Alan Joyce Chief Executive Qantas June 22/6/11 Address to the National Press Club"
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Alan Joyce Chief Executive Qantas June 22/6/11 Address to the National Press Club"
Alan Joyce
Chief Executive Qantas
June 22, 2011
"Address to the National Press Club"
WORKING PRESS BOOKINGS ONLY [email protected]
Alan Joyce was appointed Chief Executive Officer and Managing Director of Qantas in November 2008 and CEO Designate and to the Qantas Board in July 2008.
He is a Member of the Safety, Health, Environment and Security Committee. Mr Joyce is a Director of a number of controlled and associated entities of the Qantas Group, and a former Director of Orangestar Investment Holdings Pte Limited and Jetstar Pacific Airlines Aviation Joint Stock Company.
He was the CEO of Jetstar from 2003 to 2008. Before that, Mr Joyce spent over 15 years in leadership positions for Qantas, Ansett and Aer Lingus.
At both Qantas and Ansett, he led the Network Planning, Schedules Planning and Network Strategy functions. Prior to that, Mr Joyce spent eight years at Aer Lingus, where he held roles in Sales, Marketing, IT, Network Planning, Operations Research, Revenue Management and Fleet Planning.
Chief Executive Qantas
June 22, 2011
"Address to the National Press Club"
WORKING PRESS BOOKINGS ONLY [email protected]
Alan Joyce was appointed Chief Executive Officer and Managing Director of Qantas in November 2008 and CEO Designate and to the Qantas Board in July 2008.
He is a Member of the Safety, Health, Environment and Security Committee. Mr Joyce is a Director of a number of controlled and associated entities of the Qantas Group, and a former Director of Orangestar Investment Holdings Pte Limited and Jetstar Pacific Airlines Aviation Joint Stock Company.
He was the CEO of Jetstar from 2003 to 2008. Before that, Mr Joyce spent over 15 years in leadership positions for Qantas, Ansett and Aer Lingus.
At both Qantas and Ansett, he led the Network Planning, Schedules Planning and Network Strategy functions. Prior to that, Mr Joyce spent eight years at Aer Lingus, where he held roles in Sales, Marketing, IT, Network Planning, Operations Research, Revenue Management and Fleet Planning.
View on ABC1 & ABC24 at 12:32pm Wednesday 22 June 2011.
I should have this up on youtube tomorrow evening.
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Can hardly wait it will be just more of the same.
The only hope of any interesting points will be if:
1. He admits past mistakes.
2. He accepts just a small portion of responsibility for the mess this business is in.
3. Gives a proper assessment of the true causes of the business problems.
4. He stops blaming staff for everything that has and will go wrong.
5. He gets some serious questions from the attending journos.
6. Anyone twigs to the fact this may be his attempt to deflect attention from Senate Report.
6. Announces his departure with a bunch of directors.
Hell may freeze over first I suspect.
BUT I do see an opportunity knowing how journos trawl this site and basically need to be hand fed. Lets change this thread to " A good question to ask Alan Joyce" and feed them the lines.
I would gladly donate a bottle of red for "the most awkward question of the day".
The only hope of any interesting points will be if:
1. He admits past mistakes.
2. He accepts just a small portion of responsibility for the mess this business is in.
3. Gives a proper assessment of the true causes of the business problems.
4. He stops blaming staff for everything that has and will go wrong.
5. He gets some serious questions from the attending journos.
6. Anyone twigs to the fact this may be his attempt to deflect attention from Senate Report.
6. Announces his departure with a bunch of directors.
Hell may freeze over first I suspect.
BUT I do see an opportunity knowing how journos trawl this site and basically need to be hand fed. Lets change this thread to " A good question to ask Alan Joyce" and feed them the lines.
I would gladly donate a bottle of red for "the most awkward question of the day".
Mr Joyce spent over 15 years in leadership positions for Qantas, Ansett and Aer Lingus
*Ansett - hardly a recommendation for sound management. (Failed) takeover bid by Air New Zealand which ended in collapse
*Qantas Founded in the 1920's, previously owned by Government, commenced a steady descent into loss making with AJ's leadership. Failed takeover bin in 2007
Alarm Bells anybody? Not the history I want for a Qantas' CEO. Smells foul then assume it is foul
Please stand up at the next AGM and let the shareholders know. The #1 place you will be heard is the shareholders.... shareholders have invested in the company because they believe in it (just like employees have invested their futures in QAN). The only people that care are shareholders and employees. The management/board are merely here for the ride.
