Qantas Investor Day Presentation 2015

Total Page:16

File Type:pdf, Size:1020Kb

Qantas Investor Day Presentation 2015 Qantas Investor Day 12 May 2015 Morning Session A Strong Platform for Sustainable Growth Alan Joyce - Group Chief Executive Officer The Financial Framework for a Stronger Qantas Group Tino La Spina - Group Chief Financial Officer Brand as a Competitive Advantage Olivia Wirth - Group Executive Brand, Marketing & Corporate Affairs Q&A Session 1 Morning Tea Session 2 Leveraging Customer Insights, the Next Wave of Transformation Rob Marcolina - Group Executive Strategy, Transformation & IT Continuing to Win in a Shifting Domestic Market Andrew David - Chief Executive Officer Qantas Domestic John Gissing - Group Executive Associated Airlines & Services Maximising Jetstar’s Position in Australia & New Zealand, the Roadmap to Success in Asia Jayne Hrdlicka - Chief Executive Officer Jetstar Group Q&A Session 2 Lunch with Neil Perry Afternoon Session NPS in Action - Live Panel Olivia Wirth - Group Executive Brand, Marketing & Corporate Affairs A Platform for Innovation-Led Growth Lesley Grant - Chief Executive Officer Qantas Loyalty Transforming Freight to Optimise Group Outcomes Alison Webster - Executive Manager Freight Building a Resilient and Sustainable Qantas International Gareth Evans - Chief Executive Officer Qantas International & Freight Q&A Session 3 CEO Summary Alan Joyce - Group Chief Executive Officer A Strong Platform for Sustainable Growth Alan Joyce GROUP OVERVIEW The Qantas Group in global context Global industrial output, trade & business confidence improving • Regional divergence persists • 2015 forecast for strongest global passenger growth since 20101 • Highest passenger growth remains on routes to or within Asia1 Australia domestic demand growth flat as economy rebalances • Resources sector cooling, positive growth in other sectors AUD trading in long-term historical range Fuel prices at five-year lows Airline consolidation continuing through equity and joint ventures 6 1. Source: International Air Transport Association (IATA) global economic outlook December 2014 GROUP OVERVIEW The Qantas Group in global context 1 North America Global Airline Profit in 2015 & Middle East 2 2015 profit $13.2b 20-Year Passenger Forecasts 2015 Profit $1.6b Passenger Growth Passenger Growth +3.3% +4.9% Total Passengers in Europe Total Passengers in 2034: 1.4b 2015 Profit $4.0b 2034: 383m Passenger Growth Asia Pacific +2.7% 2015 Profit $5b Total Passengers in Passenger Growth Latin America 2034: 1.4b Africa +4.9% 2015 Profit $1.0b 2015 Profit $0.2b Total Passengers in 2034: 2.9b Passenger Growth Passenger Growth +4.7% +4.7% Total Passengers in Total Passengers in 2034: 605m 2034: 294m 1. Source IATA, ‘Airline Profitability Improves with Falling Oil Prices’, 10 December 2014. Net post tax profits in USD. 2. Source IATA ‘New IATA Passenger Forecast Reveals Fast-Growing Markets of the Future’, 7 16 October 2014. Annual forecast growth refers to average annual growth. GROUP OVERVIEW The Qantas Group in global context Qantas Group positioned to outperform in international market • Adding dual brand services between Australia and Asia • Increasing intra-Asia presence with Jetstar Group airlines • More Qantas International capacity deployed to strong North America routes • Premier alliance partners in each region • Favourable competitive environment with lower AUD Long-term advantages in stable domestic Australia market • Leading full-service, loyalty and LCC1 brands • Loyalty business with unparalleled reach driving customer insights • Dual brand strategy delivering profit share above capacity share 8 1. Low-cost carrier GROUP OVERVIEW Qantas Group strategy Integrated portfolio enables Group resilience through external volatility SAFETY IS ALWAYS OUR FIRST PRIORITY Deliver sustainable returns to shareholders Always First Choice For Customers Build on leading domestic position Establish strong international dual Strengthen and grow loyalty through dual brands brand position business Deliver on Secure QAD1’s Leverage low Maintain QFF1 Innovate and existing Jetstar Reinforce position as best Strengthen cost base for as a driver of diversify opportunities JQD1’s low for customers QAI1 to provide JQI1 to defend loyalty across leveraging and price and scale who value the best network and grow P2P2 group and as a advantaged partnerships in advantage full service with partners international leading loyalty assets and Asia position experience leisure markets program capabilities Build customer loyalty by delivering a great experience in every interaction Transform all businesses to continually drive operational efficiencies Inspire, empower and motivate our people, teaming effectively across the Group 9 1. QAD refers to Qantas Domestic, QAI refers to Qantas International, JQD refers to Jetstar Domestic, JQI refers to Jetstar International and QFF refers to Qantas Frequent Flyer. 