Qantas 2011 Annual Report Download - page 118

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THE QANTAS GROUP 116
Sustainability Statistics and Notes continued
The Group makes a direct contribution to national export revenue by bringing overseas visitors into Australia and to domestic and regional
tourism by carrying passengers within Australia. The Group also makes an indirect contribution to the Australian economy in the form of
ow-on effect on all sectors in the economy.
Key Performance Indicators Notes Unit  
GRI
Indicator  Performance
Tourism spending by Qantas Group passengers $M
National export revenue , , ECIn /, the Group made a direct
contribution to national export revenue
of $. billion,  per cent higher than
/. This improvement is driven by
an increase in the number of international
visitors brought to Australia by the Group.
Domestic traveller expenditure , , ECThe Group’s contribution to domestic traveller
expenditure was  per cent higher than
/. This improvement is driven by
an  per cent increase in the number of
domestic passengers carried by Qantas
Group carriers, offset by a  per cent decrease
in the average expenditure per visitor.
Indirect $M
Economic output , , ECThe Group’s indirect contribution to the
Australian economy was $ billion,
 per cent higher than /.
Notes
. On  February  the Qantas Group acquired  per cent of the Network Aviation group entities. Network Aviation data is only included
in Aviation fuel consumption, CO-e emissions from aviation (Group) and Australian domestic carbon emissions.
. Absenteeism categories have been revised from those reported in / to reect the Qantas Group operating segments. In addition,
the / absenteeism for the Qantas Group has been revised from . to . to reect the revised Jetstar reporting scope which now
includes Australian and New Zealand-based employees.
. This performance indicator also includes Jetset Travelworld Group for the period it was a controlled entity of the Qantas Group. The merger
of Jetset Travelworld Group with Stella Travel Services on  September  resulted in the Qantas Group’s shareholding in Jetset
Travelworld Group reducing from  per cent to  per cent. As a result, from  October  Jetset Travelworld Group is no longer a
controlled entity of the Qantas Group and is accounted for as an associate.
. Senior positions was redened to include Executive Job Grade  and above (as detailed in the Denitions and Scopes section).
The / data for the percentage of women in senior positions has been restated to reect this new denition.
. The Group’s Reconciliation Action Plan (RAP) employment target was reset during /. The new target,  by  June 
and  by  December , has been communicated to and accepted by Reconciliation Australia.
. Full-time equivalent (FTE) employee categories have been revised from those reported in / to reect the Qantas Group
operating segments.
. Electricity, water and waste to landll for / have been updated to reect nal invoices received from suppliers, where previously
based on accruals. The restatement resulted in a decrease in electricity consumption of . per cent, water consumption of . per cent
and waste to landll of . per cent.
. Domestic traveller expenditure for / has been restated to reect the domestic passenger number for the  months
to  June . Previously due to availability of information, the passenger number for the  months to  May  was used.
6. Community