Our success as a business and our approach to corporate citizenship starts with the custodians of our brand - our people. We aim to build a diverse, inclusive and resilient culture to maximise engagement and performance, and remain an employer of choice in Australia. The Qantas Group beliefs anchor our internal priorities and initiatives, including investment in training, effective communication, rewards and recognition, and commitment to diversity and inclusion.

We test the strength of our culture through annual employee surveys and analysis of retention and turnover, using the insights to find out what's important to our employees and how we can improve in future. We also report our findings in the Qantas Group Annual Review. Both Qantas and Jetstar have introduced engagement and culture-focused training programs, covering 21,000 employees.

Our diversity strategy, meanwhile, is focused on mitigating unconscious bias, improving access to flexibility, recruitment and talent programs and dedicated leadership development. To find out more about our diversity strategy and key focus areas, click here. Opens in a new window Opens in new window

The Qantas brand is synonymous with Australia. Representing Australia at its best is what sets us apart - and our mission to advance Australian talent, ideas and values guides our community investment strategy.

Making a positive impact

The Qantas Group works with partners to make a positive impact in the community, address disadvantage and extend opportunity. For Qantas, these partners include Make-A-Wish Australia, the National Australia Day Council, Sydney Gay & Lesbian Mardi Gras, UNICEF Australia, the Great Barrier Reef Foundation and Oz Harvest. Jetstar's community initiatives include Star Kids, which raises funds for World Vision, and Flying Start, which offers grants for charitable initiatives.

Many of our employees donate their time and skills to good causes. We're in the process of finalising plans for a new program that will see Qantas support and engage employees in contributing to charitable causes that reflect our community strategy.

Standing with Indigenous Australia

Since 2007, our Reconciliation Action Plan (RAP) Opens in a new window Opens in new window has shaped our commitment to create work and training opportunities for Aboriginal and Torres Strait Islander people, build Indigenous supply chains and tell the stories of the First Australians. The Qantas RAP has been accredited to Elevate status, meaning we are a leader in corporate Australia.

Showcasing Australian excellence

We believe in showcasing Australian success on the world stage and, in turn, inspiring the next generation of Australians to aspire to great things. Our sports and arts sponsorships are focused on supporting elite Australian talent and helping our national teams excel in global competitions.

Supporting tourism

With a lower Australian dollar, inbound and domestic tourism are growing faster than at any time since the Sydney Olympics in 2000 - a crucial input into the future development of the Australian economy. We support that growth through tourism marketing partnerships with the Australian and state governments, and our own extensive marketing and media strategy.

To find out more about how Qantas is advancing the best of Australia, click here. Opens in a new window Opens in new window

To find out more about how Jetstar is making a difference, click here. Opens in a new window Opens in new window

The Qantas Group announced its Chairman succession on 28 June 2018. The change will be effective following the AGM on 26 October. The announcement can be viewed hereOpens in new window.

Our Board of Directors combines deep experience and diverse perspectives to ensure we're delivering against our strategy and meeting our responsibilities to investors and other stakeholders.

