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MERGED: Alan's still not happy......

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MERGED: Alan's still not happy......

Old 20th Jul 2015, 11:18
  #5421 (permalink)  
 
Join Date: Jun 2001
Location: Australia
Posts: 306
Sim study.

I think, but I'm not completely sure, that the Sim study ended up with an unforecast result.
Two sets of crews compared.
First set - consisted of two people, Captain and F/O called in from home. Refreshed. Not sleep deprived.
Second set - had all just done a 9 day JFK pattern. Capt and F/O [only] went straight into the Sim on arrival from LAX. No rest. Eyeballs hanging out.
But - guess what - The tired crews outperformed the fresh ones from home.
Hmmm. Why? The tired pairings had just been working together for 9 days, including a couple of demanding two man sectors together across the US to JFK and back and had gotten used to each other's style of operation.
The two from home had quite possibly never met each other and were coming in 'cold'.
About that time, it all went very quiet on the study. Didn't hear anything about it after that.
[Also, possibly, the crews might have been mismatched in terms of operational experience. The JFK crews would most probably have been senior guys and the guys on A days quite possibly junior in rank. Whether that is a + or a - you are free to debate.]
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Old 21st Jul 2015, 01:38
  #5422 (permalink)  
 
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That's some pretty small control groups for a comparison! One in each.
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Old 21st Jul 2015, 01:59
  #5423 (permalink)  
Keg

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Thumbs up

Captain Gidday, that may have been the case in the Qantas study and if so just confirms studies from the late '80s and/or early '90s that showed similar results. Team make up and familiarisation counts for considerably more than pure fatigue.

It's been a long time since I've read many of those studies in any depth (probably 10 years or more) but I vaguely recall they were able to tweak the methodology to then do the sim with those 'teamed up' crew after rest (IE a few days after returning home) and it demonstrated significant improvement.

I do wonder why not much more was heard regarding that Qantas study from the mid 2000s. I left the 767 in 2006 and returned in 2008. In that time we suspended doing multi sector red eye tours of duty (e.g. PER-MEL-SYD, PER-BNE-SYD, etc). I was told that was as a result of the study but don't recall ever having read the rationale.
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Old 21st Jul 2015, 10:55
  #5424 (permalink)  
 
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More to it?

In that time we suspended doing multi sector red eye tours of duty (e.g. PER-MEL-SYD, PER-BNE-SYD, etc). I was told that was as a result of the study but don't recall ever having read the rationale.
I also heard from someone involved in assessing the "sleep diary" trials that results showed many of the patterned trips already being flown on other fleets too would be deemed "unsuitable" under an FRMS; that was code for "too expensive to restructure" due to;
- longer slip requirements, &/or
- heavier crew requirements more often, &/or
- any necessary schedule changes were not acceptable to 'commercial' priorities, &/or
- improved crew rest facilities on aircraft.
The insinuation was that precedent (we've been safely 'getting by' doing it like this forever) and commercial expediency won the day; the research was buried.
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Old 21st Jul 2015, 11:37
  #5425 (permalink)  
 
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Perhaps I should change the title of this thread...because Alan must be happy that the Jetstar Japan result came in closer to a $70m loss than a $80m loss for the FY just completed.But then again maybe he is still unhappy because of the fact that he has poured $160m into a business he cannot control and never will. It's only petty cash really.
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Old 21st Jul 2015, 12:36
  #5426 (permalink)  
 
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If the 'team' at Qf 'Campus' weren't so totally incompetent this discussion would never have happened.

But, seeing as you bring it up, this IS small change compared to the $2-3 BILLION that has been thrown away on red at the great Asian Casino that incompetent mini buffoon has been paid handsomely to do.

A better man than I probably wouldn't be so pissed off at the total lack of understanding of the industry he is paid tens of millions to oversee, that even a fool might have been able to work out that 777's and premium carriers might make more than 320's in Jetstar $1 fares or if that doesnt work then Red Q guise. But I am a small petty man who harbours grudges, and thus I detest our 'Management Team' and all they stand for. None of them would I employ and I would urge you to read up on their interpretation of 'work/life balance'. For I believe that is what they call sleeping normally in a single time zone their entire lives - along with weekends and public holidays off, leave when they want it with confirmed staff travel seats for themselves and their family. Oh, and the monumental pay - I shouldn't forget that!

