EasyJet 2014 Annual Report Download - page 41

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On board – living our values
Once on board we work with our people to help them
understand easyJet’s values and their role in the business
and to help them achieve their full potential. We do this in
a number of ways.
Induction
It is important that on joining the business all new recruits
receive a detailed induction programme to introduce them
to the business and their role within it. All new employees
are enrolled on our induction programme. In the case of
cabin crew, induction forms part of their basic training.
Induction includes mandatory e-learning in key areas
including ethics, safeguarding our reputation, our
customers (with a focus on the Customer Charter)
and caring for our customers who have reduced mobility.
In addition, new recruits attend face-to-face induction
sessions where they come together to learn about the
business through interactive exercises.
Working in partnership with representatives
Many of our employees are represented by unions and
other representative bodies. We recognise the importance
of actively engaging with these bodies across our
operations to promote the success of the business. We
currently engage with 16 unions and eight representative
bodies across eight countries, undertaking dialogue and
negotiation, both informal and formal, on a regular basis.
easyJet actively supports employee representatives by
allowing them paid leave to undertake a range of activities
from representation to formal negotiations and training.
During the 2014 financial year we released employee
representatives for a total of 4,167 days at an estimated
cost of £1.6 million.
Engagement
We are continually working to promote our culture and
values to help embed them in the business. This year
particular focus has been placed on embedding the
values of Simplicity and One Team with the people in our
management and administration team. These are essential
to growing our business cost-effectively, and through
promoting them we seek to encourage both collective
and individual ideas that help inform the business priorities
and planning processes.
To assess the impact of our programme on employee
engagement we conduct regular surveys. This year we
commissioned a new supplier for our survey following
a review in 2013. We were very pleased that the survey
results, on a like-for-like basis, showed material
improvements since our last survey in 2012, reflecting
our ongoing commitment to engaging our people more
deeply in the business:
• 16ppt increase in overall engagement score;
• 13ppt improvement in likelihood to recommend easyJet
as an employer; and
• 15ppt improvement in likelihood to stay at easyJet.
Areas identified for improvement include action planning
for all functions to ensure that actions from the survey are
taken forward, focusing on our people feeling valued and
recognised and work/life balance.
Employee attendance rates
%
+1ppt
from 2013 2012 2013 2014
95
96
97
97%
Employee turnover
%
+0.2ppt
from 2013 2011 2012 2013 2014
9.7
7.5
6.5 6.7
6.7%
www.easyJet.com 39
Strategic report