2. Point to point. GROUP OVERVIEW Creating long-term shareholder value Delivering ROIC > WACC1 through the cycle Target: Deliver Return on Invested Capital (ROIC) > 10%2 by: Building on the Group’s long-term competitive advantages − Integrated portfolio with leading market positions − Dual brand strategy − Customer focus driving brand strength Continued delivery of business transformation − $2b in gross benefits by FY17, $1b debt reduction by FY153 Disciplined approach to capital and growth − Maintaining an optimal capital structure Engaging our people − Driving workplace change and improved culture 1. Return on invested capital > Weighted average cost of capital (pre tax). References to Group and segment ROIC > WACC targets are through the cycle averages. 2. ROIC above 10% ensures Group objective 10 of delivering ROIC>WACC through the cycle. 3.Net debt including operating lease liabilities measured on a constant currency basis GROUP OVERVIEW Building on the Group’s long-term competitive advantages An integrated portfolio with leading market positions ROIC > WACC Qantas Domestic IN FY151 • Leading position, highest margin carrier in attractive domestic market Qantas International • Reshaped cost base and network, sustainably profitable business Freight GROUP ROIC > 10% • Leveraging domestic market share and unique traffic rights IN FY151 Jetstar Group • Leading LCC position in domestic and outbound Australia • Minimal level of capital invested in high-potential Asian ventures WIP Qantas Loyalty • Steady earnings growth from non-cyclical, highly cash generative business providing growing diversification in Group earnings profile 11 1. Based on FY15 forecast performance GROUP OVERVIEW Building on the Group’s long-term competitive advantages Dual brand strategy at the core of Group success Dual Brand Guiding Principles (Domestic) 1H15 Domestic Results1 • Hold a superior competitive position • Maximise Group profitability • Leverage distinct role of brands to target customer segments Consistent with last 5 years, Qantas Group has • Targeting customer segments who value the full service experience ~80% or more • Frequency advantage, especially during peak periods 79% of domestic profit pool4 • Product service differentiation to maintain yield premium 63% • Owning price-sensitive segment, targeting point-to-point leisure Capacity share EBIT share2 • Scale and network advantage Qantas Group Rest of market3 • Product service differentiation in the LCC segment 1. 1H15 figures from published company reports, BITRE. 2. Virgin Australia EBIT (Earnings before interest and tax), includes Velocity; Qantas Group Domestic EBIT excludes Loyalty EBIT. 3.Rest of 12 market capacity calculated using BITRE ; Rest of market EBIT includes Virgin Australia, Tigerair Australia. 4. Historical data based on Qantas analysis and assumptions. GROUP OVERVIEW Building on the Group’s long-term competitive advantages ‘Customer First’ commitment drives brand strength & yield premiums 70% of Australians prefer to fly with Qantas Group brands • Investment in growth, product & innovation for domestic travel1 • Strong and reinforcing portfolio of brands • Spans breadth of customer needs in core markets • Cross-brand loyalty • Deep customer insights drive continual improvement 46% of Australians prefer to fly with Qantas Group brands 1 for international travel 13 1. House of Brands Brand Tracker: Domestic Business and Leisure Average, International Business and Leisure Average GROUP OVERVIEW Continued delivery of business transformation Rapid progress towards our targets $2B BENEFITS REALISED BY FY171 >$1B DEBT REDUCTION BY FY153 • All targets to date met or exceeded • $1b debt reduction on track >$875m realised by FY15 • Credit profile to reach target two years ahead of initial timeframe • Most challenging initiatives front-loaded E.g. Debt/EBITDA4 <4.0 by FY15 4,000 of 5,000 FTE2 reduction by FY15 • Preserved investment grade terms & conditions • High visibility of remaining >$1.1b benefits from FY16 ~$600m already in implementation phase ALL FINANCIAL TARGETS MET OR EXCEEDED WHILE DELIVERING RECORD CUSTOMER ADVOCACY5 1.Gross benefits. 