ALAN JOYCE Elena Ahmad/ Flight Airline Business

EXECUTIVE LEADERSHIP ALAN JOYCE Elena Ahmad/ Flight Airline Business

lan Joyce is part of a involved cutting 5,000 jobs, Joyce has also overseen some small group of airline increasing technological innova- major changes to Qantas’ interna- chiefs to oversee a car- tion, seeking operational efficien- tional network. The Qantas group rier’s transition from cies and cutting maintenance – including Jetstar – now has over Athe worst financial results in its costs. Alongside that, Joyce sought half of its capacity focused on the history to record profits in only a to make new investments in hard fast-growing Asian region. few short years. At the same time, product, drive up revenue from its Joyce also oversaw a shift away he has taken an iconic brand into loyalty business, and deliver from its decades-long joint busi- new territory. higher levels of staff engagement. ness with British Airways on Dublin-born Joyce was elevated The fruit of that came through European routes to an arrange- from the position of chief execu- in the airline’s 2016 results, with ment with Emirates in 2013. tive at budget arm Jetstar since its the carrier reporting a record The international network is establishment in 2004 to lead the underlying profit of A$1.53 bil- entering a new growth phase as Qantas Group in 2008 following lion. The transformation pro- it starts to replace its Boeing

Qantas the retirement of Geoff Dixon. gramme is expected to deliver 747-400s with 787-9s. Asia capacity has been a focus He would start making waves A$2.1 billion in savings by the end Qantas’s loyalty unit has now three years later when, amid dis- of June, while it has also made it moved into its own-branded putes with unions, Joyce made the cost-competitive against rivals health insurance, credit cards and unprecedented move of locking Singapore Airlines, Cathay Pacific, even digital customer analytics, “Alan has done out workers and grounding its and domestic foe Virgin Australia. further diversifying the airline’s worldwide fleet for two days. That Financial wins aside, Joyce told revenue base. an incredible forced the Australian government Flight Airline Business in 2015 he Aside from his role as a corpo- job... it’s a really to intervene, opening up new flex- was proud that through the pro- rate leader, Joyce has been a cam- great story” ibility in its labour arrangements. cess, Qantas had managed to paigner on causes including indig- In 2014, Qantas made its largest improve its customer ratings and enous education, prostate cancer PANEL JUDGE ever net loss of A$2.8 billion ($2.1 employee engagement. awareness and gay marriage. billion), largely driven by one-off “I think most airlines that have Speaking on the sidelines of the restructuring charges. Joyce sur- gone through that transformation IATA annual general meeting in vived calls for his head, and used wouldn’t say that they’ve got all June, he said: “If you’re not active that as a catalyst to implement a three of those right at the same in the social issues, your brand rapid transformation programme. time. That trifecta has been the does pay for it.” The three-year programme has real success of the programme.” Ellis Taylor

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