Malaysia Airlines (MAS), the national airline carrier has come up with a flexible work scheme that allows their employees to take up part time jobs.
Additionally, there is also option for its staff to take voluntary long leave.
Both options are voluntary and not obligatory.
Currently, there are 19,000 direct employees working with MAS, with about half of them set to enjoy the scheme.
This is part of the cost cutting strategy and sustaining of business operation to ensure the company achieves its financial bottom line target. While many other commercial airlines opted for cost cutting measures, MAS is taking a moderate, win-win situation approach.
Through the part time work scheme, the work schedule of the employees will be halved, and so will the basic salary. The employee then can choose to work in the morning, evening, or alternate weeks, as per their needs and convenience. However, those who are on shift duty are not allowed to apply for the program.
Under the voluntary leave, employee can go for a break or holiday up to 6 or 12 months period. During this tenure, each of them is entitled for one annual privileged and concessionary travel, while medical benefits are fully covered. The voluntary leave program is only extended to permanent staff based in Malaysia, with the exception of pilots and cabin crew.
Malaysia Airlines (MAS) recently started operating Malaysia’s first flight training school for turboprop planes based in Subang airport for its pilots, as well as other commercial aircraft operators.
The training center is a collaboration between MAS and ATR, which is a turboprop aircraft manufacturer based in France. It is ATR’s second training center in South East Asia, after Bangkok, Thailand. Their operation began last month in June 2008.
The center, which has a US$10 million Full Flight Simulator (FFS) made and imported from Canada, can accommodate the training need for over 60 pilots who fly Firefly and MASwings aircrafts.
Turboprop planes are aircraft that used a type of gas turbine engine, where most of the engine’s output power is utilized to drive a propeller. Firefly, MASwings and Berjaya Air use turboprop planes in their business operation.
The move will also help to reduce the cost of sending their pilots for overseas training, as well as capable to train more local and foreign pilots. Further, the growth of the ATR’s training center in Bangkok is reaching saturation at the moment and Malaysia is seemed as the next best destination to set up its flight training center.
Idris Jala, who signed a 3-year contract as the Managing Director and CEO of MAS (Malaysia Airlines) on December 2005, looks set to extend his service for another 3 years.
Discussions were on the way, and while no formal confirmation has been announced, the Malaysia government, GLC’s holding arm Khazanah Nasional and MAS board of directors seem to be pleased to see his contract renewed.
When accepting the appointment 3 years back, Idris emerged from a relatively unknown executive into national headlines.
While his former employer and co-workers in Shell Sarawak already knew of his status as a top performer, few predicted that he would decide to leave and take up a seemingly impassable path of turning an ailing airline around. But he has done it rather successfully, proving his critics wrong in the process.
Upon signing his contract in 2005, Idris told the media that he would leave after his contract expires in December 2008 if he fails to deliver the results. Now he sets a new benchmark of how a Government-Linked Corporations (GLCs) should be run.
From an airline with bad financial crisis and debts, Idris Jala successfully laid off and implemented his plan to turn MAS around and as a result, the company achieved its intended plan to return to profitability in 2007 fiscal year. This was achieved through numerous measures and strategic implementations including cost cutting, VSS exercise and selling off unproductive assets.