Leigh Clifford AO

BEng, MEngSci
Chairman and Independent Non-Executive Director

Alan Joyce AC

BApplSc(Phy)(Math)(Hons), MSc(MgtSc), MA, FRAeS, FTSE
Chief Executive Officer

Maxine Brenner

BA, LLB
Independent Non-Executive Director

Richard Goodmanson

BCom, BEc, MBA, MCE
Independent Non-Executive Director

Richard Goyder AO

BCom, FAICD
Independent Non-Executive Director

Jacqueline Hey

BCom, Grad Cert (Mgmt), GAICD
Independent Non-Executive Director

Michael L'Estrange

BA, MA (Oxon)
Independent Non-Executive Director

William Meaney

BScMEng, MSIA
Independent Non-Executive Director

Paul Rayner

BEc, MAdmin, FAICD
Independent Non-Executive Director

Todd Sampson

MBA BA(Hons)
Independent Non-Executive Director

Barbara Ward AM

BEc, MPolEc
Independent Non-Executive Director

Belinda Hutchinson

BEc, FCA, FAICD
Independent Non-Executive Director

Group Management Committee

Alan Joyce AC

Chief Executive Officer

Andrew David

Chief Executive Officer, Qantas Domestic & Freight

Gareth Evans

Chief Executive Officer Jetstar Group

Andrew Finch

General Counsel & Group Executive, Office of the CEO

John Gissing

Group Executive Associated Airlines & Services

Lesley Grant

Group Executive People & Culture

Vanessa Hudson

Chief Customer Officer

Tino La Spina

Chief Financial Officer

Rob Marcolina

Group Executive Strategy, Innovation & Technology

Andrew Parker

Group Executive Government, International & Regulatory Affairs

Alison Webster

Chief Executive Officer Qantas International

Olivia Wirth

Chief Executive Officer Qantas Loyalty

The Qantas Group's strong governance frameworks are overseen by the Board of Directors and the Group Management Committee. They include the Qantas Constitution, Board committees, the Qantas Group Business Practices document, and a range of other policies.

Driving good business practice

At the heart of our everyday activities are a set of business principles and commitments that ensure fair dealing and protect stakeholder interests.

• Qantas Group Corporate Governance Statement Opens in a new window Opens in new window
• Qantas Group Code of Conduct and Ethics Opens in a new window Opens in new window
• Qantas Group Business Practices Opens in a new window Opens in new window

Volatility is part of the Qantas Group's everyday operating environment, whether it's in the prices we pay for fuel, business and consumer confidence levels, weather patterns across our global network, or broader geopolitical events. We are committed to managing the risks that come with a volatile environment by strengthening business resilience and building an agile, adaptive culture - giving us the foundations for sustainable performance in all market conditions.

Safety first

Our approach to risk management starts with our first priority: the safety of our customers and employees.

Qantas was one of the first airlines to introduce an integrated Safety Management System in the 1990s, and we continue to evolve it. Today we apply the same systematic approach to all risk disciplines, not just aviation safety. We integrate aviation operational safety, work health and safety, aviation and cyber security, environment and business resilience, learning from collaboration and shared experiences to make the system better and stronger.

Across our workforce, we maintain an 'informed culture' of safety and security. Every employee and contractor is aware of risks to the business and their responsibility to manage those risks, and we encourage employees to highlight actual or potential concerns.

To find out more about our safety strategy and performance, see page 16 of the 2017 Annual Review. Opens in a new window Opens in new window

Hedging policy

We hedge fuel and foreign exchange to protect against material adverse movements – not to beat market prices. Our Treasury Risk Management team takes a conservative approach to hedging, securing protection up to two years into the future and giving us time to respond to any longer-term changes in our operating environment.

To find out more about our hedging policy and treasury risk management, see our Qantas Data Book 2017. Opens in a new window Opens in new window

Conscious environmental management

We are committed to achieving world class environmental performance in all aspects of our business, reducing our emissions footprint, and contributing to the growth of a low-carbon economy.

To find out more about our environmental strategy and performance, click here. Opens in a new window Opens in new window

To read our CDP Climate Change disclosures, please visit the CDP website. Opens in a new window Opens in new window

Supply chain

Qantas has mapped its supplier industries and locations to help us assess the relative risk in our supply chain. We require independent third party auditors to carry out extensive on-site assessments which audit workplace practices including adherence to living wage requirements, maximum working hours, acceptable living conditions and corporal punishment. If we identify material risks, we will not transact with suppliers until those risks have been resolved.

All our suppliers are required to comply with Qantas' Supplier Requirements. Opens in a new window Opens in new window

To read our Supplier Requirements and find out more about our supply chain, click here. Opens in a new window Opens in new window

Modern slavery and human trafficking

The Qantas Group is committed to implementing policies and procedures that meet our moral and ethical obligation to end Modern Slavery.

• Modern Slavery and Human Trafficking Statement Opens in a new window Opens in new window

In disclosing our financial performance, we comply fully with ASIC regulations, ASX rules and broader global reporting standards.

Our Group Financial Framework - introduced in 2015 - aligns our strategy and key performance metrics with long-term shareholder goals, enabling consistent, year-on-year comparisons.

