How Would YOU Run QF?
P2F. Funds into a swiss bank account. 500 fresh CPLs a year into mainline at $100k each. The company can wear training costs. Once they have time on type I'm gonna pimp them out and sell them to airlines in China for another $100k each.
I'd only need a year to be the highest paid airline CEO.
Get rich quick or die trying.
I'd only need a year to be the highest paid airline CEO.
Get rich quick or die trying.
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First I'd give myself a huge pay rise that is bigger than that previous idiot.
Then I'd get rid of all those bum feelers and surround myself with my own mates.
Then I'd upgrade the corporate lounges with marble, gilded gold leaf, water fountains, 5 star food, and give free membership to high society and the influential.
Then I'd increase the work loads, cut everyone else's wages and give the rust buckets a new lick of paint.
Then I'd stop paying the airports for services.
Then after a few years of this I'd go ask the government for bail out money.
Then I'd repeat it all again.
Then I'd get rid of all those bum feelers and surround myself with my own mates.
Then I'd upgrade the corporate lounges with marble, gilded gold leaf, water fountains, 5 star food, and give free membership to high society and the influential.
Then I'd increase the work loads, cut everyone else's wages and give the rust buckets a new lick of paint.
Then I'd stop paying the airports for services.
Then after a few years of this I'd go ask the government for bail out money.
Then I'd repeat it all again.
QFA does more right than wrong. Don't have to like the individual in charge, that isn't what he is being paid for, he is working for the investors and thats about the end of that. QF competes in a global market which is mainly at a disadvantage from AUS cost base on staffing and local infrastructure costs. Given that, it is hard to blame the one that is low on xmas gift list for taking action to reduce costs. For all that, QFA has a very high cost base, yet still makes a profit. So, why would anyone want to change the game? Anyone else going into the hot seat is going to be as agressive or more so in cost control than the current incumbent. Beware what you wish for,
Cost cutting has created such inefficiencies that it’s all getting expensive, or about to.
•Ageing fleet maintained via deferral.
•Engineering on demand-aircraft go late because you wait for an engineer to finish up on another aircraft.
•Late aircraft miss slots, hold, passengers miss connections, and faith.
•Outsourced staff treated like sh!t do a half arsed job, your product is sh!t and it shows.
•No one does anything extra, like they used, to as it will go unnoticed and ar$ehole managers are already working day and night finding new ways of exploiting staff.
•Memos telling staff how valued they are only serve to anger staff who are clearly NOT seen as an asset and rather a commodity.
• Safety suffers and eventually the aggregate of poorly kept aircraft, contractors doing a bad job, angry and demoralised staff who are just plain buggered and a CEO who will publicly trash all your years of hard work.......all adds up to the inevitable accident.
• Finally, your only stock in trade (we haven’t crashed one) has evaporated.
How would I run QF?
•Sack the board and reintroduce people who actually know the business.
•Absorb the outsourced parts, back into the airline.
•Shift my focus from destroying my workforce to promoting them.
•Cut exec salaries to something more in line with the norm.
•Lead from the front, inspire staff to follow.
•Get out more and understand the business at the ground level, not just the board level.
•Stop the spin and the facade bullish!t, no one believes it.
•Give Australia an airline to be proud of again.
Its not hard, you just need to take the corporate blinkers off, have some decency and a lot of humility, none of which we’ve seen for a very long time.
•Ageing fleet maintained via deferral.
•Engineering on demand-aircraft go late because you wait for an engineer to finish up on another aircraft.
•Late aircraft miss slots, hold, passengers miss connections, and faith.
•Outsourced staff treated like sh!t do a half arsed job, your product is sh!t and it shows.
•No one does anything extra, like they used, to as it will go unnoticed and ar$ehole managers are already working day and night finding new ways of exploiting staff.
•Memos telling staff how valued they are only serve to anger staff who are clearly NOT seen as an asset and rather a commodity.
• Safety suffers and eventually the aggregate of poorly kept aircraft, contractors doing a bad job, angry and demoralised staff who are just plain buggered and a CEO who will publicly trash all your years of hard work.......all adds up to the inevitable accident.
• Finally, your only stock in trade (we haven’t crashed one) has evaporated.
How would I run QF?
