Qantas August 23rd announcements
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By delaying 787 deliveries qf will boost bottom line for next 6 months by $140mil, what a joke more "profits" from aircraft manufacture's handouts again just like from Airbus a few years ago. Somethings never change with this mob.
Few things that need to be put in perspective.
Self inflicted airline shutdown $200million
Qantas International transformation costs $376million
An approx $570million self inflicted financial wound. Qantas international did not lose $400million, the management forced it to lose $400million. Operationally per the results its pretty close to breaking even.
Imagine the praised heaped on them when they turn this $400million loss around in only a year!
Self inflicted airline shutdown $200million
Qantas International transformation costs $376million
An approx $570million self inflicted financial wound. Qantas international did not lose $400million, the management forced it to lose $400million. Operationally per the results its pretty close to breaking even.
Imagine the praised heaped on them when they turn this $400million loss around in only a year!
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Industrial action,shutting down airline ,higher fuel bills, redundancy payment are all put into the international division to make it look bad so they can piss it off,not to worry more redundancy to come.
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Was QANTAS actually making a profit in recent years?
When Dixon was in charge we had the sustainability cost cutting program where at least $500 million dollars in costs were cut each year and then QANTAS would post a profit.
Now that there is not much left to cut the true position of the company is now being shown.
Too bad there couldn't be a sustainable cost cutting program with management, that would be a huge saving.
When Dixon was in charge we had the sustainability cost cutting program where at least $500 million dollars in costs were cut each year and then QANTAS would post a profit.
Now that there is not much left to cut the true position of the company is now being shown.
Too bad there couldn't be a sustainable cost cutting program with management, that would be a huge saving.
Making bad decisions is not a crime, making bad decisions after receiving good advice is not even a crime. Making bad decisions, destroying a national carrier, thousands of livelihoods, lying about it, blaming those you have hurt the most, deceiving the public and the shareholders, despite receiving good advice most certainly is! 
You must have a fabulous legal team mate!
You must have a fabulous legal team mate!
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One must wonder how long the cancelation of the 35 Boeing 787's has been on the cards.
Makes sense to delay the announcement of the cancelation
Especially if your perpetrating the line we must reduce engineering coverage cause these new generation aircraft like the 787 aircraft require less Maintanence less often.
MC
Makes sense to delay the announcement of the cancelation
Especially if your perpetrating the line we must reduce engineering coverage cause these new generation aircraft like the 787 aircraft require less Maintanence less often.
MC
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This is as taken from the inside cover of the 2001 Annual Report. How times have changed.
QANTAS, THE OLDEST AIRLINE IN THE ENGLISH-SPEAKING WORLD, WAS FOUNDED IN THE QUEENSLAND OUTBACK IN 1920.
REGISTERED ORIGINALLY AS THE QUEENSLAND AND
NORTHERN TERRITORY AERIAL SERVICES LIMITED,
THE AIRLINE HAS BUILT A REPUTATION FOR EXCELLENCE IN:
• SAFETY
• OPERATIONAL RELIABILITY
• ENGINEERING AND MAINTENANCE
• CUSTOMER SERVICE
QANTAS CARRIED MORE THAN 22 MILLION PASSENGERS IN 2000/2001, OPERATING A FLEET OF 178 AIRCRAFT ACROSS A NETWORK SPANNING 129 DESTINATIONS IN 34 COUNTRIES.
QANTAS EMPLOYS AROUND 31,000 STAFF OF MORE THAN 100 NATIONALITIES, IN MORE THAN 30 COUNTRIES AND SPEAKING MORE THAN 50 DIFFERENT LANGUAGES.
REGISTERED ORIGINALLY AS THE QUEENSLAND AND
NORTHERN TERRITORY AERIAL SERVICES LIMITED,
THE AIRLINE HAS BUILT A REPUTATION FOR EXCELLENCE IN:
• SAFETY
• OPERATIONAL RELIABILITY
• ENGINEERING AND MAINTENANCE
• CUSTOMER SERVICE
QANTAS CARRIED MORE THAN 22 MILLION PASSENGERS IN 2000/2001, OPERATING A FLEET OF 178 AIRCRAFT ACROSS A NETWORK SPANNING 129 DESTINATIONS IN 34 COUNTRIES.
