EasyJet 2013 Annual Report Download - page 49

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www.easyJet.com
Strategic report
OUR PEOPLE
Our people are at the heart of our business
and they are the key to our ability to make
travel easy and affordable and meet our
ambition of being Europe’s preferred
short-haul airline. Our focus is to attract
and recruit the right person at every level,
and to keep them engaged in such a way
that we can deliver our business goals and
our customer promises.
Our three-part strategy is to make it easy for our
people to be at the gate, on-board and able to fly.
By this we mean:
• at the gate – the right people, in the right job,
at the right time, equipped to succeed and
supported by processes that work;
• on-board – living the values, wanting to be part
of the Company’s success and knowing the part
they play; and
• able to fly – a high-performance culture where
success and continuous improvement are
expected, managed and rewarded and people
achieve their maximum potential.
In order to deliver this we have organised the
strategy under five core strategic pillars:
• HR service delivery
This is all about the easyJet HR team being able
to deliver a reliable, effective and efficient service
to our people, ensuring that our people and their
managers are supported by clear, simple and
accurate processes and making it easy for them
to understand these processes and to ask when
they need to. This also means holding accurate
data on our people and providing our people
managers with information which supports
their roles.
• Organisational effectiveness
Ensuring that the infrastructure of the
organisation enables delivery of the required
business performance and drives our core
business processes, organisation design and
physical environment are all enablers of
business success.
• Leadership, management and development
Our success will come from our people so we
want to ensure that we have capable leaders and
people managers to deliver the airline’s strategy,
and help to ensure that our people have the right
skills and capability to deliver both now and in
the future.
• High performance culture
At easyJet we set ourselves stretching goals and
we want our people to understand the key part
that they play in our strategy and our success.
We want them to feel accountable for their
delivery and rewarded for their success.
• Talent and succession
In order to protect the long-term success of
easyJet we want to ensure that we understand
our talent pipeline and support their development
so that our people can be the best that they can
be. We would like to be a company of choice for
current and future talent from across Europe.
Embedding our people ambition
2013 was the second year of this people strategy,
with the focus this year being on creating more
connection with our people and continuing to
improve key people-related processes. We have
made good progress this year, examples of which
are documented below, and we are confident that
we will deliver our people strategy.
HR service delivery
We successfully transferred 237 of our people from
Madrid to 17 bases around our network and are
delighted that 195 of these employees remain with
us 10 months later.
This year we have recruited a total number of
989 cabin crew, 98 cabin managers, 160 cadets and
89 experienced pilots for our summer 2014 flying
season, and converted a further 224 from flexi-crew
contracts to a permanent easyJet contract for 2013.
In our management and administration function
we have filled 318 roles of which 38% were
filled internally.
This year we launched an external recruitment
campaign for experienced pilots. We invited both
pilots already experienced on the Airbus A320
family and also those requiring training such as
those leaving the military and we are delighted with
the calibre of candidates and their desire to be part
of our airline. We have also strengthened our
relationship with our pilot training suppliers so that
our career path for pilots is now very clear.
We are also trialling the introduction of a new,
flexible employment contract for cabin crew. This
enables us to be able to offer many more cabin
crew permanent employment with us helping to
manage our seasonal demand. Take up has been
high and we expect to extend the trial very soon.
Organisational effectiveness
This year we completed our expansion and
refurbishment of our main office location in Luton,
Hangar 89, where we greeted 15,660 visitors last
year. To support our people we added new shower
facilities, bicycle racks and new restaurant facilities.
More information on our facilities and their
environmental impact are shown on page 52.