International Aviation News Parte 2

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Re: International Aviation News Parte 2

Postby Richard Branson » Mon Jul 30, 2012 1:32 pm

DELTA en sus 8 filiales como comenta Atreides tiene al momento 350 aviones de los cuales con el cierre de Comair y otros contratos que llegan a su fin reducirá a 125 la flota regional y con miras a seguirla reduciendo más y más.

Toda su capacidad y vuelos será ahora en aviones más grandes.

Aunque en su momento los JetsRegionales eran lo mejor dada la baja paga de tripulaciones y bajo costo del petróleo ahora creo les conviene más pagar solo a 2 pilotos y pero meter 200 pasajeros atrás.
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Re: International Aviation News Parte 2

Postby MayerFM » Mon Jul 30, 2012 1:41 pm

Atreides wrote:Sol de Paraguay - Una pequeña y joven aerolínea del Paraguay anuncia cese de operaciones el 1 de agosto del 2012. Inició operaciones en mayo del 2011 y contaba con 3 Fokkers 100, todos ex-Click de Mexicana.

Muy cierto Atreides, su flota era ex MexicanaClick y de hecho un cuarto F100 se quedó ahí en la Base de mantenimiento, ya hasta en los colores de Sol del Paraguay pero nunca fue entregado. El dueño ya hasta lo está anunciando en venta/renta.

Saludos.
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Re: International Aviation News Parte 2

Postby Atreides » Mon Aug 13, 2012 3:33 pm

Chaos as Italian budget airline Wind Jet halts flights

An Italian cash-strapped budget airline, Wind Jet, has suspended all its flights, leaving hundreds of passengers stranded.

At Rome's Fiumicino airport, some 200 Israeli nationals - who had been due to fly to Tel Aviv - spent the night at the terminal.

Another five flights to destinations across Italy were cancelled as well.

The Sicily-based firm is now close to losing its operating licence after takeover talks with Alitalia failed.

Further chaos is expected as some 300,000 passengers across Italy have booked tickets with Wind Jet in coming weeks.

Alitalia - Italy's national airline - says it will help Wind Jet passengers to find alternative flights, but only on payment of supplements.

The country's aviation authorities have set up a crisis centre to help stranded passengers at the beginning of the busiest holiday week of the year.

Wind Jet es una pequeña aerolínea italiana operando principalmente desde Sicilia con 12 aviones de la familia A320. Anteriormente habíamos reportado que el Gobierno Italiano había prácticamente obligado a Blue Panorama y a Wind Jet a fusionarse con Alitalia. Pues resulta que las cosas cambiaron y Alitalia dijo que mejor ya no y frente a esa circunstancia la aerolínea ha dejado de operar.
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Re: International Aviation News Parte 2

Postby mcardona727 » Sun Aug 26, 2012 3:25 am

http://bit.ly/SDuAvJ

Uruguay sets rules for liquidated Pluna’s fleet auction

The Uruguayan government has announced rules for the fleet auction of liquidated Pluna Lineas Aereas Uruguayas’ (PU) seven Bombardier CRJ 900s, to take place Sept. 12. The government-owned carrier suspended operations July 3...

La nota indica que el ganador de la subasta en teoría sería el elegible para darle a Uruguay una nueva aerolínea; aunque con las presiones de los vecinos Brasil, Argentina y Chile no estoy seguro que haya muchos inversionistas dispuestos a revivir una aerolínea uruguaya a gran escala. Más bien pensaría en que alguien en necesidad de estos equipos vaya por ellos.

Saludos, :)
Miguel Ángel Cardona Ahumada
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Re: International Aviation News Parte 2

Postby RJ_Delta » Thu Sep 06, 2012 1:41 pm

Hoy Qantas y Emirates anunciaron su alianza comercial, que implicará varios cambios en el tema de las alianzas, especialmente con el rompimiento que Qantas hace de su socio tradicional British Airways.

Algunos alcances:

- Qantas mueve su base en Singapur a Dubái.
- Emirates ofrecerá un acceso a 70 destinos en Europa, África, Medio Oriente y Sudeste Asiático.
- Emirates tendrá 14 vuelos diarios desde Dubái a Australia (Sydney, Melbourne, Brisbane, Perth, Adelaida).
- Qantas proveerá la conexión doméstica, su mercado más fuerte.
- Qantas quedará operando sólo Londres Heathrow en Europa, el resto todo lo hará Emirates en sus vuelos con Dubái.
- British Airways dijo que este cambio le afecta mucho y le permite enfocarse en mercados emergentes como Asia.

http://envivodesdescl.blogspot.com/2012 ... ianza.html
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Re: International Aviation News Parte 2

Postby Richard Branson » Fri Sep 07, 2012 8:43 pm

Las medidas de Qantas en gran parte originadas por la presión del sindicato de aviadores que no quisieron ceder. Qantas ha dicho que va a retirar aviones paulatinamente y aquí vemos por qué y en la operación doméstica sus filiales con menor costo.

