Franz 2
2012-11-16 18:34:58
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SV: Agenda 2000 +
Citat:
AGENDA 2000+\nStrategy and plan Dateret 07.01.2000
SAS 2000+/stage2
STRATEGIC RESULTS TO DATE
Spanair establised.\nScanair sold to Premiair.\nAir Baltic operates SAS baltic routes,exspanding into SAS traditional markets.\nAir Botniaoperates SAS finnish routes, exspanding into SAS traditional markets.\nBritish Midland operates substantial part of UK routes, exspanding into SAS traditional markets.\nCimber Air operates Danish domestic and regional routes, expanding into SAS traditional markets.\nSAS Cargo flights operated by Lufthansa.\nCatering transfered to LH Skychef\nPart one of plan for tranfer of groundhandeling tested.
TENTATIVE PLAN PLAN 2000+
In order to achieve a swift increase in shareholder value, we herby propose the continuation of the three stage plan, launched in 1997. This plan, Agenda 2000+, shall lead to a more agressive focus on "inn-and oute sourcing".
The base for this plan is to continue with:
Insoursing\nBranding the new entity, by making fullest possible use of the SAS brand.\nThereafter, increasing prouct value, outsource the asset, preferably within the Star Alliance Group, in order to maintain continued product control. (assure future feeder market, ground handling, etc)
The speed and the agressiveness in relation to unions must be increased. The long lasting "tradition" of industrial dispute and cost increase must be disabandoned. The quickest way to achieve this is to plan for massive outsourcing.
\nIt is important to minimize union "strike force critical mass" by establishing new entities with non union employees (sub companies with new hires, on binding contract (training bond), as base for their employment, typerating, licenses, etc, paid by SAS). Conflict of interest between union members and between unions will also help in achieving the target.
It is further important to minimize medial focus on recent public statements regarding outsourcing. i.e Mr Hugo Schrøders, SAS boardmember (ret), unfortunate public statement in connection with retirement)\nThis plan must, for its success, be kept strictly confidential!
Side 2
Lufthansa and SAS plan to launch a joint venture company, with pre launch name "Scandinavian AG", which initially starts out operating airBaltic and Air Botnia with their respective present equipment and personnel and subsequent Iow cost operation.
"Scandinavian AG" (ex AirBaltic and air Botnia) to incorporate Cimber, SAS Commuter and Wideroe. This will\ncreate a strong actor, initialy on the Scandinavian market and will significantly reduce total overhead cost.
"Scandinavian AG" to implement full use of SAS crewbases as well as SAS administrative and support functions. SAS will initially absorb major part of overhead cost for the new company, by supplying management, sales organisation, tech handling, documentation and the initial supply of personnel required.
"Scandinavian AG" to adopt the complete SAS 2000+ concept and cautiously start to operate on former SAS routes.
LH and SAS to offer Skyways partnership in \n“Scandinavian AG”.
LH Technik to plan for technical handling of “Scandinavian AG”.
SAS to announse extensive cost saving efforts and initially sell part of new fleet to the joint venture company “Scandinavian AG”, for the planned takeover of Scandinavian routes.
SAS to offer flightdeck personel substantial salaries on limited contract basis, to fly for the new company, in\norder to launch the new airlines operations. Simultaneously SAS should prepare for a pilot surplus. SAS to offer LOA on previous SNU terms, but for employment with "Scandlnavian AG" only.
"Scandinavian AG" to plan for ticket sales via Internet, on a 15% discount basis. The same shall apply for sales on the Swedish market via "ATG ombud". --\nSales agents should be encouraged by a 8% extra bonus for ticketing "Scandinavian AG" (not SAS).
"Scandinavian AG" to sign final lease contract, as negotiated and agreed upon in Confidential Letter of Intent between SAS and Airbus Industries, ordering Airbus 3xxx deliveries to commence two years after signing of contract. As planned in "stage One", this will increase passenger, as well as SAS personnel willingness to accept flights with the new carrier "Scandinavlan AG", with a minimum of conflicts or market upset. It is of utmost importance to keep the limited length of this lease confidential, in order not to disturb the transfer process of personnel from SAS to "Scandlnavian AG".
"Scandinavian AG" later to receive A330 /340 from the SAS option /L.O.l.list. LH Technik to be responsible for post delivery modification and technical handeling. \n"Scandinavian Ag" to start operation on SAS Intercontinental routes.
To facilitate a smooth and quick transfer of, and acceptance by, SAS employees, SAS to offer SAS flight crew positions flying SAS routes on other carriers. This shall be done on SAS terms to the fullest possible extent in order to minimize risk of union intervention. Initially to offer SAS Cabin staff positions for mixed flights with UA. SAS later to absorb major cost for operation of a single BD Airbus 330 with SAS Cabin staff only. This high\ncost operation shall be considered an one time investment in order to achieve quick union acceptance of upcoming outsourcing.
SAS to transfer initial option, as set forth in L.O.I. with Airbus Industries, for Airbus 330 to British Mid/and, with deliveries to start April 2001. SAS to accept delayed deliveryslot of their 330:s, in order to achieve above goal. British Midland to sign final order of Airbus 330 medio June 2000, ( delivery Apri/2001). SAS crew to fly BD\nAB330 equipment according BD operation. Avoid making the fact, that BD presently has neither AB 330 aircraft, nor crew to operate them, clear to SAS employees. This might jeopardize later plan for further outsourcing of SAS operation into BD and "Scandinavlan AG". Although AB 330 deliveries will be direct from Airbus Industries, this shall not be communicated within SAS. The operation will later be similar to previous outsourcing of ex lin B737 into BD operations, thereby creating a flight crew surplus within SAS.
