I’ve promised not to post new stories unless something really big or serious happens and it just did.
I’ve found out about a serious data breach in Emirates Airline. Namely, a whole list of crew, with their personal data, became available online!
I will not say where this list was uploaded, but I’ve got a confirmation that it’s legit and authentic.
Now imagine the quality of EK’s IT and data security experts when anyone with the access to the EKHQ’s computer can download and e-mail this crucial business data which supposed to be a strictly guarded secret for many reasons, especially in one airline company.
I guess that nepotism, wastas and corruption in EK are starting to leave deep and irreversible consequences for EK. Shame for Emirates Airline. I really wanted to love that place and I really wanted it to heal itself from devastating business politics as a proof that people are capable to think ahead and to take care for each other more than they care about money and power.
I am curious to read Mr. Tom Burgess’s comment on this news.
A person who posted the crew list on Facebook
Excel file with crew’s data (I’ve covered crucial data)
It’s been three years since our fight against greed and neglect of the achievements of global civilizations has begun.
Happy Birthday to all my readers, helpers, contributors and former EK colleagues.
A blog update from Mr Tom Burgess, former Senior Vice President of Emirates Group IT.
It is sad to witness the Emirates Group’s deterioration accelerating. The knee jerk and badly managed actions which I feared (but hoped would be avoided had Herr Mueller managed to get an early and firm grip on the organisation) are well underway, and probably unstoppable. I am sure that many of you would have seen a video of Herr Mueller’s interview whilst he was CEO at Aer Lingus and been impressed by his genuine understanding of the importance of people in any organisation. I certainly was. I felt that if anyone could turn Emirates around, then he could. But it was a big ask. He probably has the support of over 95% of Emirates’ staff – essential for someone wanting to make wholesale changes – but nobody would have underestimated the challenges presented within the remaining few per cent. When I struggled to get Patrick Naef to see (what I was convinced was) common sense, I often felt that I was ‘pissing into the wind’. Herr Mueller has probably been facing a hurricane over the past six months.
Patrick Naef’s communication (at the end of last month) to EG-IT staff is another example of corporate incompetence and duplicity. He trivialises events by suggesting that they are just part of a review “on the way we work” and avoids revealing the true size of yet another one of his crusades against loyal members of his department. He promises openness, yet proceeds in secrecy – some staff had already been forced out before the note was sent. His communication is so amateurish it would be seen as laughable, if the topic was not so serious. But I guess everyone would have allowed themselves a wry smile at Patrick Naef’s heart-warming promise to those leaving of his “support during the transition”. This is like being introduced, just as you are about to enter theatre for major surgery, to someone who will be on hand at all times to give you “every support” and then discovering that it is the Grim Reaper.
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Another blog update from Mr Tom Burgess, former Senior Vice President of Emirates Group IT.
The blog is about rotten EK management structure and corrupted, dishonest, incapable and manipulative senior EK managers with Gary Chapman, president Group Services and Dnata, as their leader.
I have previously provided my thoughts and experiences of the other four members of what I affectionately (honestly!) call the ‘Gang of Five’, so now I turn my attention to Gary Chapman. Like most people who have worked in the Emirates Group, I have heard many stories about, and views of, Gary Chapman. This is natural, given his position. But I will base what I write solely on my own experiences. Gary Chapman was happy to see me fired based on second hand information which was not true, but that is no excuse for me to alter my standards. I will cover my personal experiences with him later on in this update, but I will first make some observations on what we can all see.
The Emirates Group is in disarray. Profits are down, Group headcount is far in excess of what can be afforded and staff morale was low even before the redundancy programmes commenced. For a number of years everyone has seen the need for serious change, but all we have observed at the top has been a serious case of paralysis. The situation is now so bad that someone from outside of the Group has been brought in to sort out the mess. The acute problems in the airline cannot be laid directly at Gary Chapman’s door and I am sure that the Group has enjoyed a steady flow of income thanks to Gary’s business acumen, but the performance of support areas for which he has responsibility has been a major contributor to the problems that are now evident.
Bringing in a highly experienced fresh pair of hands is a good start, but I wonder how the obvious changes that are required are going to be implemented. When I was in the Group, I did not meet anyone who had experience of complex and major change programmes. There was limited depth in terms of day to day man management skills and, apart from the late Sir Maurice Flanagan, nobody was seen as a traditional ‘leader’. Combined, these issues posed a significant risk so the Leadership Development initiative was launched. But what has that achieved? Demonstrably very little as the Emirates Group management structure remains as it has been for many years, just layer upon layer of supervisors, each ascending level proudly boasting an even bigger capital S. Who has responsibility for Leadership Development? Gary Chapman.
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