A contra medida, Emirates refuerza sus mercados y presencia. Por ahí he escuchado que Emirates ha bajado mucho su servicio pero ya por mayoría y tamaño llevan las de ganar. Aquellos que no tienden a evolucionar, terminan por desaparecer.
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Re: International Aviation News Parte 2

Postby Atreides » Sat Sep 08, 2012 1:25 pm

Richard Branson wrote:Las medidas de Qantas en gran parte originadas por la presión del sindicato de aviadores que no quisieron ceder. Qantas ha dicho que va a retirar aviones paulatinamente y aquí vemos por qué y en la operación doméstica sus filiales con menor costo.

A contra medida, Emirates refuerza sus mercados y presencia. Por ahí he escuchado que Emirates ha bajado mucho su servicio pero ya por mayoría y tamaño llevan las de ganar. Aquellos que no tienden a evolucionar, terminan por desaparecer.

No estoy seguro. En los Emiratos Árabes Unidos los que tienen el dinero son los jeques de Abu Dhabi, no los de Dubai y también tienen su aerolínea: Etihad.

En el largo plazo es imposible que 3 aerolíneas como Emirates, Etihad y Qatar compitan en el mismo mercado. Otra crisis financiera y Abu Dhabi rescata a Dubai con la condición de fusionar las aerolíneas.
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Re: International Aviation News Parte 2

Postby RJ_Delta » Sun Sep 09, 2012 4:51 pm

Atreides wrote:En el largo plazo es imposible que 3 aerolíneas como Emirates, Etihad y Qatar compitan en el mismo mercado. Otra crisis financiera y Abu Dhabi rescata a Dubai con la condición de fusionar las aerolíneas.


De hecho ya se anticipa que en algún momento Emirates y Etihad terminen fusionándose en una aerolínea. Mientras tanto ambas compañías están generando ingresos por si solas.

Saludos,
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Re: International Aviation News Parte 2

Postby Richard Branson » Sun Sep 09, 2012 10:46 pm

Correcto, como bien comenta mi tocayo, ya por ahí en Airline Business en 2010 hubo un estudio y un reportaje respecto a la zona y que sería posible que las aerolíneas que conforman los 5 países de los Emiratos Árabes, proponen la fusión de Etihad como Emirates y también Qatar con Etihad.

Yo veo muy fuerte a Emirates, no tienen jubilaciones, muchos renuncian y aviadores piensan como un paso y carrera en su vida temporal de crecimiento para regresar a casa con más lana y experiencia, tanto del lado izquierdo como derecho es ventajoso volar pesado.

Yo veo más fuertes a estas aerolíneas que muchas europeas, estadounidenses o como en el caso, la propia australiana. Las asiáticas, a excepción de China, Singapur y Japón, el resto también es muy vulnerable y con oscilantes cambios.
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Re: International Aviation News Parte 2

Postby MayerFM » Mon Sep 10, 2012 10:22 pm

Atreides wrote:Cirrus Airlines - Dejó de operar el 20 de enero
Czech Connect Airlines - Dejó de operar el 21 de enero
Blue Panorama/Wind Jet - Fusión obligada con Alitalia anunciada el 25 de enero
Spanair - Dejó de operar el 27 de enero, en proceso de liquidación
Malev - Dejó de operar el 14 de febrero, en proceso de liquidación
Air Australia - Dejó de operar el 17 de febrero, en proceso de liquidación
Air Zimbabwe - Dejó de operar el 24 de febrero
Redjet - Dejó de operar el 16 de marzo, anuncia cierre definitivo el 8 de junio
Cimber Sterling - Dejó de operar el 3 de mayo
Skyways - Dejó de operar el 22 de mayo
Air Finland - Dejó de operar el 26 de junio
Pluna - Dejó de operar el 5 de julio. Tenía una historia de 76 años y múltiples intervenciones por parte del gobierno
Comair - Anuncia el cierre total de operaciones el 29 de septiembre del 2012. Subsidiaria al 100% de Delta Airlines. Opera con 65-75 aviones que según entiendo son propiedad de Delta (mezcla de CRJ 100, 700 y 900). Voy a poner que es tentativo porque de aquí al 29 de septiembre hay una eternidad.
Sol de Paraguay - Una pequeña y joven aerolínea del Paraguay anuncia cese de operaciones el 1 de agosto del 2012. Inició operaciones en mayo del 2011 y contaba con 3 Fokkers 100, todos ex-Click de Mexicana.

