Newsletter Number 7 December 1998
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Qantas' Future As a Strong National Carrier Supporting Jobs in Australia
Coalition Senators' Dissenting Report 1.1 As a nation we are increasingly reliant on efficient, inexpensive and convenient aviation services. This is hardly surprising when you consider that our population is spread over such a vast land mass. 1.2 Aviation is a dynamic industry that has faced many challenges over the past decades since the introduction of the QSA in 1992. In Australia the market is highly competitive and presently capacity is saturated which has resulted in lower yields and affected the profitability of our carriers. 1.3 From a passenger’s perspective, the competitive tension between Qantas and Virgin Australia has resulted in a high quality product being delivered at a lower price with increased destinations and often with more convenient schedules. 1.4 Both Virgin Australia and Qantas are clearly excellent Australian airlines which contribute significantly to the economy, regional communities and tourism and have both shown a willingness to assist Australians in times of crisis. 1.5 Airlines also operate in an environment of increasing higher fuel costs, a relatively high Australian dollar compared to previous decades and significant capital expenditure requirements in an effort to operate the most modern and fuel efficient aircraft fleets. 1.6 Additionally, the carbon tax has added significantly to the costs of operating Australian domestic airlines. In the 2013-14 financial year the carbon tax drove up operating expenses at Qantas by $106 million and $48 million at Virgin Australia. It also cost Regional Express (Rex) $2.4 million. 1.7 The cumulative effect of all of these factors has led to an environment where both Australia’s major domestic carriers have announced first half losses; Qantas of $252 million and Virgin Australia of $84 million. -
Airline and Aircraft Movement Growth “Airports...Are a Vital Part of Ensuring That Our Nation Is Able to Be Connected to the Rest of the World...”
CHAPTER 5 AIRLINE AND AIRCRAFT MOVEMENT GROWTH “AIRPORTS...ARE A VITAL PART OF ENSURING THAT OUR NATION IS ABLE TO BE CONNECTED TO THE REST OF THE WORLD...” THE HON WARREN TRUSS, DEPUTY PRIME MINISTER 5 Airline and aircraft movement growth The volume of passenger and aircraft movements at Canberra Airport has declined since 2009/2010. In 2013/2014 Canberra Airport will handle approximately 2.833 million passengers across approximately 60,000 aircraft movements, its lowest recorded passenger volume since 2007/2008. The prospects for a future return to growth however are strong. Canberra Airport expects a restoration of volume growth in 2015/2016 and retains confidence in the future of the aviation market in Canberra, across Australia, and particularly the Asia Pacific region. Over the next 20 years passenger numbers at Canberra Airport are projected to reach 9 million passengers per annum with some 153,000 aircraft movements in 2033/2034. Canberra Airport, with its extensive infrastructure upgrades in recent years, is well positioned to meet forecast demand with only minor additional infrastructure and capitalise on growth opportunities in the regional, domestic and international aviation markets. 5.1 OVERVIEW Globally, the aviation industry has experienced enormous change over the past 15 years including deregulation of the airline sector, operational and structural changes in the post-September 11 2001 environment, oil price shocks, the collapse of airlines as a result of the global financial crisis (GFC), and the rise of new global players in the Middle East at the expense of international carriers from traditional markets. Likewise, Australia has seen enormous change in its aviation sector – the demise of Ansett, the emergence of Virgin Australia, Jetstar, and Tiger Airways, the subsequent repositioning of two out of three of these new entrant airlines and, particularly in the Canberra context, the collapse of regional airlines. -
Supporting Australian Aviation
Supporting Australian Aviation Australian Council of Trade Unions submission to the Senate Standing Committee on Rural and Regional Affairs And Transport’s inquiry into the future of Australia’s aviation sector, in the context of COVID-19 and conditions post pandemic. ACTU Submission, 18 December 2020 ACTU D. No 64/2020 Contents Introduction ...................................................................................................................................... 1 The Importance of the Australian Aviation Sector ............................................................................ 2 Aviation’s Contribution to the Economy ........................................................................................ 2 Aviation and Regional Australia .................................................................................................... 4 The aviation sector as a driver for skills acquisition .................................................................... 5 The impact of COVID-19 and the abandonment of the sector ......................................................... 6 Before COVID-19........................................................................................................................... 6 The impact of COVID-19 on the aviation industry ......................................................................... 9 The government’s response to the Aviation sector in crisis ...................................................... 11 The implications of an unsupported sector for the future. ........................................................... -
