For personal use only

Qantas Airways Limited Fleet, Efficiency & Engineering Gareth Evans, Chief Financial Officer Seattle, 6 October 2013

Group Fleet Strategy Flexibility, Simplification, Efficiency 5 key principles Right aircraft, right route Fleet simplification Flexibility delivery, retirement, renewal Sustainable fleet investment profile Continual reduction in fuel and unit cost Maximum fleet plan flexibility Firm orders, options, purchase rights Orders span family of aircraft types Strong relationships with manufacturers and suppliers Up to 96 narrow body, 13 wide body aircraft planned for delivery in next 5 years 37 options and 268 purchase rights through to Dec 2025 27 narrow body, 10 wide body and 4 turboprop aircraft potential lease renewals in next 3 years Up to 37 aircraft retirements in next 5 years 2

Group Fleet Strategy Deliveries and Retirements AIRCRAFT DELIVERIES (INDICATIVE TIMING) Aircraft Type FY14 FY15 FY16 FY17 FY25 A380 800 8 B787 8 6 5 3 A320 Family 1 8 15 80 B737 800NG 4 5 B717 200 5 Q400 3 Total Deliveries 26 25 91 AIRCRAFT RETIREMENTS & LEASE RETURNS (INDICATIVE TIMING) Aircraft Type FY14 FY15 FY16 B747 400 2 2 B767 300 7 13 B737 400 6 B737 800 0 6 A320 200 5 7 6 23 REDUCTION IN FUEL CONSUMPTION PER ASK 2 ~ 35% ~ 15% ~ 20% ~ 10% A380 v B747 A320neo v A320 (no sharklets) B787 v B767 Q400 v similar sized jet 1. Includes Jetstar Asia, excludes Jetstar Pacific, Jetstar Japan and Jetstar Hong Kong. 2. On a per available seat kilometre basis. Source: Qantas internal assessment and manufacturer guidance. 3

Group Fleet Strategy Maintaining a young, fuel efficient fleet Young average fleet age of 7.9 years 1 COMPETITOR FLEET AGE FY13 (YEARS) 2,3 Lowest fleet age since privatisation Forecast fleet age to decline further 15 retirements of older fleet type in FY14 6xB737 400, 7xB767 300, 2xB747 400 26 new aircraft deliveries in FY14 A320 order supports cost effective future fleet growth at Jetstar associates 15 10 5 0 4.9 Jetstar 6.4 For personal use only Emirates 7.5 7.9 Singapore Airlines Qantas Group 9.1 Cathay Pacific 9.7 10.1 Japan Airlines Air New Zealand 13.4 British Airways 14.7 American Airlines 16.8 Delta Airlines QANTAS GROUP AVERAGE FLEET AGE 3 10 8 6 4 2 0 Jetstar Qantas Group FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 1. Average fleet age of the Group s scheduled passenger fleet based on manufacturing date. 2. Source: Airfleet.net. 3. Qantas Group fleet age includes Qantas and Jetstar scheduled passenger fleet. Jetstar fleet age includes Jetstar Australia Domestic and International, Jetstar New Zealand and Jetstar Asia scheduled passenger fleet. 4

Group Fleet Strategy The next big decisions Flexibility key to long term fleet strategy Arrangements with manufacturers provide maximum optionality for Qantas to manage orders to demand 41 lease expiries 1 over next 3 years; ability to replace or extend with existing orders Future fleet replacement decisions, ongoing assessment of products B787 4 OPTION AND PURCHASE RIGHT TIMING TIMING OPTIONS PURCHASE RIGHTS 5 FY17 5 FY18 6 FY19 7 FY20 2 FY25 Total 20 30 B738 2 B737Max, A320/A321neo 3 B747 A380, A330, A350XWB, B787, B777X B717 A319neo, B737 7Max, Bombardier C series, Embraer E jet family 1. Includes Network Aviation aircraft. 2. Eight options still remaining. 3. Currently have 190 options and purchase rights for A320neo or A321neo. 4. Qantas has conversion rights for all B787 family aircraft. 5. Subject to availability. 5

Fleet Simplification Driving unit cost improvements Benefits of fleet simplification: 2013 1 9 Fleet Types 2016 7 Fleet Types Operational synergies A380 A380 Commonality cost savings B747 B747 Lower spares cost Network and scheduling benefits Customer satisfaction from consistent product offering A333 A332 B767 B737 400 B737 800 A333 A332 B737 800 QANTAS A330 A320 B787 A320 JETSTAR 1. As at 30 June 2013. 6

