Merged: QANTAS/ALAEA EBA
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Your Right!
I thought the flexibilities were already voted in by a separate ballot just weeks ago. Nothing to do with this EBA?
Join Date: Nov 2007
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Will A level 12 or 13 LAME progress up one level for the 1st of Jan 2008 plus 1.5%?
If so, is this a view shared by both parties to the agreement.
So does this mean that the flexibilities only apply when a A330 is physically in the hangar OR does it mean that once the A330's return to BNE that the 'sweep' of flexibilities get FULLY implemented for ever?
If the answer is the second part of my question's then QF have now got their foot in the door for their flexibilities rosters. This will now flow all the way down the east coast of Australia into MEL Heavy.
If the Melbourne blokes don't want the rosters or flexibilities then they don't get them. This was the result of the Melbourne vote and until they accept the changes, this union will stand by them. If in some point in time management are pointing fingers up North saying "but you have agreed for them in Bne" we say "so what mate, we haven't here". it doesn't get any simpler than that.
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Well Done Exec.
A big THANK YOU to the exec for the deal in front of me.
Unfortunately for the company, this is the sort of reasonable outcome I would have expected back in January 2007. The pain they have put all LAMEs and their families through in the last 18 months will not be an easy thing to forgive.
A big note to GD and his team for the future. EBA means a BARGAINING agreement reached through negotiation, not a BULLYING agreement reached by intimidating your staff.
Never again will LAMEs stand for this kind of treatment by QF. We are all reasonable people until backed into a corner.
Unfortunately for the company, this is the sort of reasonable outcome I would have expected back in January 2007. The pain they have put all LAMEs and their families through in the last 18 months will not be an easy thing to forgive.
A big note to GD and his team for the future. EBA means a BARGAINING agreement reached through negotiation, not a BULLYING agreement reached by intimidating your staff.
Never again will LAMEs stand for this kind of treatment by QF. We are all reasonable people until backed into a corner.
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Thanks
Thanks for the clarifications Fed Sec, had to ask the question as I know how these buggers twist and contort the wording in these EBA's.
I can just see QF IR when an issue comes up on ones interpretation on a clause-Oh no that's not how that clause should be read, it should be read that you are bending over getting ready for another pineapple to be inserted up your backside!
I can just see QF IR when an issue comes up on ones interpretation on a clause-Oh no that's not how that clause should be read, it should be read that you are bending over getting ready for another pineapple to be inserted up your backside!
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Thanks for the clarifications Fed Sec, had to ask the question as I know how these buggers twist and contort the wording in these EBA's.
I can just see QF IR when an issue comes up on ones interpretation on a clause-Oh no that's not how that clause should be read, it should be read that you are bending over getting ready for another pineapple to be inserted up your backside!
I can just see QF IR when an issue comes up on ones interpretation on a clause-Oh no that's not how that clause should be read, it should be read that you are bending over getting ready for another pineapple to be inserted up your backside!
cheers
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Stuntcock wrote: Good to see no negative feedback yet regarding this deal.
On the face of it I don't seem to do as well as some. I really don't care.
Others seem to benefit more, but that is still a good result, I'm not selfish.
Great to see the association, leaders and members, get their act together.
The result I really want to see is the whole Engineering division of the company treated as an asset beyond a balance sheet, the support systems made workable, the "profit only" work ethic of our peak, middle and minor management take a back seat.
Until then I just need to see the deal laid out and the company actually honour it. They do not have my trust.
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Railways "managers" ??
Scanning through this thread, I have noticed a couple of references to a QE manager who was with the SRA.
Am I correct in assuming you have an Engineering manager who is not an "airlines industry person" and is in fact not a LAME?
The reason I ask, is that I have had disscussions with a person who has had engineering dealings with the SRA and his comments were that he had never before dealt with such a dithering, frustrating group of people, unable to make decisions unless they had numerous committee meetings.