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I can give you the script before he delivers it.
Firstly emphasise how difficult it is in aviation to make money.
He will talk of constant shock syndrome in aviation.
He will then talk about the GFC, volcanoes, 2 speed economy and how it has adversely affected the business.
Next those impossible QF unions & living in cloud cuckoo land ( this will be the body of his speech )
Followed by a plea for government concessions regarding accountancy practices & depreciation schedules.
A small spiel on the effects of poor infrastructure in Australia.
Finally there will be information regarding how smart Qantas executives have been setting up Jetstar & how successful it has been, tied in with how smart Qantas executives are in their implementation of frequent flyer tie ups with Woolworths.
There will be no mention of all the bad decisions regarding fleet and configuration.
No mention of poor shareholder return.
No mention of instability in executive ranks.
No mention of the effects of some of the poorest engagement levels of any major company worldwide.
Firstly emphasise how difficult it is in aviation to make money.
He will talk of constant shock syndrome in aviation.
He will then talk about the GFC, volcanoes, 2 speed economy and how it has adversely affected the business.
Next those impossible QF unions & living in cloud cuckoo land ( this will be the body of his speech )
Followed by a plea for government concessions regarding accountancy practices & depreciation schedules.
A small spiel on the effects of poor infrastructure in Australia.
Finally there will be information regarding how smart Qantas executives have been setting up Jetstar & how successful it has been, tied in with how smart Qantas executives are in their implementation of frequent flyer tie ups with Woolworths.
There will be no mention of all the bad decisions regarding fleet and configuration.
No mention of poor shareholder return.
No mention of instability in executive ranks.
No mention of the effects of some of the poorest engagement levels of any major company worldwide.
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Hello Mr Joyce, The Black Panther from PPrune
1. Your board appears to be heavily weighted with Private Equity bankers and LCC experience, do you consider this makeup is making the right decisions for a full service airline located many miles from other markets with a population of 23million people or is the board a reflection of the direction the company is headed?
2. The Qantas staff have openly complained about disengagement, lack of cohesion with management and feelings of resentment, many are voicing there complaints on social media and forums. The company conducted an engagement survey but you have held detailed results. You have publicly stated there union leaders are "rogues and kamikazes" and they some are seeking pay rise of 26% (which they deny saying it is 3 x 3). Are you prepared to continue this fight you will you faithfully try to seek middle ground in the next few weeks of negotiations and considering the disruptions the traveling public have already experienced this year?
3. Of all the fines wines we have in Australia do you think Qantas really needs to buy Toolangi wines?
1. Your board appears to be heavily weighted with Private Equity bankers and LCC experience, do you consider this makeup is making the right decisions for a full service airline located many miles from other markets with a population of 23million people or is the board a reflection of the direction the company is headed?
2. The Qantas staff have openly complained about disengagement, lack of cohesion with management and feelings of resentment, many are voicing there complaints on social media and forums. The company conducted an engagement survey but you have held detailed results. You have publicly stated there union leaders are "rogues and kamikazes" and they some are seeking pay rise of 26% (which they deny saying it is 3 x 3). Are you prepared to continue this fight you will you faithfully try to seek middle ground in the next few weeks of negotiations and considering the disruptions the traveling public have already experienced this year?
3. Of all the fines wines we have in Australia do you think Qantas really needs to buy Toolangi wines?
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Mr Joyce
Is your misfunctioning calculator responsible for Jetstars bottom line being propped up by muffins and coffee? 
Have Jetstar paid for the aircraft they have received or is it a simple case of just getting them gifted from big sister? Nice way to shave the expenses and show a profit if that is the case. Open books for greater transparency and an independent audit of just how Jetstar is supposedly propping up big sister.
Have Jetstar paid for the aircraft they have received or is it a simple case of just getting them gifted from big sister? Nice way to shave the expenses and show a profit if that is the case. Open books for greater transparency and an independent audit of just how Jetstar is supposedly propping up big sister.
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1/3's
I hope the press club have a shovel near the lecturn because their will be a big pile of
steaming 1/3's to clean up when he finishes speaking. to be sure to be sure !!
steaming 1/3's to clean up when he finishes speaking. to be sure to be sure !!
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Here's a question for some lazy journo to pick up.... to lob at feet of AJ at the Press Club.