Fleet Simplification Qantas Domestic wide body fleet evolution A332 B767 (4 configurations) Operational Synergies and Commonality cost savings: Reduced tech crew, cabin crew, engineering and reserve crew requirements. Catering equipment and other equipment designed for use with B767s no longer required. Right aircraft, right route: With retirement of B767s, consistent fleet type used on domestic routes. Currently B767s fly East West and East Coast. Simplification results in dedicated wide body fleet flying East West (A332s) and narrowbody fleet (B738s) flying East Coast. A332 (4 configurations) (1 configuration) 2013 1 Lower spares cost: B767s have 2 engine types specific to fleet, enabling a lower spares inventory requirement. 2016 Customer satisfaction with consistent product: Retirement of the B767 fleet, and introduction of new domestic product, will result in all Qantas A330s having consistent product and in seat IFE 2 offering. 1. As at 30 June 2013. 2. In Flight Entertainment. 7

Fleet Simplification Assisting Qantas Domestic unit cost improvement Reduce Qantas Domestic unit cost gap to competitor Fleet Renewal Qantas Transformation Programs Right Aircraft, Right Route Fleet Simplification & Reconfigurations Increased Utilisation B763, B734 fleet retirement Qantas Transformation initiatives Engineering Operations Commercial Overhead FUEL COST IMPROVEMENT PER ASK 1 >10% >15% B717 fleet on right route (Canberra, Hobart) Increase narrow body utilisation Scope for additional off peak and leisure services A332 v B763 B738 v B734 1. On a per available seat kilometre basis. Source: Qantas internal assessment and manufacturer guidance. 8

Fleet Simplification Evolution of fleet configurations B747 2008 7 Configurations 2013 Future State 3 Configurations 1 Configuration Superior A380 product on 9xB747s: Latest IFE Refreshed seats in all cabins Fully lie flat Business class skybeds Retirement of aircraft with legacy product older than 20 years Continued operation of refreshed 9xB747s A330 2013 2016 6 Configurations 2 Configurations All Jetstar A330s transferred to Qantas Domestic by mid 2015 Reconfiguration of Qantas Domestic and Qantas International aircraft: Fully flat business class seat A330 300/200 New economy seats for international A330 300 Refreshed economy seats for domestic A330 200 New IFE with Q Streaming technology 9

Fleet Economics Improved utilisation Improving asset utilisation to drive unit cost benefits Reconfiguration programs: driving fuel savings on a per seat basis and capacity increases without heavy capital investment B738 engine refresh program: 19 aircraft to be refreshed by Aug 2014, driving approximately 1.5% fuel burn saving 1 Jetstar sharklet program: 7xA320s with sharklets delivering 3 4% fuel burn saving 2 FY14 Group utilisation forecast at ~9.9 hours (FY13 ~9.4 hours) 3 Natural ground time initiatives Increasing utilisation both internationally and domestically Aircraft type Configuration changes FY11 Current (seats) Seat change B744 4 307 / 353 364 19% A380 450 484 8% B717 (single class) 115 / 117 125 9% A320 177 180 2% 1. Engine replacement program. Fuel burn efficiency based on Qantas internal assessment. 2. Source: Airbus guidelines. 3. Utilisation refers to Qantas jet operations. 4. Nine aircraft reconfigured as at 30 June 2013. 10

Fleet Economics Reconfiguration programs World class product offering on main fleet types: B747 reconfiguration completed Oct 2012 (9 aircraft) B738 to fully replace B734 by Feb 2014 In seat IFE on all B738s delivered from Aug 2009 A330 reconfiguration commencing end 2014, completed by end 2016 (30 aircraft) Latest IFE, new business suites with fully lie flat beds, refreshed/new economy seats B767 cabin refresh completed May 2013 (15 aircraft) Q streaming ipad technology (fully transferable to other aircraft), refreshed seats and interiors B717 two class introduction in FY14 First two class offering on regional network, latest IFE 11

Fleet Economics Qantas International Finding more flying time from existing long haul fleet Natural ground time Line maintenance conducted in Los Angeles when A380 otherwise idle 1 extra day of flying available; 15% utilisation increase Exploring further opportunities within network Improved utilisation Perth Auckland A330 seasonal flying, aircraft otherwise idle in Perth on weekends Rescheduling of JetConnect Tasman flying to release equivalent of ~1 aircraft for domestic flying Additional capacity options Utilise improved A380 heavy maintenance schedule to up gauge B747 flying with A380 or add frequencies on core routes (e.g. Brisbane Los Angeles) Seasonal supplementary flying (e.g. from 3 to 4 weekly Sydney Santiago) 12

Fleet Simplification & Engineering Driving efficiency gains Younger fleet requires less maintenance spend per ASK: Improved technology results in reduced maintenance requirements (maintenance on demand) New aircraft require less frequent heavy maintenance checks than older aircraft Engineering cost savings Lower inventory levels per aircraft Less spare engines per aircraft Less total support staff per aircraft Benefits from exiting older fleet types (B767s, B734s) Expected wide body engineering cost base reduction ~$100 million FY16 vs FY12 1 Further cost savings through engineering, spares, flight operations, crew B747 fleet now in maintenance honeymoon FY13 FY16 Period of heavy maintenance investment FY08 FY12 25 30% reduction in forecast B747 engineering costs compared to FY12 1. Annual benefit from removal of B767 engineering program only. 13

