Cathay’ Culture?
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Cathay’ Culture?
Dear CX Aviator,
As part of an undergraduate paper I am completing on (Airline) culture, I would like you to share your experience’s as to the status quo of Cathay’s organisational, safety, and professional culture.
Be it good, bad, or the ugly I am interested in how the company treats its employees with particular emphasis, if possible, to Geert Hofstede’s six dimensions model. Alternatively, a general brake down of how the once world renowned carrier for its multiculturalism and being not only the premier airline of choice for the business traveler but for pilots too currently stands up?
The above would offer great insight that would go beyond the standard “about us” information available and give first hand accounts on the topic for me.
Gratefully,
As part of an undergraduate paper I am completing on (Airline) culture, I would like you to share your experience’s as to the status quo of Cathay’s organisational, safety, and professional culture.
Be it good, bad, or the ugly I am interested in how the company treats its employees with particular emphasis, if possible, to Geert Hofstede’s six dimensions model. Alternatively, a general brake down of how the once world renowned carrier for its multiculturalism and being not only the premier airline of choice for the business traveler but for pilots too currently stands up?
The above would offer great insight that would go beyond the standard “about us” information available and give first hand accounts on the topic for me.
Gratefully,
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Hofstede's Six Dimensions at CX:
Power Distance - High. Very top down management. There is literally a rank for every bar (1 to 4) on the cockpit. Many hierarchies in management. It is very segregated, almost like a caste system.
Individualism versus collectivism - Probably high individualism. CX employees look after themselves (many times forced to) with little support from others.
Masculinity versus feminity - Slightly leaning masculinity. There is not that much room for cooperation, modesty, and caring. People are assertive, there are high desires for achievement, and assertiveness.
Uncertainty Avoidance - High uncertainty avoidance on the flight deck. At least in the past, there was a high standard when it comes to following procedures and ensuring safety. How the company treats employees is another matter though, as it creates extremely high uncertainty.
Long Term Orientation versus Short Term Orientation - Somewhat short-term. Many aspects of the culture are incredibly old school with very little development.
Indulgence versus restraint - High restraint. Tends to have strict social norms. Employees are controlled with an iron fist.
The culture is somewhat a mess these days (if it even exists). Treatment of employees is, in the nicest term... not good. The multiculturalism is there only because it hires globally. The last engagement survey for cockpit crews had an eNPS score of -87. This means there are more detractors than promotors at this airline, where an overwhelming number of respondants have declared that this is not a good place to work.
Power Distance - High. Very top down management. There is literally a rank for every bar (1 to 4) on the cockpit. Many hierarchies in management. It is very segregated, almost like a caste system.
Individualism versus collectivism - Probably high individualism. CX employees look after themselves (many times forced to) with little support from others.
Masculinity versus feminity - Slightly leaning masculinity. There is not that much room for cooperation, modesty, and caring. People are assertive, there are high desires for achievement, and assertiveness.
Uncertainty Avoidance - High uncertainty avoidance on the flight deck. At least in the past, there was a high standard when it comes to following procedures and ensuring safety. How the company treats employees is another matter though, as it creates extremely high uncertainty.
Long Term Orientation versus Short Term Orientation - Somewhat short-term. Many aspects of the culture are incredibly old school with very little development.
Indulgence versus restraint - High restraint. Tends to have strict social norms. Employees are controlled with an iron fist.
The culture is somewhat a mess these days (if it even exists). Treatment of employees is, in the nicest term... not good. The multiculturalism is there only because it hires globally. The last engagement survey for cockpit crews had an eNPS score of -87. This means there are more detractors than promotors at this airline, where an overwhelming number of respondants have declared that this is not a good place to work.
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crab bucket mentality. managers are too focused on short term savings in order to maximise their bonus. they dare not spend money in the short term to have long term savings past their tenure.
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Dear CX Aviator,
As part of an undergraduate paper I am completing on (Airline) culture, I would like you to share your experience’s as to the status quo of Cathay’s organisational, safety, and professional culture.
Be it good, bad, or the ugly I am interested in how the company treats its employees with particular emphasis, if possible, to Geert Hofstede’s six dimensions model. Alternatively, a general brake down of how the once world renowned carrier for its multiculturalism and being not only the premier airline of choice for the business traveler but for pilots too currently stands up?
The above would offer great insight that would go beyond the standard “about us” information available and give first hand accounts on the topic for me.
Gratefully,
As part of an undergraduate paper I am completing on (Airline) culture, I would like you to share your experience’s as to the status quo of Cathay’s organisational, safety, and professional culture.
Be it good, bad, or the ugly I am interested in how the company treats its employees with particular emphasis, if possible, to Geert Hofstede’s six dimensions model. Alternatively, a general brake down of how the once world renowned carrier for its multiculturalism and being not only the premier airline of choice for the business traveler but for pilots too currently stands up?