2.Full- time equivalent employees. 3. Net debt including operating lease liabilities measured on a constant currency basis. 4. Metric calculated based on Moody’s methodology 14 including cash greater than $2b. 5. Based on quarterly average net promotor score (NPS) at Qantas Domestic and Qantas International, from March 2012 quarter. Record occurred in 3Q15. GROUP OVERVIEW Continued delivery of business transformation Rapid progress towards our targets Transformation Progress in 18 Months Strategic outcomes by FY17: 1 • Qantas Domestic cost gap to close to <5%, revenue
Recommended publications
  • 2012 Investor Day Setting the Scene Transform 2015
    2012 Investor Day Setting the scene Transform 2015 Setting targets Net debt January 2012 Cost reduction Implementing immediate measures Capacity 2012 and beyond Capex Cost reduction Securing structural cost reductions New labor agreements From 2013 Industrial projects Initiating a new revenue dynamic From 2013 2012 Investor Day 3 Transform 2015: end 2014 objectives Reduction in net debt: €2bn Reduction in unit costs*:10% Renegotiation of collective agreements Limited capacity growth Medium-haul restructuring Investment plan revised down Cargo turnaround Cost-saving measures Improvement in long-haul and maintenance profitability * Unit cost per EASK ex fuel 2012 Investor Day 4 Our overarching target: deleveraging the balance sheet 6.5 6.1 6.1 5.6 € billions 4.4 4.4 4.5 3.8 Net debt 2.7 March March March March March Dec Dec Dec Dec Dec Dec Dec Dec 2005 2006 2007 2008 2009 2009 2010 2011 2012 2013 2014 2015 2016 Net debt/ 2.6 0.9 4.8 <2 EBITDA 3.0 3.0 2.7 2.2 1.6 1.7 1.3 EBITDA 0.4 (last twelve months) March March March March March Dec Dec Dec Dec Dec Dec Dec Dec 2005 2006 2007 2008 2009 2009 2010 2011 2012 2013 2014 2015 2016 2012 Investor Day 5 Improvement in operating cash flows the primary source of net debt reduction Capex adjusted to cash generation Limit sale and lease-back operations Less than €100m per year planned for 2013, 2014 and beyond Focus on cost reduction rather than asset disposals Hedging operation on 1/3 of remaining Amadeus stake (7.5%) within framework of our risk management strategy 2012 Investor Day 6
    [Show full text]
  • New Expanded Joint Venture
    Press Release The Power of Choice for Cargo Customers as Air France-KLM, Delta and Virgin Atlantic launch trans-Atlantic Joint Venture AMSTERDAM/PARIS, ATLANTA and LONDON: February 3rd, 2020 – Air France-KLM Cargo, Delta Air Lines Cargo and Virgin Atlantic Cargo are promising cargo customers more connections, greater shipment routing flexibility, improved trucking options, aligned services and innovative digital solutions with the launch of their expanded trans-Atlantic Joint Venture (JV). The new partnership, which represents 23% of total trans-Atlantic cargo capacity or more than 600,000 tonnes annually, will enable the airlines to offer the best-ever customer experience, and a combined network of up to 341 peak daily trans-Atlantic services – a choice of 110 nonstop routes with onward connections to 238 cities in North America, 98 in Continental Europe and 16 in the U.K. More choice and convenience for customers Customers will be able to leverage an enhanced network built around the airlines’ hubs in Amsterdam, Atlanta, Boston, Detroit, London Heathrow, Los Angeles, Minneapolis, New York-JFK, Paris, Seattle and Salt Lake City. It creates convenient nonstop or one-stop connections to every corner of North America, Europe and the U.K., giving customers the added confidence of delivery schedules being met by a wide choice of options. The expanded JV enables greater co-operation between the airlines, focused on delivering world class customer service and reliability on both sides of the Atlantic achieved through co-located facilities, joint trucking options as well as seamless bookings and connected service recovery. The airlines already co-locate at warehouses in key U.S., U.K.
