MERGED: Alan's still not happy......
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Joyce and his strategies have been vindicated....Alan is now happy and it might be an appropriate time to close off this thread.
Last edited by aeropelican; 8th Dec 2014 at 02:17. Reason: Expanded on quote.
Qantas shares have soared 14.5 per cent to $2.405 today, after hitting a record-low 95.25 cents in December 2013 amid a market-share war with Virgin.
The airline is the best-performing stock this quarter on the ASX200, up more than 70 per cent since October 1, and the best-performing carrier outside the US with more than $US1 billion in revenues this year.
The airline is the best-performing stock this quarter on the ASX200, up more than 70 per cent since October 1, and the best-performing carrier outside the US with more than $US1 billion in revenues this year.
This sounds good in any investors language. Can someone please explain this 'performance'?
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Maybe it's time for everybody here to consider that the grand plan of Management/the Board is actually working, and the real issue is the changes that have been made are not to your (self-interested) liking.
FFS, when you work there and see what the lunatic has done it's got nothing to do with self interest. Short memories last years underlying loss $690 million I think, is all forgiven now. Nothing to do withe fuel price , the $AUS ,the carbon tax been removed or finally stopping the capacity war that should never have happened with Virgin. No, it's all due to the brilliant management and their transformation program.
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I thought you were being sarcastic until I checked some of your previous contributions. Have a think about these points but don't bother replying.
1. The annual fuel cost for domestic and international QF was 4.5 billion last year. The price of a barrel of oil has dropped nearly 40% this calendar year. A huge saving that has nothing to do with joyce.
2. Getting rid of staff, aeroplanes, routes and other assets is typical of incompetent short term managers who don't care about medium and long term viability. It's simply an easy way of helping the bottom line look good in time to get a bonus while screwing the company long term.
3. The financial trickery of the huge write down the international fleet last fin year basically put future depreciation into last year thereby reducing future depreciation substancially, about 200m a year.
In other words the bottom line looks better by 200m a year but it is not through an improved business, it's through accounting tricks. It actually reduces the cash available to QF.
The profit that QF will show this year is because of luck, accounting tricks and slash and burn.
1. The annual fuel cost for domestic and international QF was 4.5 billion last year. The price of a barrel of oil has dropped nearly 40% this calendar year. A huge saving that has nothing to do with joyce.
2. Getting rid of staff, aeroplanes, routes and other assets is typical of incompetent short term managers who don't care about medium and long term viability. It's simply an easy way of helping the bottom line look good in time to get a bonus while screwing the company long term.
3. The financial trickery of the huge write down the international fleet last fin year basically put future depreciation into last year thereby reducing future depreciation substancially, about 200m a year.
In other words the bottom line looks better by 200m a year but it is not through an improved business, it's through accounting tricks. It actually reduces the cash available to QF.
The profit that QF will show this year is because of luck, accounting tricks and slash and burn.
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Alan is now happy
Maybe it's time for everybody here to consider that the grand plan of Management/the Board is actually working, and the real issue is the changes that have been made are not to your (self-interested) liking.
I'm sure that 5000 retrenched employees would disagree.
FFS, when you work there and see what the lunatic has done it's got nothing to do with self interest. Short memories last years underlying loss $690 million I think, is all forgiven now. Nothing to do withe fuel price , the $AUS ,the carbon tax been removed or finally stopping the capacity war that should never have happened with Virgin. No, it's all due to the brilliant management and their transformation program.
All valid points for this week but, the whole process took far too long breaking down the morale of the staff along the way. It was never very well handled in the first place.
Good to see the positive shoots finally emerging from all this.. but trust in the management will take a lot longer to repair.. the perception is, we are not out of the woods yet, to get trees to grow in the sand again takes a lot of time consuming care..
Airlines are a people business, lets hope the management have finally grasped the concept.
Last edited by TIMA9X; 11th Dec 2014 at 00:59.
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Airlines are a people business, lets hope the management have finally grasped the concept.
A people business is true, but people feeling the pain of a flawed strategy will have long memories. So will the travelling public who vowed never to fly Qantas again after the grounding. No, they haven't grasped the concept and never will.
This board will continue to justify what they do and how they do it leaving staff and customers as collateral damage.
........now I wonder what they've done about fuel hedging?
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This board will continue to justify what they do and how they do it leaving staff and customers as collateral damage.