Last edited by V-Jet; 21st Jul 2015 at 12:52.
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Old 21st Jul 2015, 13:41
  #5427 (permalink)  
 
Join Date: Mar 2006
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Supreme Court Today. She has had the muzzle placed on and the keys to the padlock thrown away. We wont hear a word of the truth.
AJ gets away with it again
Qantas had claimed Ms Holdforth's Fighting Words contained confidential information that would damage the airline. Ms Holdforth and her supporters were not present in court on Monday.
About 18 copies of the manuscript were distributed to her friends, colleagues and book publishers.
After Qantas launched legal action last month, the Supreme Court imposed an interim injunction on the manuscript and gave Ms Holdforth several days to hand over the names and addresses of everyone who had a copy of the work.
Several days... Hmmm.
Perhaps we HAVEN'T heard the last of this.
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Old 21st Jul 2015, 13:52
  #5428 (permalink)  
 
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Perhaps we HAVEN'T heard the last of this.
I am desperately hoping that one of the 18 people that had a copy accidentally get a computer virus and email me a copy or better still accidentally leave it on a publishers desk.

Very simple turn it in to a fiction novel change Alan to Albert and any reference to Qantas to Skippy Airlines
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Old 4th Aug 2015, 22:13
  #5429 (permalink)  
 
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A couple of UNSW Diamonds on the Qantas Jetbase this morning. What's all that about?
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Old 4th Aug 2015, 22:22
  #5430 (permalink)  
 
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Would Supreme Court Judges be automatic members of the Chairmans Club by any chance?
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Old 5th Aug 2015, 00:33
  #5431 (permalink)  
Keg

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She reached a settlement with qantas rather than having it imposed by the Court.
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Old 5th Aug 2015, 00:57
  #5432 (permalink)  
 
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No Sunfish, automatic membership is only for High Court members of the judiciary, discrete exceptions aside.
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Old 5th Aug 2015, 09:58
  #5433 (permalink)  
 
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"We may not have heard the last of this (book) yet"

I hope not Aeromedic & Sound Asleep... plenty of avenues to leak it nowadays and the truth needs to come out... send it to Cabinet/Shadow Cabinet and the journos will get hold of it in no time... WikiLeaks, or even MikiLeaks on Melbourne Triple M
In today's digital media environment it's virtually impossible to keep files hidden with no trace. Heck if I was her I'd definitely have a copy "up my sleeve" as insurance against them and their unscrupulous ways.
"Where there' a will there's a way".
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Old 18th Aug 2015, 08:02
  #5434 (permalink)  
 
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Qantas Sells Syd Airport lease for $535m

Date August 18, 2015 - 11:30AM Evan Schwarten



Qantas has sold back its lease on Sydney Airport's Terminal 3 four years early for $535 million.


The deal also gives the airline priority access to the terminal's facilities for the next decade, with exclusive use up to 2019.


Qantas bought a 30-year lease on the terminal in 1989, and control of the facility was due to revert back to Sydney Airport at the end of that period.
Chief executive Alan Joyce said the airline's operations at Sydney Airport had faced an uncertain future after that date, including possibly being shifted to Terminal 2, which currently houses rival Virgin Australia, Qantas subsidiary Jetstar and a number of smaller regional operators.


The deal means that won't happen and while it may need to share Terminal 3 after 2019, it will have priority use of its key infrastructure for another six years.


"This deal provides certainty," he said. "The lease was always going to revert after mid-2019. This deal gives us that certainty for our passengers and employees beyond that date and through to 2025," he said.


Qantas will receive $535 million in cash as part of the sale of the lease and book a $210 million profit on the deal in its 2015/16 financial results.


In exchange, Sydney Airport will receive per-passenger payments from Qantas for flights arriving at the terminal and will also take control of T3's retail space.


Qantas is also in talks about the sale of its leases at Melbourne and Perth airports.


