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I initially thought Mr Andrew Finch (Qantas Counsel) was present to protect Joyce at the senate inquiry.

As a former legal consultant to the APA private equity bid.

I think he was there to protect the plan to achieve foreign ownership.

MC

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Freehills partners Baden Furphy and Selina Lightfoot are advising Texas Pacific Group and partners Ewen Crouch and Andrew Finch and senior associate Tom Story from Allens Arthur Robinson are advising Qantas.

Qantas takeover ready to fly | Lawyers Weekly

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destroying the airline to create another airline

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Is indeed what the Swiss did when they created Swiss out of the ashes of Swiss Air.

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January 20, 2003 - 12:00 AM ET
By David Jonas
Swiss International Air Lines began the year with a new chief commercial officer who aims to restore profitability and further improve the premium travel experience. William Meaney, 42, is a managing director in the airline's top management team and responsible for strategy, network, products, services, marketing, sales and cargo. Most recently in senior management at Star Alliance, Meaney now reports directly to Swiss CEO Andre Dosé.

"Swiss is a startup, a turnaround and a merger at the same time, and flies more than 120 aircraft," Meaney said. "That has not been achieved before. I was brought in to take the next step in the commercial portfolio and do it in a fairly difficult environment." The carrier last April launched from the combined remnants of defunct Swissair and regional carrier Crossair.

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William L. Meaney, the airline's chief financial officer, said that the airline had to direct its efforts "not to what we think the customer wants, but what the market is telling us the customer is willing to pay for."

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William L. Meaney, 43, Managing Director Commerce and a member of SWISS Executive Management, is to leave the company by mutual agreement. The decision has been taken in the light of differing views on the company’s future management structure.

In the wake of the decision by the SWISS Board of Directors to adopt a new management organisation based on the present three Managing Director positions, William L. Meaney and SWISS have agreed to part company.
The decision has been taken as a result of the parties’ differing views on the company’s future management structure

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William L. Meaney ’82
President and Chief Executive Officer
Iron Mountain Group, Inc.

William L. Meaney is the president and chief executive officer at Iron Mountain, Inc., a world leader in information management services, assisting more than 156,000 organizations in 35 countries on five continents with storing, protecting and managing their information.
Prior to his appointment at Iron Mountain, Meaney served as chief executive officer at The Zuellig Group, a US $12 billion diversified pan-Asian group based in Hong Kong, whose primary activities include: pharmaceutical distribution; pharmaceutical manufacturing under license; animal feed manufacturing; and agricultural and materials handling equipment.


Prior to Zuellig, Meaney worked in a number of turnaround situations, including: the chief commercial officer at Swiss International Airlines in Zurich; executive vice president at South African Airways in Johannesburg; and the chief executive officer of South African Vaccine Producers, a parastatal pharmaceutical manufacturer based in Johannesburg. Prior to his taking on leadership roles in international groups, he was a strategic consultant with Strategic Planning Associates (now part of Oliver Wyman) based in London and in Geneva where he worked in a variety of industries.


Before beginning his career in business, Meaney served as a CIA operations officer. In addition to being a trustee of Rensselaer, he serves as a director of Qantas Airlines.


He has a B.S. degree in Mechanical Engineering from Rensselaer and an MBA from Carnegie Mellon University in Pittsburg, Pennsylvania. Meaney holds U.S., Swiss, and Irish citizenships.

