The EK Screwtape Letters
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Single engine taxi is also a farce . How many shut one down just a second before stopping on stand , just to tick the box , to " comply"
As for the letters , if you have one you have a wonderfull arrow in your quiver. Lets see you run low on fuel into somewhere requiring a fuel emergency . The subsequent regulating authority investigates , only for you to produce your letter of intimidation. Hold onto those letters boys and girls, they may well count in your favour.
As for the letters , if you have one you have a wonderfull arrow in your quiver. Lets see you run low on fuel into somewhere requiring a fuel emergency . The subsequent regulating authority investigates , only for you to produce your letter of intimidation. Hold onto those letters boys and girls, they may well count in your favour.
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Tangibles and Intangibles
Let’s say we have 2 companies, Company Alpha and Company Bravo. Bravo wants to buy Alpha so looks into what it’s worth. Its assets minus its liabilities come to a NTA (Net Tangible Assets) of 1 billion. However company Bravo is prepared to pay 1.5 billion because of what they believe Alpha is potentially worth. The extra 0.5B has to go onto the balance sheet somewhere. Simplistically it goes down as Branding, Intellectual Property or Goodwill. Intangible Assets that then remain on the balance sheet.
Quote: Wikipedia:
Intangible assets are defined as identifiable non-monetary assets that cannot be seen, touched or physically measured, which are created through time and/or effort and that are identifiable as a separate asset. Human capital is the primary source of competitive intangibles for organizations today. Competitive intangibles are the source from which competitive advantage flows, or is destroyed.
The point here I think is that not everything can be simplistically priced or accounted. Even revaluation of tangible assets is difficult and subjective. There is more to both companies and their own personnel than simply meets the eye on a balance sheet or spreadsheet. Simple numbers and statistics are not the whole story.
Also it becomes apparent that it is easy to damage these Non Tangible aspects of a company – and not only on the balance sheet. A company could easily damage its brand name by producing an inferior product so the brand name was not taken so seriously. This could have direct impact on the balance sheet next time the company is bought or sold.
I believe while it is incumbent for any influential post holder to ensure a company remains profitable and even increase profitability, that post holder also has to take very seriously what impact any decision has on the Intangible Assets of the company and the intangible aspect of employees.
Motivation is one example. If decisions are taken that either motivate or demoralize the employees, the savings or costs of this are very difficult to quantify. What savings to a company for many employees prepared to make the effort to go the extra mile in areas that they can? Who can say what pushing for shortcuts and direct routings actually saves compared to simply flying the airways as laid out on the chart and OFP. Or the employee that works a little longer to ensure a job is completed with panache rather than the bare minimum necessary to comply. Even enthusiastic talk from employees can encourage their peers to pick up their game and that can have positive impacts in many areas.
Likewise demoralization can have enormous impacts. A few disgruntled employees can cause a lot of unnecessary damage whether through sheer disinterest and apathy or deliberate low level mischief. In history motivated groups have literally moved mountains, disgruntled groups have started wars. And there is the whole spectrum in between.
To attempt to prove or define all aspects of the company and its people by collection of data is a ridiculous notion. The notion that complex beings of this nature can be defined as such shows a lack of understanding and immaturity. Sure, statistics are useful but only if they are obtained correctly with an intention to prove or show something in an unbiased manner, while considering its shortfalls with regard to the entire picture. If statistics are used to justify a position or prove an agenda they become downright dangerous and destructive and pose a grave threat to the company and its shareholders and stakeholders alike. It is incumbent of both these parties to understand and question the validity of this data and ultimately its usefulness.
We are all stakeholders in our company. As are our families, our passengers, the people we fly over, the environment we operate and the businesses that depend on our business.
It amuses me when I hear managers defend their decisions citing that they are responsible to the shareholders for profitability. Clearly they have misunderstood their directive. They are actually responsible to both, morally and legally. The impacts of decisions are far reaching and not always measurable on some spreadsheet.
Shareholders bang the table for bigger and bigger profits. Stakeholders are usually the ones who have to make the sacrifices to ensure this happens with managers in between facilitating this process by being disproportionately rewarded for this task. Demanding more hours, more work more responsibility, diminishing returns.
Where does it all end? Do our kids wind up working for mega corporations that sap every joyous hour out of life, to placate insatiable shareholders, while our children toil well beyond the hours for which they are paid?
While it may suit the financial agendas of individuals to ignore their Corporate Responsibilities by squeezing the unreasonable from the stakeholders, it is up to all of us to make them accountable and responsible for their actions. It serves no one but themselves if they are not.
Besides we owe it to our children.
Quote: Wikipedia:
Intangible assets are defined as identifiable non-monetary assets that cannot be seen, touched or physically measured, which are created through time and/or effort and that are identifiable as a separate asset. Human capital is the primary source of competitive intangibles for organizations today. Competitive intangibles are the source from which competitive advantage flows, or is destroyed.
The point here I think is that not everything can be simplistically priced or accounted. Even revaluation of tangible assets is difficult and subjective. There is more to both companies and their own personnel than simply meets the eye on a balance sheet or spreadsheet. Simple numbers and statistics are not the whole story.
