Evaluation: Employee In our case‚ the Cathay Pacific Flight Attendants Union (FAU) did not satisfy with a new policy that required them to work at least 70 hours a month before they could swap shifts with colleagues and they thought this new policy had hurt their pay and lifestyle. Pay and benefits is one of the factors that affect job satisfaction of the employees and it is perhaps one of the most rewards employees would like to get in order to support their lives. So when the flight attendants
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Cathay Pacific Airlines Cathay Pacific has been serving and growing with Hong Kong for 60 years. Being as the world’s largest international cargo airline and the world’s busiest airport in terms of cargo traffic‚ Cathay Pacific is one of the seven airlines to be ranked as a 5-star airline by Skytrax in 2009. Affected by the unstable global situation of political‚ economic and cultural‚ each single change of general environment may cause significant influence of airline industry. Therefore‚ to
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“AVIATION SPARE PART SUPPLY CHAIN MANAGEMENT OPTIMISATION AT CATHAY PASIFIC AIRWAYS LIMITED” CASE STUDY GLOBAL LOGISTIC COURSE ASSIGNMENT Prof. Hiroshi Hoshino Umurbek Osorkhan 2EC12056R QBS 10th 5 November 2012 1 Company Overview Cathay Pacific Airways is an airline company founded on September 24th‚ 1946 by Roy Farrell and Sydney de Kantzow. Starting with a very limited schedule service‚ the company grew larger through multiple product innovations‚ technological investments such as the
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History of Cathay Pacific (http://www.cathaypacific.com/cpa/en_INTL/aboutus/cxbackground/history) 1.1 The early years Cathay Pacific Airways was found on 24 September in 1946. American Roy C Farrell and Australian Sydney H de Kantzow are the founders. As a matter of fact‚ the airways based in Shanghai in 1940‚ but the two men moved to Hong Kong and set up the airline eventually. The two men put up HK$1 to register the airline. (http://en.wikipedia.org/wiki/Cathay_Pacific) 1.2 Company
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�� Case Analysis Strategic Marketing in Asia ~ CATHAY PACIFIC ~ INTRODUCTION Since its establishment in 1946‚ Cathay Pacific has been a profitable airline company‚ which experienced periodical growth. In 1998 however‚ the airline experienced a loss of US $70 million‚ a stark contrast from earning $218 million in profits in the previous year. For Cathay Pacific‚ this was the first loss experienced by the air carrier since 1963�. Cathay Pacific ’s economic hardship was mainly the result of a financial
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investments Current assets Stock Trade and other receivables Liquid funds Year 2008 rank No.1 in this index. And asset in 2009 is less than that in 2007‚ annual report adress that during the depression‚ Cathay Pacific tried to kept its profit by cutting expenditure and selling assets. We cannot judge the performance through a sole number. Fewer assets means less capacity or smaller scale‚ however‚ fewer assets also results in less cost and efficient operating
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groups such as internal and external forces. In the Cathay Pacific Airway case‚ the internal forces can be considered as its human resource management‚ since the labor cost is its main concern. In addition‚ government policies‚ competitors and customer satisfaction will be considered as its external forces. Internal forces: Cathay Pacific is currently paying extremely high salaries to its employees. This situation not only causing Cathay Pacific to lose profits but also become one of their disadvantage
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REDUCING THE REVENUE LOSS TO CATAHAY PACIFIC DUE TO UNOCCUPIED SEATS INTRODUCTION: It is very important for any airliner to fill all the seats in order to generate revenue. But most of the times‚ it is found that some airliners operate with few empty seats. There are many situations where a lot of passengers end up getting an empty seat next to them. Those passengers are lucky enough to have a luxury of using the unoccupied seat but airliners are facing a huge revenue loss due to vacant seats in
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Marta Encarnacao k1066116 ENCARNACAO K1066116 Marta Encarnacao k1066116 ENCARNACAO K1066116 OPERATIONS MANAGEMENT CATHAY PACIFIC OPERATIONS MANAGEMENT CATHAY PACIFIC JUNE 2012 EXECUTIVE SUMMARY CONTENTS INTRODUCTION…………………………………………………………………………………………………………………………………3 THE TRANSFORMATIONAL MODEL…………………………………………………………………………………………………….4 ON-LINE CHECK-IN……………………………………………………………………………………………………………………………..4 CHECK-IN AT THE AIRPORT…………………………………………………………………………………………………………………5 BAGGAGE HAN
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6 External Influences 3.0 Evaluation 4.0 Cathay Pacific vs. British Airways 6.0 References Abstract CATHAY PACIFIC AIRWAYS LTD. Address: Cathay Pacific City‚ 8 Scenic Road‚ Hong Kong International Airport‚ Hong Kong. Website: www.cathaypacific.com The following report‚ comprising of secondary research found from numerous different sources will address the organisational profile of the Hong Kong based airline‚ Cathay Pacific. An organisational profile will be constructed
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