AUGUST 24th - QANTAS
If anybody heard the Melbourne radio story this morning that the rumour is all 744 will go to JQ. I find this hard to believe and just wonder if somebody is perpetuating rumours?
http://therealnews.com/t2/index.php?...FZGCpAodxkFC7Q
This is some very good watching if you have the time.
I especially like the idea of a two tier board such as is practiced in Germany. The second tier is made up of stakeholders and must approve any major decision, purchase or strategy of the board.
The way Qantas has been run is all about short term decisions to maximize short term profit and KPI bonuses, against the long term prosperity of the company.
Qantas is now starting to reap what Dixon sowed, and Joyce is trying to spin his way out of it.
This is some very good watching if you have the time.
I especially like the idea of a two tier board such as is practiced in Germany. The second tier is made up of stakeholders and must approve any major decision, purchase or strategy of the board.
The way Qantas has been run is all about short term decisions to maximize short term profit and KPI bonuses, against the long term prosperity of the company.
Qantas is now starting to reap what Dixon sowed, and Joyce is trying to spin his way out of it.
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and Joyce is trying to spin his way out of it.
Last edited by TIMA9X; 7th Aug 2011 at 04:32.
rmcdonal- Your maths is correct, your assumption is not. This time of year is supposed to be the "quiet" time of year which is why J* want to go to contract pilots for the apparent peaks and troughs. It is also why there are more leave slots available. Flight Ops has been putting out emails for the last 2 months wanting to buy back leave because they are that short of crew. At the beginning of 2010 it was stated within J* that there was going to be 200+ training slots of which 120 were to be Command upgrades. It didn't happen because I suspect they were developing the dodgy contract and didn't want more new commands on the EBA. The shortfall in captains is starting to bite. With the freeze on recruitment they will have the same problem with F/O's running out of hours in the near future. The last time they were short of F/O's RHS endorsed captains were actually losing currency in the LHS because they were being rostered as F/O's. This is just a small example of the short term planning this company and by implication the whole "Group" is managed.
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they will have the same problem with F/O's running out of hours in the near future
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Chill out kids. Today's economic turn will be a huge concern to the headless chooks. Their entire business plan is to off-shore with a start up airline.
The perfect response from QF staff and stakeholders in this situation is:
"Given such economic instability, why would the Qantas CEO want to syphon/dismember/throw away/risk Qantas' assets, systems and infrastructure, to fund a startup airline in Asia where they will be brutalised by the homegrown competitors"?
Spin it, you win it.
Who expands into new aviation ventures during a GEC???????
The perfect response from QF staff and stakeholders in this situation is:
"Given such economic instability, why would the Qantas CEO want to syphon/dismember/throw away/risk Qantas' assets, systems and infrastructure, to fund a startup airline in Asia where they will be brutalised by the homegrown competitors"?
Spin it, you win it.
Who expands into new aviation ventures during a GEC???????
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Outsourcing the engine maintenance has worked so well for Qantas, I'm hearing that the genius' are going to outsource Maintenance Watch come 24th August. You know, the technical gurus that watch the operating parameters of all aircraft. You call them, or they call you, when safety could start to become an issue during a flight; the guys that provide support when the engineers notice defects not seen before.
Apparently it can be done cheaper through a call centre in Manilla.
Tell that to the Crew and pax of flight QF32!!
Apparently it can be done cheaper through a call centre in Manilla.
Tell that to the Crew and pax of flight QF32!!
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To play devil's advocate...Didn't V Australia start up during GFC 1.0?
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There are very few airlines that are profitable.Lets not single out VB.They are doing what the fools at Qantas should be doing
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Within 2 years VB will be sh!tting all over Qantas.
The following quotes are from Australian Aviation July 2011 edition.
John Borghetti: "To be honest I am staggered at what we have achieved given the hurdles that have been thrown at us, and I'm immensely proud of what the guys have done."
JB: "If you said to me what are the two things that you think you are blessed with in terms of walking into this business, I have to say the brand, because you have got a brand that is recognised all oer the world. And the second thing is - I hate using this word - [but] the engagement of the staff. These guys are hungry for the changes that we are making, almost as much as I am, if not more. And any CEO who walks into a company and has got a great brand that you can use, and great staff who are totally engaged and want to make the changes, you are there. The rest you should be able to manage."
JB: "I was very fortunate because whilst I had a strategy in mind, when I walked in I also spent two months from the day of appointment to the day of starting travelling around the network talking with staff and learning the business. And what I found was that the feedback that I was getting from the cabin crew, the pilots, the ground handling staff, some of their recommendations, some of their thoughts on what the airline should do, are identical to what I was doing... By the time I started almost half my strategy had already been validated by the staff, so then it was just a question of continuing to talk with staff and keeping them in the loop as to what we were doing as much as possible."