Qantas Engineering 1 Removing maintenance complexity QF Fleet Seating Configurations 2008 2011 2013 Future State A380 1 1 1 B747 7 5 3 1 A330 4 4 4 2 B767 4 4 4 Exit B737 2 2 2 1 Fleet 17 Configs 16 Configs 14 Configs 5 Configs QF Fleet Engine Types 2008 2011 2013 Future State A380 T900 T900 T900 B747 RB211 GT CF6 80C2(B5F) RB211 GT CF6 80C2(B5F) RB211 GT CF6 80C2(B5F) RB211 GT CF6 80C2(B5F) A330 CF6 80E1 CF6 80E1 CF6 80E1 CF6 80E1 B767 B737 RB211 HT CF6 80C2(B6) CFM 56 7 CFM 56 3 RB211 HT CF6 80C2(B6) CFM 56 7 CFM 56 3 RB211 HT CF6 80C2(B6) CFM 56 7 CFM 56 3 Exit CFM 56 7 Fleet 7 Engine Types 8 Engine Types 8 Engine Types 5 Engine Types 1. Excludes Jetstar. 14

Qantas Engineering Transforming legacy cost base Heavy maintenance consolidation Maintenance on demand Reduction in engineering facility expenses Older fleet retirement and network changes (e.g. exit of loss making routes) Consolidation of engineering support services from Melbourne into Sydney New Maintenix IT system improving maintenance efficiency QANTAS ENGINEERING C/ASK PEER COMPARISON: MAINTENANCE SPEND C/ASK 1 18.9% 29% FY10 FY11 FY12 FY13 FY11A FY12A FY13A JAL Lufthansa American Malaysia A. Iberia US Airways United Cathay P. Air NZ Continental Delta For personal use only Average AF KLM Singapore A. LCC Avg 1. Calculated in AUD. Source: US DOT Form 41; Company Annual Reports. 15

Disclaimer & ASIC Guidance This Presentation has been prepared by Qantas Airways Limited (ABN 16 009 661 901) (Qantas). Summary information This Presentation contains summary information about Qantas and its subsidiaries (Qantas Group) and their activities current as at 6 October 2013. The information in this Presentation does not purport to be complete. It should be read in conjunction with Qantas Group s other periodic and continuous disclosure announcements lodged with the Australian Securities Exchange, which are available at www.asx.com.au. Not financial product advice This Presentation is for information purposes only and is not financial product or investment advice or a recommendation to acquire Qantas shares and has been prepared without taking into account the objectives, financial situation or needs of individuals. Before making an investment decision prospective investors should consider the appropriateness of the information having regard to their own objectives, financial situation and needs and seek legal and taxation advice appropriate to their jurisdiction. Qantas is not licensed to provide financial product advice in respect of Qantas shares. Cooling off rights do not apply to the acquisition of Qantas shares. Financial data All dollar values are in Australian dollars (A$) and financial data is presented within the financial year ended 30 June 2013 unless otherwise stated. Future performance Forward looking statements, opinions and estimates provided in this Presentation are based on assumptions and contingencies which are subject to change without notice, as are statements about market and industry trends, which are based on interpretations of current market conditions. Forward looking statements including projections, guidance on future earnings and estimates are provided as a general guide only and should not be relied upon as an indication or guarantee of future performance. An investment in Qantas shares is subject to investment and other known and unknown risks, some of which are beyond the control of Qantas Group, including possible delays in repayment and loss of income and principal invested. Qantas does not guarantee any particular rate of return or the performance of Qantas Group nor does it guarantee the repayment of capital from Qantas or any particular tax treatment. Persons should have regard to the risks outlined in this Presentation. No representation or warranty, express or implied, is made as to the fairness, accuracy, completeness or correctness of the information, opinions and conclusions contained in this Presentation. To the maximum extent permitted by law, none of Qantas, its directors, employees or agents, nor any other person accepts any liability, including, without limitation, any liability arising out of fault or negligence, for any loss arising from the use of the information contained in this Presentation. In particular, no representation or warranty, express or implied is given as to the accuracy, completeness or correctness, likelihood of achievement or reasonableness of any forecasts, prospects or returns contained in this Presentation nor is any obligation assumed to update such information. Such forecasts, prospects or returns are by their nature subject to significant uncertainties and contingencies. Before making an investment decision, you should consider, with or without the assistance of a financial adviser, whether an investment is appropriate in light of your particular investment needs, objectives and financial circumstances. Past performance Past performance information given in this Presentation is given for illustrative purposes only and should not be relied upon as (and is not) an indication of future performance. Not an offer This Presentation is not, and should not be considered, an offer or an invitation to acquire Qantas shares or any other financial products. ASIC GUIDANCE In December 2011 ASIC issued Regulatory Guide 230. To comply with this Guide, Qantas is required to make a clear statement about whether information disclosed in documents other than the financial report has been audited or reviewed in accordance with Australian Auditing Standards. In line with previous presentation, this presentation is unaudited. Notwithstanding this, the presentation contains disclosures which are extracted or derived from the Consolidated Financial Report for the year ended 30 June 2013 which is audited by the Group s Independent Auditor. 16

