Qantas Sick Leave
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10 days average seem to be a lot. I belong to the older work force and in all my working life I had never 10 days sick leave in a year and I never worked in an organisation where one could accumulate sick leave.
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Camel, your link is hidden behind a pay wall.
Can you please use your crayons to put it up here, because all us kiddies can't afford a Fin Review subscription. (Like it will be around is 12 months time, anyway).
Can you please use your crayons to put it up here, because all us kiddies can't afford a Fin Review subscription. (Like it will be around is 12 months time, anyway).
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CS,
Instead of being a Troll, how about you try and contribute .. Yes I acknowledge you are not the only idiot that posts here but I'd really like intelligent discussion instead of what you offer.
At the moment, all I can discern from your posts, from my half century of Aviation experience is that you are an idiot that is not worthy of anything other than being strapped to a pallet for a laps extraction.
Please be intelligent.
N
Instead of being a Troll, how about you try and contribute .. Yes I acknowledge you are not the only idiot that posts here but I'd really like intelligent discussion instead of what you offer.
At the moment, all I can discern from your posts, from my half century of Aviation experience is that you are an idiot that is not worthy of anything other than being strapped to a pallet for a laps extraction.
Please be intelligent.
N
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Ok, here is the original article:
Qantas Airways faces challenges with “strong parallels” to those that led to a brutal restructure of British Airways more than a decade ago, says former BA chief executive Rod Eddington.
Sir Eddington, who took the helm of BA in 2000, launched the transform*ational “Future Size and Shape” program. It resulted in the loss of nearly one-quarter of the airline’s 65,000-strong workforce over three years but helped return the carrier to profitability by focusing on its strengths as a full-service airline amid competition from budget rivals.
Qantas has already announced plans to cut 1000 jobs from its workforce of 33,000 this year. But it is expected to raise that number alongside the release of its half-year results on Thursday as part of a plan to cut costs by $2 billion over three years to better compete against Virgin Australia Holdings.
Scott Gustetter, a former Qantas network and strategy executive who heads aviation consultancy Aspirion, said the job cuts at the airline could approach 6000. “From a labour point of view you are going to see massive changes,” he said.
Sir Eddington said there were “some strong parallels between the challenges British Airways faced in 2000 and the challenges Qantas faces today”.
“The people of British Airways were able to confront those challenges, think through what needed to be done and actually implement the changes,” he told The Australian Financial Review on Monday. “That was the workforce as a whole.”
Many of the jobs were lost through natural attrition and the sale of non-core businesses, but there were also major cuts to the call centres and check-in staff through better use of technology. In addition, some employees such as flight attendants switched from full-time work to part-time in a move that helped avoid costly *redundancy payments. There were few strikes during that period.
By the time Mr Eddington exited BA in late 2005, annual earnings had grown to Ł450 million, up from a Ł62 million loss when he had arrived. “You can do it but it is difficult and you need to bring your people with you,” he said of the restructuring effort.
A bigger turnaround than American Airlines
Qantas chief executive Alan Joyce has said that cutting $2 billion of costs from the business over three years will represent proportionately greater cuts than those made by American Airlines during its recent Chapter 11 bankruptcy.
American Airlines cut 11 per cent of its 66,000-strong workforce over an *18-month period before it emerged from bankruptcy in December. The heaviest job losses were in engineering and *baggage handling.
Qantas, like other legacy carriers, is a complex business. The airline has 49 enterprise bargaining agreements with 16 different unions, which includes newer agreements that offer less generous terms than older ones.
Qantas has already been reducing staff at its mainline operations while growing its low-cost subsidiary Jetstar Airways. Employee numbers at its mainline business fell by nearly 1300 between June 2012 and June 2013 but remain above 25,000. Qantas’s mainline staff on average took 10 sick days last financial year compared with 4.7 for Jetstar staff. The total annual attrition rate is just 4.5 per cent.
Mr Gustetter said he expected cuts in call centre staff, engineering and the head office, with some positions lost altogether and others outsourced. Most call centre workers at Qantas are located onshore and some in New Zealand, whereas BA outsources to India.
In engineering, Qantas does the bulk of its heavy maintenance for its dom*estic fleet onshore even though the Qantas Sale Act only requires that for its international fleet. In contrast, Virgin does most of its heavy maintenance in overseas locations such as New Zealand and Portugal and has a far smaller *engineering staff. “I think that is *certainly an area susceptible to cuts,” Mr Gustetter said. “It is an unfortunate consequence of the competitiveness of the Australian labour force.”
