EasyJet 2012 Annual Report Download - page 36

Delivery
We have improved our recruitment processes and the information
and support we give to candidates. As an example, for our cabin
crew recruitment we have introduced a “try before you fly” feature
on our career portal (careers.easyJet.com) enabling candidates
toself-assess whether the role of cabin crew is the right move
forthem and we also introduced online assessment tools in the
recruitment process.
In 2012 we improved our conversion rate by 7% on last year.
Organisational efficiency
This year easyJet announced that it was going to cease basing
aircraft and crew out of Madrid. This of course was an exceptionally
difficult message for our crew based in Madrid.
Our approach was all about doing the right thing for our people.
Weoffered all of our cabin crew and pilots an alternative role across
the network and are pleased that 87% of our people have accepted
to continue with us.
Leadership, management and development
We have spent time building our leadership teams and building
individual leadership capability, ensuring that our leaders understand
our strategy, the associated business challenges and their roles in
leading and engaging their teams to deliver on this. To support this
we have introduced an easyJet leadership framework, highlighting
for our leaders and managers the competencies required at
different levels across the Company.
We ran our first manager conference in November 2011 where we
brought together our key functional leaders and our leaders at the
various bases across the network to share our goals and align our
managers behind our plan.
In addition, we have introduced a number of core development
modules for many of our people to support individual development
– including development planning workshops and an introduction
to project management.
High performance culture
We have continued our focus on engagement as there are proven
links between an engaged workforce and excellence in customer
service and business delivery. We saw an encouraging uplift in the
Company engagement survey in October 2011 to 40% (from 23%
in September 2010) as measured by the AonHewitt “say stay strive”
model of engagement. There is still a lot of work to do and each
department across the Company had its own improvement plan
which was actively managed throughout the year.
At the time of writing, we have just received top level results for
ourSeptember 2012 survey. Disappointingly, but perhaps not
surprisingly given the tough climate, our top level results have
dropped by 3% on the previous year. The leadership team are
committed to understanding the feedback from the survey and to
work with our people to continue to drive a culture of engagement
across all parts of the airline.
As in previous years we have continued with our various internal
communications channels such as the CEO weekly call, news
round-ups, AMB base visits and community based newsletters,
toensure that we share our thinking and business successes with
allofour people.
In the spirit of partnership we have spent a lot of time this year
indialogue with our employee representatives and union
representatives across Europe. We have also established a new
European Works Council which met for the first time in May 2012.
Recognising that good performance management and recognition
are both drivers of engagement and performance, we have
improved our approach to both this past year. Our hugely
successful second annual awards event was held in February 2012
at Disneyland Paris in France where we celebrated our people who
have the Orange Spirit. We have asked our people how we can
improve our culture of recognition and will make changes to our
Spirit programme and portal in the coming year.
Talent and succession
We ran the first year of our new European Graduate programme.
This got off to a flying start with easyJet being listed as 35th Best
Company to work for in The Job Crowd publication of “Top
Companies for Graduates to work for 2012/13” . This report is based
on reviews and feedback from graduate employees. easyJet rated
4.18/5 in the publication gaining a higher position than other well
established graduate programmes such as Rolls-Royce, KPMG,
L’Oreal, ASDA, M&S and Sainsbury’s to name just a few. easyJet
scored 4.6/5 for its company culture which is described by
graduates as “vibrant”, “young” and “exciting”. The Company
is“dynamic and enthusiastic” and reviewers report that it is
a“fast-paced environment that rewards its employees”.
The second intake of graduates started in October 2012 and we
plan to have a further intake in October 2013.
As part of our goal of becoming a destination of choice for
futuretalent, we translated our careers website into five
additionallanguages.
We recognise that our approach to reward is critical to our ability
toboth attract and retain our people. easyJet offers a competitive
reward package and reviews salaries annually in line with market
rates to ensure continued alignment to the market. The focus is
oncash and variable pay rather than fixed benefits. The reward
package includes an annual performance-driven bonus, based on
personal and Company performance, and grants of performance
shares, which encourages all our people to contribute towards
achieving our strategic objectives.
We once again offered all our people the opportunity to join our
popular all-employee share plans. These help to increase
engagement and commitment to easyJet and contribute to
Company success.
The plans have won five major awards to date, and involve three
elements: Save As You Earn (SAYE); Buy As You Earn (BAYE) and
Performance Shares. During the year, all eligible employees were
offered the equivalent of two week’s salary in the form of
“Performance Shares”.
Each scheme is Her Majesty’s Revenue & Customs (HMRC)
approved and is open to all our people on the UK payroll. For our
people who are on non-UK payrolls, international schemes have
been established with similar terms and conditions to the UK
scheme, albeit without the UK tax benefits. Participation in the
schemes remains very strong, with over 85% of our eligible people
taking part in one or more of the plans.
easyJet offers a small number of Company provided benefits in line
with our cost focused approach. These include insurances and
access to staff travel at cost price.
Our UK people are also eligible to participate in a Group personal
pension towards which easyJet contributes to, as well as having the
option to make their own contributions through salary sacrifice.
Inthe UK we have also been able to facilitate a number of additional
“flexible benefits” under our Benefits4me programme. These enable
Corporate responsibility
continued
easyJet plc
Annual report and accounts 2012
34