When Ryanair flies into a storm, it usually does it at the rate designed with meticulous precision’s chief Executive Michael O’leary.
The boss of the largest airline in Europe an unsurpassed talent to create the advertising through controversy, adhering to dogmas that no matter what people say about Ryanair, as long as they say Ryanair often enough.
Now the airline faces a summer of shortages of pilots and flight attendants are set to go on strike at the wrong time – the summer season.
Pilots in Ireland will be down joystick, July 12, while the crew in Spain, Italy, Portugal and Belgium, will run for 48 hours on 25 and 26 July.
The head of Ryanair: we will not bow to laughter requires pilots
“The problem is that it is peak season and we don’t know if the strikes will go ahead, and to what extent,” said John Strickland, Director of the independent consultancy transport PSB Business.
“It’s the same challenge for Ryanair in planning decisions as for people travelling.”
Strickland said that Ryanair will look to shuffle around his crew, to minimize the impact and may ask clients to rebook on another flight.
“It is difficult to assess the scale of destruction, and you must put it in the context of the extensive operations of Ryanair. But the scale of operations of the company Ryanair also means that a significant number of people can suffer,” he said.
One problem for Ryanair is that any cancellation comes with the memory of last winter suffering is still relatively fresh. Thousands of passengers cancelled their flights because of the gross error in the composition of the staff of the airline.
Any further violations may begin to form the image of Ryanair as a risky bet that makes paying the extra 10% or so for another airline, it seems like a good insurance policy.
“Their brand is built on reliable bastards,” said Dan Gavshon Brady, strategist at brand consultancy Wolff Olins. “What strikes threaten-it is a question of reliability. They are more stable than others, because they never promised anything more than a no-frills, but to deliver on what they promise.
“But it also leaves less room for error, so when you get problems can negatively affect your brand.”
At one stage last year it looked as if Ryanair can avoid the escalation of tensions with his workforce.
Unlike the airline’s decades-old policy, O’leary agreed to recognize the unions, he argued, would be less preferable than cutting their hands.
It seemed a turning point, though, and forced the personnel to whip up airline.
The error got Ryanair lacked experienced pilots, giving them the whip hand over the management team sought to limit cancellations.
The subsequent transformation O’leary Damascene in a reluctant Union activist, reminded of his vow 2013 to be kinder to passengers on request, through clenched teeth.
A little more than six months and the trade unions representing both pilots and crew to say recognitionhas not advanced into engagement with their grievances.
This time, while pilots in Ireland were dissatisfied, and are planning a strike on July 12, it’s the flight attendants who are the most affected.
They have long complained of poor working conditions and wages etc. labour rights in the result, the model of Ryanair in their reception through an external Agency.
As the Guardian revealed last year they also brought to a disciplinary responsibility and public ridicule if they do not hit the target sales is designed to help Ryanair to flog more sweepstakes and perfumes.
Several unions of the crew, with the assistance of the international Federation of transport workers, gave a list of 34 requirements for the company.
It is implied that new attacks will follow if the company comes to the negotiating table.
“The onus is now on Ryanair,” said ITF General Secretary Stephen cotton.
“To ensure that workers get the treatment they deserve, or more national unions may decide that strikes are the only way to make the company listen.
“Ryanair has started to change, but we believe that the culture at the top needs to change in order to deliver on promises.
“A cohesive model of corporate governance, which is a feature of the company, so far more is not suitable for a major airline. The increase in the number of independent representatives on the Council will give us greater confidence that Ryanair is seriously a new approach”.
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But the rapid growth of Ryanair and financial success remain strengths, and not everyone is convinced that he will see the need for change.
Chris tarry, Ctaira the founder of the consulting aviation, said: “this changes the rules of engagement of Ryanair, the fact is that it starts from the position of lowest cost and is the most profitable airline.
“There are different dynamics and flexing the muscles hard, but it’s clearly manageable.”