Download 2017 Data Book Opens in New Window
POSITIONING FOR SUSTAINABILITY AND GROWTH QANTAS DATA BOOK 2017 DISCLAIMER The information contained in this investor Data Book is intended to be a general summary of Qantas Airways Limited, ABN 16 009 661 901, (Qantas) and its subsidiaries and related bodies corporate (Qantas Group) and their activities as at 11 September 2017 or otherwise as at the date specified in the relevant information and does not purport to be complete in any respect. The information in this document is not advice about shares in Qantas (or any other financial product), nor is it intended to influence, or be relied upon by, any person in making a decision in relation to Qantas shares (or any other financial product). The information in this Data Book does not take into account the objectives, financial situation or needs of any particular individual. Accordingly, you should consider your own objectives, financial situation and needs when considering the information in this document and seek independent investment, legal, tax, accounting or such other advice as you consider appropriate before making any financial or investment decisions. No responsibility is accepted by Qantas or any of its directors, officers, employees, agents or affiliates, nor any other person, for any of the information contained in this document or for any action taken by you on the basis of the information or opinions expressed in this document. The information in this document contains historical information about the performance of Qantas and Qantas securities. That information is historic only, and is not an indication or representation about the future performance of Qantas or Qantas securities (or any other financial product). -
Qantas Airways Limited FY18 Results
Qantas Airways Limited FY18 Results 23 August 2018 ASX:QAN US OTC:QABSY For personal use only FY18 Highlights Record Group financial performance in rising fuel environment Earnings Per Share (Cents) • Record1 Underlying Profit Before Tax2 (PBT) $1,604m, Statutory PBT $1,391m 64 55 56 49 53 • Record Statutory EPS 56 cps, Underlying EPS3 64 cps 46 32 • Strong Return on Invested Capital (ROIC) of 22.0%4 25 • Delivered $463m in transformation benefits, >$400m target • Bonus for 27,000 non-executive employees totalling $67m FY15 FY16 FY17 FY18 Statutory Underlying All operating segments delivering ROIC > WACC5 • Record Qantas Domestic, Jetstar Domestic and Group Domestic6 earnings7 Net Free Cash Flow9 ($M) • Record earnings7 for Jetstar Group 1,674 1,442 7 8 1,309 • Unit Revenue improvement drives earnings growth at Qantas International 1,104 • Record Qantas Loyalty earnings7 provides growing diversified earnings stream Record operating cash flow continues to generate strong net free cash flow9 10 For personal use only • Net debt of $4.9b offers significant financial flexibility, FY18 capital expenditure of $1.97m FY15 FY16 FY17 FY18 • 10 cents per share dividend, fully franked, on-market share buy-back of up to $332m STRUCTURALLY TRANSFORMED BUSINESS DELIVERING TOP QUARTILE SHAREHOLDER RETURNS OVER THE CYCLE 1. Record Underlying PBT since FY09. 2. Underlying PBT has been the Group’s primary performance reporting measure since FY09. For prior periods, comparison is to Statutory PBT adjusted for disclosed extraordinary items. Refer to Supplementary slide 6 for a reconciliation of Underlying to Statutory PBT. 3. Underlying Earnings Per Share calculated as Underlying PBT less tax expense (Group effective tax rate of 29.5%) divided by weighted average number of shares during the year, rounded to the nearest cent. -
Submission of Qantas Airways
THE SENATE RURAL AND REGIONAL AFFAIRS AND TRANSPORT REFERENCES COMMITTEE INQUIRY INTO AIRPORT AND AVIATION SECURITY QANTAS GROUP SUBMISSION JANUARY 2015 CONTENTS 1 EXECUTIVE SUMMARY ............................................................................................. 3 2 QANTAS GROUP ...................................................................................................... 4 2.1 Qantas Group Structure ....................................................................................... 4 2.2 Qantas Group Operations .................................................................................... 4 2.3 The Qantas Group Partner and Investment Businesses ......................................... 4 3 AVIATION SECURITY REGULATORY ENVIRONMENT ................................................... 5 3.1 International Civil Aviation Organisation .............................................................. 5 3.2 Australian Aviation Transport Security Act & Regulations ..................................... 5 3.3 Australian Transport Security Program ................................................................. 5 3.4 International Air Transport Association ................................................................ 5 4 QANTAS SECURITY, FACILITATION & RESILIENCE ....................................................... 6 4.1 Qantas Expenditure on Security ........................................................................... 6 4.2 Departmental Structure ...................................................................................... -
The Coalition's Policy for Aviation