The above would offer great insight that would go beyond the standard “about us” information available and give first hand accounts on the topic for me.
Gratefully,
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Cathay is run my Swire. Swire influences the culture in Cathay. Swire's culture hasn't evolved much since the Victorian era and each year many of their people managers are sent to 1860 to be trained.
You will gain much understanding by visiting the history section of your local library and reading about the culture of 'workhouses'.
You will gain much understanding by visiting the history section of your local library and reading about the culture of 'workhouses'.
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BAvMan - Not sure what paper you are trying to write but I think you are more interested in the work culture among the pilot community rather than in general. If that's the case, you can just read on other threads, it gives you pretty much everything you need to know about, as some might say, toxic culture among the pilot community.
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I am completing a third year aviation management paper, whereby I have chosen to explore Cathay Pacific’s organisational culture’s, in particular its residence in (visible and conscious) practices, i.e., the way people (namely it’s Pilots or it’s front line staff) perceive what goes on in their organisational, safety and professional environments.
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Could you provide an example of how Cathay’s organisational, safety or professional culture is influenced by Swire?
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Once the doors are closed I get to work with a good bunch of crew. The SOs don't know much about aviation, but by the time they reach SFO they are generally good. Some JFOs are released to the line and don't know how to land (most mechanically flare a bit at 40 feet and let the rest just happen).
The rest of the structure around FOPs is toxic. Just a few examples follow:
If you go sick (even with a med cert from a CAD approved AVMED Dr) it is reviewed by a growing department of administrators (with no medical training). You may be called in to explain yourself (pure intimidation). If they deem that you take too many sick days you will be delayed getting promoted.
Silos. FOPs has to pitch the cost of upgrading existing crew against the People department pitch on cost of direct entry recruitment (so much for a senority list). To be competitive FOPs has had to cut back on upgrade training - hence the inability of some JFOs to land, a bunch of heavy landings on the 74 from pilots forced over from the 777 and a new Capt on the 321 achieving 3.5G on landing trying to keep the 'bird' on the aim point and not flaring (some accounts say he had fall forward stick on touch down). I guess the heavy landings some out of the Eng Buget, so it's ok for FOPs.
A roster system which doesn't enable a high rate of success bidding for trips or for swaps once the roster is published.
During COVID crew were 'offered' COS18, a new contract which isn't really a contract at all, as all terms and conditions are subject to change by the company at their sole discretion without prior notice. We had just over a week to accept the new COS or 'resign' (by 'resigning' no redundancy was payable). The new COS meant an income cut of 40 - 60% in one the world's most expensive cities. 3 pilots committed suicide. I believe COS18 was a large factor in this.
For decades CX had based pilots. Many joined CX with the expectation of taking a base at some stage. As COS18 would be illegal in any 1st or 2nd world employment environment all bases were closed. If you had a PR you could return to HKG on COS18. If not you were terminated. If you returned you were treated as a new joiner. Your sick day allocation was zeroed.
Senior management lie. One example is the introduction of 'special' crew only menus at layover ports. These new menus reduced the allowances, which many crew treat as part of their income. When confronted by crew the CEO said that the hotels set the menus, not the company. Talking to hotels it was clear that this was not the case, the new menus where from CX. Another example is that from time to time HKG airlines can apply a fuel surcharge to tickets. This surcharge was also applied to staff tickets. Company said they had no choice. HKG CAD who approve the application of the surcharge, when asked by the HKAOA, stated that it was up to the airlines how they applied the surcharge, airlines could choose not to apply them to staff tickets.
Overall FOPs is a good little department, but the rest of the company treat us with contempt and our managers have less and less power to do anything to assist us or to improve the operation in general.
Swire turn over their managers every 2 - 3 years. To get your bonus and a promotion you have to show value. Each generation of manager focuses on making cuts. They may appear to be small (or the in the case of COS18 massive), but over time they accumulate and undermine the product (from safety of the flight up the front to the service and food in the back).
They recently announced a pay increase for some aircrew. At the same time they increased the thresholds for getting productively pay. When you also consider inflation, overall this was another pay cut. They are always screwing us over.
CX has made money over the years because its hub home city has grown, not because it is a well run airline.
The rest of the structure around FOPs is toxic. Just a few examples follow:
If you go sick (even with a med cert from a CAD approved AVMED Dr) it is reviewed by a growing department of administrators (with no medical training). You may be called in to explain yourself (pure intimidation). If they deem that you take too many sick days you will be delayed getting promoted.
Silos. FOPs has to pitch the cost of upgrading existing crew against the People department pitch on cost of direct entry recruitment (so much for a senority list). To be competitive FOPs has had to cut back on upgrade training - hence the inability of some JFOs to land, a bunch of heavy landings on the 74 from pilots forced over from the 777 and a new Capt on the 321 achieving 3.5G on landing trying to keep the 'bird' on the aim point and not flaring (some accounts say he had fall forward stick on touch down). I guess the heavy landings some out of the Eng Buget, so it's ok for FOPs.
