Qantas 2011 Annual Report Download - page 114
Download and view the complete annual report
Please find page 114 of the 2011 Qantas annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.-
1 -
2
-
3
-
4
-
5
-
6
-
7
-
8
-
9
-
10
-
11
-
12
-
13
-
14
-
15
-
16
-
17
-
18
-
19
-
20
-
21
-
22
-
23
-
24
-
25
-
26
-
27
-
28
-
29
-
30
-
31
-
32
-
33
-
34
-
35
-
36
-
37
-
38
-
39
-
40
-
41
-
42
-
43
-
44
-
45
-
46
-
47
-
48
-
49
-
50
-
51
-
52
-
53
-
54
-
55
-
56
-
57
-
58
-
59
-
60
-
61
-
62
-
63
-
64
-
65
-
66
-
67
-
68
-
69
-
70
-
71
-
72
-
73
-
74
-
75
-
76
-
77
-
78
-
79
-
80
-
81
-
82
-
83
-
84
-
85
-
86
-
87
-
88
-
89
-
90
-
91
-
92
-
93
-
94
-
95
-
96
-
97
-
98
-
99
-
100
-
101
-
102
-
103
-
104 -
105 -
106 -
107 -
108 -
109 -
110 -
111 -
112 -
113 -
114 -
115 -
116 -
117 -
118 -
119 -
120 -
121 -
122 -
123 -
124
 |
 |
THE QANTAS GROUP 112
Sustainability Statistics and Notes continued
On-time performance is one of the Group’s most important operational measures and has a signicant impact on efciency, cost, customer
experience and customer satisfaction. This operational measure is especially important for Qantas Airlines and QantasLink, whose services
are targeted at premium customers.
Key Performance Indicators Notes Unit
GRI
Indicator Performance
Australian domestic on-time departures % PR The domestic on-time performance and level of
cancellations for all Australian domestic airlines
were adversely impacted during / by
natural disasters such as the Queensland oods,
Cyclone Yasi and disruptions resulting from the
Chilean volcanic ash cloud.
Despite these challenging operating conditions
over the full year, Qantas Airlines continued to
out-perform Virgin Australia and Tiger Australia in
all three domestic on-time performance measures
and Jetstar outperformed Tiger Australia in all
three domestic on-time performance measures.
(Source: Australian airlines’ on-time performances
published in the Bureau of Infrastructure, Transport
and Regional Economics website: www.bitre.gov.au)
Qantas Airlines . .
QantasLink . .
Jetstar . .
Qantas Group . .
Australian domestic on-time arrivals % PR
Qantas Airlines . .
QantasLink . .
Jetstar . .
Qantas Group . .
Australian domestic cancellations % PR
Qantas Airlines . .
QantasLink . .
Jetstar . .
Qantas Group . .
3. People
The Qantas Group’s strategy is underpinned by a diverse and talented workforce.
The Group supports its employees by providing a safe and healthy working environment and provides specic initiatives and support in the
areas of diversity, equality of opportunity and fair remuneration and freedom of association.
GENDER DIVERSITY
The Group values the benets that a diverse workforce brings to the organisation. The Group is committed to equal opportunity in a workplace
by providing all employees with equal access to the opportunities that are available at work, especially in the area of gender diversity.
Percentage of women %. . LA The female representation in the Group workforce
decreased by . percentage points from /.
The female representation has remained between
per cent and per cent over the last ve years.
Women in senior positions have increased by
. percentage points due to new hires and
promotions into senior management positions.
The appointment of an additional female Director
in June increased the female Board
representation to .%.
Percentage of women in senior positions % . . LA
Percentage of women Directors
on the Qantas Board %. . LA
Number of women Directors
on the Qantas Board #LA
2. Customer