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Qantas has not taken deliveries of A320's that's not put into service. Jetstar Hong Kong, which we have a minority investment in has taken 9 aircraft that is not put into service because it doesn't yet have regulatory approval. Jayne Hrdlicka 18.3.14

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There are sub leases between Qantas and Jetstar in Asia. Gareth Evans 18.3.14

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This is Singapore only. Jayne Hrdlicka 18.3.14

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We do not lease to any other entities. Gareth Evans 18.3.14

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Flight Global Ascend Online Fleet database shows.........that the aircraft are still owned by Qantas and managed by Jetstar Hong Kong. In addition there are a further 9 aircraft on order for JQ Hong Kong, which are also owned by Qantas. Ellis Taylor Flight Global 19.3.14

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We have an investment in Jetstar Hong Kong, a fixed investment with the first tranche being $33 million. Jayne Hrdlicka 18.3.14

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Jetstar Hong Kong is a three way venture between Qantas, China Eastern Airlines and Hong Kongs Shun Tak Holdings. Each shareholder will commit $66 million to the carriers capitalisation payable as a series of tranches. Ellis Taylor Flight Global 19.3.14

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JOE ASTON AND PHILLIP COOREY
The national secretary of the Australian Workers’ Union, Paul Howes, is expected to quit the union movement on Monday, robbing Labor of one its *rising stars and the union movement of a strong advocate for reform.

The union leader has been quietly preparing senior Labor Party and ACTU figures for his resignation, according to ALP sources close to the move.

It is not known what Mr Howes will do next, although he is marrying *Qantas executive Olivia Wirth in April. Mr Howes, who is scheduled to attend an AWU national executive meeting in Perth on Monday, did not respond to The Australian Financial Review’s questions on Sunday.

The Financial Review has been told he had been seeking a job in the corporate sector but it is understood Mr Howes has no immediate plans.

His departure from the trade union movement, with which he has been associated since 1999, is not regarded by those close to him as the end of his *political aspirations.

Only 32 years old, Mr Howes has plenty of time before he needs to enter federal Parliament, should he so wish.

After an aborted tilt at the Senate last year, he had fixed his sights over the longer term on a lower house seat.

Mr Howes replaced Bill Shorten at the helm of the AWU in 2007, when Mr Shorten, now Opposition Leader, entered Parliament.

The AWU’s assistant national secretary, Scott McDine, is expected to succeed Mr Howes as national secretary of the 135,000-member union.

Mr Howes has endured a gruelling past few years and people close to him said he was looking for a change.

It is understood that he has been frustrated at the labour movement’s response to his calls for modernisation.

When Bob Carr quit the Senate *following Labor’s election loss last year, Mr Howes, a key figure in the NSW Right, lost a fight to take the spot. His support for gay marriage and his closeness to the Jewish lobby was used against him internally.

This followed a torrid period for the so-called faceless man who remained loyal to former prime minister Julia *Gillard throughout her leadership *skirmishes with Kevin Rudd.

AWU TARGET OF COMMISSION
When Mr Shorten abandoned Ms Gillard in June last year to help reinstall Mr Rudd as Labor leader and prime minister, relations between Mr Shorten and Mr Howes cooled significantly.

His departure will leave the labour movement without one of its strongest and most outspoken voices.

Ms Wirth also suffered professionally because of her association with Mr Howes, losing her government relations role with Qantas and moving to a senior marketing and branding role for the airline.

Mr Howes leaves the labour movement as the Abbott government is mounting a full-scale assault on trade unions with its royal commission into union corruption.

The AWU is a specific target of the commission because of a slush fund operated by a former boyfriend of Ms Gillard’s more than two decades ago.

Mr Howes has been a fierce critic and opponent of corruption during his years in the movement.

Last year, he called on Labor to support laws proposed by Tony Abbott to bring penalties for corrupt union bosses into line with those of corrupt corporate executives.

Mr Howes is set to shed all his political duties.

It is likely he will resign his position on the Labor Party’s national executive and will step down as vice-president of the Australian Council of Trade Unions. He has also been one of the more progressive thinkers on policy and labour movement reform.

In his speech to the National Press Club in February, he called for a “grand compact” between business and unions. But he was criticised heavily by many on his own side, moreover because of his excoriation of both side of politics for the policy see-saw which industrial relations policy has become. He chipped those in Labor for decrying every Coalition policy utterance as WorkChoices and acknowledged the current Fair Work Act had resulted in unsustainable wages growth in some sectors, such as offshore oil and gas.