........now I wonder what they've done about fuel hedging?
........now I wonder what they've done about fuel hedging?
Qantas boss Alan Joyce thanks himself for Lazarus-like recovery
"I don't think you can say losing $2.8 billion is crying wolf," Qantas boss Alan Joyce said on Monday as he defended the airline's Lazarus-like recovery from national basketcase to boom stock after Monday's surprise profit upgrade.
And it must be extra special given that after getting the cold shoulder from the government as the airline was at death's door, Qantas managed the rapid turnaround all on its own.
"We have implemented one of, I think, the best transformation programs out there," explained Joyce of the surprise return to fiscal health.
"The turnaround has been quite rapid as a consequence of that."
Investors will be doubly pleased to hear that Joyce is not planning to grab the accolades and head to the exits just yet.
"I was appointed at my relatively young age because they wanted me to have a long tenure," said Joyce.
He told a conference call that average tenure of a Qantas CEO has been close to 10 years – not that he has any assurances of course.
According to CBD's fact file, if you include the period of government ownership the average tenure has certainly been around the 10-year mark.
But if you restrict yourself to the company's life as a public company it has been more like seven years for his predecessors James Strong and Geoff Dixon.
And Joyce just happens to be clocking up his seventh year at the helm.
WAR AND PEACE
Joyce was also quick to refute reports from Rupert Murdoch's media behemoth that the airline had pulled advertising from Fairfax publications, The Sydney Morning Herald and The Age, over some robust reporting of the airline's woes.
"The headline was completely wrong, we are not at war with Fairfax," Joyce said.
"The [Australian] Financial Review certainly continues to get ads with us."
The company has also inadvertently supported one of its strongest critics at the Herald and The Age, Adele Ferguson.
Qantas sponsors the Gold Walkley – the highest accolade in Australian journalism – with a $10,000 prize, which was won by Ferguson and her ABC collaborators Deb Masters and Mario Christodoulou on Thursday night for their expose on the human cost of the Commonwealth Bank's poor financial advice
Read more: Qantas boss Alan Joyce thanks himself for Lazarus-like recovery
"I don't think you can say losing $2.8 billion is crying wolf," Qantas boss Alan Joyce said on Monday as he defended the airline's Lazarus-like recovery from national basketcase to boom stock after Monday's surprise profit upgrade.
And it must be extra special given that after getting the cold shoulder from the government as the airline was at death's door, Qantas managed the rapid turnaround all on its own.
"We have implemented one of, I think, the best transformation programs out there," explained Joyce of the surprise return to fiscal health.
"The turnaround has been quite rapid as a consequence of that."
Investors will be doubly pleased to hear that Joyce is not planning to grab the accolades and head to the exits just yet.
"I was appointed at my relatively young age because they wanted me to have a long tenure," said Joyce.
He told a conference call that average tenure of a Qantas CEO has been close to 10 years – not that he has any assurances of course.
According to CBD's fact file, if you include the period of government ownership the average tenure has certainly been around the 10-year mark.
But if you restrict yourself to the company's life as a public company it has been more like seven years for his predecessors James Strong and Geoff Dixon.
And Joyce just happens to be clocking up his seventh year at the helm.
WAR AND PEACE
Joyce was also quick to refute reports from Rupert Murdoch's media behemoth that the airline had pulled advertising from Fairfax publications, The Sydney Morning Herald and The Age, over some robust reporting of the airline's woes.
"The headline was completely wrong, we are not at war with Fairfax," Joyce said.
"The [Australian] Financial Review certainly continues to get ads with us."
The company has also inadvertently supported one of its strongest critics at the Herald and The Age, Adele Ferguson.
Qantas sponsors the Gold Walkley – the highest accolade in Australian journalism – with a $10,000 prize, which was won by Ferguson and her ABC collaborators Deb Masters and Mario Christodoulou on Thursday night for their expose on the human cost of the Commonwealth Bank's poor financial advice
Read more: Qantas boss Alan Joyce thanks himself for Lazarus-like recovery
Bearing in mind most J class passengers don't pay for their fares, their companies do, so most of them don't really care other than how many points they accumulate for themselves.. it's a me me world these days..
Seems Fairfax/Qantas have been working overtime today..
Alan Joyce aims to reset Qantas flight path
He is now looking at paying down $900 million of debt in 2015, potentially taking on a new unspecified number of 787 Dreamliner aircraft and even reintroducing dividends - although there are no promises on timing.