He said cuts to the workforce *performing more routine line main*tenance at Qantas might also be made because for every three engineers checking a Virgin aircraft, there were typically six at Qantas. “That has to change,” he said.
Mr Gustetter said he also expected Qantas would retire ageing 767s and 747s more quickly than previously flagged in a move that could help lower fuel costs and the additional pilot and maintenance requirements of having a more mixed fleet.
Qantas Airways faces challenges with “strong parallels” to those that led to a brutal restructure of British Airways more than a decade ago, says former BA chief executive Rod Eddington.
Sir Eddington, who took the helm of BA in 2000, launched the transform*ational “Future Size and Shape” program. It resulted in the loss of nearly one-quarter of the airline’s 65,000-strong workforce over three years but helped return the carrier to profitability by focusing on its strengths as a full-service airline amid competition from budget rivals.
Qantas has already announced plans to cut 1000 jobs from its workforce of 33,000 this year. But it is expected to raise that number alongside the release of its half-year results on Thursday as part of a plan to cut costs by $2 billion over three years to better compete against Virgin Australia Holdings.
Scott Gustetter, a former Qantas network and strategy executive who heads aviation consultancy Aspirion, said the job cuts at the airline could approach 6000. “From a labour point of view you are going to see massive changes,” he said.
Sir Eddington said there were “some strong parallels between the challenges British Airways faced in 2000 and the challenges Qantas faces today”.
“The people of British Airways were able to confront those challenges, think through what needed to be done and actually implement the changes,” he told The Australian Financial Review on Monday. “That was the workforce as a whole.”
Many of the jobs were lost through natural attrition and the sale of non-core businesses, but there were also major cuts to the call centres and check-in staff through better use of technology. In addition, some employees such as flight attendants switched from full-time work to part-time in a move that helped avoid costly *redundancy payments. There were few strikes during that period.
By the time Mr Eddington exited BA in late 2005, annual earnings had grown to Ł450 million, up from a Ł62 million loss when he had arrived. “You can do it but it is difficult and you need to bring your people with you,” he said of the restructuring effort.
A bigger turnaround than American Airlines
Qantas chief executive Alan Joyce has said that cutting $2 billion of costs from the business over three years will represent proportionately greater cuts than those made by American Airlines during its recent Chapter 11 bankruptcy.
American Airlines cut 11 per cent of its 66,000-strong workforce over an *18-month period before it emerged from bankruptcy in December. The heaviest job losses were in engineering and *baggage handling.
Qantas, like other legacy carriers, is a complex business. The airline has 49 enterprise bargaining agreements with 16 different unions, which includes newer agreements that offer less generous terms than older ones.
Qantas has already been reducing staff at its mainline operations while growing its low-cost subsidiary Jetstar Airways. Employee numbers at its mainline business fell by nearly 1300 between June 2012 and June 2013 but remain above 25,000. Qantas’s mainline staff on average took 10 sick days last financial year compared with 4.7 for Jetstar staff. The total annual attrition rate is just 4.5 per cent.
Mr Gustetter said he expected cuts in call centre staff, engineering and the head office, with some positions lost altogether and others outsourced. Most call centre workers at Qantas are located onshore and some in New Zealand, whereas BA outsources to India.
In engineering, Qantas does the bulk of its heavy maintenance for its dom*estic fleet onshore even though the Qantas Sale Act only requires that for its international fleet. In contrast, Virgin does most of its heavy maintenance in overseas locations such as New Zealand and Portugal and has a far smaller *engineering staff. “I think that is *certainly an area susceptible to cuts,” Mr Gustetter said. “It is an unfortunate consequence of the competitiveness of the Australian labour force.”
He said cuts to the workforce *performing more routine line main*tenance at Qantas might also be made because for every three engineers checking a Virgin aircraft, there were typically six at Qantas. “That has to change,” he said.
Mr Gustetter said he also expected Qantas would retire ageing 767s and 747s more quickly than previously flagged in a move that could help lower fuel costs and the additional pilot and maintenance requirements of having a more mixed fleet.
