Three-Year Recovery Plan

Agile management of domestic network addressing highly dynamic demand environment 1 2 • Transformed scheduling process Highly refined level of coordination between commercial planning and operations . Rigorous daily capacity optimisation between Network and Revenue Management across Qantas and Jetstar brands Group Domestic Capacity Profile (Monthly domestic capacity as a percentage of FY192) 100% 92% 88% • Decision making pushed down throughout organisation 77% 75% 3 80% 33% Optimising cash generation Flights published and selling within two hours of border announcements to maximise revenue and win share 60% • 95% cash positive flying in FY21, despite sudden border closures, due to superior cost and risk management 40% 26% 22% 46 new domestic routes announced including 31 launched in FY21¹ 19% 19% 20% 11% 12% 8% Flexible fleet deployment 100 Fleet gauge options allows matching of capacity to demand 63% 54% 52% 0% Mar-20 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 21 AU city in lockdown Monthly ASKS as a % of FY19 Capacity • New Alliance Aviation E190 deal for lower demand frequency markets complementing existing Dash-8 and 717 fleet 737, 787 and A330 aircraft on higher demand frequencies • Agile network management provides flexibility to adjust to demand and border changes 1. Announced 39 new routes for Qantas Domestic and 7 new routes for Jetstar Domestic in FY21. Of those, 27 routes were launched by Qantas Domestic and 4 routes were launched by Jetstar Domestic in FY21, with remaining routes to be launched from FY22. 2. 4Q20 capacity includes the minimum viable network flying which has been historically reported as charter. | 4

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