Building procurement capability through transformation. Jane Harley, Chief Procurement Officer Qantas Group

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1 Building procurement capability through transformation Jane Harley, Chief Procurement Officer Qantas Group

2

3 SECTION TITLE HERE Heading here

4 Group multi-brand structure Australia & New Zealand Singapore Vietnam Japan Hong Kong 1 Targeted to diverse customer segments and marketplace Price sensitive segment Premium business and leisure travel segment 10.7 million Members 1. Jetstar Hong Kong operations subject to regulatory approval

5 PROCUREMENT FY15 FACTS 500,000 Nights Equivalent annual accommodation requirements for Qantas flight & cabin crew world wide. 170,000 or 34% of which were in 2 ports, Los Angeles and Dubai. TOP 500 Our top 500 suppliers accounted for 95% per cent of total spend ICT Services and Supplier Management Team help manage a portfolio of $280M (including Amadeus) Top 5 suppliers represent 66% of spend Help manage > 500 current agreements across ICT 3,756 Purchase Orders placed Supporting 55% of all ICT projects $10.35 Billion 12,031 Suppliers Qantas spends $10.35 billion per annum procuring goods and services from a pool of 12,031 suppliers. 103 destinations 23 Countries The number of locations Qantas flew to (excluding codeshare) Engineering Supply Chain 8.9m items in stock across 125k active part numbers 50k Purchase Orders placed >5 million movements of parts per year (this is based on both usages and UCRs) 20k Repair Orders placed >450k Part requests (Demands) from engineers/internal customers fulfilled 11.5m lounge visitors Almost 12 million visitors entered our lounges during FY m through our Domestic Lounges & 2.0m through our International Lounges. TOP 100 Our top 100 suppliers accounted for 79% per cent of total spend $3.90 Billion in Fuel Of our total spend, $3.94 billion was spent on fuel. An A380 uses 360,000 litres of fuel on a SYD-LHR flight sector 7.7 Years The average aircraft fleet age is 7.7 years. Fleet types reduced from 11 to 9 with the exit of B734 and B out of 6 non-reconfigured B747 aircraft were retired Fleet size Qantas & Jetstar ,451 Invoices Qantas paid 854,451 invoices in FY15. 5 Million Items Over 5 million items are loaded onto our aircraft every day. Qantas prepared 34m meals for 24m passengers. Over 74,000 litres of champagne was served on Qantas flights last year.

6 Feels like home

7 Qantas Group in global context North America 2015 profit $13.2b Passenger Growth +3.3% Total Passengers in 2034: 1.4b Latin America 2015 Profit $1.0b Passenger Growth +4.7% Total Passengers in 2034: 605m Global Airline Profit 1 in 2015 & 20-Year Passenger 2 Forecasts Europe 2015 Profit $4.0b Passenger Growth +2.7% Total Passengers in 2034: 1.4b Africa 2015 Profit $0.2b Passenger Growth +4.7% Total Passengers in 2034: 294m Middle East 2015 Profit $1.6b Passenger Growth +4.9% Total Passengers in 2034: 383m Asia Pacific 2015 Profit $5b Passenger Growth +4.9% Total Passengers in 2034: 2.9b 1. Source IATA, Airline Profitability Improves with Falling Oil Prices, 10 December Net post tax profits in USD. 2. Source IATA New IATA Passenger Forecast Reveals Fast-Growing Markets of the Future, 16 October Annual forecast growth refers to average annual growth.

8

9 Continued delivery of business transformation All targets to date met or exceeded with $875 million benefits to be realised by FY15 Most challenging initiatives front-loaded Around $600 million of remaining $1.1 billion benefits are already in implementation phase Decisive factor in our performance is transformation

10 Our focus through transformation Sustainable change Focus on superior service, investing in customer product and innovation in the air and on the ground Restructured network around global gateways Leveraging and activating deep customer insights Driving cross-brand loyalty Increasing productivity

11 Procurement s contribution to transformation Laid the foundation for change in 2012 Helping the business get the most value out of what we buy and how we buy it Embedded into business strategies Agile, adaptive

12 How we deliver value 1. Partnering with the business 2. Streamlining our processes 3. Investing in our people

13 Aligning with our business goals Partnering with our business Streamlining our processes Investing in our people Feedback Familiarisations Physical integration Language Tracked benefits Collaboration Value delivery Consistency Invested in the basics Complemented technical skills Procurement Capability Framework

14 Case study: aircraft utilisation

15 Case study: partnering with Emirates

16 Case study: QF100

17 Case study: international economy dining

18 Case study: Perth lounge

19 Case study: Spend Aware Spend Aware program will drive sustainable procurement cost reductions across the Group, with ~$2bn spend in-scope Spend Aware Program: Sustainable Cost Reductions Key objective is to transform our supplier approach - Improve forecasting to control spend - Strengthen enforcement of supplier charges - Enforce spend decision upfront, not after the fact - Manage suppliers across Group, to leverage scale Key enablers - Improve business process and technology - Implement behavioural and cultural change ~$30m Benefits realised by FY17 Reduction in number of suppliers

20 What have we learnt? Leadership Solid base of procurement skills Business Sourcing Contracting Procure to Pay Capability development partnering Business acumen Planning and project management Stakeholder engagement Strong talent pool Development opportunities Integration and innovation

21 Three key take-aways Practical ways to make it stick : 1. Collaboration is key 2. Transform for match readiness 3. Invest in building capabilities beyond procurement because procurement is a business skill.

22 Thank you

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