ABX furloughs
06-02-2014 | 05:49 PM
#11
On Reserve
Joined: Sep 2007
Posts: 10
Likes: 0
A guarantee to suspend a furlough for a couple of dual Qualified
captains that are paid as captain even if they fly as FO.
Then a subsequent furlough threat that was resolved when we
learned of additional opportunities that would have been difficult
to crew had any threat been implemented. The January LOA was worth a lot to those facing furlough as well as the membership
Let's focus on keeping as many jobs as possible and getting any
furloughed who want to come back the chance to do so.
captains that are paid as captain even if they fly as FO.
Then a subsequent furlough threat that was resolved when we
learned of additional opportunities that would have been difficult
to crew had any threat been implemented. The January LOA was worth a lot to those facing furlough as well as the membership
Let's focus on keeping as many jobs as possible and getting any
furloughed who want to come back the chance to do so.
06-03-2014 | 04:05 AM
#12
On Reserve
Joined: Sep 2013
Posts: 94
Likes: 0
From: Gear and flap operator
A guarantee to suspend a furlough for a couple of dual Qualified
captains that are paid as captain even if they fly as FO.
Then a subsequent furlough threat that was resolved when we
learned of additional opportunities that would have been difficult
to crew had any threat been implemented. The January LOA was worth a lot to those facing furlough as well as the membership
Let's focus on keeping as many jobs as possible and getting any
furloughed who want to come back the chance to do so.
captains that are paid as captain even if they fly as FO.
Then a subsequent furlough threat that was resolved when we
learned of additional opportunities that would have been difficult
to crew had any threat been implemented. The January LOA was worth a lot to those facing furlough as well as the membership
Let's focus on keeping as many jobs as possible and getting any
furloughed who want to come back the chance to do so.
At this point, unless totally out of options, I don't know how many furloughs still out there would want to jump back into that unstable, seemingly precarious work environment.
After 15 years, still a very junior FO with minimum QOL control and for the last 3 years having received 3 furlough notices and subsequent cancellations. Fearful of even going to the mailbox to check your mail and worried if the next furlough notice will stick...
There should be a law forbidding that!
06-07-2014 | 04:51 AM
#13
Line Holder
Joined: Aug 2012
Posts: 99
Likes: 0
Any thoughts about this?
Bloomberg Businessweek:
If you begin seeing more yellow helicopters in the sky, it’s a sign that DHL Express is on the mend.
Six years after the German company quit the American market for domestic-only shipments amid heavy losses, DHL Express has begun winning new business among U.S.-based outfits that source goods and export their finished products abroad, says Mike Parra, the Deutsche Post (DPW:GR) unit’s U.S. chief. One of the big, high-margin markers: morning helicopter deliveries for banks and other large financial players in Los Angeles this spring, expanding a service the company has offered in Manhattan for several years. DHL planes with overseas shipments land at New York’s John F. Kennedy International Airport and LAX, with the banking documents going quickly to a DHL chopper.
“We’ve shaved 90 minutes off the delivery time” in Los Angeles, Parra told Bloomberg Businessweek. “You can fly right over the [Interstate] 405 and land at the Wells Fargo Center downtown.”
DHL will expand its chopper fleet to Chicago this summer and Charlotte in the fall, both cities where major banks require early delivery of commercial documents from overseas. London could also see such a service in the future. “We didn’t increase our prices at all” with the move into helicopters, Parra says, partly a testament to how costly and high-margin that product can be when time is critical.
Beyond hiring helicopters, DHL Express is embarking on a major expansion. Parra says the company plans to double its U.S. sales force over the next two years and open a new Midwest air hub in the third quarter, which he won’t identify. The hub will complement DHL’s gateways in Cincinnati, Miami, New York, Los Angeles, and San Francisco and help the company’s network support an expansion of its Asia service into JFK International, a move expected to help cut six hours from DHL’s Asia service.
All of this happy news is a far cry from 2008, when Deutsche Post pulled the plug on a five-year effort to challenge United Parcel Service (UPS) and FedEx (FDX) in U.S. domestic package service by buying Airborne. That venture—a “disaster,” in the words of Deutsche Post Chief Executive Officer Frank Appel—cost almost $10 billion and led to 15,000 U.S. job cuts. It also caused a rare loss for the German parent, the largest operator in the global package market by revenue.
Parra says the foray into domestic-only shipments strayed from DHL Express’s core competencies of international freight and logistics. The company now focuses exclusively on moving packages to and from the U.S., a business that offers higher margins and not the “pennies on the dollar” that domestic-only packages usually average. “They just continue to beat on their margins,” Parra says of DHL’s rivals in the domestic market.
Of course, UPS and FedEx also offer international service in most of the 220 nations and territories that DHL covers, allowing them to give customers a bundle of services, much the way cable and telecom operators package and discount television, phone, and Internet to lure multiservice subscribers. “They play the bundle against us constantly,” Parra says with a sigh.
Bloomberg Businessweek:
If you begin seeing more yellow helicopters in the sky, it’s a sign that DHL Express is on the mend.
Six years after the German company quit the American market for domestic-only shipments amid heavy losses, DHL Express has begun winning new business among U.S.-based outfits that source goods and export their finished products abroad, says Mike Parra, the Deutsche Post (DPW:GR) unit’s U.S. chief. One of the big, high-margin markers: morning helicopter deliveries for banks and other large financial players in Los Angeles this spring, expanding a service the company has offered in Manhattan for several years. DHL planes with overseas shipments land at New York’s John F. Kennedy International Airport and LAX, with the banking documents going quickly to a DHL chopper.
“We’ve shaved 90 minutes off the delivery time” in Los Angeles, Parra told Bloomberg Businessweek. “You can fly right over the [Interstate] 405 and land at the Wells Fargo Center downtown.”
DHL will expand its chopper fleet to Chicago this summer and Charlotte in the fall, both cities where major banks require early delivery of commercial documents from overseas. London could also see such a service in the future. “We didn’t increase our prices at all” with the move into helicopters, Parra says, partly a testament to how costly and high-margin that product can be when time is critical.
Beyond hiring helicopters, DHL Express is embarking on a major expansion. Parra says the company plans to double its U.S. sales force over the next two years and open a new Midwest air hub in the third quarter, which he won’t identify. The hub will complement DHL’s gateways in Cincinnati, Miami, New York, Los Angeles, and San Francisco and help the company’s network support an expansion of its Asia service into JFK International, a move expected to help cut six hours from DHL’s Asia service.
All of this happy news is a far cry from 2008, when Deutsche Post pulled the plug on a five-year effort to challenge United Parcel Service (UPS) and FedEx (FDX) in U.S. domestic package service by buying Airborne. That venture—a “disaster,” in the words of Deutsche Post Chief Executive Officer Frank Appel—cost almost $10 billion and led to 15,000 U.S. job cuts. It also caused a rare loss for the German parent, the largest operator in the global package market by revenue.
Parra says the foray into domestic-only shipments strayed from DHL Express’s core competencies of international freight and logistics. The company now focuses exclusively on moving packages to and from the U.S., a business that offers higher margins and not the “pennies on the dollar” that domestic-only packages usually average. “They just continue to beat on their margins,” Parra says of DHL’s rivals in the domestic market.
Of course, UPS and FedEx also offer international service in most of the 220 nations and territories that DHL covers, allowing them to give customers a bundle of services, much the way cable and telecom operators package and discount television, phone, and Internet to lure multiservice subscribers. “They play the bundle against us constantly,” Parra says with a sigh.
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