•Sack the board and reintroduce people who actually know the business.
•Absorb the outsourced parts, back into the airline.
•Shift my focus from destroying my workforce to promoting them.
•Cut exec salaries to something more in line with the norm.
•Lead from the front, inspire staff to follow.
•Get out more and understand the business at the ground level, not just the board level.
•Stop the spin and the facade bullish!t, no one believes it.
•Give Australia an airline to be proud of again.
Its not hard, you just need to take the corporate blinkers off, have some decency and a lot of humility, none of which we’ve seen for a very long time.
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QFA does more right than wrong. Don't have to like the individual in charge, that isn't what he is being paid for, he is working for the investors and thats about the end of that. QF competes in a global market which is mainly at a disadvantage from AUS cost base on staffing and local infrastructure costs. Given that, it is hard to blame the one that is low on xmas gift list for taking action to reduce costs. For all that, QFA has a very high cost base, yet still makes a profit. So, why would anyone want to change the game? Anyone else going into the hot seat is going to be as agressive or more so in cost control than the current incumbent. Beware what you wish for,
Would that be fuel costs, for your assertion is correct. They have a very high fuel cost base per ASK.
With respect to the other costs, being denominated in AUD has been claimed both an advantage and a disadvantage.
They do have high back office headcount relative to other airlines.
So were the replacement to remove excess non-operational headcount then that might help the cost base.
As of 24th July 2019, number 15 on the list of biggest shareholders was Alan Joyce, so yes self evidently, he works for the investors (shareholders), most of the rest of which are nominee companies of foreign entities.
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Cost cutting has created such inefficiencies that it’s all getting expensive, or about to.
•Ageing fleet maintained via deferral.
•Engineering on demand-aircraft go late because you wait for an engineer to finish up on another aircraft.
•Late aircraft miss slots, hold, passengers miss connections, and faith.
•Outsourced staff treated like sh!t do a half arsed job, your product is sh!t and it shows.
•No one does anything extra, like they used, to as it will go unnoticed and ar$ehole managers are already working day and night finding new ways of exploiting staff.
•Memos telling staff how valued they are only serve to anger staff who are clearly NOT seen as an asset and rather a commodity.
• Safety suffers and eventually the aggregate of poorly kept aircraft, contractors doing a bad job, angry and demoralised staff who are just plain buggered and a CEO who will publicly trash all your years of hard work.......all adds up to the inevitable accident.
• Finally, your only stock in trade (we haven’t crashed one) has evaporated.
How would I run QF?
•Sack the board and reintroduce people who actually know the business.
•Absorb the outsourced parts, back into the airline.
•Shift my focus from destroying my workforce to promoting them.
•Cut exec salaries to something more in line with the norm.
•Lead from the front, inspire staff to follow.
•Get out more and understand the business at the ground level, not just the board level.
•Stop the spin and the facade bullish!t, no one believes it.
•Give Australia an airline to be proud of again.
Its not hard, you just need to take the corporate blinkers off, have some decency and a lot of humility, none of which we’ve seen for a very long time.
•Ageing fleet maintained via deferral.
•Engineering on demand-aircraft go late because you wait for an engineer to finish up on another aircraft.
•Late aircraft miss slots, hold, passengers miss connections, and faith.
•Outsourced staff treated like sh!t do a half arsed job, your product is sh!t and it shows.
•No one does anything extra, like they used, to as it will go unnoticed and ar$ehole managers are already working day and night finding new ways of exploiting staff.
•Memos telling staff how valued they are only serve to anger staff who are clearly NOT seen as an asset and rather a commodity.
• Safety suffers and eventually the aggregate of poorly kept aircraft, contractors doing a bad job, angry and demoralised staff who are just plain buggered and a CEO who will publicly trash all your years of hard work.......all adds up to the inevitable accident.
• Finally, your only stock in trade (we haven’t crashed one) has evaporated.
How would I run QF?
•Sack the board and reintroduce people who actually know the business.
•Absorb the outsourced parts, back into the airline.
•Shift my focus from destroying my workforce to promoting them.
•Cut exec salaries to something more in line with the norm.
•Lead from the front, inspire staff to follow.
•Get out more and understand the business at the ground level, not just the board level.