Buenas noches Atreides, otra más para la lista:

Bmibaby ceases operations
UK low-cost carrier bmibaby (WW) suspended operations Sunday after International Airlines Group (IAG) failed to find a viable buyer for the company.
[...]
WW operated a fleet of Boeing 737-500s and -300s to destinations in the UK and Europe, but over the last four years it lost more than £100 million ($161.8 million). A bmi spokeswoman said approximately 450 people are facing redundancy as a result of the closure.

Ni hablar. La nota completa se encuentra en: http://atwonline.com/airline-finance-da ... tions-0910

Saludos.
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Re: International Aviation News Parte 2

Postby Atreides » Tue Sep 11, 2012 12:05 am

Cirrus Airlines - Dejó de operar el 20 de enero
Czech Connect Airlines - Dejó de operar el 21 de enero
Blue Panorama/Wind Jet - Fusión obligada con Alitalia anunciada el 25 de enero
Spanair - Dejó de operar el 27 de enero, en proceso de liquidación
Malev - Dejó de operar el 14 de febrero, en proceso de liquidación
Air Australia - Dejó de operar el 17 de febrero, en proceso de liquidación
Air Zimbabwe - Dejó de operar el 24 de febrero
Redjet - Dejó de operar el 16 de marzo, anuncia cierre definitivo el 8 de junio
Cimber Sterling - Dejó de operar el 3 de mayo
Skyways - Dejó de operar el 22 de mayo
Air Finland - Dejó de operar el 26 de junio
Pluna - Dejó de operar el 5 de julio. Tenía una historia de 76 años y múltiples intervenciones por parte del gobierno
Comair - Anuncia el cierre total de operaciones el 29 de septiembre del 2012. Subsidiaria al 100% de Delta Airlines. Opera con 65-75 aviones que según entiendo son propiedad de Delta (mezcla de CRJ 100, 700 y 900). Voy a poner que es tentativo porque de aquí al 29 de septiembre hay una eternidad.
Sol de Paraguay - Una pequeña y joven aerolínea del Paraguay anuncia cese de operaciones el 1 de agosto del 2012. Inició operaciones en mayo del 2011 y contaba con 3 Fokkers 100, todos ex-Click de Mexicana.
bmibaby - Crónica de una muerte anunciada. Cuando Lufthansa Group vendió bmi a IAG, el destino de esta aerolínea fue sellado. IAG intentó venderla pero no encontró un comprador viable. bmibaby tenía una pequeña flota de 14 aviones.
Atreides
 

Re: International Aviation News Parte 2

Postby MayerFM » Fri Sep 21, 2012 11:15 pm

Pensé que lo de los Embraer 190 en la flota de Conviasa no sería posible, que era manejo entre político y publicitario, pero ahora sí es un hecho, hoy fue la entrega del primero:

São José dos Campos, September 21, 2012 – Embraer (NYSE: ERJ; BM&F-BOVESPA: EMBR3) today delivered the first EMBRAER 190 jet to Venezuelan Airline Conviasa, Consorcio Venezuelano de Industria Aeronáutica e Serviços Aéreos S.A. The companies signed a contract last July for the acquisition of six E190, including an option for an additional 14 units of the same aircraft model. The contract also includes a flight simulator and a logistics package to support operations for the next five years.
[...]
“We are certain that the E190 will have an extremely important role in the development of Conviasa and Venezuela’s air transportation, due to its versatility, comfort and low operational cost”, said Paulo Cesar Silva, President of Embraer, Commercial Aviation. “Additionally, Conviasa’s entry into the E-Jet family of customers strengthens our leadership in Latin America and the Caribbean where we have over a 70% share of the commercial aviation market in the 120-seat jet segment.”
[...]
The Venezuelan airline’s E190s are configured with 104 seats in economy class, in the traditional and comfortable seat arrangement of the Embraer E-Jets, with four seats per row, two on each side of the aisle and no middle seat.

Conviasa is the eleventh member of the E-Jet family of customers in Latin America and the Caribbean. The company currently offers 14 domestic and 9 international flight destinations. Embraer forecasts that the Latin American and Caribbean market will grow an average of 7% a year over the next 20 years, higher than the 5% global average.