    [Show full text]
  • Wyoming Aeronautics Commission Air Service Enhancement Program and Capacity Purchase Agreement Annual Report - Revised
    Wyoming Aeronautics Commission Air Service Enhancement Program and Capacity Purchase Agreement Annual Report - Revised Wyoming Department of Transportation Aeronautics Division September 27, 2019 Shawn Burke Analyst, Air Service Development [email protected] Executive Summary 2018 marked a record year for passenger traffic in the state as the state’s busiest airport, Jackson Hole, grew more than 10% year over year. Not all Wyoming airports, however, are sharing in the same success. Against the continuing backdrop of a regional pilot shortage, increasing competition for air service, and changing airline industry economics, challenges remain to maintain and grow air service to Wyoming airports into the future. The passage of the Commercial Air Service Improvement Act and subsequent contract award will make significant progress towards stabilizing air service for the most at- risk communities in the state while providing a hedge against industry head winds. Recent Industry Shifts that Benefit Wyoming Strategic shifts in the airline industry during 2018 have provided Wyoming a window of opportunity to enhance its air service. Airlines, in particular United Airlines, have shifted to significantly growing domestic markets and utilizing more regional jet aircraft in smaller markets. United Airlines grew more in 2018 than the entire size of some smaller carriers—adding more than 100,000 flights to their network. Markets formerly served by 19 to 30 seat aircraft, such as those in Wyoming, are now seeing 50-seat jet aircraft alongside record traffic levels at their airports. United has shown significant interest in growing their Denver operation, which grew almost 10% from 2017. Another key to United’s growth into smaller domestic markets has been the retention and acquisition of used 50-seat aircraft, which have largely fallen out of favor at other airlines.
    [Show full text]
  • Brand and Marketing As a Competitive Advantage
    5 MAY 2017 ASX: QAN US OTC: QABSY New Group Image Positioning the Qantas Group for Growth and Sustainable Returns Alan Joyce, CEO Qantas Group QANTAS GROUP OVERVIEW The Long-term Outlook for Global Passenger Growth Remains Robust Global airline profit1 in 2017 and 20-year passenger2 forecasts Europe Middle East North America 2017 profit: $5.6b 2017 profit: $0.3b 2017 profit: $18.1b Passenger Growth: Passenger Growth: Passenger Growth: +2.5% +4.8% Asia Pacific +2.8% Total Passengers Total Passengers 2017 profit: $6.3b Total Passengers in 2035: 1.5b in 2035: 0.41b Passenger Growth: in 2035: 1.3b +4.7% Total Passengers in 2035: 3.1b Latin America Africa 2017 profit: $0.2b 2017 profit: -$0.8b Passenger Growth: Passenger Growth: +3.8% +5.1% Total Passengers Total Passengers in 2035: 0.66b in 2035: 0.3b 1. IATA, ‘Another Strong Year for Airline Profits in 2017’, 8 December 2016. Net post tax profits in USD. 2. IATA, ‘IATA Forecasts Passenger Demand to Double Over 20 Years’, 18 October 2016. Annual forecast growth refers to average annual growth. 3 QANTAS GROUP OVERVIEW The Qantas Group has Unique Competitive Advantages that Set Us Apart $ Dual Brand Strategy to Structurally Advantaged Innovative Loyalty Positioned in Asia with Reputation for Operational Segment and Grow Markets Domestic Position Business with Valuable Premier Airline Partnerships and Safety Excellence, Data Insights Iconic Australian Brand 4 QANTAS GROUP OVERVIEW Providing a More Stable Earnings Base and Supporting Growth Group Earnings Profile1 Two highest-margin carriers operating in Australia Group Generating >80% of domestic profit pool from <2/3 capacity share International2 $ Continued Loyalty earnings growth Group Domestic & Loyalty Restructured Group International network with >50% capacity to Asia Strong licence to operate, highly trusted brand that supports diversification Integrated Group portfolio delivers majority of earnings from stable, advantaged Domestic Airlines and Loyalty 1.