Read more: Alan Joyce aims to reset Qantas flight path
Read more: Alan Joyce aims to reset Qantas flight path
Nunc est bibendum
I tell you one thing about the 'turnaround', loads have gone through the roof over the last 8-10 weeks. From regularly carrying 737 loads throughout the middle of the year, over the last 8 weeks I've been regularly full. I haven't carried this many jump seaters since about 2008.
Buggered if I know what they're going to do when the 767 is gone. Good luck getting a seat with staff travel let alone an upgrade!
Buggered if I know what they're going to do when the 767 is gone. Good luck getting a seat with staff travel let alone an upgrade!
Agree about the loads. Came back from Bne on sat afternoon. All 737s all full or only 1 or 2 seats spare.
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The good part about all the media is that if AJ is stating that he is going to stay around for a while, then based on past reliability of his statements he is definitely going.
Some live in hope regardless of the recent financial gymnastics designed to make him look good.
Some live in hope regardless of the recent financial gymnastics designed to make him look good.
Buggered if I know what they're going to do when the 767 is gone. Good luck getting a seat with staff travel let alone an upgrade!
In the big announcements next year the 788s will be transferred to Qantas as they re equip with 789s for J*. QF will also get 789s. A330-200s to go in a few years due cycles.
What Troo Believer said....
Regardless, this mob is likely to apply the next JQ EBA 787 T&C as a negotiating scale for all future 787 ops. 95% NO to their initial offer was a reasonable start to that!
Regardless, this mob is likely to apply the next JQ EBA 787 T&C as a negotiating scale for all future 787 ops. 95% NO to their initial offer was a reasonable start to that!
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From news.com.au:
"ALAN Joyce has gone from corporate wrecker to national hero after pulling off a historic reversal in Qantas’s economic fortunes".
and
“Thanks to the hard work of our people, we are delivering the cost and revenue-focused initiatives needed to strengthen our business, without compromising the premium service that matters to our customers,” said Mr Joyce."
So well done all. Time to move on.
"ALAN Joyce has gone from corporate wrecker to national hero after pulling off a historic reversal in Qantas’s economic fortunes".
and
“Thanks to the hard work of our people, we are delivering the cost and revenue-focused initiatives needed to strengthen our business, without compromising the premium service that matters to our customers,” said Mr Joyce."
So well done all. Time to move on.
Alan and the rest of the senior executive are laughing all the way to the bank.
The long term investment plans and what they are worth to these individuals are quite sickening when you consider what they have done to jobs and also wage freezes.
Goose and gander come to mind.
Lets see what the revised offers are for pilots across the group.
But remember this, these individuals can afford to move on, in under a five year time frame, the average line pilot cannot.
The long term investment plans and what they are worth to these individuals are quite sickening when you consider what they have done to jobs and also wage freezes.
Goose and gander come to mind.
Lets see what the revised offers are for pilots across the group.
But remember this, these individuals can afford to move on, in under a five year time frame, the average line pilot cannot.
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So well done all. Time to move on
possibly call it "Alan's happy clappers
" let us know when it gets to near 3 million hits! You could start off with a News Ltd cheers squad piece like your above post..
Qantas finds money can’t buy love at Fairfax
Qantas finds money can't buy love at Fairfax | Plane Talking
It would be fair to say that relations between the independent media and Qantas have lost altitude recently, underlined by this report in The Australian about the airline pulling its ads and paper purchases from Fairfax.
The position taken by Qantas appears to that it owns the narrative when it comes to what the media publishes about its affairs, and expects that when it buys ad space it buys the news reporting and analysis as well.
This isn’t confined to airlines. There are many enterprises who pay in house or external message managers astonishing fees for brokering access to favourable or compliant media and trying to isolate those who don’t buy the official line.
What Qantas choses to do with its ad spend is entirely its business.
However nothing will save an airline from being ridiculed when a spokesperson says for example that passengers could have continued to Sydney two nights ago without air conditioning while the jet from Dubai was crossing the Indian Ocean and was at risk of losing the pressurization and temperature controls that are critical to maintaining a safe cabin environment as well as a flight altitude matched to optimal fuel consumption.
Or last night, when a Qantas spokesperson said a flight to Dallas Fort Worth could have continued for a further 12 hours or so without functioning toilets, seat controls or inflight entertainment systems.