FUENTE: Conviasa Takes Delivery of its First EMBRAER 190 Jet

Y pienso en Interjet eligiendo al SSJ-100... tienen que haberle ofrecido muy buen precio y condiciones convenientes de entrega. En fin, buena nota para Conviasa.

Saludos.
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Re: International Aviation News Parte 2

Postby XA-DUG » Fri Sep 21, 2012 11:54 pm

Aquí hay fotos de la ceremonia:

Image

Image

Saludos
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Re: International Aviation News Parte 2

Postby Richard Branson » Sat Sep 22, 2012 11:50 am

Para hacerlo más interesante, aquí una nota de Pluna:

http://www.americaeconomia.com/analisis ... a-de-pluna

El 17 de julio, a casi una semana de declarado el concurso, con el fin de abreviar los plazos de la liquidación, el Parlamento aprobó una ley para saca del concurso los bienes hipotecados. Fue así que se creó un fideicomiso que adquirió los 7 aviones Bombardier CRJ 900 de PLUNA para subastarlos en forma pública. Paralelamente, el concurso sigue su curso con el resto de los bienes (los no gravados con prenda e hipoteca) y el resto de los acreedores (privilegiados comunes, subordinados y comunes).

La subasta de los aviones había sido fijada para el 12 de setiembre con una base de US$136.885.156, suma que sería destinada a pagar las deudas hipotecarias, o sea, a los deudores privilegiados especiales. Sin embargo, el mismo día de la subasta, el gobierno anunció su suspensión hasta el próximo 1º de octubre. Este cambio de último momento se debió a que de las siete empresas que en algún momento se mostraron interesados en participar de la subasta, tres desistieron y otras pidieron más tiempo.

Las cuatro empresas que continuarían son, la estatal venezolana Conviasa; BQB, propiedad del empresario argentino Juan Carlos López Mena; el Grupo Macri, que conduce el empresario argentino Franco Macri; y una cuarta de origen paraguayo en la que el gobierno no deposita muchas expectativas.

Las tres que desistieron serían, la argentina Sol; un empresario uruguayo que gestionaba la llegada de inversores de Alemania; y una firma estadounidense.
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Re: International Aviation News Parte 2

Postby Atreides » Wed Sep 26, 2012 4:50 pm

Robert Crandall responds to a pilot about the American Airlines situation
2:00 pm on September 26, 2012

I have had shared with me two letters — one written by an AA pilot asking former American Airlines chairman and CEO Robert L. Crandall about the current labor situation, and Mr. Crandall’s response.

After I received them, I asked Mr. Crandall for permission to reprint the letter and his response to the American Airlines captain. He graciously did so, and here they are:

From the pilot, name not given:

Dear Mr. Crandall:

I read with great interest recent news articles quoting you regarding the ongoing conflict between labor and management at American Airlines.

The problems of the last few days are a reflection of long standing feelings of anger and frustration amongst the pilots. While I cannot speak for all, I am certain many do not feel as though they are a valued resource to the corporation. They have been referred to as “bricks” and “cost units” worthy only of exercises described by certain management figures as “kicking the can.”

The fact is the pilots of American are highly skilled, trained professionals directly responsible for the safe operation of over two thousand flights daily. Their contributions merit a plan which includes them as part of a solution to what ails American. All too often the pilots are described only in terms of being a problem or an impediment to the success of our company.

I’m interested in the future of AA. Most specifically, I’m left to wonder if it’s a future which includes me and my colleagues as assets or instead as nameless, faceless liabilities. Thus, I simply ask you the following:

1.) What long term, big picture solution do you see to the challenges which face AA and the Allied Pilots Association?

2.) How can American begin to address our network deficiencies?

Thank you in advance for your attention and interest in American Airlines.

Very Truly,

[Name withheld]

Robert L. Crandall response:

I have your recent note, and am pleased to share my thoughts. I am going to digress into history a bit, but will return to your question regarding my recent remarks after doing so, and will try to speak, as well, to your inquiry regarding the best long term plan for the Company and all its employees.

Let’s begin by stipulating that during the years I led American my goal was very simple: I wanted American to be the best airline by every measure: service quality, size, and profitability. I thought then and think now that the only way to win in business is to produce a better product than the other guy for the same or a lower price. Moreover, I thought then and continue to believe that in a service business, every employee has an important role to play in forging the chain of favorable experience that builds customer loyalty and that every employee deserves the respect of every other and of every leader.