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Fixed it for you
Originally Posted by CamelSquadron
Saw a newspaper report today that said that sick leave in Qantas is averaging 10 days per employee
Oh, I get it now! An unattributed newspaper report. For a moment there it was some sort of rigorous research report. Once again another piece of data that cannot be tested - its unverifiable, and therefore has little to no validity.
Does Qantas / Jetstar advertise or have a commercial relationship with Fairfax media group? You are right your honour, withdrawn.
'Sir Eddington'???
BTW I worked for that individual and found him fairly uninspiring, and IMO his tenure was the start of the downhill run for my current airline.
And a previous airline he ran no longer exists.
BTW I worked for that individual and found him fairly uninspiring, and IMO his tenure was the start of the downhill run for my current airline.
And a previous airline he ran no longer exists.
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CS.
As you know JQ fly the A320 with containerised baggage.
QF fly the 737 with hold stowed baggage loaded by conveyer belt.
As you know the 737 conducts close to 400 sectors a day.
To load and unload an A320 the individual item of baggage is handled only twice by JQ staff. Once placing it in the can and a second time removing it.
Compare that to the handling of the 737. The item is handled 6 times by a baggage handler. Once from the belt to the trolley, a second time from trolley to the inclined conveyer belt and a third time from the belt to the aircraft hold. The process repeated again from aircraft hold to the belt. Again from belt to the trolley and one more time trolley to baggage belt.
When you obtain some lost time due injuries data, say for example Baggage Handlers. Which in affect, your calling Qantas Mainline "Sickies". We can then discuss the work practices which exposes mainline employees to injuries at a rate 3 times higher than JQ.
MC
As you know JQ fly the A320 with containerised baggage.
QF fly the 737 with hold stowed baggage loaded by conveyer belt.
As you know the 737 conducts close to 400 sectors a day.
To load and unload an A320 the individual item of baggage is handled only twice by JQ staff. Once placing it in the can and a second time removing it.
Compare that to the handling of the 737. The item is handled 6 times by a baggage handler. Once from the belt to the trolley, a second time from trolley to the inclined conveyer belt and a third time from the belt to the aircraft hold. The process repeated again from aircraft hold to the belt. Again from belt to the trolley and one more time trolley to baggage belt.
When you obtain some lost time due injuries data, say for example Baggage Handlers. Which in affect, your calling Qantas Mainline "Sickies". We can then discuss the work practices which exposes mainline employees to injuries at a rate 3 times higher than JQ.
MC
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Article is largely -
From the words of Scott Gustetter CEO of ASPIRION
Well there you have it then, he would know wouldn't he.
CamelSquadron, I've got a bridge in Sydney Harbour for sale, are you interested?
edit.
TROLL
From the words of Scott Gustetter CEO of ASPIRION
...has also been involved in the start-up of 7 successful airlines, including: Jetstar Airways, Jetstar Asia Airways….
Aspirion is a specialised aviation consultancy and software company headquartered in Sydney, with additional offices in Brisbane and Singapore.
CamelSquadron, I've got a bridge in Sydney Harbour for sale, are you interested?
edit.
TROLL
Last edited by Trent 972; 25th Feb 2014 at 05:13.
Sir Eddington, who took the helm of BA in 2000, launched the transform*ational “Future Size and Shape” program. It resulted in the loss of nearly one-quarter of the airline’s 65,000-strong workforce over three years but helped return the carrier to profitability by focusing on its strengths as a full-service airline amid competition from budget rivals.
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Fatguyinalittlecoat
Much like the false company claim pilots wanted facials & massages preflight as part of an EBA claim.
Cookies must be enabled. | The Australian
The lengths some companies will go to in order to smear the public image of their own employees.
MC.
Much like the false company claim pilots wanted facials & massages preflight as part of an EBA claim.
Cookies must be enabled. | The Australian
The lengths some companies will go to in order to smear the public image of their own employees.
MC.
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Thanks for the personal abuse, It tells you more about the character of the person doing the abusing. If your this thuggish in a forum then what are you like when it comes to something important like an industrial relations dispute?
Is it true that Qantas long haul pilots get up to 25 days sick leave per year? Surely not? That would mean they get more sick leave than the rest of the population get in holidays every year.
Is it true that Qantas long haul pilots get up to 25 days sick leave per year? Surely not? That would mean they get more sick leave than the rest of the population get in holidays every year.