The Coalition’s Policy for Aviation August 2013 The Coalition’s Policy for Aviation Key Points The Coalition will strengthen our aviation industry and allow it to be more competitive. We will ensure our aviation sector is safe, reliable, efficient, competitive and proud to be Australian. To support the growth of our aviation industry, the Coalition will: abolish the carbon tax and its insidious impact on aviation fuels and aviation businesses; establish a formal Aviation Industry Consultative Council to meet regularly with the Minister; establish a high level external review of aviation safety and regulation in Australia; ensure that the Australian Transport Safety Bureau is adequately resourced; reform the structure of the Civil Aviation Safety Authority; focus on the better utilisation of Australian airspace; support regional aviation by introducing a new and better targeted En Route Rebate Scheme; recognise the importance of Australian airports to the economy; revitalise the General Aviation Action Agenda; continue to promote aviation liberalisation; enhance aviation skills, training and development; and ensure that aviation security measures are risk based. The Coalition will ensure Australia has a safer and more competitive aviation sector. The Coalition’s Policy for Aviation Introduction Aviation is a vital part of the Australian economy. A competitive and innovative aviation sector provides jobs for thousands of Australians and has substantial economic flow-on effects for the wider economy. A responsible Commonwealth Government supports investment, innovation and competition in the aviation sector. Instead, Labor’s approach to aviation policy over the past six years has seen cost after cost added to the bottom lines of airlines and airports, pilots and passengers. -
INSTITUTE of TRANSPORT and LOGISTICS STUDIES WORKING
WORKING PAPER ITLS-WP-16-21 Duopoly Competition between Airline Groups with Dual-brand Services - The case of the Australian domestic market By Yahua Zhang1, Breno Sampaio2 and Xiaowen Fu3 1 School of Commerce, University of Southern Queensland 2 Department of Economics, Universidade Federal de Pernambuco, Brazil 3 Institute of Transport and Logistics Studies (ITLS), The University of Sydney Business School, Sydney, Australia November 2016 ISSN 1832-570X INSTITUTE of TRANSPORT and LOGISTICS STUDIES The Australian Key Centre in Transport and Logistics Management The University of Sydney Established under the Australian Research Council’s Key Centre Program. NUMBER: Working Paper ITLS-WP-16-21 Duopoly Competition between Airline Groups with Dual- TITLE: brand Services - The case of the Australian domestic market The Australian aviation industry achieved substantial growth ABSTRACT: after the abolition of the “two-airline-policy” in 1990. With Virgin’s purchase of Tiger Airways, a new duopoly between two airlines groups, each consisting of a full service airline (FSA) and a low cost carrier (LCC), emerged in the domestic market. In this study, we analyze the pricing dynamics among the four airlines of the duopoly groups, using panel data of online fares on the four most travelled routes in the domestic market. Our empirical results suggest that market segmentation allows the FSAs to charge significantly higher prices than the LCCs. Still, there is clear evidence of competition within and across the market segments, and the airlines’ pricing responses are asymmetric. Virgin’s price responses to Qantas and Jetstar are moderate. In comparison, more than one third of Qantas’s fare changes and less than half of Jetstar’s fare charges are in response to Virgin’s fare adjustments in the previous period. -
Aviation Postgraduate Programs Guide
UNSW Science Aviation Postgraduate Programs Guide UNSW AVIATION is focused on combining leading research, world-class facilities and practical teaching to create graduates ready to take on global opportunities within the Aviation sector. Contents 02 WHY STUDY WITH UNSW AVIATION? 03 PROGRAM SNAPSHOT 04 AVIATION MANAGEMENT COURSEWORK 04 Why do postgraduate study? 05 Graduate Diploma in Aviation Management (Program 5741) 06 Master of Aviation Management ( Program 8741) 08 Our Courses 12 Our Industry Facilitators 17 Our Students and Alumni 20 AVIATION RESEARCH 20 What is the research degree for you? 22 Our Research Areas 24 Our Academic Staff / Research Supervisors 27 Transport and Road Safety (TARS) Research Group 28 Meet a current PhD student 29 HOW TO APPLY WHY STUDY WITH UNSW AVIATION? UNSW Sydney is one of Australia’s Certificate (under Civil Aviation Safety UNSW Achievements: leading research and teaching Regulations Parts 141/142). universities. The university is ranked 45th in 2018 QS World highly in international university rankings, At postgraduate level we offer coursework University Rankings. is recognised as being a leading innovator programs via distance to professionals planning to further their career in the with the strongest links to industry, and 85th in 2018 Times Aviation industry. These programs are has graduates that are sought after by Higher Education World also for those working with or hoping industry. UNSW is also a member of the University Rankings. prestigious Group of Eight, a coalition to work with aviation organisations of Australia’s leading research intensive and who want to further develop their Graduates most hired by universities. UNSW Aviation operates as understanding of the industry. -
D 68 ACTU Submission to Aviation and Qantas Sale Amendment Bills