•Stop the spin and the facade bullish!t, no one believes it.
•Give Australia an airline to be proud of again.
Its not hard, you just need to take the corporate blinkers off, have some decency and a lot of humility, none of which we’ve seen for a very long time.
The aging fleet is the key metric.
Deferring CAP EX, buying back shares for short term EPS and ASX improvements comes at the long term cost as Roger Montgomery correctly stated, they need to spend AUD $1.7 billion a year just to keep the fleet age where it is.
Last edited by Rated De; 19th Sep 2019 at 21:52.
Why not possible? There are examples of exactly that elsewhere in the world.
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Cost cutting has created such inefficiencies that it’s all getting expensive, or about to.
•Ageing fleet maintained via deferral.
•Engineering on demand-aircraft go late because you wait for an engineer to finish up on another aircraft.
•Late aircraft miss slots, hold, passengers miss connections, and faith.
•Outsourced staff treated like sh!t do a half arsed job, your product is sh!t and it shows.
•No one does anything extra, like they used, to as it will go unnoticed and ar$ehole managers are already working day and night finding new ways of exploiting staff.
•Memos telling staff how valued they are only serve to anger staff who are clearly NOT seen as an asset and rather a commodity.
• Safety suffers and eventually the aggregate of poorly kept aircraft, contractors doing a bad job, angry and demoralised staff who are just plain buggered and a CEO who will publicly trash all your years of hard work.......all adds up to the inevitable accident.
• Finally, your only stock in trade (we haven’t crashed one) has evaporated.
How would I run QF?
•Sack the board and reintroduce people who actually know the business.
•Absorb the outsourced parts, back into the airline.
•Shift my focus from destroying my workforce to promoting them.
•Cut exec salaries to something more in line with the norm.
•Lead from the front, inspire staff to follow.
•Get out more and understand the business at the ground level, not just the board level.
•Stop the spin and the facade bullish!t, no one believes it.
•Give Australia an airline to be proud of again.
Its not hard, you just need to take the corporate blinkers off, have some decency and a lot of humility, none of which we’ve seen for a very long time.
•Ageing fleet maintained via deferral.
•Engineering on demand-aircraft go late because you wait for an engineer to finish up on another aircraft.
•Late aircraft miss slots, hold, passengers miss connections, and faith.
•Outsourced staff treated like sh!t do a half arsed job, your product is sh!t and it shows.
•No one does anything extra, like they used, to as it will go unnoticed and ar$ehole managers are already working day and night finding new ways of exploiting staff.
•Memos telling staff how valued they are only serve to anger staff who are clearly NOT seen as an asset and rather a commodity.
• Safety suffers and eventually the aggregate of poorly kept aircraft, contractors doing a bad job, angry and demoralised staff who are just plain buggered and a CEO who will publicly trash all your years of hard work.......all adds up to the inevitable accident.
• Finally, your only stock in trade (we haven’t crashed one) has evaporated.
How would I run QF?
•Sack the board and reintroduce people who actually know the business.
•Absorb the outsourced parts, back into the airline.
•Shift my focus from destroying my workforce to promoting them.
•Cut exec salaries to something more in line with the norm.
•Lead from the front, inspire staff to follow.
•Get out more and understand the business at the ground level, not just the board level.
•Stop the spin and the facade bullish!t, no one believes it.
•Give Australia an airline to be proud of again.
Its not hard, you just need to take the corporate blinkers off, have some decency and a lot of humility, none of which we’ve seen for a very long time.
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Naturally, astute readers will realise of course it can't be him.
After all he decided all by himself to ground the airline on a Saturday afternoon in October 2011.
A content analysis of his years at the helm of fort Fumble shows a solitary reference to being wrong.
That mea culpa an acknowledgement that non-assigned seating at Jetstar was a bad idea...Not even when CEO of Qantas...
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Got to ask is that you Alan?
Naturally, astute readers will realise of course it can't be him.
After all he decided all by himself to ground the airline on a Saturday afternoon in October 2011.
A content analysis of his years at the helm of fort Fumble shows a solitary reference to being wrong.
That mea culpa an acknowledgement that non-assigned seating at Jetstar was a bad idea...Not even when CEO of Qantas...