QANTAS EMPLOYS AROUND 31,000 STAFF OF MORE THAN 100 NATIONALITIES, IN MORE THAN 30 COUNTRIES AND SPEAKING MORE THAN 50 DIFFERENT LANGUAGES.
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Qantas carried more than 22 passengers in 2012/2013 operating a fleet of 8 aircraft across a network spanning 9 destinations in 3 countries.
Qantas employs around 31000 staff of more than 100 foreign nationalities, in more than 30 countries and speaking more than 50 different languages.
Qantas employs around 31000 staff of more than 100 foreign nationalities, in more than 30 countries and speaking more than 50 different languages.
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Qantas employs around 31000 staff of more than 100 foreign nationalities, in more than 30 countries and speaking more than 50 different languages.
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Hard week in the PR Department
Must have been tough working in the PR department this week at Q after all that yesterday....
Have a good weekend everybody...
Have a good weekend everybody...
We just sacked 600 plus maintenance staff. 
From a "market watch" write up:
"Because Qantas is based in faraway Australia, though, and because it recently has added so many long-haul routes around the world, it is feeling the pinch of rising fuel costs more than most airlines. In some ways, that makes it the canary in the air shaft."
"Because Qantas is based in faraway Australia, though, and because it recently has added so many long-haul routes around the world, it is feeling the pinch of rising fuel costs more than most airlines. In some ways, that makes it the canary in the air shaft."
short flights long nights
And nobody picks him up on this. All Joyce and Wirthless (and for that matter on in house "expert
GT) have been sprouting on about is how new aircraft "dont need to be fixed like old aircraft", the only thing is QANTAS DONT HAVE ANY NEW AIRCRAFT!!!!
When will some one in the media work this out!!!!!
GT) have been sprouting on about is how new aircraft "dont need to be fixed like old aircraft", the only thing is QANTAS DONT HAVE ANY NEW AIRCRAFT!!!!When will some one in the media work this out!!!!!
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Australian Financial Review, Page: 22
By Andrew Cleary
Friday, 24 August 2012
Alan Joyce had a line yesterday and he was sticking to it: no matter the record loss, most airlines around the world would love to be in Qantas’ position.
The upbeat Qantas chief was referring to the company’s dual-brand strategy that has fostered a profitable low-cost carrier in Jetstar and helped reinforce the premium airline’s dominant position in the domestic market. But the position Qantas International is in buffeted by high fuel prices, suffering an uncompetitive cost base, and at war with its own employees is one shared by a host of legacy carriers around the world.
Regional rivals including Cathay Pacific and Singapore have taken a very different course of action.
The response of both has been to accelerate the retirement of older, fuel guzzling aircraft and usher in next generation models as fast as possible.
However, Qantas is extending the lifespan of its 747 jumbos and 767s with cosmetic makeovers that do nothing to change inferior operating economics. And now it has cancelled the delivery of $US8.5 billion worth of Dreamliners, the aircraft Joyce as recently as June argued was partly to blame for Qantas International’s dire state due to their delayed arrival.
What Qantas has gained is a shortterm reprieve from ratings agencies and investors worried about the prospect of a capital raising.
What it has lost is the chance to recapture momentum among Australian outbound flyers as a product and brand leader. Qantas is betting that its international arm can survive four more years as a capital light business even as its rivals throw more capacity and the latest aircraft types on the same routes out of Australia.
It is a dangerous assumption that when Qantas International has met its financial milestones, having ceded market share and customer loyalty along the way, it will suddenly be able to win back customers who have switched allegiance in the medium term.
Management is, in effect, asking investors to believe that while the longterm success of the domestic outfit depends on a rigid adherence to a 65 per cent market share, the international business will be able to shrink its way to profitability and then re-emerge as a growth engine. It’s a tough line to swallow.