    [Show full text]
  • United Airlines / United Express Reciprocal Jumpseat
    Updated July 22, 2020 United Airlines / United Express Reciprocal Jumpseat Frequently Asked Questions What’s changing? Starting June 1, 2020, jumpseat-qualified United (UA) and United Express (UAX) employees in Dispatch, Flight Operations and Inflight Services will be able to electronically self-list for a qualifying jumpseat in employeeRES. UAX carriers include: Air Wisconsin, CommutAir, ExpressJet, GoJet, Mesa Airlines, Republic Airlines, and *SkyWest Airlines (*Flight Operations and Dispatch only). • UA employees will be able self-list for UAX flights within the 50 United States and can continue to self-list for mainline UA flights worldwide. • UAX employees will be able to self-list for UA/UAX flights operating only within the 50 United States. employeeRES will verify jumpseat eligibility and priority during the listing process, which will be reflected in Aero, the system used by customer service representatives (CSRs) at airports, after check in. What’s not changing? UA and UAX employees from Dispatch, Flight Operations and Inflight Services and UA Inflight- qualified management will still be able to list for a jumpseat at the gate with a CSR. Employees with controlled jumpseat privileges, including maintenance groups and select management employees, cannot self-list in employeeRES or with a gate CSR, and must follow established processes to receive authorization for a jumpseat. Why are we making this change? Being able to self-list in employeeRES frees up time for CSRs at gates allowing them more time to complete critical tasks before departure and focus on delivering caring service to our customers. Improved automation in Aero also allows CSRs working the gates to accurately see flight deck and cabin jumpseat availability.
    [Show full text]
  • ASX/Media Release
    ASX/Media Release QANTAS GROUP POSTS SIGNIFICANT LOSS FROM FULL YEAR OF COVID • Underlying Loss Before Tax: $1.83 billion • Statutory Loss Before Tax: $2.35 billion • $12 billion revenue impact from COVID-19 crisis in FY21 • Net debt reduced in 2H21 to $5.9 billion • Statutory Net Free Cash flow of $267 million in 2H21 • Restructuring program ahead of target, delivering $650 million in year one • Total liquidity of $3.8 billion, providing buffer against uncertainty • 95 per cent of domestic flying cash positive • Record performance by Qantas Freight mostly offsetting cost of idling international operations • Continued strong cash generation, growth in members at Qantas Loyalty • Updated plan for restart of international services from end-2021 • Ongoing flexibility for customers in response to booking uncertainty 26 August 2021: The Qantas Group has posted a substantial full year loss as a result of the COVID crisis – but has started FY22 in a fundamentally better position to deal with uncertainty and manage its recovery compared with 12 months ago. Total revenue loss from COVID reached $16 billion as the full year impact of minimal international travel and multiple waves of domestic border restrictions continued to hit travel demand. The Group’s Underlying PBT loss was $1.83 billion. The statutory loss before tax – which includes one-off costs such as redundancies and aircraft write downs – was $2.35 billion. Underlying EBITDA was $410 million, in line with guidance provided in May. Periods of open domestic borders in the second half saw significant cash generation by Qantas and Jetstar, which helped the Group to reduce net debt from $6.4 billion in February 2021 down to $5.9 billion by the end of June.
    [Show full text]
  • This Company Was Founded 100 Years Ago in the Wake of a World War and a Devastating Pandemic
    QANTAS ANNUAL REPORT 2020 QANTAS ANNUAL REPORT 2020 CEO’s Report “This company was founded 100 years ago in the wake of a world war and a devastating pandemic. We know that things will improve, and that the Qantas Group will thrive when it does.” This year was one of sharp contrasts. After years of record profits, our balance sheet is strong. That enabled For most of FY20, the Qantas Group us to raise over $2 billion in debt in was focused on growth. We opened Support from the Australian Seeing so many people leave this This company was founded 100 years addition to a $1.4 billion equity raising, our pilot academy in Queensland, Government — for the aviation organisation, and many more stood ago in the wake of a world war and giving us the extra liquidity to make it announced new routes and were industry and for the broader economy down from the jobs they love, has a devastating pandemic. We know through to the other side of the crisis. actively hiring new people. We — was a key feature of FY20. In been the hardest part of this crisis. that things will improve, and that the had completed historic non-stop The Group’s strengths are also clear in particular, JobKeeper provided a We continue to offer them as much Qantas Group will thrive when it does. research flights from New York and its FY20 performance. crucial safety net for the thousands support as we can. One positive is the London direct to Sydney, and we of our people on stand down, and feedback from other companies that Despite a 21 per cent drop in revenue, were preparing to order the aircraft continues to do so.