JB: And to this day, every time I catch a flight... I will always talk with the cabin crew and the pilots because there is nobody in the airline, not management, not anybody, who knows more about the business than the pilots and the cabin crew, nobody.... They are the eyes of the business... so we need to engage with them, we need to listen, because these guys know what they're doing."
JB: "I don't know any other way you can manage a business. I don't know the answers, I sit in an office, if I don't go out and talk to my staff how do I know what happens outside these walls? There isn't a day in my life that I don't talk to a customer or a staff member - I'm not talking management because I talk with management every day - because you have to. I'm a firm believer in that."
JB: "Very important... You don't want to become a highly bureaucratic organisation..."
JB: "So I think that the way people present themselves, how they conduct themselves, how they behave, their ethics, their moral standards, they are very important to the brand."
JB: "The second part of the brand is Australia, and I think we are Australian, we employ Australians, and it is therefore our duty... to ensure that we do as much work onshore as possible in Australia."
JB: " I know alot of people are thinking that offshoring is the way to go for the future - I don't believe that. How can you have the word Australia on the fuselage and do that?" It just doesn't make sense, so what have we done to prove that? Well, we just made a commitment in building a hangar in Sydney so we can do maintenance here - some of that work was going to go overseas."
JB: "So with brand I think it is important that the words you use you have to live by, because if you don't people will see through it."
JB: "I always say that you forget the customer at your peril. in any deal that you do, doesn't matter what the deal is, whether it's an alliance, a union deal, I don't care what deal - if you don't think about the customer while you are doing that deal, you will regret it at some time."
AJ & BB: "Rogues", "kamikazes", "cloud cuckoo land"
Come back John, all is forgiven!
The following quotes are from Australian Aviation July 2011 edition.
John Borghetti: "To be honest I am staggered at what we have achieved given the hurdles that have been thrown at us, and I'm immensely proud of what the guys have done."
JB: "If you said to me what are the two things that you think you are blessed with in terms of walking into this business, I have to say the brand, because you have got a brand that is recognised all oer the world. And the second thing is - I hate using this word - [but] the engagement of the staff. These guys are hungry for the changes that we are making, almost as much as I am, if not more. And any CEO who walks into a company and has got a great brand that you can use, and great staff who are totally engaged and want to make the changes, you are there. The rest you should be able to manage."
JB: "I was very fortunate because whilst I had a strategy in mind, when I walked in I also spent two months from the day of appointment to the day of starting travelling around the network talking with staff and learning the business. And what I found was that the feedback that I was getting from the cabin crew, the pilots, the ground handling staff, some of their recommendations, some of their thoughts on what the airline should do, are identical to what I was doing... By the time I started almost half my strategy had already been validated by the staff, so then it was just a question of continuing to talk with staff and keeping them in the loop as to what we were doing as much as possible."
JB: And to this day, every time I catch a flight... I will always talk with the cabin crew and the pilots because there is nobody in the airline, not management, not anybody, who knows more about the business than the pilots and the cabin crew, nobody.... They are the eyes of the business... so we need to engage with them, we need to listen, because these guys know what they're doing."
JB: "I don't know any other way you can manage a business. I don't know the answers, I sit in an office, if I don't go out and talk to my staff how do I know what happens outside these walls? There isn't a day in my life that I don't talk to a customer or a staff member - I'm not talking management because I talk with management every day - because you have to. I'm a firm believer in that."
JB: "Very important... You don't want to become a highly bureaucratic organisation..."
JB: "So I think that the way people present themselves, how they conduct themselves, how they behave, their ethics, their moral standards, they are very important to the brand."
JB: "The second part of the brand is Australia, and I think we are Australian, we employ Australians, and it is therefore our duty... to ensure that we do as much work onshore as possible in Australia."
JB: " I know alot of people are thinking that offshoring is the way to go for the future - I don't believe that. How can you have the word Australia on the fuselage and do that?" It just doesn't make sense, so what have we done to prove that? Well, we just made a commitment in building a hangar in Sydney so we can do maintenance here - some of that work was going to go overseas."
JB: "So with brand I think it is important that the words you use you have to live by, because if you don't people will see through it."
JB: "I always say that you forget the customer at your peril. in any deal that you do, doesn't matter what the deal is, whether it's an alliance, a union deal, I don't care what deal - if you don't think about the customer while you are doing that deal, you will regret it at some time."
AJ & BB: "Rogues", "kamikazes", "cloud cuckoo land"
Come back John, all is forgiven!