Now let’s do a very quick dip into history. In the early 1970’s, when I joined the company, its market share had fallen into the range of about 10% of the domestic market, and it had few if any international routes. It was, at the time, a slowly failing domestic carrier locked in an intense struggle with its pilots about something then called – from memory – the hard 75!!

Although that dispute was eventually settled – in ways that are lost to my memory – the Company’s overall situation was more or less stable through the 1970’s. There was little growth, and there was great frustration throughout the Company about the lack of career opportunities and the difficulty of establishing differentiation against our competitors. Then, in 1978, deregulation occurred.

When that happened, those of us responsible for the Company’s long term future decided that we needed to do something to deal with the long term lack of growth and the increased competitive threat that new entrants and charter operators posed. We proposed something called the growth plan, which posited that if we could grow at costs equivalent to those of the new entrant carriers we could leverage the value of new planes and routes with our existing brand identity and do very well.

To make that happen, we needed the cooperation of existing employees and the unions that represented them. After long discussions, all the unions agreed to new contracts which modified restrictive work rules and allowed hiring new employees at different pay scales (a practice, I might note, that many companies in other industries are now emulating). With new agreements in place, we bought lots of new aircraft and set out on an aggressive expansion plan that – together with lots of other creative things done during those years – eventually vaulted American into a position of clear industry leadership.

The key point is that the favorable outcome we achieved depended on a high level of cooperation and collaboration which was in turn made possible by lots of communication and consultation. It would be naïve to believe that everyone was happy about every decision and about every aspect of the way in which every dispute was resolved. But there was – for many years – a shared conviction that we were doing most of the right things and that the industry leadership we sought would be in everyone’s interest. As a consequence, we found ways to make our flights run on time, to lose fewer bags, to sustain fewer customer complaints and to make more money, which was widely shared by means of a broad based profit sharing plan.

Things began to change in the very late 80’s and early 90’s, and have not been the same since. I retired in 1998 because new initiatives of any type – routes, aircraft, systems, or service approaches – were typically held hostage to individual contractual modifications desired by one group or another and because of increasingly vitriolic personal attacks by one or another of the unions on the property.

In the years since, the Company has been involved in constant turmoil, a large part of which can be attributed to the contractual modifications adopted after the dreadful events of September 2001, the subsequent bankruptcies of each of the Company’s major competitors, the Company’s declining competitive success and what many employees perceive to be inappropriate compensation payments to Company executives.

However one wishes to apportion responsibility for the current situation, I think there are a few truths that everyone with a stake in American’s future should take to heart:

1. The company’s labor costs have been higher than those of its competitors since the major airline bankruptcies early in the last decade. Each of the Company’s major competitors used bankruptcy to achieve lower labor costs than those provided for in the so called consensual agreements – and used their bankruptcy experience to lower many other costs as well. The Company sought – rightly or wrongly – to rectify the cost problem without declaring bankruptcy itself, but was unable to persuade the unions to accept the changes needed to lower labor costs. Moreover, because it did not take bankruptcy action, it suffered other cost disadvantages relative to its competitors. As a consequence, the Company lost money for many years and is now smaller and less well positioned financially than its major competitors.

If American is to succeed in the years ahead, it must pay wages and benefits, and operate using work rules, which produce labor costs equivalent to or – while American gets itself back on track – lower than those of its major competitors. In the long run, no successful service company can offer compensation and working conditions that are materially different than those of its competitors.

2. Over the years, and in recent months, there has been a great deal of discussion about the word “respect”. It’s an important issue, since every one of us desires and deserves respect from our colleagues and our leaders. It’s also something that requires careful definition. When two groups have differing opinions on a subject, the disagreement implies nothing except that there are multiple views about the probable results of a particular decision. During my years at American, I was often frustrated by the fact that however courteously a negative response to a particular proposal was couched, the response was characterized as disrespectful.

The third paragraph of your letter addresses the issue of respect by observing that pilots have been referred to a “bricks” and “cost units”. While I fully agree that such characterizations are inappropriate, I hope you and your colleagues have focused on the fact that the author of those particular quotes is no longer with the Company.

Here’s the bottom line on “Respect”. Every employee – from fleet service to chairman – deserves the respect of every other employee. Respect requires courtesy, and any employee, or any employee group that speaks ill of another renounces their own claim to either. And finally, respect implies a willingness to settle disputes within the context of the protocols of law and process that free societies from the grip of anarchy.