    [Show full text]
  • Punctuality League
    Published: January 2015 2014 Punctuality League On-time performance results for airlines and airports © 2015 OAG Aviation Worldwide Limited. All rights reserved OAG Punctuality League – Annual on-time performance results for airlines and airports Usage and attribution This information can be reproduced either in whole or in part, online or in print, for non-commercial purposes only but must include attribution to OAG and a link to www.oag.com. Disclaimer The intended recipient (“The Customer”) acknowledges that all data provided by or available through OAG is owned either by OAG Aviation Worldwide Ltd or by a third party provider (“The Owners”) and that the customer shall not acquire any ownership or interest in such data. OAG data is solely for the benefit and purposes of the intended recipient and may not be disclosed to, used by or copied by anyone other than the intended recipient. OAG Aviation Worldwide Ltd has used reasonable efforts in collecting and preparing data in the report but cannot and does not warrant that the information contained in this report is complete or accurate. OAG Aviation Worldwide Ltd hereby disclaims liability to any person for any loss or damage caused by errors or omissions in this report. 2 © 2015 OAG Aviation Worldwide Limited. All rights reserved Contents Foreword 5 Overview 6 Categories and Criteria 6 Airports: Small Category – <10m seats per annum 8 Airports: Medium Category – 10-20m seats per annum 10 Airports: Large Category – >20m seats per annum 12 Top Airlines: All 14 Top Airlines: Mainline Category
    [Show full text]
  • Delta Air Lines: a Financial Analysis and Corresponding Recommendations for Delta Air Lines, Inc
    University of Mississippi eGrove Honors College (Sally McDonnell Barksdale Honors Theses Honors College) 2016 Delta Air Lines: A Financial Analysis and Corresponding Recommendations for Delta Air Lines, Inc. Emily Bush University of Mississippi. Sally McDonnell Barksdale Honors College Follow this and additional works at: https://egrove.olemiss.edu/hon_thesis Part of the Accounting Commons Recommended Citation Bush, Emily, "Delta Air Lines: A Financial Analysis and Corresponding Recommendations for Delta Air Lines, Inc." (2016). Honors Theses. 300. https://egrove.olemiss.edu/hon_thesis/300 This Undergraduate Thesis is brought to you for free and open access by the Honors College (Sally McDonnell Barksdale Honors College) at eGrove. It has been accepted for inclusion in Honors Theses by an authorized administrator of eGrove. For more information, please contact [email protected]. Delta Air Lines: A Financial Analysis and Corresponding Recommendations for Delta Air Lines, Inc. by Emily Marie Bush A thesis submitted to the faculty of The University of Mississippi in partial fulfillment of the requirements of the Sally McDonnell Barksdale Honors College. Oxford May 2016 Approved by: ___________________________________ Advisor: Professor Victoria Dickinson © 2016 Emily Bush ALL RIGHTS RESERVED ii ABSTRACT Delta Air Lines: A Financial Analysis and Corresponding Recommendations for Delta Air Lines, Inc. This alternative thesis project is a financial analysis of Delta Air Lines, Inc. Utilizing the 10-K Financial Statements from 2009 to 2013, along with some correlating outside resources, a full business and financial analysis was completed. Starting with the business background and operations, and then working into analysis of the Financial Statements, corresponding recommendations were created for tax, audit and advisory planning strategies.