Jetstar Group Jetstar in Asia Jayne Hrdlicka, Jetstar CEO Seattle, 6 October 2013 1

Jetstar Group Model Virtuous circle drives growth and innovation for strong, independent airlines OPPORTUNITIES FOR GROWTH Maximised profitability INVESTMENT IN INNOVATION Strong, engaged team LOW FARES SEGMENT LEADER Cost discipline plus scale Market leading ancillary revenue Customer advocacy 2

What is good for the customer is good for Jetstar Group airlines Low fares are just part of the story CUSTOMER PROMISE Low fares Best products and services Consistent experience More places to fly, more often JETSTAR ECONOMICS Price leadership Increased revenue and margin Standardised, replicable model Scale across attractive markets CUSTOMER ADVOCACY INCREASED PROFITABILITY 3

Growth 4

The Asian Century Jetstar Group Airlines 1 positioned for success across the region More people live inside the orange region than outside 2 2008 2012 ASK 3 Growth: 7% in Asia vs 3% in Rest of World 28% for Asia low cost carriers vs 9% for Rest of World LCCs 4 Population Growth Rising Incomes New Travellers Once in a century LCC Opportunity 1. Jetstar Group Airlines are Jetstar (Australia & New Zealand), Jetstar International (Australia), Jetstar Asia (Singapore), Jetstar Japan, Jetstar Pacific (Vietnam), and Jetstar Hong Kong. Jetstar Hong operations subject to regulatory approval. 2. Source: World Population Prospects, the 2012 Revision. United Nations Department of Economic and Social Affairs, Population Division, Population Estimates and Projections Section. 3.Available Seat Kilometres. 4. Low Cost Carriers. Source: Centre for Aviation (CAPA)data. Asia includes seat capacity to/from and within Central Asia, North East Asia, South East Asia and South Asia 5

Jetstar Group in Asia Stimulating underlying market growth to achieve 32% passenger growth Jetstar Group Airlines have grown the pie by stimulating local demand for LCC travel Japanese LCCs added 2.6 million domestic passengers to the market (>50% of market growth for 12 months to March 13) 1 Jetstar Group Airlines 32% passenger 2, 19% 3 revenue growth in Asia Since FY09, 10 million customers have flown Jetstar from Australia to Asia Since FY09, 23 million customers have flown Jetstar Group Airlines within Asia More than 90% of Jetstar Group Airlines customers within Asia are point to point JETSTAR GROUP AIRLINES PAX GROWTH IN ASIA 2 +32% FY09 FY10 FY11 FY12 FY13 FY14F BUSINESS OWNERSHIP LAUNCH BASED AIRCRAFT 4 Jetstar Australia 100% 2004 50xA320s/A321s Jetstar International 100% 2006 10xA330s Jetstar NZ 5 100% 2009 9xA320s Jetstar Asia (Singapore) 49% 2004 17xA320s Jetstar Japan 33% 2012 13xA320s Jetstar Hong Kong 6 33% Jetstar Pacific (Vietnam) 7 30% 2008 5xA320s 1. Source: CAPA analysis dated 8 August 2013. 2. Includes Jetstar International services into Asia, Jetstar Asia, Jetstar Pacific, Jetstar Japan and Jetstar Hong Kong (subject to regulatory approval. 3. Jetstar Group Asian revenue CAGR FY09 FY13 includes Jetstar International services into Asia, Jetstar Asia, Jetstar Pacific and Jetstar Japan. 4. As at 30 June 2013. 5. Jetstar Trans Tasman services commenced in 2005, Jetstar NZ (Domestic) services commenced in 2009. 6. Subject to regulatory approval. Previously 50% ownership. 7. Jetstar Pacific rebranded in 2008. 6

Jetstar Group s Asian Footprint: 125 aircraft 1 Established and start up airlines in key growth markets JETSTAR GROUP AIRLINES JETSTAR GROUP GROWING NETWORK OF ROUTES JETSTAR JAPAN Asia Routes Non Asia Routes 157 JETSTAR PACIFIC (VIETNAM) JETSTAR ASIA (SINGAPORE) JETSTAR HONG KONG 2 JETSTAR INTERNATIONAL 59 67 82 +18% 96 98 109 115 129 JETSTAR AUSTRALIA JETSTAR NZ 31 39 Route Map as at 30 June 2013 FY04 FY05 9.4 million members FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14F 2 1. Fleet based on FY14 forecast. 2. Subject to network optimisation and route planning changes. JetstarHong Kong subject to regulatory approval. 7