The main trigger for the Fairfax ad ban according to The Australian seems to be claimed unfair or inaccurate reporting and analysis of its financial affairs. As a follower of News and Fairfax financial reporting, both have at times been scathing as well as perceptive and accurate in their critical assessments of the Qantas group performance and the credibility of its management.
Qantas doesn’t have the guts to play hard ball with News. And it is highly unlikely to bring Fairfax into line. The survival of News and Fairfax depends on how they deal with on-line technology, with a near catastrophic decline in ad revenues in general already a major consequence of those challenges.
Like the airlines, the media has to deal with changed customer or reader expectations. Finding a market prepared to pay for higher quality and trusted, independent reporting and analysis is for the media similar to airlines keeping a customer base that will pay a premium for reliable, safe, and higher quality air travel.
In this continuing media crisis, the complaints of companies claiming ownership of the public narratives about their affairs are nowhere remotely as important as retaining readerships are for media companies facing extinction.
Nothing could be more fatal for the media than giving up its independence, and thus being abandoned by whatever readers it may continue to attract.
Qantas finds money can't buy love at Fairfax | Plane Talking
It would be fair to say that relations between the independent media and Qantas have lost altitude recently, underlined by this report in The Australian about the airline pulling its ads and paper purchases from Fairfax.
The position taken by Qantas appears to that it owns the narrative when it comes to what the media publishes about its affairs, and expects that when it buys ad space it buys the news reporting and analysis as well.
This isn’t confined to airlines. There are many enterprises who pay in house or external message managers astonishing fees for brokering access to favourable or compliant media and trying to isolate those who don’t buy the official line.
What Qantas choses to do with its ad spend is entirely its business.
However nothing will save an airline from being ridiculed when a spokesperson says for example that passengers could have continued to Sydney two nights ago without air conditioning while the jet from Dubai was crossing the Indian Ocean and was at risk of losing the pressurization and temperature controls that are critical to maintaining a safe cabin environment as well as a flight altitude matched to optimal fuel consumption.
Or last night, when a Qantas spokesperson said a flight to Dallas Fort Worth could have continued for a further 12 hours or so without functioning toilets, seat controls or inflight entertainment systems.
The main trigger for the Fairfax ad ban according to The Australian seems to be claimed unfair or inaccurate reporting and analysis of its financial affairs. As a follower of News and Fairfax financial reporting, both have at times been scathing as well as perceptive and accurate in their critical assessments of the Qantas group performance and the credibility of its management.
Qantas doesn’t have the guts to play hard ball with News. And it is highly unlikely to bring Fairfax into line. The survival of News and Fairfax depends on how they deal with on-line technology, with a near catastrophic decline in ad revenues in general already a major consequence of those challenges.
Like the airlines, the media has to deal with changed customer or reader expectations. Finding a market prepared to pay for higher quality and trusted, independent reporting and analysis is for the media similar to airlines keeping a customer base that will pay a premium for reliable, safe, and higher quality air travel.
In this continuing media crisis, the complaints of companies claiming ownership of the public narratives about their affairs are nowhere remotely as important as retaining readerships are for media companies facing extinction.
Nothing could be more fatal for the media than giving up its independence, and thus being abandoned by whatever readers it may continue to attract.
Alan and the rest of the senior executive are laughing all the way to the bank.
The long term investment plans and what they are worth to these individuals are quite sickening when you consider what they have done to jobs and also wage freezes.
Goose and gander come to mind.
Lets see what the revised offers are for pilots across the group.
But remember this, these individuals can afford to move on, in under a five year time frame, the average line pilot cannot.
The long term investment plans and what they are worth to these individuals are quite sickening when you consider what they have done to jobs and also wage freezes.
Goose and gander come to mind.
Lets see what the revised offers are for pilots across the group.
But remember this, these individuals can afford to move on, in under a five year time frame, the average line pilot cannot.
CS: You didn't complete your sentence properly, its a bit confusing.
So well done all the poor bastards who actually do the real work. Time to move on for the most incompetent collection of supposed 'leaders' since Adolf Hitler forgot to send woollen underwear along on a tour of Russia.
That had to have been what you meant...
So well done all the poor bastards who actually do the real work. Time to move on for the most incompetent collection of supposed 'leaders' since Adolf Hitler forgot to send woollen underwear along on a tour of Russia.
That had to have been what you meant...