By Andrew Cleary
Friday, 24 August 2012
Alan Joyce had a line yesterday and he was sticking to it: no matter the record loss, most airlines around the world would love to be in Qantas’ position.
The upbeat Qantas chief was referring to the company’s dual-brand strategy that has fostered a profitable low-cost carrier in Jetstar and helped reinforce the premium airline’s dominant position in the domestic market. But the position Qantas International is in buffeted by high fuel prices, suffering an uncompetitive cost base, and at war with its own employees is one shared by a host of legacy carriers around the world.
Regional rivals including Cathay Pacific and Singapore have taken a very different course of action.
The response of both has been to accelerate the retirement of older, fuel guzzling aircraft and usher in next generation models as fast as possible.
However, Qantas is extending the lifespan of its 747 jumbos and 767s with cosmetic makeovers that do nothing to change inferior operating economics. And now it has cancelled the delivery of $US8.5 billion worth of Dreamliners, the aircraft Joyce as recently as June argued was partly to blame for Qantas International’s dire state due to their delayed arrival.
What Qantas has gained is a shortterm reprieve from ratings agencies and investors worried about the prospect of a capital raising.
What it has lost is the chance to recapture momentum among Australian outbound flyers as a product and brand leader. Qantas is betting that its international arm can survive four more years as a capital light business even as its rivals throw more capacity and the latest aircraft types on the same routes out of Australia.
It is a dangerous assumption that when Qantas International has met its financial milestones, having ceded market share and customer loyalty along the way, it will suddenly be able to win back customers who have switched allegiance in the medium term.
Management is, in effect, asking investors to believe that while the longterm success of the domestic outfit depends on a rigid adherence to a 65 per cent market share, the international business will be able to shrink its way to profitability and then re-emerge as a growth engine. It’s a tough line to swallow.
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Strong Aussie $
I just watched the ABC interview and paid particular attention to the part about the strong AUD being a problem for Qantas. There were only a few words said in a blink, but I got the gist of what he was on about in relation to Qantas International.
His beef – Qantas home-base costs, expressed in US dollars, have increased a lot over the last few years. This puts Qantas International in a weak position against the Americans, and any other airlines that have home currencies pegged to the USA dollar...Emirates.
Using salaries as an example, as the AUD strengthened, the cost of the Australian based employees rose in terms of USD. Someone employed in early 2010 (when the AUD was weak) for AUD100,000 cost about USD60,000 – now they cost USD105,000 (a 75% increase in USD terms). For the USA dollar based carrier, that employee is still USD60,000.
Fuel is contracted in USD, so fuel paid for with revenue collected in Australia is a positive (they collect revenue in several currencies, but I imagine most of it is AUD). Of course, this didn't support the 'poor me' argument, so it wasn't mentioned.
His beef – Qantas home-base costs, expressed in US dollars, have increased a lot over the last few years. This puts Qantas International in a weak position against the Americans, and any other airlines that have home currencies pegged to the USA dollar...Emirates.
Using salaries as an example, as the AUD strengthened, the cost of the Australian based employees rose in terms of USD. Someone employed in early 2010 (when the AUD was weak) for AUD100,000 cost about USD60,000 – now they cost USD105,000 (a 75% increase in USD terms). For the USA dollar based carrier, that employee is still USD60,000.
Fuel is contracted in USD, so fuel paid for with revenue collected in Australia is a positive (they collect revenue in several currencies, but I imagine most of it is AUD). Of course, this didn't support the 'poor me' argument, so it wasn't mentioned.
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Aussie $
So, again, it is all about cost - no talk of other methods of increasing profit. This is all that has been produced for the last nearly 20 years - cost reduction. The airline needs managers who will attempt to grow a business not concentrate on cost as the only method to profit.
If you keep on doing the same thing, then expect the same result.
If you keep on doing the same thing, then expect the same result.