Giovanni Galiotto says that 71 members of his union stand to lose their jobs when Etihad Airways buys its stake in Alitalia – but all things considered, that’s a fair outcome.
Roughly five years ago, Alitalia was privatised and 850 pilots lost their jobs. This time, Mr Galiotto thinks he has snatched a better deal for the scores of pilots he represents as the president of Anpac, the Associazione Nazionale Piloti Aviazione Commerciale.
“Seventy one pilots will be made redundant. But they will have the chance to apply for a job with Etihad. We were officially told that Etihad will have a short recruitment process for Alitalia pilots. They will have the chance to relocate to Abu Dhabi and fly with Etihad,” Mr Galiotto said at his office near Fiumicino Airport in Rome.
“If we find 71 volunteers to go … we will have zero redundancies. We are trying to get a chance for them to come after three years to Alitalia – if Alitalia has the need to employ more pilots,” he added.
Etihad aims to take a stake of up to 49 per cent in Alitalia. Etihad is demanding downsizing measures and thousands of job losses at the loss-making airline – just as it did when it took equity stakes in Air Serbia and Air Seychelles.
Etihad declined comment yesterday on its plans for Alitalia.
“We feel redundancies are really necessary. Our opinion is that it is wrong to blame Etihad for redundancies, because these redundancies are the fruit of the privatisation,” said Mr Galiotto.
“Under the principle of saving people, you need to accept some loss. We lost 10,000 people in 2009 [in the privatisation] and we lost 850 pilots.”
Since its relaunch in 2009, Alitalia has lost millions of euros and been subject to political interference.
Last year, Alitalia received a €500 million (Dh2.48 billion) government-facilitated rescue package. However, the company, which is losing €1.5m a day and is in debt to the tune of €1bn, again risks running out of cash by August if a cash-rich partner cannot be found.
“There was a complete lack of strategy. Alitalia was run by politicians. The last CEO, [Andrea] Ragnetti, he was supposed to run the company for two years, after the first year he was kindly asked to go home,” said Mr Galiotto.
Alitalia is also plagued by a number of loss-making routes, which were meant to serve the interests of some politicians.
“If we have one minister that flies to Albenga [in northern Italy], we must fly from Rome to Albenga every day. And then, you realise that your load factor is 74-75 per cent and you want to make your company profitable,” he said.
Mr Galiotto said he recognised that Etihad has a plan and hailed its strategy that focuses on “equity alliances”.
“If you invest in stakes in different airlines in different parts of the world, it’s like playing in Wall Street. Some will be losing, some will be winning. You can diversify,” he said.
Another reason Mr Galiotto is in favour of the Alitalia-Etihad deal is that he sees Etihad as being run by people who “follow the rules”.
He said: “In Italy, the concept of rules is quite complicated. At a precise moment that you think about a rule, you are thinking about a way to circumvent it.
“This is the other reason that we strongly feel the need to have somebody foreign to rule our company.”
Anpac and two other professional unions decided to call off a strike that was scheduled from Sunday.
Separately from the pilots, the process to get Alitalia’s general unions to sign up for the Etihad deal has been far from smooth. Last week, the CGIL (Italian General Confederation of Labour), the country’s largest trade union, objected to the terms of the deal.
In Mr Galiotto’s opinion, the Alitalia chief executive, Gabriele Del Torchio, should give the unions a deadline to let their members vote on a deal – or else shut down the company.
“If we get 50 per cent plus one, we keep going with the process, otherwise we will shut down the company,” he said.
“I don’t think that the general unions will be able to explain to their members why the company is shutting down and we will have 12,000 people unemployed – just because they are fighting about the philosophy of the contract.”
selgazzar@thenational.ae
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the pledge
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I pledge to always stand up for these values: Zayed's values for tolerance and human fraternity
Killing of Qassem Suleimani
Generation Start-up: Awok company profile
Started: 2013
Founder: Ulugbek Yuldashev
Sector: e-commerce
Size: 600 plus
Stage: still in talks with VCs
Principal Investors: self-financed by founder
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The Brutalist
Director: Brady Corbet
Stars: Adrien Brody, Felicity Jones, Guy Pearce, Joe Alwyn
Rating: 3.5/5
Formula Middle East Calendar (Formula Regional and Formula 4)
Round 1: January 17-19, Yas Marina Circuit – Abu Dhabi
Round 2: January 22-23, Yas Marina Circuit – Abu Dhabi
Round 3: February 7-9, Dubai Autodrome – Dubai
Round 4: February 14-16, Yas Marina Circuit – Abu Dhabi
Round 5: February 25-27, Jeddah Corniche Circuit – Saudi Arabia
Quick facts on cancer
- Cancer is the second-leading cause of death worldwide, after cardiovascular diseases
- About one in five men and one in six women will develop cancer in their lifetime
- By 2040, global cancer cases are on track to reach 30 million
- 70 per cent of cancer deaths occur in low and middle-income countries
- This rate is expected to increase to 75 per cent by 2030
- At least one third of common cancers are preventable
- Genetic mutations play a role in 5 per cent to 10 per cent of cancers
- Up to 3.7 million lives could be saved annually by implementing the right health
strategies
- The total annual economic cost of cancer is $1.16 trillion
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
Fight card
Bantamweight
Siyovush Gulmamadov (TJK) v Rey Nacionales (PHI)
Lightweight
Alexandru Chitoran (ROM) v Hussein Fakhir Abed (SYR)
Catch 74kg
Tohir Zhuraev (TJK) v Omar Hussein (JOR)
Strawweight (Female)
Weronika Zygmunt (POL) v Seo Ye-dam (KOR)
Featherweight
Kaan Ofli (TUR) v Walid Laidi (ALG)
Lightweight
Leandro Martins (BRA) v Abdulla Al Bousheiri (KUW)
Welterweight
Ahmad Labban (LEB) v Sofiane Benchohra (ALG)
Bantamweight
Jaures Dea (CAM) v Nawras Abzakh (JOR)
Lightweight
Mohammed Yahya (UAE) v Glen Ranillo (PHI)
Lightweight
Alan Omer (GER) v Aidan Aguilera (AUS)
Welterweight
Mounir Lazzez (TUN) Sasha Palatnikov (HKG)
Featherweight title bout
Romando Dy (PHI) v Lee Do-gyeom (KOR)
Martin Sabbagh profile
Job: CEO JCDecaux Middle East
In the role: Since January 2015
Lives: In the UAE
Background: M&A, investment banking
Studied: Corporate finance
The biog
Favourite food: Fish and seafood
Favourite hobby: Socialising with friends
Favourite quote: You only get out what you put in!
Favourite country to visit: Italy
Favourite film: Lock Stock and Two Smoking Barrels.
Family: We all have one!