Successful model in Asia The best of strong, independent, local airlines plus Jetstar Group scale & experience Local, independent airlines Control by local management team, flying majority local passengers (2,000+ local employees serving 9.5 million 1 passengers) The right strategic, local shareholders for each market Commercial and operational decisions driven by local CEO and board Model geared to local culture norms, consumer needs, and regulators Group scale Robust, replicable model to deliver both customer service and low cost Combination of Jetstar model and local partners /shareholders scale Multi lingual, multi airline sales and distribution platforms Pan Asia Pacific network connectivity across >130 routes Wisdom of experience Nearly ten years of experience delivering safe operations built on 90+ years of Qantas safety practices Dual brand know how embedded in the Jetstar LCC model Regular experience sharing between Group airlines Award winning customer experience 1. Jetstar Group FY13 passengers carried in Asia includes Jetstar International services into Asia, Jetstar Asia, Jetstar Pacific and Jetstar Japan. 8

Innovation 9

Jetstar Group innovation in the LCC market First profitable LCC to come from a full service carrier UNIQUE marketing assets, including 5 million MyJetstar subscribers, Friday Fare Frenzy and a pan Asia Pacific brand PIONEERING booking interface with low fare finder /Price Beat Guarantee SMART Revenue Management and data analytics PIONEERING LCC Airport models (e.g. Gold Coast) FIRST LCC in Asia Pacific to introduce customer selfservice for changes/ disruptions FIRST airline to put ipads with the latest content onboard FIRST airline in Singapore to fly Sharklet equipped A320 LEADING social media presence (over 700,000 Facebook likes) INSPIRATION BOOKING DEPARTURE IN FLIGHT POST TRIP FIRST LCC to open up new markets on more than 80 routes Opened new markets as the FIRST LCC to fly longhaul in 2006 INNOVATIVE pay options (bank direct, ATMs, 7 11s) FIRST LCC to offer interline and codeshare flights FIRST LCC in Asia Pacific to unbundle check in bags FIRST LCC in Asia Pacific to have SMS boarding pass FIRST LCC in Asia Pacific to fly B787 (Nov 13) FIRST LCC group to have a Pan Asia catering product FIRST LCC to win wine awards for business class cabin FIRST LCC in Asia Pac to launch targeted, pro active webchat FIRST LCC to launch avatar chat, Ask Jess (Nov 13) 10

Unlocking potential through innovation INNOVATION DELIVERS... CUSTOMER ADVOCACY more flexibility, more choice, more responsive REVENUE Over 9% year on year ancillary revenue growth 1 COST B787 cost efficiencies 1. FY05 FY13 ancillary revenue growth. 11

Product innovation delivering higher customer advocacy Finding better ways to provide a seamless customer experience More flexibility Web check in More choice Bundles More responsive Customer Help Avatar 1 Higher customer advocacy with more ancillary revenue and lower costs 1. To be launched November 2013. 12

Product Innovation delivering higher revenues Market tailored product innovation drives ancillary revenue growth JETSTAR GROUP ANCILLARY REVENUE (AUD/PAX) +9.4% $15.5 $15.8 $17.8 $19.0 $20.8 $22.3 $24.1 $30.6 $31.6 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 YEAR ON YEAR INNOVATION ACROSS ALL MARKETS Baggage Prepaid extra baggage Insurance & car rentals Hotels Upgrades Jetstar MasterCard (Australia) Bundles Travel SIM card JCB Card Facility (Vietnam) Domestic freight Short haul freight Long haul freight Comfort packs Upfront seats Hotels and car rentals (Singapore) ipads Jetstar travel card Club Jetstar (AUS / NZ) Catering In flight entertainment (IFE) Distribution recovery Extra legroom Activities Seating improvements Priority boarding Route pricing Lawson partnership (Japan) 13

Product Innovation driving lower unit cost B787 delivering value to customers and airline B787 to widen Jetstar International profit margin vs LCC competitors Lower unit costs for the airline Keep fares low Enhanced product for the customer Seat back IFE to deliver ancillary revenue from every passenger seat Delayed B787 delivery has allowed for Learning through others experience Tailored product to our customer base, including Asian IFE content/catering B787 UNIT COST IMPROVEMENT 1 Jetstar A332 >10% Jetstar B788 B787 IFE PROPOSITION Key drivers of improvement Fuel efficiency Reduced engineering costs 1. Source: Internal unit cost estimates. 14

Results 15

Success story in Asia Case Study: Building brand presence in Japan ahead of launch of independent airline JETSTAR GROUP ROUTE MAP Brand Positioning Jetstar International first LCC to fly to Japan in 2007 By the time of Jetstar Japan launch in July 2012: Jetstar Group flew into Japan from Manila, Taipei, Gold Coast and Cairns >2m passengers already carried to/from Australia Jetstar recognised as a top 100 brand in Japan 1 Scale Benefits Accessing same ports, infrastructure and suppliers Understanding of Local Market Existing knowledge of operating in Japan (local staff, local distribution, Japanese customers) Feed Traffic Connectivity between long haul and short haul networks gives customers more destinations to fly 1. Source: CM Databank, Top 100 Breakthrough Brands. 16