We report our progress against the framework goals through half-year and full-year results announcements, quarterly trading updates, our Annual Review and Report, our Annual General Meeting, regular Investor Days, and other ad hoc investor presentations.

1. Based on average invested capital of ~$9 for the 12 months to 31 December 2017.
2. Wieghted Average Cost of Capital, calculated on a pre-tax basis.
3. Target of 10% ROIC allows ROIC to be greater than pre-tax WACC through the cycle.
4. Earnings Per Share.
5. Target Total Shareholder Returns within the top quartile of the ASX100 and global listed airline peer group as stated in the 2017 Annual Report, with reference to the 2017-2019 Long Term Incentive Plan.

Over 2016/2017 Qantas exceeded performance in sustainability benchmarking indices, from the last to first tier on the Macquarie Environment Social Governance (ESG) ratings, achieving CDP A List and CDP Supplier Climate Change A List and rated at a ‘Leading’ level by the Australian Council of Superannuation Investors (ACSI).

The Qantas Group is committed to transparency on key performance indicators, including environmental, financial and social. A summary of indicators can be found hereOpens in new window . 

From 2017/18, we will shift our reporting to open source disclosures, leveraging our Sustainability Portal as a single source of publicly available policies, procedures, initiatives and performance indicators across our material issues, starting with our Climate Change and Carbon Disclosures. From 2018, we intend our climate change disclosures to align with the recommendations of the Taskforce on Climate-related Financial Disclosures (TCFD).

Where appropriate, we're committed to working with external organisations and initiatives that promote transparent reporting of financial and non-financial metrics in the public interest. A key test is whether participating in these external initiatives complements and extends our own reporting in a meaningful way.

• UN Global Compact
  Qantas Group CEO Alan Joyce has written Opens in a new window Opens in new window to the UN Secretary-General, expressing our commitment to the  UN Global Compact. Opens in a new window Opens in new window This is a commitment to implement the UN Global Compact’s ten principles on human rights, labour, environment and anti-corruption, and to make the Global Compact part of our strategy, governance frameworks and culture. We’re also seeking to align our reporting with broader global initiatives on responsible business - including the Sustainable Development Goals. Opens in a new window Opens in new window
• Sustainable Development Goals
  The Sustainable Development Goals took effect in January 2016 and provide a framework for business to contribute to solving global economic, social, and environmental challenges. The Qantas Group is committed to aligning our strategy and partnerships with the SDGs, working closely with governments and other stakeholders, and we expect to further this effort in 2016/17.
• Australian Government Tax Transparency Code
  In 2016, the Qantas Group became one of the first companies to join the Australian Government’s Tax Transparency initiative, disclosing our tax payments for 2014/15 and 2015/16 and providing supporting commentary. Participation in this initiative reflects our belief in a strong, transparent Australian tax system and an open public discussion on tax policy.
• Sustainability benchmarking
  Qantas conducts regular benchmarking through bespoke investor perception studies conducted by external providers. Qantas uses Sustainalytics as an annual assessment of disclosure and performance across environmental, social and governance factors.

We have made the decision to not actively participate in the following external initiatives:

• Dow Jones Sustainability Indices
  From 2009 to 2015 the Qantas Group was included in the Dow Jones Sustainability Asia/Pacific Index and the Dow Jones Sustainability Australia Index. When responding under this initiative company specific data and underlying documents remain confidential. Our preference is to streamline our reporting processes and disclose information relating to our sustainability performance and targets publicly within our company reporting.
• FTSE4Good Index
  The Qantas Group has been included in the FTSE4Good Index Series since 2009, and we have been acknowledged by the index as a sustainability leader in aviation. As with the DJSI, we are no longer actively taking part in FTSE4Good because our preference is to disclose sustainability metrics within our own public company reporting.
• Carbon Disclosure Project
  We became a member of CDP (previously the Carbon Disclosure Project) in 2010. In 2015 we were awarded the Australian Climate Leadership Award for best disclosure and are also recognised on CDP’s 2016 Climate A List and 2016 Supply Chain Climate A List. A copy of our CDP climate change submission and further information is available on the CDP website and  here.Opens in new window