The airline's shares were up 4.5 cents to $3.81 as of 1115 AEST, while Sydney Airport shares were down 2.5 cents to $5.68.



SMH

Tap the hollow logs, zoom the share price, cash the 5 million shares at a strike price of $0.85, happy ending.
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Old 18th Aug 2015, 12:48
  #5435 (permalink)  
 
Join Date: Jul 2014
Location: Sydney
Age: 66
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CT

Couldn't agree with you more.

Cunning as lavatory rodent.

When Elaine steps off the pedestal with the engineered bonus, she will claim to have saved Australia and Qantas. And I wouldn't be surprised if she gave up Australian residency ASAP to get as far away from the wreckage as soon as possible.

JQ=bus
QF=Boeing

Until she needed to screw everyone and create two hybrids that could fight each other on T&C's.

We now have JQ with the 787's and QF with the leftover 330's and trying to trade the 380 slots for 350's. Fleet efficiency indeed.

And let's not forget the pending $80 million loss at GK that will require another capital injection of at least $50m. But that's not Elaine's problem is it?
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Old 19th Aug 2015, 14:32
  #5436 (permalink)  
Keg

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Angel Thread name change

I reckon Alan will be pretty freaking happy by tomorrow night with the media gushing over what will be billed as the 'biggest turnaround in Australian corporate history'.
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Old 19th Aug 2015, 21:00
  #5437 (permalink)  
 
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"It became necessary to destroy the village in order to save it."
-- An American major after the destruction of the Vietnamese Village Ben Tre
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Old 19th Aug 2015, 23:12
  #5438 (permalink)  
 
Join Date: Mar 2007
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Quite easy to make a profit when the fuel price is halved and the "coal face" workers have been beaten over the head with an 18 month pay freeze - despite there not being too much intellectual or management skills involved.


Role on.....
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Old 19th Aug 2015, 23:19
  #5439 (permalink)  
 
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But, when he "destroyed the village", he didn't achieve any of his aims - Jetstar didn't morph into the major cash cow that he envisaged and he didn't get any significant changes to workers awards (despite the grounding that "burned" the staff and a lot of once loyal passengers, $250M down the drain).

He's going to be gloating about the huge turnaround that can be attributed to: 1. lower Fuel prices,
2. lower value of the Oz Dollar, &
3. a substantial write-down of company assets.

He (& Clifford) should be deported and not let back into the country.
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Old 20th Aug 2015, 00:10
  #5440 (permalink)  
Keg

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This from The CEO.
Qantas has announced an Underlying Profit Before Tax of $975 million for the financial year ended 30 June 2015.

This represents a turnaround of $1.6 billion compared with FY2014.

TRANSFORMATION
The driving force behind this turnaround is the $2 billion Qantas Transformation program – the biggest step change for our company since it was privatised two decades ago.
To date, $1.1 billion of cumulative transformation benefits have been realised, including the $894 million of benefits unlocked in FY2015 alone.

This means that if it wasn’t for our transformation program, Qantas would not be announcing a profit today.

We are ahead of where we thought we’d be against every target we set ourselves at the start.
Return on invested capital (ROIC) was 16 per cent, in line with the Group’s target of delivering ROIC above 10 per cent through the cycle.

We have achieved our Group target of paying down more than $1 billion in debt.
The Group’s leverage metrics are now within investment-grade range, the strongest balance sheet we’ve had since the Global Financial Crisis in 2008.

Every segment is now making a healthy profit, with returns exceeding cost of capital, including record results for Jetstar, Qantas Loyalty and Qantas Freight. This has combined to deliver the best first half result in four years and the best second half result in the company’s history.
This transformation has been all about getting our foundations right. Being smarter with our costs; faster with our decisions; more productive with our assets. And on these stronger foundations, we can build a much stronger Qantas.

The logic from the beginning was to front-end the tough decisions so the Group could reshape its operations as rapidly as possible for long-term, sustainable growth in earnings and shareholder value.

And we should remember there were some very tough decisions.

But because we made the conscious choice to move fast, we are delivering one of the biggest turnarounds in Australian corporate history. And we have more to do.

