EasyJet 2013 Annual Report Download - page 56

Download and view the complete annual report

Please find page 56 of the 2013 EasyJet annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 136

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126
  • 127
  • 128
  • 129
  • 130
  • 131
  • 132
  • 133
  • 134
  • 135
  • 136

54 easyJet plc Annual report and accounts 2013
Strategic report
Corporate responsibility continued
OUR CUSTOMERS
easyJet is passionate about connecting
people by making travel easy and
affordable. At easyJet the service is focused
on the customer with an emphasis on
creating a friendly experience. Over the last
year a number of new initiatives have been
introduced to further improve customer
service and ensure customers lie at the
heart of the airline including:
• end to end customer journey;
• easyJet ‘Customer Charter’;
• customer experience governance;
• allocated seating; and
• operational performance.
End to end customer journey
A framework is in place which looks at every part of
the customer experience and focuses on how it can
be improved. For each stage of the journey – attract,
book, check-in, bag drop, board, in-flight, arrival,
contact and disruption – the desired customer
experience is documented. Customer satisfaction
and business performance measures are also
included. The framework provides a mechanism
to drive continual performance improvement.
easyJet ‘Customer Charter’
The charter sets out what customers should expect
when they travel with easyJet:
• Safety first, we never compromise.
• On your side, we see it from your point of view.
• A big smile, friendly service is our passion.
• Make it easy, at every step.
• Open and upfront, we will always be straight
with you.
To ensure easyJet’s people have ownership of
the charter it was co-created with over 300
employees including pilots, cabin crew, contact
centre employees and airport partners. Over the
past 18 months, over 16,000 employees have been
introduced to these promises and have been
trained on their relevance to their specific roles.
This cultural change programme seeks to engage
the hearts and minds of easyJet’s people to embrace
the customer. More recently, a team of customer
champions has begun to engage the management
and administration teams on how they can also live
the customer charter promises. Employees are also
being encouraged to use the charter promises when
dealing with each other. This will ensure a consistent
culture and approach is developed across the
Company. A customer charter recognition
programme is being introduced to reward and
celebrate where easyJet’s people demonstrate
and bring to life the promises within the charter.
Customer experience governance
In March 2012 the easyJet Customer Board was
formed. The aim was to bring together the key
stakeholders in the customer journey, to share
customer insights and data and to discuss and
agree continuous improvement initiatives. A key
output from these discussions has been the
introduction of a customer impact assessment
element in the framework for completing a
business case.
Operational performance
Strong operational performance is critical to easyJet
maintaining its cost levels. On-time departures
minimise the cost of disruption and are a key driver
of customer satisfaction which in turn encourages
repeat purchases.
easyJet has introduced the easyJet turn programme
to drive continued strong on-time performance. This
has delivered improvements in on-time performance
by 3.9 ppt – within 15 minutes.
Measuring customer satisfaction
Regular feedback from customer satisfaction
(CSAT) surveys helps inform our programmes to
continually improve the customer experience.
Customers are invited to take part in the CSAT
survey shortly after their flight.
This web-based survey gathers feedback on
performance from booking through to arrival across
the entire network. The core strategic customer
measures focus on how satisfied the customer was
with their recent experience, how likely they are to
book again with easyJet in the future and how likely
they are to recommend easyJet.
In the last year there has been particular focus on the
areas most important to the customer – on-time
performance and boarding the plane. The introduction
of allocated seating in November 2012 increased
satisfaction with boarding the plane with easyJet
being recognised by the Family and Parenting Institute
with their ‘Family friendly award 2013’.
Overall satisfaction on this occasion
%
25
50
75
100
1312111009
85
73
83
+1.0ppt
79 82
KPI