
Qantas set for big fine after illegally sacking workers
The Federal Court will hand down a hefty penalty to Qantas on Monday in what will be the latest court blow for the airline after a scandal-plagued recent tenure.
Qantas outsourced its baggage handlers, cleaners and ground staff in 2020, in a move the court ruled was designed to curb union bargaining power in wage negotiations.
It appealed the ruling to the High Court but the decision was not overturned, paving the way for Monday's penalty.
The Transport Workers Union has sought the maximum penalty of $121 million, while Qantas has urged Justice Michael Lee to impose a "mid-range" penalty between $40 million and $80 million.
Qantas will cop the fine on top of a $120 million compensation payment it has made to the ground staff for their economic loss, pain and suffering since their jobs were outsourced during the pandemic.
It has argued the actions were a mistake, not a deliberate breach of the law.
Qantas also sold tickets to cancelled flights for several years, triggering more legal turmoil and a $100 million fine after it was sued by the Australian Competition and Consumer Commission.
The carrier, which was under the control of Alan Joyce at the time of the illegal sacking, lost billions of dollars during the pandemic, which decimated the aviation sector.
But the former CEO did not address the scandal when he spoke at an aviation conference on Thursday, instead spruiking his ability to keep the airline afloat in unprecedented times.
"But here's the real insight: resilience isn't a reaction … it's a decision made years in advance, often when it's uncomfortable, even unpopular," he said.
"Qantas was the only major Australian airline not to go bankrupt during or after the pandemic … that wasn't luck. That was resilience."

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AU Financial Review
an hour ago
- AU Financial Review
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Linn says his firm became a critical supplier for a broad customer base during this period, largely because it had invested in depth of inventory and domestic warehousing well before the crisis hit. That strategy is now being formalised through guaranteed availability programs – including a no backorder program that hinges on long-term investment in stock and space. 'The idea of eliminating backorders is simple. If you have enough stock, you will not have backorders,' says Linn. 'But achieving that is not so simple because it requires significant investment. A supplier needs to invest heavily in inventory and warehouse space. Without those, backorders are inevitable. 'Livingstone has made that investment. We are a national company with capital behind us, and that allows us to support our clients properly.' Rather than simply promise low prices, the firm makes volume commitments to strategic customers, often holding a full year's supply of inventory on their behalf. Linn says this level of support builds trust and fosters long-term relationships, particularly among organisations that experienced supply failures during the pandemic. Those industries – hospitals, aged care providers, schools and large service operators – are now shifting their behaviour. Where price once ruled, continuity and certainty are now paramount. 'We serve essential industries such as healthcare, aged care, beauty, and education,' says Linn. 'These are not luxury categories. When people in these sectors need supplies, they need them immediately. You cannot afford to wait. Delays mean disruptions to patient care, halted procedures, or paused operations. That is not acceptable in critical environments. 'Now, clients want strategic relationships, not just price-based transactions. They are asking us to commit to them, and in return, they commit to us. They share their consumption volumes, and we invest in holding that inventory specifically for them.' It's not only B2B customers driving this change. Livingstone's scale and stockholding capacity also benefit everyday consumers, especially via its tiered pricing model. 'Our system allows customers to buy more and save more, regardless of order size,' Linn says. 'It ties back to our core value of passing savings directly to customers.' The company's IT infrastructure is also driving visibility and growth across B2C platforms. 'Our IT infrastructure is so good that major retailers have invited us to join them as a merchant,' Linn says. 'This has driven significant customer uptake for them by leveraging our wide range of brands and products. 'By expanding into new portals, we're making it simpler for customers to discover and purchase Livingstone International's trusted range of products through their preferred platforms.' JIT is a model that demands mutual trust – and a significant capital outlay from the supplier. 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For many Australian businesses, the ability to deliver on time and at scale is no longer just a procurement decision – it's a business-critical strategy. Livingstone difference today.

News.com.au
an hour ago
- News.com.au
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