Jetstar Japan Growth potential in Japan is significant ジェットスター ジャパン Significant potential for LCC growth in Japan DOMESTIC LCC MARKET PENETRATION, YTD 2013 1 Domestic LCC penetration only 5% of total market 2 with potential to be >30% Japan s population 6 x size of Australia s Jetstar Japan well placed to lead the market 5% 23% 31% 36% 57% 87% Early mover advantages Existing brand strength First LCC in Narita Largest domestic network Growth plan in place to maintain leading LCC position in domestic and international markets into FY16 Japan Australia Jetstar Japan celebrates 2 million passengers on 13 August 2013 South Korea Within Europe Malaysia Philippines Jetstar Japan and Lawsons partner in accessing 10,000 convenience store locations throughout Japan 1. Source: CAPA, Jan Sep 2013 market penetration by seats. 2. CAPA Report Domestic LCC market share (% seats) Jan May 2013, dated 14 June 2013. 17

Jetstar Japan Already the largest LCC in Japan JETSTAR JAPAN FLEET GROWTH From launch in July 2012 15 aircraft in 15 months 15 3 Jul 12 Aug 12 Sep 12 Oct 12 Nov 12 Dec 12 Jan 13 Feb 13 Mar 13 Apr 13 May 13 Jun 13 Jul 13 Aug 13 Sep 13 For personal use only ジェットスター ジャパン Jetstar Japan is the largest LCC 1 in Japan with 9 destinations, 13 routes 2 Japan is the third largest domestic aviation market in world 3 JUL SEP FY14 TOTAL SEATS 5 +55% Seats (m) 1.4 0.9 0.5 Jetstar Group 4 combined is the 8 th largest carrier in Japan Jetstar Group 4 Peach AirAsia Japan 6 1. Based on fleet at 30 June 2013 and Domestic plus International seats compared to Peach Aviation and AirAsia Japan. 2. As at September 2013. 3. By seats, CAPA analysis dated 8 August 2013. 4. Source: Based on Jul Sep 2013 seat capacity per Diio Mi extract at September 2013. Japan market includes domestic and international seats, Jetstar Group in Japan includes Jetstar Japan, Jetstar Asia and Jetstar International. 5. Source: Jul Sep 2013 seat capacity per Diio Mi extract at September 2013. 6. AirAsia Japan market exit by end of October 2013 to be replaced by Vanilla in December 2013. 18

Jetstar Japan ジェットスター ジャパン Stimulating market demand to unlock and capture value Japan domestic passenger growth 8.7%, first increase in 6 years 1 Innovation in LCC distribution channels First airline in Japan to sell fares at multi media kiosks Lawson partnership (10,000 stores) Multiple travel agency partnerships Japan Airways (JAL) codeshare and access to JAL and Qantas Frequent Flyer Programs Increased passenger numbers and amenities at ports served by Jetstar Japan Passenger growth Narita 33% 2, Osaka 18% 3, Sapporo 24% 4 New Narita amenities include low cost shuttle services, accommodation deals 1. Based on domestic passenger growth in 12 months to 31 March 2013. Source: CAPA analysis dated 8 August 2013. 2. 12 months to August 2013, Source: Kotsu Mainichi Shimbun, 21 September 2013. 3. 12 months to August 2013, Source: Asahi Shimbun, 21 September 2013. 4. 12 months to August 2013, Source: Hokkaido Shimbun, 21 September 2013. 5. Source: Chin Chitose airport data. 6. Source: Narita international airport data. Jan 12 Newly generated demand Apr 12 Feb 12 Mar 12 May 12 Apr 12 Jun 12 AirAsia Japan May 12 STIMULATING DEMAND 5 TOKYO SAPPORO PASSENGERS Jun 12 Jul 12 Aug 12 Jetstar Japan Sep 12 ANA Oct 12 STIMULATING DEMAND 6 Jul 12 Aug 12 Sep 12 Oct 12 Nov 12 Dec 12 Jan 13 For personal use only Feb 13 Nov 12 Skymark Mar 13 Apr 13 May 13 Dec 12 NARITA AIRPORT DOMESTIC PASSENGERS Jetstar Japan Domestic Pax Other Domestic Pax JAL Jun 13 Jul 13 Jan 13 Aug 13 19

Jetstar Japan ジェットスター ジャパン Strong operational performance despite Year One challenges Jetstar Japan shows all the hallmarks of a highly successful LCC: On time performance >90% 1, cancellations rates <1% 1, strong customer advocacy and ancillary revenue growth Year One performance impacted by: Rapid fleet and network expansion to capture #1 LCC market position Significant investment to develop core Japanese market ahead of other LCCs Narita based LCC competition (AirAsia Japan to exit Narita in October 2013) Domestic only operations and Narita curfews impacting aircraft utilisation Embedding LCC operating model into local environment 0 JETSTAR JAPAN REVENUE GROWTH 216% 1Q2013 1Q2014 JETSTAR JAPAN CUSTOMER ADVOCACY NET PROMOTER SCORE Jul 12 Aug 12 Sep 12 Oct 12 Nov 12 Dec 12 Jan 13 Feb 13 Mar 13 Apr 13 May 13 Jun 13 Jul 13 1. June August 2013. 20