It is important to acknowledge just who has been driving this turnaround – and that is our people.

No other company in this country has people with more pride, more belief, or more commitment than those who go to work each day for Qantas.

It is these 30,000 individuals who have been responsible for implementing this program of rapid and significant change.

They have made sacrifices along the way – including management pay freezes that lasted three years and freezes of 18 months for more than 10,000 EBA employees.

That’s why it was so pleasing to announce in July that we would reward that sacrifice with a $90 million one-off bonus for those EBA employees who agree to the 18 month pay freeze.

PERFORMANCE OF KEY SEGMENTS
Turning to key points in the full year result:
Qantas International was profitable on a full-year basis for the first time since the GFC, with an underlying EBIT of $267 million – a turnaround of $764 million from last year’s result.

The business has pursued growth opportunities through smarter use of aircraft, adding capacity to Los Angeles, Dallas, Vancouver, San Francisco, Santiago, Tokyo and Singapore.

Qantas International has also announced plans to expand partnerships with key partners American Airlines and China Eastern, both of which (if approved by regulators) will provide valuable growth opportunities.

Qantas Domestic reported underlying EBIT of $480 million, compared with $30 million in financial year 2014. Combined with Jetstar, the Group made over $600 million from its domestic flying operations.

Qantas Domestic made network changes and managed capacity in line with the transitioning Australian economy. For example, capacity is being reduced in mining-intensive Western Australia and Queensland, while meeting new demand on East Coast routes, in line with the Group’s dual brand strategy.

Customer satisfaction reached record levels in FY2015, which is borne out by our strong retention of corporate accounts.

The Jetstar Group reported record underlying EBIT of $230 million, up from a loss of $116 million in FY2014.

This was driven by strong performances in both the Australian domestic and Australian international market, with Jetstar International achieving a record profit following introduction of the B787.

Jetstar’s New Zealand business was also profitable and all Jetstar-branded airlines in Asia improved their performance compared with FY2014.

Qantas has written off its minority stake in Jetstar Hong Kong, with an impact of $21 million, following the Hong Kong regulator’s decision not to approve the airline’s operating license. Qantas will make no further investment in Jetstar Hong Kong.

The Jetstar Group’s controllable unit costs were reduced by 2 per cent, underpinning low fares.
Qantas Freight reported another record underlying EBIT of $114 million, compared with $24 million in FY2014.

The business renewed Australia Post as its biggest domestic freight customer, as well as adding a new major customer in Toll Group.

Qantas Loyalty reported record underlying EBIT of $315 million, up from $286 million in FY2014.

It maintained record customer satisfaction, and continues to have a clear lead over competitor loyalty programs.

Qantas Frequent Flyer added 33 new partners and grew its membership to 10.8 million. At the same time, Qantas Loyalty continued to diversify, with adjacent businesses contributing around 30 per cent of overall earnings growth.

CAPITAL MANAGEMENT
So while there is much more to do, the Group has returned to its optimal capital structure.
The financial discipline we have applied will enable us to invest in the new Qantas. But it also gives us the means to reward our shareholders, who have been both patient and supportive as we implemented our transformation program.

For this reason, Qantas has today announced a proposal for a capital return of $505 million, equalling 23 cents per share, and related share consolidation. The proposed share consolidation is designed to give shareholders an earnings per share outcome similar to a buyback.

If both the capital return and share consolidation are approved by shareholders at our Annual General Meeting in October, the capital return will be paid in early November 2015.

INVESTING IN OUR CUSTOMERS
Customers have always been at the heart of the Group’s strategy. For that reason the transformation program has been accompanied by ongoing investment in aircraft, lounges, training, and technology.

For instance, the refurbishment of Qantas’ A330 fleet is approaching the halfway stage, with 10 already flying across Australia and internationally.

We have new first and business class lounges in Los Angeles and will open our new business lounge in Perth this month. New Brisbane lounges will open from 2016.

Jetstar will move into a brand new terminal at Melbourne Airport later this year, which will make life easier for thousands of customers.