On another matter; totally agree with Short Circuit #3941 - that any EBA agreement must ensure the more junior / "unborn children" of your profession are well looked after, for it is those who will learn from you, to maintain the integrity of your noble profession and solidarity into the future.
It is something that various pilot representative bodies have not done in the recent past.
Role on....
Am I correct in assuming you have an Engineering manager who is not an "airlines industry person" and is in fact not a LAME?
The reason I ask, is that I have had disscussions with a person who has had engineering dealings with the SRA and his comments were that he had never before dealt with such a dithering, frustrating group of people, unable to make decisions unless they had numerous committee meetings.
On another matter; totally agree with Short Circuit #3941 - that any EBA agreement must ensure the more junior / "unborn children" of your profession are well looked after, for it is those who will learn from you, to maintain the integrity of your noble profession and solidarity into the future.
It is something that various pilot representative bodies have not done in the recent past.
Role on....
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Well done Fed Sec and your team , you have shown us what we can get when we stick together as a mass and not divided. Thanks for all the effort you have put in , sometimes the job of a Rep is a thankless task , but not now I take my hat off to you all.
Feel that maybe its the start of a new era of how Qantas will look at the members of the ALAEA from now on and maybe leave the fear tactics behind and act like professionals as you in the Exec has shown them.
As for Qantas and your tactics over the years ,it may be water under the bridge but will not be forgotten in a hurry
So again well done SP " Union of Merit Award"
Feel that maybe its the start of a new era of how Qantas will look at the members of the ALAEA from now on and maybe leave the fear tactics behind and act like professionals as you in the Exec has shown them.
As for Qantas and your tactics over the years ,it may be water under the bridge but will not be forgotten in a hurry
So again well done SP " Union of Merit Award"
Join Date: Jan 2008
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Well run campaign, congrats to ALL members of the executive.
Got a comment for a "few" snipers TL PR, on Melb line crew 1 domestic, who
stuck the knives in to big Wes B when things got a bit hairy. Your
nothing but a bunch of scared whimps. Too quick to mouth off behind
his back about how you could have done a better job and commenting on
how we better except the companies first piss poor offer or else. Bet you
your quicker to take the pay rise than you are to apologise. Will be
listening out to hear you say how wrong you were, but won't be
holding my breath.
Got a comment for a "few" snipers TL PR, on Melb line crew 1 domestic, who
stuck the knives in to big Wes B when things got a bit hairy. Your
nothing but a bunch of scared whimps. Too quick to mouth off behind
his back about how you could have done a better job and commenting on
how we better except the companies first piss poor offer or else. Bet you
your quicker to take the pay rise than you are to apologise. Will be
listening out to hear you say how wrong you were, but won't be
holding my breath.
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Thanks Fed Sec the deal looks good to me .
Just heard this does it sound familiar, ( lean sigma is a Toyota thing isn't it )
A Japanese company (Let's call it Toyota) and an American company (Ummmm, how about Ford) decided to have a canoe race on the Missouri River. Both teams practiced long and hard to reach their peak performance before the race.
On the big day, the Japanese won by a mile.
The Americans, very discouraged and depressed, decided to investigate the reason for the crushing defeat. A management team made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was the Japanese had 8 people rowing and 1 person steering, while the American team had 8 people steering and 1 person rowing.
Feeling a deeper study was in order, American management hired a consulting company and paid them a large amount of money for a second opinion.
They advised, of course, that too many people were steering the boat, while not enough people were rowing.
Not sure of how to utilize that information, but wanting to prevent another loss to the Japanese, the rowing team's management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents, and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 1 person rowing the boat greater incentive to work harder. It was called the "Rowing Team Quality First Program," with meetings, dinners, and free pens for the rower. There was discussion of getting new paddles, canoes, and other equipment, extra vacation days for practices and bonuses.
The next year the Japanese won by two miles.
