Alan, how about showing the staff and Australia in general that you're prepared to start trimming the fat right from the very top! I think you'd be surprised just how many brownie points that would gain you with your staff.
STAFF ENGAGEMENT ALAN..... it's the key to achieving so much in the business world today. Take the time to go out to your main bases (and a few of the not so main ones too) and talk to your staff. Ask them frankly what they think and reassure them that they WON'T be given the boot for telling you the truth. Work along side them for a day or two, try to UNDERSTAND their job and what they do for you. Explain to them how you see Qantas and Jetstar working together, not against each other, give them assurance (and back it up with evidence) that their jobs are secure, (or as secure as possible in todays airline environment) COMMUNICATE with them. That doesn't mean only putting out notices, e-mails, directives, edicts, decrees etc..... effective communication requires BOTH PARTIES having an active part. Don't just talk, LISTEN. In CRM we have something called Push and Pull....that means both parties asking questions and making suggestions.
Anyway, that's my 2 cents worth.
NWF
Then along came Ralph Norris. (currently head of CBA) At the time he took over as CEO he was just what Air NZ needed.
At the time of his appointment as CEO of Air NZ, the company was in the process of being recapitalised by the New Zealand Government following the Ansett collapse.
He saw the value of having a happy productive workforce. He understood that if you look after your staff then they will look after your customers. He understood that the Air NZ product was tired and lacked appeal. He saw that the fleet was getting worn out after several years of asset stripping by BIL and he set about revamping it.
On top of all the things mentioned above, he organised large staff meetings at most of the airports around NZ. This was so staff could come and meet him, speak to him, vent (and pleanty did!) and hear what he had to say about the state of the company and what his plans were.
He called for staff involvement in product development. Ideas were welcomed, indeed encouraged. He spent time on flights talking to pilots and FA's, he spent time on the ramp, at the checkin counters and everywhere in between. He showed that he was approachable, interested in his staff and interested in what they had to say.
Not long after taking over he took the unusual step of giving everyone a small bonus. I cant remember how much it was now but think it was $200. It came with a note saying that he understood what we as staff had been through, that he valued our efforts and here was a tolken of his appreciation. (I know the Ansett staff had been through a great deal more than us!) A few months later there was another bonus, and a third a few months later.
To cut a long story short, he ENGAGED with his employees!
He restructured the chains of command to give us mere minions more direct access to management. Later on in his tenure he sent his senior managers out once a month to work alongside staff on the ramp, at checkin and onboard the aircraft. (something which Rob Fyfe has continued and has built upon)
Ralph Norris made such an impact on the airline that within 12 months the company returned to profitability. It was named New Zealand Corporate of the Year by British Banker Magazine in 2003 and the following year, Air NZ received the Air Transport World’s Phoenix Award for achieving ‘a commercial rebirth through life-changing transformation’.
The situation is somewhat different at Qantas, but if AJ keeps going down the road he is taking at the moment, Qantas will also be a corporate basket case within 18 to 24 months.
The continual self canibalisation of Qantas through it's Jetstar offspring will eventually, if left unchecked, be the demise of what is a great airline.
Air NZ re-absorbed Freedom Air into the parent company because ultimately having two airlines owned by the same company competing against each other meant that neither could make a profit. Costs were nearly doubled and profits nearly halved. Air NZ decided it was better to take Freedom back into the main airline and take over the Freedom routes itself. I know that meant some services being cut, ie; Palmy to SYD, DUD to SYD and Hamilton to SYD (It's been a while since I was in NZ so some of those routes may well now be operating again) but they proved that self canibalisation doesn't work!
Watching the Qantas team at the inquiry, I can't help getting a picture of an exhausted horse running down the track with blinkers on. AJ and Co are so hell bent on the Jetstarisation of Qantas that they can't see the detriment it is causing to the Qantas brand and business. What they don't see (or maybe they do but don't acknowledge it) is that without Qantas, Jetstar is nothing.
In my opinion, AJ wasn't too bad as Jetstar CEO. He knew low cost, budget, corner cutting and staff screwing quite well, and unfortunately there were plenty of people who were happy to go along with it. He grew the airline into something of note and a serious player in the domestic and to a lesser extent, international market. As Qantas CEO though I think he needs to do a full 180 in his business philosophy and staff management philosophy or get out and leave the job to someone who CAN and WILL do it properly!
I know you Aussies would probably baulk at having a Kiwi in charge of an Aussie icon (we do have a Welsh PM here though...) but it might be worth seeing if Ralph Norris or indeed Rob Fyfe could be tempted over to the big red rat.
I have never been a big fan of strike action or excessive union activity but I have to say, with the way Qantas is going I will support wholeheartedly any of the workforce who go out. The problem is that due to their arrogance and pig headedness, I don't know if AJ and his team will listen or change their approach. I can see any industrial action taken by Qantas employees turning into a massive stand-off and the staff being the first to give in. I would hasten to add that I don't believe any company should be held to ransom by it's staff either as that will lead to disaster too.
I have no issue with CEO's being well remunerated for the work they do, nor even with bonuses for meeting targets, achieving outcomes or performing in excess of contract or expectation. I think though that in the interests of corporate responsibility AJ and his team should decide that they won't be taking any bonuses this year. The Qantas CEO is one of the highest paid airline CEO's in the world (and it's by no means the largest airline). AJ will soon be laying staff off and making cuts. Alan, how about showing the staff and Australia in general that you're prepared to start trimming the fat right from the very top! I think you'd be surprised just how many brownie points that would gain you with your staff.
STAFF ENGAGEMENT ALAN..... it's the key to achieving so much in the business world today. Take the time to go out to your main bases (and a few of the not so main ones too) and talk to your staff. Ask them frankly what they think and reassure them that they WON'T be given the boot for telling you the truth. Work along side them for a day or two, try to UNDERSTAND their job and what they do for you. Explain to them how you see Qantas and Jetstar working together, not against each other, give them assurance (and back it up with evidence) that their jobs are secure, (or as secure as possible in todays airline environment) COMMUNICATE with them. That doesn't mean only putting out notices, e-mails, directives, edicts, decrees etc..... effective communication requires BOTH PARTIES having an active part. Don't just talk, LISTEN. In CRM we have something called Push and Pull....that means both parties asking questions and making suggestions.
Anyway, that's my 2 cents worth.
NWF
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Right on Nose Wheel. Menadue had a habit of going over to the hangers at 0100 or some other time long into the night, and sit down next to the astonished Engineers for a chat. Ditto the Duty Engineers section, or wherever he saw a light on, and that impressed the staff more than any memo. Not that I am suggesting Joyce wander around the base all night, but occasionally would certainly help. I hope as some suggest this is more about turning QF into JQ is not correct, but as there is no loyalty now to the staff it has to be considered.