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-   -   Steve Purvinas, legend (https://www.pprune.org/australia-new-zealand-pacific/626526-steve-purvinas-legend.html)

dragon man 21st Oct 2019 03:02

Steve Purvinas, legend
 

Horatio Leafblower 21st Oct 2019 03:20

Outstanding article. Congratulations Steve.

ruprecht 21st Oct 2019 03:23

Nice work, Steve.

SOPS 21st Oct 2019 03:27

20 out of 10 Steve. Well done. !!!!

dragon man 21st Oct 2019 03:33

Maybe helps explains why 42% of pilots actively work against the companies interets.

wheels_down 21st Oct 2019 03:35

Virgin cops a lot on the financial front and rightly so for some questionable decision making, but they have replaced 737s in the last 7/8 years 2 vs 1 against QF.

Going into mid next decade Virgin will have a 737 fleet age 1/3 that of QF.

This is the time Virgins capex will slow down for 10Ė15 years while QF has large fleet bills in the back half of this decade, and this is the point where I expect him to handover the reins to some poor body who is faced with impending fleet bills that will wipe the profitability of the company for many years and trying to work out how they are going to pay for all these neoís and max replacements.

KRUSTY 34 21st Oct 2019 03:38

My admiration for Steve knows no bounds. This article, free from bias and hyperbole resists the temptation of becoming partisan. No mean feat, when as a leader he would be faced with regular frustrations from his political opponents.

Geoff Dixon wasn’t the most popular bloke, but that wasn’t his job. Steve has let the facts of Dixon’s time at the helm speak for itself, and equally those of Joyce.

The apparent transfer of $60 mil from the pockets of the rank and file into those of senior management, and the blatant pretense of it, really highlight the depths of dishonesty that is rife in corporate Australia.

Time for a change? Yeah right!

Transition Layer 21st Oct 2019 04:04

Beautifully put Steve, well done :D

j3pipercub 21st Oct 2019 04:15

Excellent opinion piece

upsidefront 21st Oct 2019 05:56

Awesome article Fed Sec.

The comments posted below the article tells a tale.

I wonder what would happen if the rumours of * cough * alleged wage theft became public?


Rated De 21st Oct 2019 06:34


After Qantas announced a $2.8 billion loss in 2014, staff were all called on to freeze their wage levels for 18 months, a call that my union was first to heed in order to help the struggling airline.

Dear Mr Purvinas,

A small but pertinent point.
  • The loss in FY14 was a result not of deteriorating trading conditions, rather the write off for the International fleet; The loss was on paper only.
  • As a result, the following year QF reduced depreciation by circa $326 million (also didn't tax) This is the source (when combined with fuel price falls (totalling $527 Million) of the "transformation profit".
  • Senior insiders had "performance incentives" your staff did not. The pay freeze your staff took (and management too) did not include any transformation upside. The insiders had them: Millions of options with issue prices at less than $1.00 vesting post FY15.
  • The transformation profit say the share price surge and"amazingly coincidentally" those same insiders could cash in their options.
Given the rather on book valuation of the A380 fleet, there is high probability that the same play is run again. The write down results from the auditors and "management" declaring the value of the aircraft on books is more than that a sale would raise, hence the "impairment"
Be vigilant for a similar play.

It is a straight out transfer, and a robust regulatory environment would not only have investigated the claims of "terminal decline" in CY11, but also the very rapid "transformation" FY15 as well as the "incredibly well timed option vesting dates.

Otherwise eloquently written...

T-Vasis 21st Oct 2019 08:57


Cathay Pacific 8.5 years, Singapore Airlines 6.9 years, Air New Zealand 6.9 years, Emirates 6.6 years and Etihad 5.9 years.
Cherry picked airlines that have fleet sizes less than a quarter or at least half of the Qantas fleet size, accelerating the favourable age curve with less deliveries required. Not a good comparison, even if they are in the region.

Emirates and Etihad can’t be compared simply because they have very different agendas; operate on very different financial structures etc.


Maintaining a reasonable age of fleet ensures comfort and on-time performance are at an acceptable standard.
Retrofits and repaints can maintain high quality standards for inflight experience.

I don’t agree the age of an aircraft results in poorer OTP as quoted by Steve. Rex seems to manage an ageing fleet (average of 26 years) with the some of the best OTP performance in the country (usually second after QantasLink - and how old are those ex AA 717’s and DHC-300’s?). How is that possible with such an ‘old’ fleet...