Naturally, astute readers will realise of course it can't be him.
After all he decided all by himself to ground the airline on a Saturday afternoon in October 2011.
A content analysis of his years at the helm of fort Fumble shows a solitary reference to being wrong.
That mea culpa an acknowledgement that non-assigned seating at Jetstar was a bad idea...Not even when CEO of Qantas...
Imagine where QF would be if stopped de-incentivising his staff.
https://amp.independent.ie/business/...-38512210.html
https://amp.independent.ie/business/...-38512210.html
What would we call our airline?
ProonAir
JetStarBlast
Remove Little Lombard (Lots Of Money But A Real D1ckh3ad) from the CEO and re-instate Slasher
ProonAir
JetStarBlast
Remove Little Lombard (Lots Of Money But A Real D1ckh3ad) from the CEO and re-instate Slasher
To what costs do you refer?
Would that be fuel costs, for your assertion is correct. They have a very high fuel cost base per ASK.
With respect to the other costs, being denominated in AUD has been claimed both an advantage and a disadvantage.
They do have high back office headcount relative to other airlines.
So were the replacement to remove excess non-operational headcount then that might help the cost base.
As of 24th July 2019, number 15 on the list of biggest shareholders was Alan Joyce, so yes self evidently, he works for the investors (shareholders), most of the rest of which are nominee companies of foreign entities.
Would that be fuel costs, for your assertion is correct. They have a very high fuel cost base per ASK.
With respect to the other costs, being denominated in AUD has been claimed both an advantage and a disadvantage.
They do have high back office headcount relative to other airlines.
So were the replacement to remove excess non-operational headcount then that might help the cost base.
As of 24th July 2019, number 15 on the list of biggest shareholders was Alan Joyce, so yes self evidently, he works for the investors (shareholders), most of the rest of which are nominee companies of foreign entities.
Every aspect of cost saving comes with consequences, saving on staffing through increasing productivity impacts schedule reliability, and complicates training demands for equipment changes or expansion. outsourcing alters the public perception and can either improve or detract from the process. Calling QF helpline and getting Dave from AT&T in Mumbai has a limited charm. multiple parallel staffing structures have increased administrative overhead and cause friction that can affect the product delivery. Maintenance outsourcing has its merits, and also issues, the need to put QA on the job, and the amount of rework diminishes the gains. You tend to get what you pay for. Asset management is well established, most airlines are in the same boat there.
Southwest had a concept that worked well for them for a long time, use a single type and gain efficiency from that, and keep the team happy, so the pax are happy, and give a fair return to the investors. That was OK, up to the Max, and that now is being reviewed.
CEO's beyond founders often end up with shares in the company they are managing, as part of their remuneration package etc. It may seem like a conflict of interest, and indeed for short term decisions it obviously is, it is the ultimate insider trading, however, the CEO otherwise has the same personal interest as the investors other than for a short term gain. Nothing in the gnomes history has been short term, and he is smart enough to never benefit from a short term gain that is attributable to knowledge arising from his post. Of course, all things are possible in this universe.
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Got to ask is that you Alan?
Naturally, astute readers will realise of course it can't be him.
After all he decided all by himself to ground the airline on a Saturday afternoon in October 2011.
A content analysis of his years at the helm of fort Fumble shows a solitary reference to being wrong.
That mea culpa an acknowledgement that non-assigned seating at Jetstar was a bad idea...Not even when CEO of Qantas...
Naturally, astute readers will realise of course it can't be him.
After all he decided all by himself to ground the airline on a Saturday afternoon in October 2011.
A content analysis of his years at the helm of fort Fumble shows a solitary reference to being wrong.
That mea culpa an acknowledgement that non-assigned seating at Jetstar was a bad idea...Not even when CEO of Qantas...
Get rid of the unions.
Factor the block hours.
Work 1100 hours per year.
Compress rosters after leave is taken.
Fly ULRs with 3 crew.
Have 24hrs off after crossing 10 time zones.
.... that's how a certain Middle East airline does it...
Factor the block hours.
Work 1100 hours per year.
Compress rosters after leave is taken.
Fly ULRs with 3 crew.
Have 24hrs off after crossing 10 time zones.
.... that's how a certain Middle East airline does it...