Also it becomes apparent that it is easy to damage these Non Tangible aspects of a company – and not only on the balance sheet. A company could easily damage its brand name by producing an inferior product so the brand name was not taken so seriously. This could have direct impact on the balance sheet next time the company is bought or sold.
I believe while it is incumbent for any influential post holder to ensure a company remains profitable and even increase profitability, that post holder also has to take very seriously what impact any decision has on the Intangible Assets of the company and the intangible aspect of employees.
Motivation is one example. If decisions are taken that either motivate or demoralize the employees, the savings or costs of this are very difficult to quantify. What savings to a company for many employees prepared to make the effort to go the extra mile in areas that they can? Who can say what pushing for shortcuts and direct routings actually saves compared to simply flying the airways as laid out on the chart and OFP. Or the employee that works a little longer to ensure a job is completed with panache rather than the bare minimum necessary to comply. Even enthusiastic talk from employees can encourage their peers to pick up their game and that can have positive impacts in many areas.
Likewise demoralization can have enormous impacts. A few disgruntled employees can cause a lot of unnecessary damage whether through sheer disinterest and apathy or deliberate low level mischief. In history motivated groups have literally moved mountains, disgruntled groups have started wars. And there is the whole spectrum in between.
To attempt to prove or define all aspects of the company and its people by collection of data is a ridiculous notion. The notion that complex beings of this nature can be defined as such shows a lack of understanding and immaturity. Sure, statistics are useful but only if they are obtained correctly with an intention to prove or show something in an unbiased manner, while considering its shortfalls with regard to the entire picture. If statistics are used to justify a position or prove an agenda they become downright dangerous and destructive and pose a grave threat to the company and its shareholders and stakeholders alike. It is incumbent of both these parties to understand and question the validity of this data and ultimately its usefulness.
We are all stakeholders in our company. As are our families, our passengers, the people we fly over, the environment we operate and the businesses that depend on our business.
It amuses me when I hear managers defend their decisions citing that they are responsible to the shareholders for profitability. Clearly they have misunderstood their directive. They are actually responsible to both, morally and legally. The impacts of decisions are far reaching and not always measurable on some spreadsheet.
Shareholders bang the table for bigger and bigger profits. Stakeholders are usually the ones who have to make the sacrifices to ensure this happens with managers in between facilitating this process by being disproportionately rewarded for this task. Demanding more hours, more work more responsibility, diminishing returns.
Where does it all end? Do our kids wind up working for mega corporations that sap every joyous hour out of life, to placate insatiable shareholders, while our children toil well beyond the hours for which they are paid?
While it may suit the financial agendas of individuals to ignore their Corporate Responsibilities by squeezing the unreasonable from the stakeholders, it is up to all of us to make them accountable and responsible for their actions. It serves no one but themselves if they are not.
Besides we owe it to our children.
Please CC the above to Joyce, Alan, care of Qantas. 
Hopefully the managers of which we speak are a lot smarter over the next few years than he's been in the last 5 or so.
Hopefully the managers of which we speak are a lot smarter over the next few years than he's been in the last 5 or so.
The letter l received this month (one of two - the other regarding my health, but that is another laugh) suggested a "vast improvement" in fuel decision management compared to other comparable flights.
It appears those other comparable flights never got held down or held at destination as we were. Good on them.
So l expect a "VAST IMPROVEMENT" on how you monitor fuel uplift!
So indirectly - up-yours! And "Yours" knows who you are
halas
It appears those other comparable flights never got held down or held at destination as we were. Good on them.
So l expect a "VAST IMPROVEMENT" on how you monitor fuel uplift!
So indirectly - up-yours! And "Yours" knows who you are
halas
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Just a couple of minor points:
1. Despite the highly vocal assertions above to the contrary, we have been told our fuel uplift performance is monitored -many times. Even to the point where it was suggested, when we had a separate line check department, that the anual line check debrief would include being given a view of weher our own fuel uplift performance fitted with the rest of the captains.
2. Also, depste what was written above about how Dispatch just put XX tons extra on, I have noted that this is not so: routinely, the fuel is NOT an even number of tons and related, for DXB midnight arrivals, a calculated amount; often 20 mins at 10k'.
I load what I want, and how much I think I need, and a note on the OFP/VR regarding me decision has so far avoijded any response.
On a coiuple of instances I have called dispatch to discuss why extra (i.e. 6T) weas loaded for a particular destination , when the weather was fine..only to be told I could take it off if I wanted. After my thought I left the fuel on - if a dicvert resulted and I had offloaded the fuel I am sure it would ba MY fault...one thing is for sure: you will get a 'please explain' if you don't have enough fuel!
TM
1. Despite the highly vocal assertions above to the contrary, we have been told our fuel uplift performance is monitored -many times. Even to the point where it was suggested, when we had a separate line check department, that the anual line check debrief would include being given a view of weher our own fuel uplift performance fitted with the rest of the captains.
2. Also, depste what was written above about how Dispatch just put XX tons extra on, I have noted that this is not so: routinely, the fuel is NOT an even number of tons and related, for DXB midnight arrivals, a calculated amount; often 20 mins at 10k'.