As CEO of one of the most prestigious aviation safety brands in the world, do you regret using the derogatory term "KAMIKAZE" to describe "industrial tactic's" relating to Pilots and Aircraft Engineers.....the keepers of this Safety brand?
Which way do you tink his eye balls will roll on this one?
GOOSE
As CEO of one of the most prestigious aviation safety brands in the world, do you regret using the derogatory term "KAMIKAZE" to describe "industrial tactic's" relating to Pilots and Aircraft Engineers.....the keepers of this Safety brand?
Which way do you tink his eye balls will roll on this one?
GOOSE
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And so it begins:
Longhaul flights clip wings at Qantas
THE Qantas chief executive, Alan Joyce, will outline today a structural shake-up of the airline's operations to reverse the loss of hundreds of millions of dollars on international flights.
In a speech that will seek to confront the unions with which the airline is now at war, Mr Joyce is expected to announce a modest overall annual profit for Qantas but with no thanks to its international operations.
While Jetstar and Qantas domestic are doing well, Mr Joyce is set to announce Qantas's international operations will record an annual loss of more than $200 million.
Read more: Longhaul flights clip wings at Qantas
Longhaul flights clip wings at Qantas
THE Qantas chief executive, Alan Joyce, will outline today a structural shake-up of the airline's operations to reverse the loss of hundreds of millions of dollars on international flights.
In a speech that will seek to confront the unions with which the airline is now at war, Mr Joyce is expected to announce a modest overall annual profit for Qantas but with no thanks to its international operations.
While Jetstar and Qantas domestic are doing well, Mr Joyce is set to announce Qantas's international operations will record an annual loss of more than $200 million.
Read more: Longhaul flights clip wings at Qantas
Mr Joyce is set to announce Qantas's international operations will record an annual loss of more than $200 million.
* Qantas doesn't fly to many places and its quicker/easier to connect on the likes of EK usually at a cheaper fare
* Qantas is still flying 744s when in many instances a 773 would make far more $$$$
* Loyal pax are running from QF because they hate JQ
* We have had volcanos in Europe, Ash in Australia, disasters in Japan and NZ
* The QF PR machine went into reverse years ago
* The worst CEO who had only ever worked for loss making airlines before arriving at The Qantas group
What do you expect??????
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Of course, no blame shall be acknowledged for the decline in the international product. It's all the fault of us kamakazie's and rogues.
Nothing to do with poor route decicions, poor fleet decisions, poor choice of IFE or lack of innovation or investment in product.
Nope. It is the fault of pesky staff wanting some job security.
Nothing to do with poor route decicions, poor fleet decisions, poor choice of IFE or lack of innovation or investment in product.
Nope. It is the fault of pesky staff wanting some job security.
Sprucegoose
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Surely AJ will just sit in the background while Ms Wirth makes his statements for him...
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Perhaps the Shareholders will be smart enough to what the Middle East nations are presently doing - Revolt against an undemocratic reigime which is hell bent on filling the pockets of a handful of upper echelon untouchables who profiteer at the expense of the rest of the populous, and overturn the ruling evil empires in less than a week ??
Food for thought.
Food for thought.
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Ia et al,
Emotion aside, and as journos may be trawling through these posts as they prepare questions, it is probably appropriate and desirable to focus things a little:
You listed a number of reasons Qantas long-haul is in trouble:
1. Qantas doesn't fly to many places and its quicker/easier to connect on the likes of EK usually at a cheaper fare
This is a critical item and deserves first place. Have a look at Singapore's route map and compare. As a matter of pure arithmetic even Singapore would have a least performing route. So if once a month they cut out that least performing route, then the next month the least performing of the ones that remain etc etc.....in a finite number of months they would have no routes at all. So drowning the weakest kitten in the litter is not a desired strategy.
2. Qantas is still flying 744s when in many instances a 773 would make far more $$$$
Yes, almost so self-evident that it goes without saying. No-one else has the same fleet strategy as QF. And the 787 whenever it comes doesn't solve this problem. It will help flesh out the route map and be much better on domestic and regional routes than the 767. However since the first 787s are going to Jetstar it is not at all sure that their delivery will do anything at all to help the bottom line of QF Long Haul. Boeing have not anywhere near finished the development of the 777 suite of airplanes and they will be being delivered for years if not decades. Still plenty of time to fix this gaping hole in the fleet and the associated haemorrhage in fuel and maintenance costs
3. Loyal pax are running from QF because they hate JQ
Seriously doubt this is an issue for long-haul. Hard to imagine some pax refusing to fly with QF on long-haul because they don't like JQ domestic. And where JQ has replaced QF Long haul on international routes then if existing QF pax voted with their feet it would be JQ International that would be bleeding, not QF Long-haul. Long haul load factors are generally excellent and the yields probably fairly good otherwise, with the hideous fleet mix, they'd be losing even more money.The problems with QF long-haul are far more on the cost side and that isn't fixed by putting lipstick on the fleet pig, it's getting the basic structure right, routes, fleet, productivity and product focus.