Humiliated, the American management laid off the rower for poor performance, halted development of a new canoe, sold the paddles, and canceled all capital investments for new equipment. The money saved was distributed to the Senior Executives as bonuses and the next year's racing team was out-sourced to India.
Sadly,
The End.
Here's something else to think about:
Ford has spent the last thirty years moving all its factories out of the US, claiming they can't make money paying American wages.
TOYOTA has spent the last thirty years building more than a dozen plants inside the US.
The last quarter's results:
TOYOTA makes 4 billion in profits while Ford racked up 9 billion in losses.
Ford folks are still scratching their heads.
.Just heard this does it sound familiar, ( lean sigma is a Toyota thing isn't it )
A Japanese company (Let's call it Toyota) and an American company (Ummmm, how about Ford) decided to have a canoe race on the Missouri River. Both teams practiced long and hard to reach their peak performance before the race.
On the big day, the Japanese won by a mile.
The Americans, very discouraged and depressed, decided to investigate the reason for the crushing defeat. A management team made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was the Japanese had 8 people rowing and 1 person steering, while the American team had 8 people steering and 1 person rowing.
Feeling a deeper study was in order, American management hired a consulting company and paid them a large amount of money for a second opinion.
They advised, of course, that too many people were steering the boat, while not enough people were rowing.
Not sure of how to utilize that information, but wanting to prevent another loss to the Japanese, the rowing team's management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents, and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 1 person rowing the boat greater incentive to work harder. It was called the "Rowing Team Quality First Program," with meetings, dinners, and free pens for the rower. There was discussion of getting new paddles, canoes, and other equipment, extra vacation days for practices and bonuses.
The next year the Japanese won by two miles.
Humiliated, the American management laid off the rower for poor performance, halted development of a new canoe, sold the paddles, and canceled all capital investments for new equipment. The money saved was distributed to the Senior Executives as bonuses and the next year's racing team was out-sourced to India.
Sadly,
The End.
Here's something else to think about:
Ford has spent the last thirty years moving all its factories out of the US, claiming they can't make money paying American wages.
TOYOTA has spent the last thirty years building more than a dozen plants inside the US.
The last quarter's results:
TOYOTA makes 4 billion in profits while Ford racked up 9 billion in losses.
Ford folks are still scratching their heads.
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Here's something else to think about: Ford has spent the last thirty years moving all its factories out of the US, claiming they can't make money paying American wages. TOYOTA has spent the last thirty years building more than a dozen plants inside the US. The last quarter's results: TOYOTA makes 4 billion in profits while Ford racked up 9 billion in losses. Ford folks are still scratching their heads.
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Delay 410, awesme post. And I bet some of those steering had never been in a bloody boat either. All too familiar. At least their consulting agency was correct.
Last edited by Ngineer; 22nd Jul 2008 at 01:08.
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Will a Bne Hm Check coordinators starting level of 9 be increased to level 10 inline with the DMM's or will this be left at level 9 and become less attractive over time?
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Thanks to SP, Wookie, Wes, Vink and others I haven't mention, only wish this management could read their staff better this could have been avoided. "Tell im he's dreaming"
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Foremost, thank you Exec for your tireless efforts. A big thank you to the membership for the show of solidarity.
Now my big concern - Our management will now go full steam ahead with all their ludicrous initiatives and drive parts of our 'usual' business to the ground.
One way or another, they will fashion out savings to pay for our reasonable, fair and just pay claim and drive us to the wall.
Think rosters, redundancies, customer payments, overtime etc etc etc.
Same management, hell bent on destruction.
Again, will patiently wait by the riverbank.
Now my big concern - Our management will now go full steam ahead with all their ludicrous initiatives and drive parts of our 'usual' business to the ground.
One way or another, they will fashion out savings to pay for our reasonable, fair and just pay claim and drive us to the wall.
Think rosters, redundancies, customer payments, overtime etc etc etc.
Same management, hell bent on destruction.
Again, will patiently wait by the riverbank.