Submission to the Senate Rural Affairs and Transport Legislation Committee Inquiry into the Air Navigation and Civil Aviation Amendment (Aircraft Crew) Bill 2011 Qantas Sale Amendment (Still Call Australia Home) Bill 2011 28 October 2011 ACTU Level 6, 365 Queen Street Melbourne VIC 3000 www.actu.org.au D No. 68/2011 Contents Executive Summary 1. Introduction 2. Recent developments in the Australian aviation industry 3. The development of the Qantas Group 4. ‘Sham’ corporate structures 5. The national interest 6. Employment 7. Skills development 8. National Security 9. Safety 10. The Bills 11. Conclusion Page | 2 Executive Summary 1. Civil aviation laws grant Australian airlines a number of privileges, including exclusive access to certain international air routes. In return, Australian airlines are required to be Australian owned, controlled, based, and responsible to Australian safety authorities. Traditionally, the holder of the licence was also required to observe Australian labour laws, and to be responsible to crew for the payment of their wages. However, recently, Qantas has been avoiding this obligation by ‘subcontracting’ routes to wholly-owned foreign-based subsidiaries. This sham arrangement has meant that it has been able to enjoy all of the privileges of holding an Australian airline licence, with none of the obligations. These abuses need to be checked. We support the proposed amendments to the licence requirements under the Civil Aviation Act and the Air Navigation Act . 2. Moreover, Qantas is in a special position, given that it remains regulated by the Qantas Sale Act . The intention of the Act is clearly to ensure that Qantas remains a truly Australian airline, with its international division operated from Australia. -
Building a Stronger Qantas
Annual Review 2011 Building a stronger Qantas 12 Qantas – 90 Years of Excellence 14 Chairman’s Report 16 CEO’s Report 18 Financial Performance 20 Sustainable Operations 22 Safety First 26 Strong Complementary Brands 36 Great People 40 Superior Infrastructure 46 Caring for Customers 50 Environmental Responsibility 54 Giving Back 58 Board of Directors 60 Financial Calendar THE AVIATION INDUSTRY IS CHANGING THE QANTAS GROUP IN 2011 The Qantas Group faces a unique range of challenges and opportunities. We are in a strong position to address the challenges and realise the opportunities – but we must take decisive action, as we have throughout our history. The Qantas Group SAFETY IS ALWAYS THE QANTAS GROUP’S FIRST PRIORITY WE INVEST $1.5 BILLION IN AIRCRAFT MAINTENANCE EACH YEAR SAFETY FIRST From our response to the QF32 incident to the risks posed by volcanic ash disruptions, we never compromise on the highest standards of safety. A safety-first culture across the Group ensures that risks are identified and addressed swiftly and decisively. We invest millions of dollars in training to ensure that when incidents do occur our people react calmly under pressure. Nothing is more important to us than the safety of our customers and our employees. A380 Aircraft Maintenance Engineer Nelson Lau Annual Review 2011 3 The Qantas Group THE QANTAS GROUP FACES NEW CHALLENGES AND NEW OPPORTUNITIES COMPETITIVENESS AND SUSTAINABILITY The Asia-Pacific is now the world’s fastest-growing region for air travel demand. The low-cost carrier revolution continues at pace. New political and regulatory factors are emerging. In this environment it is vital that the Qantas Group takes the necessary steps to maximise productivity and competitiveness, renew aircraft and technology, meet customer needs, realise growth opportunities and enshrine business resilience. -
The Aircraft Owners and Pilots Association of Australia (AOPA) Represents the Bulk of Aircraft Owners and Pilots in Australia
Introduction The Aircraft Owners and Pilots Association of Australia (AOPA) represents the bulk of aircraft owners and pilots in Australia. In representing these interests, we essentially represent the Australian General Aviation community1. The AOPA does not however restrict its representation on this basis but rather such representation is a natural constituency. AOPA does not seek to represent the interests of major air transport operators such as; Qantas, Ansett Airlines and the larger regional airline operators such as, Kendall Airlines and Hazelton Airlines. AOPA in providing such representation seeks to protect our members’ rights to fly without unnecessary restrictions or costs. The AOPA maintains a much wider brief on behalf of our members than just political representation. Through AOPA’s member services and publications we provide a forum to publicise, discuss and improve aviation in Australia by providing information to members about: trade shows, air displays, youth programs, technology, aircraft maintenance, flight training and education. AOPA is thus a keen advocate of providing an economic and regulatory environment in which aviation can develop and flourish in Australia. AOPA is of the view that the major impediments to the development of aviation in Australia are: • Economics, • Infrastructure, and • Excessive Government Regulation AOPA’s submission to the Committee will briefly address these issues. GENERAL AVIATION - A SNAPSHOT Economic Contribution General Aviation (GA) in Australia is an industry that contributes some $500,000,000 plus per annum into the national economy2. GA businesses fall in the small to medium size firm category with Charter businesses having median incomes of $102,000 per annum. Flying Training businesses having median incomes of $156,000 per annum.