4. We have had volcanos in Europe, Ash in Australia, disasters in Japan and NZ
This is a factor though given the slim margins overall that QF makes when the fleet is grounded a number of variable costs are not incurred. And many of the pax will resume their journey anyway so the revenue will come back. In any case it is a cost that most airlines are bearing and another resosn to have your basic structure right in the first place.
5. The QF PR machine went into reverse years ago
6. The worst CEO who had only ever worked for loss making airlines before arriving at The Qantas group
Item 5 is annoying but doesn't mean much on the income statement. Item 6 relates to the non-delivery of items 1, 2 and 3, nothing personal at all, just an inability to get the Board to fund the correct structure and a lack of understanding of how to reform in a difficult competitive environment.
Looking forward to the Press Club address and the Senate report. Lots to talk about them!
Safe flying
Sherm
Emotion aside, and as journos may be trawling through these posts as they prepare questions, it is probably appropriate and desirable to focus things a little:
You listed a number of reasons Qantas long-haul is in trouble:
1. Qantas doesn't fly to many places and its quicker/easier to connect on the likes of EK usually at a cheaper fare
This is a critical item and deserves first place. Have a look at Singapore's route map and compare. As a matter of pure arithmetic even Singapore would have a least performing route. So if once a month they cut out that least performing route, then the next month the least performing of the ones that remain etc etc.....in a finite number of months they would have no routes at all. So drowning the weakest kitten in the litter is not a desired strategy.
2. Qantas is still flying 744s when in many instances a 773 would make far more $$$$
Yes, almost so self-evident that it goes without saying. No-one else has the same fleet strategy as QF. And the 787 whenever it comes doesn't solve this problem. It will help flesh out the route map and be much better on domestic and regional routes than the 767. However since the first 787s are going to Jetstar it is not at all sure that their delivery will do anything at all to help the bottom line of QF Long Haul. Boeing have not anywhere near finished the development of the 777 suite of airplanes and they will be being delivered for years if not decades. Still plenty of time to fix this gaping hole in the fleet and the associated haemorrhage in fuel and maintenance costs
3. Loyal pax are running from QF because they hate JQ
Seriously doubt this is an issue for long-haul. Hard to imagine some pax refusing to fly with QF on long-haul because they don't like JQ domestic. And where JQ has replaced QF Long haul on international routes then if existing QF pax voted with their feet it would be JQ International that would be bleeding, not QF Long-haul. Long haul load factors are generally excellent and the yields probably fairly good otherwise, with the hideous fleet mix, they'd be losing even more money.The problems with QF long-haul are far more on the cost side and that isn't fixed by putting lipstick on the fleet pig, it's getting the basic structure right, routes, fleet, productivity and product focus.
4. We have had volcanos in Europe, Ash in Australia, disasters in Japan and NZ
This is a factor though given the slim margins overall that QF makes when the fleet is grounded a number of variable costs are not incurred. And many of the pax will resume their journey anyway so the revenue will come back. In any case it is a cost that most airlines are bearing and another resosn to have your basic structure right in the first place.
5. The QF PR machine went into reverse years ago
6. The worst CEO who had only ever worked for loss making airlines before arriving at The Qantas group
Item 5 is annoying but doesn't mean much on the income statement. Item 6 relates to the non-delivery of items 1, 2 and 3, nothing personal at all, just an inability to get the Board to fund the correct structure and a lack of understanding of how to reform in a difficult competitive environment.
Looking forward to the Press Club address and the Senate report. Lots to talk about them!
Safe flying
Sherm
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Joyce talking to the National Press Club today
Today we learn about the restructure of Qantas. It involves cutting of flights and transfer of business to Jetstar.
Should be a day of raised blood pressure and increased frustration.
Should be a day of raised blood pressure and increased frustration.