A roster system which doesn't enable a high rate of success bidding for trips or for swaps once the roster is published.
During COVID crew were 'offered' COS18, a new contract which isn't really a contract at all, as all terms and conditions are subject to change by the company at their sole discretion without prior notice. We had just over a week to accept the new COS or 'resign' (by 'resigning' no redundancy was payable). The new COS meant an income cut of 40 - 60% in one the world's most expensive cities. 3 pilots committed suicide. I believe COS18 was a large factor in this.
For decades CX had based pilots. Many joined CX with the expectation of taking a base at some stage. As COS18 would be illegal in any 1st or 2nd world employment environment all bases were closed. If you had a PR you could return to HKG on COS18. If not you were terminated. If you returned you were treated as a new joiner. Your sick day allocation was zeroed.
Senior management lie. One example is the introduction of 'special' crew only menus at layover ports. These new menus reduced the allowances, which many crew treat as part of their income. When confronted by crew the CEO said that the hotels set the menus, not the company. Talking to hotels it was clear that this was not the case, the new menus where from CX. Another example is that from time to time HKG airlines can apply a fuel surcharge to tickets. This surcharge was also applied to staff tickets. Company said they had no choice. HKG CAD who approve the application of the surcharge, when asked by the HKAOA, stated that it was up to the airlines how they applied the surcharge, airlines could choose not to apply them to staff tickets.
Overall FOPs is a good little department, but the rest of the company treat us with contempt and our managers have less and less power to do anything to assist us or to improve the operation in general.
Swire turn over their managers every 2 - 3 years. To get your bonus and a promotion you have to show value. Each generation of manager focuses on making cuts. They may appear to be small (or the in the case of COS18 massive), but over time they accumulate and undermine the product (from safety of the flight up the front to the service and food in the back).
They recently announced a pay increase for some aircrew. At the same time they increased the thresholds for getting productively pay. When you also consider inflation, overall this was another pay cut. They are always screwing us over.
CX has made money over the years because its hub home city has grown, not because it is a well run airline.
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My experience within CX and the Swire regime reminds me of the story, the Wizard of Oz.
Dorothy (the pilots) are picked up and dropped into a land that destroys their house (family life). She gets told to follow the yellow brick road to freedom (financial freedom under COS18). All the while, she’s put under the spotlight by the wicked witch of the west and her flying monkeys (the GMA and her minions).
Along the way Dorothy meets a scarecrow (JB and TL) who like to implement conditions to rosters that are unsustainable and sell it like it’s the best thing since slice bread, a rationale a person with a brain struggles to comprehend.
As Dorothy continues along the yellow brick road, she encounters a Tin man (GH) who rusts up very easily, has no heart and just cut, and cut with his axe till nothing is left.
Further down the track, they meet a cowardly lion (CP of their respective fleets). This lion is scared of his own shadow, and wishes he has the courage to stand up to the wicked witch of the west.
They’re all put to sleep while running through a field and are retrieved by the flying monkeys. Once confronted by the wicked witch of the west, they realise that she can be neutralized by water (Management rotation) but there is always another witch to take her place.
Once they reach the end of the yellow brick road, they arrive at the castle that contains the Wizard of Oz. Who tells Dorothy she had the power all along, and by clicking her heels three times, she returns to Kansas (home country), exactly where she left off, none the richer than the day she left.
Dorothy (the pilots) are picked up and dropped into a land that destroys their house (family life). She gets told to follow the yellow brick road to freedom (financial freedom under COS18). All the while, she’s put under the spotlight by the wicked witch of the west and her flying monkeys (the GMA and her minions).
Along the way Dorothy meets a scarecrow (JB and TL) who like to implement conditions to rosters that are unsustainable and sell it like it’s the best thing since slice bread, a rationale a person with a brain struggles to comprehend.
As Dorothy continues along the yellow brick road, she encounters a Tin man (GH) who rusts up very easily, has no heart and just cut, and cut with his axe till nothing is left.
Further down the track, they meet a cowardly lion (CP of their respective fleets). This lion is scared of his own shadow, and wishes he has the courage to stand up to the wicked witch of the west.
They’re all put to sleep while running through a field and are retrieved by the flying monkeys. Once confronted by the wicked witch of the west, they realise that she can be neutralized by water (Management rotation) but there is always another witch to take her place.
Once they reach the end of the yellow brick road, they arrive at the castle that contains the Wizard of Oz. Who tells Dorothy she had the power all along, and by clicking her heels three times, she returns to Kansas (home country), exactly where she left off, none the richer than the day she left.
Last edited by Babyjet_dododo; 14th Mar 2023 at 00:14.