Utmost effort shall be made in order to make SAS owners agree to convert the three national shares to single SAS share. Lufthansa and SAS to plan for LH\'s purchase of 51% of SAS shares pending aproval by EU Antitrust commitee.
SAS to sell remaining B737 to "Scandinavian AG" whithin a two year periode. Pending LH introduction of new main hub Berlin, "Scandinavian AG" should plan for feeder traffic via Berlin to Frankfurt from Scandinavia.
Plan for SAS withdrawl from intercont. SAS B767 leases to be canceled. Airbus A330/340 to be transfered to "Scandinavian AG". MBL "negotiations" should be started timely with unions concerned.
A huge surplus within SAS must be antisipated and handeled. Extensive LOA should not (understreket red.anm.) be accepted. SAS pilots should be invited to apply for positions within "Scandinavian AG", with new terms of employment (i.e. working terms, salary and pensions etc.)
No transfer of cabin-crew from SAS, to "Scandlnavian AG" to be accepted. Only new-hires. Here we must anticipate strong indusbial action by the unions. Redundancy Plan for the period of indusbial dispute to be planned by the Confidential Board of Joint CEO\'s. Budget accordingly.
LH to be offered partnership in SAS Cargo. LH later to be invited to finalize plans for acquisition of rest of SAS Cargo. Plan initially for creating separate daughter company. To smoothen launch; Initially to offer employees continued SAS terms plus shares. Later to change these benefits/promises. This only after the 100% takeover of SAS Cargo by LH.
EU Anti-trust Commitee expected to approve LH\'s purchase of a majority of SAS shares despite protests from competing alliances and SAS unions.
Plan together with LH for expansion on Intercont, by extensive expansion by sub companies operations.
Pulkovo Airlines to be invited to operate SAS routes also west of St Peterburg into Scandinavia and other european market (see former Air Botnia expansion plans "west") Pulkovo to open STO Trafficoffice. Later to use SAS facilities.
Approach Pulkovo, CSA, Tyrolean and Tarom for possible pa1nelship in "Scandinavian AG", to operate "east" expansion. Full adoption of SAS brand and 2000+concept including logo, design. uniform, etc.
Later, the increased benefit of the shareholders value will be achieved by to the sale of certain SAS\nbranded daughter I sub companies. (For list, see page 5)\n(har ikke side 5 per skrivende stund red.anm.)
Side 4
\nThe above plan is complex and dependant of various external factors such as approval by EU. Furthermore, the Swedish, Danish and Norwegian governments could pose a problem, should they not agree on a single share (noe de allerede har gjort red.anm.). However, this plan is regarded as the best way to minimize SAS unions obstruction of what is expected to be the most profitable plan for the SAS Groups future position within the STAR Alliance.\nAll efforts must be made to counteract any attempts by SAS unions to acquire a block of shares, large enough to interfere with this plan.
It is of utmost importance to minimize union interference during the Implementation period. To facilitate this. it may be necessary to plan for extra costs accordingly (for prospective cost analysis and actions, see appendix 4.) By delaying union negotiations to the extent possible, union representatives will be kept occupied, avoiding focus on the overall plan. By upcomlng industrial actions, focused on employees demand for increased benefits, (salary, pension. ete), the focus on this strategy will be further minimized. Any industrial action shall be used by SAS to publicly justify further, or quicker outsourcing.
Plan for transfer of Intercont to partners and use union obstruction/strike and high cost level as reason for outsourcing of Intercont. Start oufsourcing of Intercont when partners have built up sufficient capacity., initially with help of SAS flight crew, by having them inagurate BD Intercont operation on SAS routes.
The following short term messures could be utilized for abowe purpose:
Rename and reshuffle certain divisions (see appendix 5, for list) in rder to have staff loose their strong sence of identity within a long running orginasation. Make spesial arrangemants as described in "stage 3", for Scandinavian ground handling, to achieve goal of outsoursing, without strong industrial action as recieved in Norway 1999. Transfer divisions into daugther companies. Thereafter outsource. Make employees belive that this (every time) was the "last" transfer, from SAS division, into seperate detachable dougther companies.
Initiate employee seminars, in order to create a more pro minded attitude amongst employees. The seminars will also make them unknowingly take an active part in the detail planning of the upcoming ouisourcing of their own positions within the present old organisation. During these seminars, also take the opportunity to study employees reactions on certain proposals and plans in order to proact and counteract Team Konsult (utgiver av dette papir? red.anm.) may actively take part in registration and evaluation. Also register tendencies and views during "off period", when minds are spoken freely. Adapt this plan to the outcome of above.
Start extensive "medarbeidersamtale" in order to be able to continously counteract any tendencies of interference with this plan.
Increase number of levels between management and staff to increase employees perception of having influence over their working situation. A more personal involvement in staff by SAS management will lead to less conflict willingness. At an outsourcing situation, route any complaints via lower management levels i.s.o. forcing staff to utilize union support/action.
Invite strong union leaders to absorb attractive positions within SAS and "Scandinavian AG", thereby using their abilities to develop the mentioned companies and proact union intervention. As a bonus, the unions will be weakened accordingly by continously loosing their leaders.
Establish work groups for ISO 9000+. FOMS. VFP. CORS. IS/IT. NAIS. etc. to divert attention.
"Computorizing" staff, will keep them busy and "pro minded". (Staff-PortaIen, WEB, DIMAS, LPC, PBS, etc).
CITAT SLUT
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