I load what I want, and how much I think I need, and a note on the OFP/VR regarding me decision has so far avoijded any response.
On a coiuple of instances I have called dispatch to discuss why extra (i.e. 6T) weas loaded for a particular destination , when the weather was fine..only to be told I could take it off if I wanted. After my thought I left the fuel on - if a dicvert resulted and I had offloaded the fuel I am sure it would ba MY fault...one thing is for sure: you will get a 'please explain' if you don't have enough fuel!
TM
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What to do?
While I was recently 'negotiating' with dispatch (to the amusement of a newly hired first officer), that the flight I was operating required further fuel consideration, they told me that they had also received 'nasty' letters from management on high.
Dispatch are also under pressure to minimise fuel uplift and maximise profit even when common sense dictates the flight should have more fuel!
Initially, the 'fuel letter' offended me as a professional, then it made me angry and negative.
However, I have used the experience to motivate me, and I am attending an interview next month so I suppose I should say thank you to the management style that promoted this culture.
Pixy, great post!!
Dispatch are also under pressure to minimise fuel uplift and maximise profit even when common sense dictates the flight should have more fuel!
Initially, the 'fuel letter' offended me as a professional, then it made me angry and negative.
However, I have used the experience to motivate me, and I am attending an interview next month so I suppose I should say thank you to the management style that promoted this culture.
Pixy, great post!!
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Cover your ass
Write to ECA, EASA and the FAA.
They will respond that it is out of their jurisdiction but at least when something happens in their jurisdiction you will never be the only one that gets the blame.
They will respond that it is out of their jurisdiction but at least when something happens in their jurisdiction you will never be the only one that gets the blame.
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Pixy post 28 para.4 was exactly what Gulf Air achieved when this management policy was introduced on the L1011 fleet.
I will spare you the details but the company just went forever downwards from that day forth....to achieve to days result.
I will spare you the details but the company just went forever downwards from that day forth....to achieve to days result.
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Just had a look at the Seniority list, which I keep a xls copy of every year.
The most junior pilot on Sept 1st last year was #2417, his position on the list as of today is #2327 so it looks like 90 pilots junior to him have left in the last year.
Also looks like the total increase in pilot numbers in the last year is about 350, is that enough with all the big plans?
The most junior pilot on Sept 1st last year was #2417, his position on the list as of today is #2327 so it looks like 90 pilots junior to him have left in the last year.
Also looks like the total increase in pilot numbers in the last year is about 350, is that enough with all the big plans?
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my baby wrote me a letter...
Actually I got a fuel letter and a "you are too sick letter"...never worried much about the fuel letter - now I just take company fuel.. note on VR if the engineers over fuel it etc and when I ask the FOs how much they want .. after they go thru the machinations justifying extra I say sorry - I agree with you but hey , if we divert or need to call a pan of min fuel.. so be it..sounds stoopid and poor CRM but I know I wont run out of fuel - just wont be where we planned and told the pax we were going.... and the day after I get a flight that took so much extra fuel due fog ( that didnt happen!) I had to use the boards and descend early etc to get below MLW... go figure.. that was 500 kgs of wasted tactical decisions to save gas...
maybe a better metric on sickness might be hours flown per sick day or V/V? that way it would reflect work done for illness achieved? not much point having sick days if you dont go to work - like office guys etc...not that I envy them that ... manage what you measure but measure it correctly - AKA HEISENBERG UNCERTAINTY PRINCIPLE..
Pixy has some of the best posts I have ever read BTW.
maybe a better metric on sickness might be hours flown per sick day or V/V? that way it would reflect work done for illness achieved? not much point having sick days if you dont go to work - like office guys etc...not that I envy them that ... manage what you measure but measure it correctly - AKA HEISENBERG UNCERTAINTY PRINCIPLE..
Pixy has some of the best posts I have ever read BTW.
From Pixy's post I get the impression that it is the top 30% of Captains who uplift more than flight plan fuel, rather than an actual fuel amount. An arbitrary cutoff of the top 30% on the list. Perhaps Pixy, or one of the other letter recipients can confirm that?
Overall, Pixy's posts are remarkably well formed and observant of company behaviour. I have really enjoyed reading them! I don't work for EK, but I do work for a 'favourite headline', which exhibits some remarkably similar behaviour to EK. My favourite quotes amongst Pixy's erudite words:
Spot on, Pixy!
Overall, Pixy's posts are remarkably well formed and observant of company behaviour. I have really enjoyed reading them! I don't work for EK, but I do work for a 'favourite headline', which exhibits some remarkably similar behaviour to EK. My favourite quotes amongst Pixy's erudite words:
I make a valiant effort to separate that which I am required to know from the endless stream of self congratulatory, irrelevant or disinteresting digital garbage that arrives in my company email every day. I'm sure no one actually believes that any human could keep up with it all. It is all part of the lamentable culture of evading accountability by telling everyone everything in preparation to avoid blame in any eventuality.
Shareholders bang the table for bigger and bigger profits. Stakeholders are usually the ones who have to make the sacrifices to ensure this happens with managers in between facilitating this process by being disproportionately rewarded for this task.