Yes, the airline is now profitable again, as it always was under previous CEOs
How do you define ‘profit’? Statutory? Underlying? Net?. There were years of profitability under Joyce leading up to the losses (accounting only balance sheet adjustments). The past is a poor comparison and does not predict the future.

I do hold the shared opinion that Qantas needs an upgraded fleet however.

travelator 21st Oct 2019 09:21


how old are those ex AA 717ís
Around the same age as most of the 330ís, 747ís and 737ís.

chookcooker 21st Oct 2019 09:44


Originally Posted by T-Vasis (Post 10599638)
Cherry picked airlines that have fleet sizes less than a quarter or at least half of the Qantas fleet size, accelerating the favourable age curve with less deliveries required. Not a good comparison, even if they are in the region.

Emirates and Etihad canít be compared simply because they have very different agendas; operate on very different financial structures etc.


.


You sure about that?

T-Vasis 21st Oct 2019 10:49

I included subsidiaries. Deployed Group capital is an important consideration. QF deployed capital to JQ for JQ’s fleet and renewals. Money was spent. It has invested. Not to the desired brand for some.

ramble on 21st Oct 2019 11:47

I went through an airport recently and watched him scurry into the QF first class lounge.
The Business class lounge was like an dirty overcrowded zoo.
Any decent CEO with some personality and leadership might have used such an opportunity to see the coal face and check the feedback from his customers firsthand.

The QF product is in decline.
Qantas prices and Jetstar quality while gouging Australians who have to travel internationally. Credit to those staff that keep smiling and delivering a great service but they are getting harder to find.

QF is my last choice while he is in charge.


Going Boeing 21st Oct 2019 11:57


Originally Posted by T-Vasis (Post 10599694)
I included subsidiaries. Deployed Group capital is an important consideration. QF deployed capital to JQ for JQís fleet and renewals. Money was spent. It has invested. Not to the desired brand for some.

If you look at the Group capacity in the International market now versus 2008 when Joyce took over as CEO, the airline has shrunk massively - not only in the number of hulls but also in Available Seat Kilometres (ASK's). Steve's article is very good but would have been stronger if he gave the figures of how much capacity has been lost.

Paragraph377 21st Oct 2019 12:38

Alan and his faceless men
 

Well written Steve. As you point out, itís all about juggling books. The airline does not make the cash profit it makes out to people that it does. Not upgrading an airlines fleet, running fuel and maintenance costs between both of its airlines and a host of other financial tools at its disposal helps it to paint the whatever picture it wants at any given time.

But I digress. Alan Joyce worked for Ansett. There were meetings between himself, Geoff Dixon and a few other players which included another Ansett man, Bill Jauncey. Together they hatched Jetstar, an LCC that was meant to take up all the low yielding routes and leave the cream to Qantas. Profits galore at both end of the spectrum - Qantas a premium service and Jetstar the bogus service. Jauncey once described Joyce as Ďone of the smartest money men you will ever meetí. That is the only compliment I will give Joyce; he has a brilliant business mind. But he is a selfish, self centered, self indulging narcissist. A weak little man with no backbone.

Of late, most of Alanís ďprotected speciesĒ, faceless men and women who link back beyond the JQ machine to the Ansett days, are leaving, and getting big redundancies of course. Alan is preparing to bail. Itís all in the timing. He is looking after his loyalists as he prepares to exit the beginning. Timing is everything, and Joyce is going to truly leave behind a steaming turd for someone else to massage. Just like Borghetti has done to Scurrah. A steaming pile of nothing that is so brittle that when the next financial, health or oil crisis hits, there will be financial ruin. These airlines are like helium balloons. Just a thin skin protecting an empty void. Joyce is not worth the $100m he has been paid. It is obscene. However the weasels on the Board and the greedy capitalist shareholders love him. And hey, who can stop him??

T-Vasis 21st Oct 2019 13:37


when Joyce took over as CEO, the airline has shrunk massively - not only in the number of hulls but also in Available Seat Kilometres (ASK’s)
A reduction in ASK’s is not necessarily a band thing. Rational and sensible capacity management? Growth in airline partnerships and alliances? Dynamics of constantly changing market forces?

cnsnz 21st Oct 2019 18:52

I think your fleet sizes are not quite correct, a quick search shows EK- 240 /CX-146/QF-129/EY-115/SQ-107/NZ-69?
Hardly Cherry picked airlines That have fleet sizes less than a quarter or half of the qantas fleet size.


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