Jetstar Asia 捷星亞洲航空公司 Gateway to South East Asia: Core platform to access growing demand Singapore core to Jetstar Group s potential in Asia Strategically important gateway market Forefront of LCC innovation in Asia Eight years of growth Capacity growth of 22% (FY05 FY13) in intensely competitive regional market SINGAPORE LCC MARKET GROWTH 1 Singapore LCC market has grown from 7% in FY05 to 35% of the total market in FY13 LCC FSC Focus on improving returns from current base, leveraging partnerships, growth opportunities FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 JETSTAR ASIA SEAT GROWTH 2 FY13 Regional partnerships key to future success 19 intra South East Asia interline agreements including Qantas, Emirates, Air France, British Airways, China Southern, Lufthansa, Turkish Airlines +22.3% FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 1. Source: Diio Mi Singapore capacity by seats July 2004 to June 2013. 2. Includes Jetstar Asia and Valuair. 21

Jetstar Pacific Significant growth opportunity in Vietnam Average GDP growth rate 6% (2008 2012) 1 Lowest LCC penetration among major South East Asian countries at only 25% domestic and 14% international 2 Jetstar Pacific positioned to take advantage Local management team with market insights Transitioned to all A320 fleet delivering significant unit cost improvements vs older B737 aircraft 3 5 aircraft with planned growth Currently servicing 7 domestic destinations ~2 million passengers flown in FY13 Strong yield improvement continuing Challenges remain as local LCC market develops JETSTAR PACIFIC ROUTE MAP ANCILLARY ĐỒNG/PAX 4 +30% FY12 FY13 1. Source: International Monetary Fund. 2. CAPA Report dated 22 February 2013. 3. Fleet renewal complete on 18 January 2013. 4. Financial years ended 30 June 2012 and 30 June 2013 (excludes freight). 22

Jetstar Hong Kong 1 捷星 Untapped potential in Hong Kong market Current LCC penetration is 5% with the potential to triple to 15% in 2015 2 Nearly 70% of Hong Kong people surveyed said they intended to fly LCC in the next 12 months 3 Local CEO, Chairman, and management team STRONG DEMAND FOR LCCs IN HONG KONG 3 Don t know: 1% Don t know: 1% Don t know: 1% Disagree: 7% Neither agree/ disagree: 13% Disagree: 4% Disagree: 4% Neither agree/ Neither agree/ disagree: 14% disagree: 10% Shun Tak joined China Eastern Airlines and Qantas as equal shareholder in June 2013 Jetstar Hong Kong management working with Hong Kong government on regulatory approvals Agree 79% Agree 81% Agree 84% Application to Air Transport Licencing Authority gazetted, now in public consultation process Jetstar Hong Kong management leveraging Group learnings from Jetstar Japan to ensure early success Would fly more if fares were lower Would spend the saved money on other travel expenditure if airfares were cheaper HK should have more home based LCCs 1. Subject to regulatory approval. 2. Penetration rate of available seat capacity, CAPA report dated 23 March 2013. 3. Research by HK People s Opinion Platform (July 2013) n=1,035. 23

Valuing the Potential 24

Valuation of Asia Pacific and Global LCCs Jetstar Group has the right platform to capture growth and deliver value Jetstar Group s Asia Pacific Growth JETSTAR GROUP AIRLINES FLEET PASSENGER (M) +18.2% +16.0% Global LCC Comparison MARKET CAPITALISATION (AUD M) 2 13,121 Asia Pacific LCC peers 88 104 21 24 2,395 9,024 FY12 FY13 FY12 JETSTAR: MARKET LEADING POSTION 1 FY13 #1 LCC Australia, New Zealand, Trans Tasman #1 LCC Australia to Asia #1 LCC in Japan #2 LCC in Singapore #2 LCC in Vietnam First LCC in Hong Kong (subject to regulatory approval) P/E 3 Fleet 4 470 Tiger Group 868 AirAsia X AirAsia bhd EasyJet Ryanair 16.0 10.3 8.3 12.6 12.8 48 13 129 212 303 Jetstar Group growing to 125 aircraft by end of FY14 5 1 Based on available seat kilometres. 2. Source: Bloomberg. 3. Source: Bloomberg, Market Capitalisation and Forward Price to Earnings extracted and converted to AUD 2 October 2013. 4. Fleet based on FY14 forecast. 5. Jet aircraft only (excluding regional aircraft); fleet as at 25 September 2013. TAH, RYA, AAX listedonwebsite,ezy IR pack dated 10 September 2013, AIRA, airfleets.net: TAA, PAA, AA IAA 4. 25