His departure comes more as a shock given the speech was regarded as Mr Howes setting sights politically as a reformer. He is a non-executive director and deputy chairman of the country’s largest industry superannuation fund AustralianSuper.

Mr Howes writes a regular column for the Financial Review.

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If Howe runs true to form like so many other former union creeps, he will go to work for Qantas.

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I wouldn't be surprised if Olivia has already created a position for Howes in Qantas.

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We use words like airmanship, safety. We use these words as the backbone of a life spent flying for this airline. You use them as a punchline. I have neither the time nor the inclination to explain myself to a CEO who rises and sleeps under the blanket of the very safety that I provide, and then questions the cost of providing it.

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To Senator Xenophon I would say, congratulations on your unwavering efforts to improve the level of informed political debate in this country and long may you keep the bastards honest!

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1.1 The views in this Dissenting Report can be summarised as follows:
a. Qantas is in a crisis largely of its own making, due to its failed foray into Asia with its Jetstar Asian operations;
b. Current Australian accounting rules do not prevent cost-shifting from one part or entity of a group to another;
c. It appears that CEO Mr Alan Joyce, the Chairman Mr Leigh Clifford and the Board have lurched from one failed strategy to another;

1.2 At the outset, I believe it is vital to place this bill in its proper context.
Qantas has been struggling as a business since at least 2009[1], and there has yet to be any substantial improvement. My strong view is that before the government takes any action to alter the current legislative environment or to offer any other assistance we need to have a full understanding of the reasons behind Qantas' difficulties.
Any measures put in place without this understanding may end up being merely a costly band-aid solution, or even no solution at all.

1.3 I have said publicly that I have serious concerns about the management of Qantas, and in particular about decisions made by Mr Joyce and members of the Board, and in particular the Chairman Mr Leigh Clifford, in relation to the future
of the company. I note that others, including the government, have said this is a matter for shareholders; however, if the government is considering taking action to assist Qantas, then clearly this becomes a matter for the government and for the people of Australia, on whose behalf the government is acting.

1.4 The issues relating to Qantas' management strategy are many and complex. Australian accounting standards and the structure of the Qantas Group mean it is often difficult to get a full understanding of its financial operations. I hope this will be addressed in greater detail through the current Senate Rural and Regional Affairs and Transport Committee's inquiry into Qantas' future as a strong national carrier supporting jobs in Australia.

1.5 In particular, my concerns centre around the apparent focus on the Jetstar brand at the expense of Qantas. This includes the rapid growth of the Jetstar fleet
(now estimated to be nearly 60 per cent the size of Qantas' fleet) and suggestions of cost-shifting between the arms of the business to make Jetstar appear more profitable, and Qantas International less so. I note that under current Australian accounting and corporate governance rules, this level of cost-shifting within group accounts is permissible.

1.6 Tied in with this is the establishment of the Jetstar brands in Asia, and in particular Jetstar Hong Kong, which has not yet received regulatory approval
to operate. This has resulted in the airline's nine Airbus planes being stranded in France and unable to fly, at an estimated cost of $3 million a month.[2] There are also questions regarding leasing arrangements between Jetstar in Asia and the Qantas Group, and whether they are structured so as to deliver a profit to the Asian carriers. In a hearing for the Senate Rural and Regional Affairs and Transport Committee,

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It is the carrier's first net loss since it was privatised in July 1995, having previously slipped into the red in 1993. Qantas shares closed down 26.5 cents or 18.6 per cent, wiping more than $600 million from its market capitalisation of $3.2 billion Cookies must be enabled. | The Australian

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As I approach my more mature years, I have become increasingly disillusioned with the farce that passes itself off as national governance in Canberra. As evidenced by the recent Senate hearings, many politicians lack the knowledge to be able to competently tackle complex issues,

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unlike the Liberals who in my view have been hoodwinked

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