Kathy Dubé, the Qantas Group Business Continuity Manager, discusses building organizational resilience at Qantas, which includes two airline brands and complementary portfolio businesses. Qantas has implemented a dedicated business resilience team and framework to mitigate a broad range of events impacting operations and support customers, employees, and the community. The framework focuses on continuous improvement through analyzing past events, embedding lessons learned, and developing contingencies and response capabilities.

2. Building Organisational Resilience
Our Journey
Kathy Dubé
Qantas Group Business Continuity Manager
World Continuity Congress, Singapore
March 2012

3. Snapshot of the Qantas Group
 Two Airline Brands
– Premium and Low Cost airlines
– Australia’s largest Domestic and International Carrier
– 180+ destinations, 44 Countries, total of 44.5 million customers in 2011
– Regional and New Zealand Domestic Network, FIFO mining sites
– Extended Entities based in New Zealand, Singapore, Vietnam
and Japan ahead of schedule from July 2012
– Qantas Airlines celebrates 91 years of operations in 2011
 Complimentary Portfolio Businesses
– 7.5 Million + Loyalty Card holders
– Freight network through Asia and North America
– Incorporated retail, business and wholesale travel sales

4. Business Resilience Governance
Overview
• Strategy to ensure continuity of the Qantas Group
– Dedicated team, proactive Group-wide Business Resilience framework and culture
– Supports the mitigation of a broad range of events and issues impacting operations
– Enables the effective and coordinated provision of support to affected customers,
employees, the community and Government
• Continuous improvement and preparedness
‒ Analysing and identifying lessons from past events and industry partners
‒ Embedding improvements within Resilience framework and business processes
‒ Supporting development of appropriate contingencies and response capabilities
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5. Summary
 A simple structure enables the capability
– Aids flexibility, familiarity and agility
 Invest in engagement and networks at all levels
– Leverage insights and situational awareness
– Build collaborative capabilities
 Exercise regularly to “make your own luck”
– Test the plan and process
– Build muscle memory
– Unless real events mean you don’t need to!
 Use every opportunity to identify improvements
– Implement improvements quickly
 Don’t ever believe you have done enough
– The journey never ends...
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