    [Show full text]
  • Titel Der Präsentation
    Lufthansa Group Conference & Roadshow Presentation March / April 2016 Disclaimer in respect of forward-looking statements Information published in this presentation concerning the future development of the Lufthansa Group and its subsidiaries consists purely of forecasts and assessments and not of definitive historical facts. These forward-looking statements are based on all discernible information, facts and expectations available at the time. They can, therefore, only claim validity up to the date of their publication. Since forward-looking statements are by their nature subject to uncertainties and imponderable risk factors – such as changes in underlying economic conditions – and rest on assumptions that may not occur, or may occur differently, it is possible that the Group’s actual results and development may differ materially from the forecasts. Lufthansa makes a point of checking and updating the information it publishes. However, the Company is under no obligation to update forward-looking statements or adapt them to subsequent events or developments. Accordingly, it neither explicitly nor implicitly accepts liability, nor gives any guarantee for the actuality, accuracy or completeness of this data and information. Page 2 The Lufthansa Group is based on three strong pillars - Synergetic portfolio of premium hub airlines, profitably growing P2P airlines and high margin aviation services - New organizational structure to create efficiencies and to help implementing seven fields of action The Lufthansa Group benefits from a sound financial setup - Strong balance sheet, investment grade rating, sustainable free cash flow generation - Clear and consistent dividend policy with industry leading pay-out ratio The Lufthansa Group has good FY15 results - Passenger airlines drive results improvement; improvements at MRO and Catering; Logistics below PY - Adj.
    [Show full text]
  • Qantas Notice of Meeting 2008 2008 Annual General Meeting
    2008 Notice of Meeting 27 October 2008 Dear Shareholder 2008 Annual General Meeting 2. Election of Directors 2.1 Alan Joyce The 2008 Annual General Meeting (AGM) of Qantas Alan Joyce was appointed by the Directors as an Executive Airways Limited (Qantas) is to be held at 11:00am on Friday, Director on 28 July 2008 pursuant to clause 6.5(a) of the 28 November 2008 in the Plaza Terrace Room of the Brisbane Qantas Constitution, which allows the Board to appoint Convention and Exhibition Centre, corner of Merivale and a Director to fill a casual vacancy or as an addition to the Glenelg Streets, South Bank, Brisbane. The formal Notice existing Directors. of Meeting is attached. Mr Joyce retires as required by clause 6.5(b) of the Qantas Shareholders who are unable to attend the AGM and have Constitution and, being eligible, offers himself for election access to the Internet will be able to access a live webcast of as an Executive Director. the AGM on the Qantas website at www.qantas.com.au/info/ about/investors/agms. Mr Joyce will succeed Geoff Dixon as Chief Executive Officer following his retirement at the conclusion of the 2008 AGM. Business Mr Joyce is a former Director of Orangestar Investment Holdings Pte Limited (holding company of Singapore-based . Consideration of Reports Jetstar Asia and Valuair) and Jetstar Pacific Airlines Aviation The Financial Report, the Directors’ Report and the Joint Stock Company (in Vietnam). Independent Audit Report for the year ended 30 June 2008 Mr Joyce was appointed Chief Executive Officer of Jetstar in (which are contained in the 2008 Annual Report) will be October 2003.
    [Show full text]
  • Jetblue Airways
    MARKETING JETBLUE AIRWAYS ter earnings call on 26 April that for Mint was especially crucial on Mint has continued to exceed all of the US west coast, where JetBlue the airline’s expectations. is not as well known as some of its “In the last 12 months, both peers. JetBlue’s average Mint cus- New York to Los Angeles and San tomer flies once every four to six Francisco produced double-digit weeks. Strong consistent sales in unit revenue growth every single Mint have helped to keep fares month,” says Hayes. low, says Perry. The airline itself had underes- “Not only did they do Mint, timated how successful Mint they branded their fares, which would be. “We created something means they took product away that had a disruptive effect,” says from customers but it still went JetBlue Perry. “You don’t want to be positively,” said a panel judge. overconfident but we underesti- Despite billing Mint as a pre- “People would go to hen JetBlue Airways mated the significant impact.” mium product, the airline says parties and be told introduced a US trans- Given the results produced by Mint is never intended to repli- Wcontinental premium Mint, it might surprise the indus- cate the premium cabins on its they’ve got to fly this product – dubbed Mint – in mid- try to hear that the airline had not rivals that are usually flown by new product” 2014, the airline industry looked devoted a lot of time to what business travellers who work for askance at the carrier. What were Perry calls “traditional” market- major corporations.
    [Show full text]