EasyJet 2015 Annual Report Download - page 37

33
www.easyJet.com
Our values underpin everything we do. They reflect our
ambition and shape who we are, both as a company and
as people. We actively live and breathe them, every day.
Strategic report Governance Accounts
SIMPLICITY
SAFETY
at the heart of
everything we do
ONE
TEAM
INTEGRITY
PIONEERING
PASSION
Local employment and employee representatives
easyJet employs people on local contracts in eight countries
across Europe, complying with national laws. This has a higher
cost than the approach taken by some other airlines who
employ all their people on one contract, irrespective of where
they may work. easyJet does this so that its roles are attractive
locally and to reflect each country's employment practices.
Many of our employees are represented by unions or other
representative bodies. easyJet recognises the importance of
actively engaging with these bodies across its operations to
promote the success of the business. It works with eighteen
unions and nine representative bodies across eight countries,
undertaking dialogue and negotiation on a regular basis. easyJet
actively supports employee representatives by allowing them
released employee representatives for a total of 4,397 days at
an estimated cost of £1.6 million.
Engagement
easyJet works to promote its values and maintain a positive
culture within the business.
To assess the impact of this activity on employee engagement
easyJet conducts regular surveys. The survey results for 2015 show
that easyJet outperforms the airline norm based on data from the
survey provider Ipsos Mori, which aggregates employee survey
data from its many airline clients to provide industry averages.
Survey highlights:
• Employee engagement index (an overall result, based on
survey results) – 83% (2014: 83%)
• The extent to which employees understand and support
what easyJet is trying to achieve as an organisation – 87%
(2014: 86%)
• The extent to which employees enjoy what they do and make
a positive contribution to the organisation – 80% (2014: 80%)
• The extent to which the organisation is a good place to work
and that employees want to continue being part of that – 84%
(2014: 83%)
Following the survey easyJet has identified two main focus areas
for improvement. It will respond to employee feedback on
rosters and develop a plan to improve this process. easyJet
will also consider how it engages with its employees at London
Gatwick, the airline's largest base. This is particularly important
as the engagement of easyJet's people and operational
performance at London Gatwick have a significant impact on
the airline's network as a whole.
easyJet's people continue to show a high level of commitment
to working at easyJet, demonstrated by high employee
attendance, which was 96.2% this year.
Able to fly – developing a high-performance culture
Learning and development
Supporting people to develop to their full potential and ensuring
they have the right skills for their role is an essential part of
maintaining a high-performance culture.
easyJet provides significant new entrant and ongoing training
for its pilots and cabin crew. To meet the airline's future training
needs it has this year opened a new training centre at London
Gatwick Airport, which will be used by crew from across the
easyJet network.
The airline has an established pilot cadet programme, in
partnership with CTC Aviation and CAE Oxford Aviation
Academy, to train people for their first full-time flying role.
This year 223 cadets have completed their training with
these providers and are now flying with easyJet.
In addition to role-specific training, easyJet also offers learning
and development opportunities to all of its people. This year
it offered 115 face-to-face training sessions, which had over
1,200 participants, as well as 100 e-learning options.
OUR VALUES
20152014201320122011
6.6
6.7
6.5
7.5
9.7
EMPLOYEE TURNOVER (%)
-0.1ppt
from 2014
6.6%