......... We did this before.
week 2:
Sell the corporate head office in central Sydney.
Move a fraction of the corporate staff to a converted warehouse close to an airport and get rid of the rest.
Move as much as possible of the maintenance infrastructure and staff to lower cost locations like Avalon.
Bring maintenance back on shore where it is controllable. The only things to be outsourced are to be goods or services where there are lots of vendors and cut throat competition - photocopiers, telephones, etc.
Destroy the toxic management culture that got you here - you are a Qantas person First , the pilot/engineer/cc bit comes later. break down those barriers. Aim for something like the Southwest style:
Ensure all managers have hands on aviation experience and make them spend at least a day a month at an appropriate coal face to keep engaged with what is really happening.
Totally revamp the corporate culture and declare open season on the narcissists. There is to be ONE standard of staff travel for the ENTIRE Qantas workforce - and Board.
Introduce an annual profit sharing scheme that treats every member of staff exactly the same.
Start training the next generation; bring back apprenticeships and a real cadet program.
Consider an "Up or Out" system for employing Cabin crew if you must give the cabin that youthful look. It can be done and it needn't be painful for anyone either.