And we are rolling out new technology, including SMS check-in, a new system to improve handling of flight delays, and a mobile travel app.

Both Qantas and Jetstar will be re-launching their websites in 2016.

INVESTMENT IN NEW AIRCRAFT
These are obviously a very satisfying set of business outcomes by any measure, and I am pleased to be able to announce them this morning.

But Qantas is not just any business.

We know it has always been something special to Australians.
The flying kangaroo has always projected this country’s image.
Every Qantas aircraft is a symbol of Australia.

And that is why I am so pleased today to announce our newest symbols – a milestone acquisition that marks our turnaround.

Today, I can announce eight new Boeing 787-9s will join the Qantas International fleet from 2017, to gradually replace five of our 747s.

Because the 787 is smaller than the jumbo, this replacement ratio gives us the flexibility of having more aircraft without significantly changing our overall carrying capacity.

The advantages that these remarkable aircraft will offer to Qantas customers are hugely exciting – including its improved cabin pressure, larger windows and technology to reduce turbulence.

However, the most significant advantage of the 787-9 – the reason we chose to wait for this particular aircraft – is its incredible efficiency. Its new technology will reduce fuel burn, cut heavy maintenance requirements and open up new destinations around the globe.
Of course, the decision to place this order is not one that has been reached lightly.

We have always been clear that buying these aircraft required a number of key hurdles to be cleared.

We said Qantas International needed to become sustainably profitable. Today it is profitable, returning its cost of capital, and still has many more transformation initiatives to deliver.
We said we needed to pay down $1 billion in net debt – and we’ve done that.

And we said we needed a competitive business case, including a new enterprise agreement with our long-haul pilots. We reached that agreement last month, when it passed with more than 80 per cent support of the pilot body.

This deal delivers productivity gains of 30 per cent and new career progression opportunities. Credit is due to the pilot community for helping pave the way for these new aircraft through this commitment.

In addition to these core requirements, we have also been closely examining every aspect of what the 787 can deliver for Qantas.

We have thoroughly analysed the network economics.
We have scrutinised alternate aircraft purchase options.

And we are now satisfied that the 787-9s represents the best choice for the Qantas we are building.

History tells us that major aircraft investments are often watershed moments in defining what we can achieve.

Qantas transformed when it took delivery of some of the first Boeing 707s in 1959. It meant many propeller aircraft could be phased out. The Pacific Ocean could be crossed more easily and the U.S. and London came a lot closer.

Qantas transformed again when, in the 1970s, the newly acquired Boeing 747s made long haul air travel more affordable for millions of Australians. The 707s were phased out, and international travel became a mainstream reality.

In 2008, the A380 transformed the cabin experience with a new level of passenger comfort.

And so our airline will transform yet again when we take delivery of the first red tail Dreamliners in 2017. The new 787 era will be one of efficiency, of comfort, and of endurance.
Qantas is rapidly growing fitter, stronger, and smarter. These aircraft are a fitting emblem of that evolution.

They have been ordered with an eye to the next twenty years and beyond. They show that we are revitalised and that we are here for the long haul.

A GROUP APPROACH
These new 787s will enter what is now a well-balanced Group fleet.

From small to large – our Group model means we have the flexibility to rapidly respond to shifting market conditions, as we are doing in Australia right now.

We have a premium airline, Qantas; a low-cost carrier, Jetstar; a regional airline, QantasLink; and a charter airline, Network Aviation.


These are separate entities, but our Group structure allows us to think about them holistically. When economic conditions shift, we are well placed to shift with them.

THE NEED TO KEEP EVOLVING
It is a good feeling to be at the helm of this great company as it begins the first phase of a remarkable turnaround.

I am hugely proud of how our reinvigoration is contributing to long-term shareholder value. Yet transformation in our industry must be a constant. The key to sustainability is being able to adapt, and that means we have to maintain the momentum.

As the national carrier, Qantas has historically reflected the best of Australia. A sense of optimism and pride.

I believe the Qantas of 2015 is recapturing that spirit.

We want Australians to feel proud not just of this great airline’s history, but also in where we are going.

And I believe we are advancing rapidly down that path. Thank you.
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