3. You go on to observe that “the pilots of American are highly skilled, trained professionals directly responsible for the safe operation of over two thousand flights daily. Their contributions merit a plan which includes them as part of a solution to what ails American”. I find nothing in that statement with which I disagree, nor with which Tom Horton or other senior executives would disagree. But I’m not clear about why you think the pilots do not have a major part of the plan going forward. The pilots, as you well know, recently voted down the Company’s LBFO. That proposal, if approved, would have awarded the pilots a generous piece of equity, would have allowed the pilot group a substantial voice in the governance of the new company and did not – so far as I know – impose conditions materially different from those in effect at other major airlines. Thus, I was and remain mystified as to why the pilots – having turned down an agreement materially better than the company’s original proposals, are now angry that alternative proposals are being implemented. Wasn’t that always the clear alternative to approval?

4. In recent days, the airline has not run well, and it seems clear that is true – in whole or in part – because pilots are expressing their unhappiness in various ways intended to reduce the systems reliability. Such actions (1) are disrespectful of other employees, customers and management, (2) are dismissive of the protocols of dispute resolution, (3) reject any notion of accepting responsibility for the decision to turn down the LBFO and (4) imply that the pilots believe their business judgments about what is and is not competitively sustainable are superior to those of management.

In my opinion, these actions are very ill advised. If the pilots want respect, they must be worthy of it. Among other things, they must recognize that threats are contrary to law and protocol, must accept responsibility for their own actions and must acknowledge the rights of those with leadership responsibilities. Additionally, it seems to me, they should think very carefully about whether their actions are consistent with the long term interests of the community of which they are a part – that is, the Company – and the long term well- being of themselves and their families.

Acting in ways which will weaken American in today’s circumstances is harmful to everyone with an interest in the Company’s long term health, which certainly includes American’s pilots.

5. Now let’s turn to the future. American, although weakened, remains a substantial company. Its reputation, although less good than it once was, remains favorable with most travelers. It has strong hubs, substantial alliances, fully developed systems, good facilities and orders for many airplanes it can acquire on favorable terms. It has various ways in which it can strengthen its domestic and international route system including expanded alliances, combinations with other carriers and organic growth initiatives.

To realize that future, American’s people must once again unite around a common vision. Management must articulate the vision and lead the way, but others – including particularly the pilots – must set aside individual agendas and follow the lead.

What does that mean, specifically?

As a first step, I think everyone has to give management a shot. Tom Horton has been in charge for only 10 months. He cannot be held responsible for every decision and action taken during the last decade. He’ll have to earn your respect, but he deserves a chance to do so.

Second, everyone needs to understand that it’s management’s job to identify and weigh alternatives, and to recommend a course of action. In the world as it is, management is getting lots of help – from the Board, the Court, and the Creditors. Since the decisions being made are very important, and will impact every employee, their opinions should be given careful consideration. There are many forums – including participation in the court process — in which employee views can and should be taken into account. Management should listen carefully, but employees need to understand that it’s management’s job to decide and that acting in ways intended to undercut management’s role can only be counter-productive.

While the decision process is underway, everyone at American should be doing everything possible to improve performance, so that the post-bankruptcy company – whether American as it is or American combined with other entities – will have the broadest possible base of customer support from which to launch the renaissance every employee should be hoping for.

When the bankruptcy is over, every employee should strive to be the best they can be. Management should plan carefully, communicate broadly, do all it can to facilitate excellence, remove roadblocks to accomplishment, and encourage achievement. Every employee should recognize that every task is important and must be done well, that every commitment must be kept, and that every customer must be well served.

I hope these comments are responsive to your letter. I sincerely believe that cooperation among everyone who hopes for a better future for American is the only route to success, and hope everyone will come to share that view.

Bob Crandall

September 23, 2012


http://aviationblog.dallasnews.com/2012/09/robert-crandall-responds-to-a-pilot-about-the-american-airlines-situation.html/
Atreides
 

Re: International Aviation News Parte 2

Postby Richard Branson » Wed Sep 26, 2012 11:48 pm

Amén, ¡qué buena letra! Sobre todo en lo que respecta el punto 3 y 4.

Gracias por compartir Atreides.
Ricardo Morales - flyAPM
Aviation Photography of Mexico - http://www.flyapm.com
follow Aviation Photography of Mexico on Twitter @flyAPM
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Re: International Aviation News Parte 2

Postby XA-DUG » Sat Sep 29, 2012 8:41 pm

Le llegaron juntos los dos primeros Embraer 190 a Conviasa:

Image

Cortesía de Héctor Bajares

Saludos
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