Valuation of Asia Pacific and Global LCCs It takes time to unlock full potential ~3 4 YEARS START UP TRAJECTORY IN NEW LCC MARKETS BEFORE REACHING PROFIT STABILITY 1 THB M 2,000 1,500 1,000 500 0 500 1,000 Thailand AirAsia did not produce segment reporting in this period Singapore SGD M 60 40 20 0 20 Other Asia Pacific LCCs have taken 3 4 years to break even Rapid ramp up is needed to achieve scale in each market Jetstar Group has a capital light model with risk/reward shared between strategic investors Local shareholder support is strong and built on a shared ambition for the profitability of each airline 1,500 Launch date YR1 YR2 YR3 YR4 YR5 40 YR6 1. Tiger Singapore financials based on 2007 2013 Annual Company Returns, AirAsia Thailand financials based on Quarterly Financial reports 2005 2010. 26

Jetstar Group Model Strong, independent airlines provide growth and innovation opportunities OPPORTUNITIES FOR GROWTH INVESTMENT IN INNOVATION Jetstar (Australia) Jetstar International (Australia) Jetstar Asia (Singapore) Jetstar (New Zealand) Jetstar Pacific (Vietnam) Jetstar Japan Jetstar Hong Kong 1 potential future growth markets Strong, engaged team Market leading ancillary revenue Maximised profitability LOW FARES SEGMENT LEADER Cost discipline plus scale Customer advocacy Boeing 787 introduction All markets/cultures driving innovation ipads and IFE A320 Sharklets Self service Online and mobile distribution Interline/codeshare connectivity Distribution partners ongoing innovation serving growing passenger numbers 1. Subject to regulatory approval. 27

Disclaimer & ASIC Guidance This Presentation has been prepared by Qantas Airways Limited (ABN 16 009 661 901) (Qantas). Summary information This Presentation contains summary information about Qantas and its subsidiaries (Qantas Group) and their activities current as at 6 October 2013. The information in this Presentation does not purport to be complete. It should be read in conjunction with Qantas Group s other periodic and continuous disclosure announcements lodged with the Australian Securities Exchange, which are available at www.asx.com.au. Not financial product advice This Presentation is for information purposes only and is not financial product or investment advice or a recommendation to acquire Qantas shares and has been prepared without taking into account the objectives, financial situation or needs of individuals. Before making an investment decision prospective investors should consider the appropriateness of the information having regard to their own objectives, financial situation and needs and seek legal and taxation advice appropriate to their jurisdiction. Qantas is not licensed to provide financial product advice in respect of Qantas shares. Cooling off rights do not apply to the acquisition of Qantas shares. Financial data All dollar values are in Australian dollars (A$) and financial data is presented within the financial year ended 30 June 2013 unless otherwise stated. Future performance Forward looking statements, opinions and estimates provided in this Presentation are based on assumptions and contingencies which are subject to change without notice, as are statements about market and industry trends, which are based on interpretations of current market conditions. Forward looking statements including projections, guidance on future earnings and estimates are provided as a general guide only and should not be relied upon as an indication or guarantee of future performance. An investment in Qantas shares is subject to investment and other known and unknown risks, some of which are beyond the control of Qantas Group, including possible delays in repayment and loss of income and principal invested. Qantas does not guarantee any particular rate of return or the performance of Qantas Group nor does it guarantee the repayment of capital from Qantas or any particular tax treatment. Persons should have regard to the risks outlined in this Presentation. No representation or warranty, express or implied, is made as to the fairness, accuracy, completeness or correctness of the information, opinions and conclusions contained in this Presentation. To the maximum extent permitted by law, none of Qantas, its directors, employees or agents, nor any other person accepts any liability, including, without limitation, any liability arising out of fault or negligence, for any loss arising from the use of the information contained in this Presentation. In particular, no representation or warranty, express or implied is given as to the accuracy, completeness or correctness, likelihood of achievement or reasonableness of any forecasts, prospects or returns contained in this Presentation nor is any obligation assumed to update such information. Such forecasts, prospects or returns are by their nature subject to significant uncertainties and contingencies. Before making an investment decision, you should consider, with or without the assistance of a financial adviser, whether an investment is appropriate in light of your particular investment needs, objectives and financial circumstances. Past performance Past performance information given in this Presentation is given for illustrative purposes only and should not be relied upon as (and is not) an indication of future performance. Not an offer This Presentation is not, and should not be considered, an offer or an invitation to acquire Qantas shares or any other financial products. ASIC GUIDANCE In December 2011 ASIC issued Regulatory Guide 230. To comply with this Guide, Qantas is required to make a clear statement about whether information disclosed in documents other than the financial report has been audited or reviewed in accordance with Australian Auditing Standards. In line with previous presentations, this presentation is unaudited. Notwithstanding this, the presentation contains disclosures which are extracted or derived from the Consolidated Financial Report for the year ended 30 June 2013 which is audited by the Group s Independent Auditor. 28