EasyJet 2011 Annual Report Download - page 36

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34
Corporate responsibility
Continued
easyJet plc
Annual report
and accounts 2011
2011 saw a lot of work on ensuring a stable and efficient
crew planning and rostering approach to ensure that
we could operate effectively through our busiest
summer months. We increased standby across the
network, resourced at a base level and not a network
level as in previous years and worked on the resource
planning and the rostering robustness. Given this
summer’s results, this has all been to good effect.
People strategy
We have continued to implement our three-part
strategy to find and retain the best people to deliver
our ambition of becoming Europe’s short-haul airline of
choice with market leading returns.
Talent
During the year we added to our existing talent pool by
recruiting some 1,371 cabin crew, 395 new pilots and
228 management and administrative staff.
Following the appointment of the new CEO towards
the end of the last financial year, we have grown and
developed our Executive Management Team (EMT),
with a new structure focused on building capability
across Europe, developing our business traveller
proposition and focusing on the customer. This resulted
in new roles for some of the existing EMT members
and the appointment of a new Group Director IT,
Group Director Marketing, Group Director
Communications, Group Director People and Group
Director Europe. In support of our strategy to become
Europe’s preferred short-haul airline, we have appointed
Senior roles in each of our European countries to help
us drive the implementation of our strategy and
maximise our potential in each of these countries.
This year we have also made three new Non Executive
appointments to our PLC Board.
We have spent time building our leadership teams and
capability, ensuring that our leaders understand the
evolving strategy, the associated business challenges
and their roles in leading and engaging their teams to
deliver on this.
And the talent development doesn’t only stop at the
top. As part of our plans to build a talent pool for the
future, 17 graduates from across Europe have been
recruited this year and a new graduate programme
introduced. As a result we plan to have introduced
approximately 100 highly capable graduates into our
management pipeline within the next five years.
In addition to this and to ensure that our people remain
at their highest level and support their progression, this
past year we have provided training at our bespoke
easyJet training Academy to ensure our crews are all
up-to-date on the latest industry developments.
Engagement
Recognising that there are proven links between an
engaged workforce and excellence in customer service
and business delivery, we have continued to focus on
the engagement of our people.
We have focused on making it easy for our people to
do their work and listened to their ideas and feedback
through various communication channels, including a
weekly CEO call, EMT base visits across the European
network, and web chats and videos directly to our
people.
We understand that good communication is vital within
a business – especially one which has such an
extensive and multinational staff base – to ensuring
that key issues and matters are discussed with staff
sothat we can react quickly and ensure our people
remain engaged in the business. Communication is a
two way task, enabling us to both listen to our peoples’
views and disseminate messages to them, but also
respond to their concerns.
Our flat management structure enables us to pass
messages across the team, directly to our people.
Inaddition, through our company intranet, our people
have an opportunity to use the various forums to
highlight and discuss issues that affect them, and to
raise issues.
More formally, we communicate and discuss matters
with our employee representatives and partner a
number of trade unions across Europe, ensuring two
way communication across these partnerships.
All of our locations have funds allocated for the local
groups to support local engagement initiatives at base.
We have also begun a new redevelopment
programme of our main base crew rooms, including
the construction of new offices and rest facilities at
specified locations. As a part of this we have been
engaging with our people to ensure that the design
and refurbishment are reflective of what works well for
our teams locally, as well as meeting the needs of the
business going forward.