Southwest Airlines 1995 Annual Report Download - page 17

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17
Once Southwest hires someone to join our Family, we focus on nurturing and
developing that Employee. We provide exceptional training programs which are
specifically designed to help our Employees excel and succeed in an extremely
competitive and dynamic environment.
Without sufficient retention of our incredibly talented Employees, our recruiting,
hiring, and training efforts would be in vain. What is our secret? Although we
offer competitive compensation packages, including, among other things,
competitive wages and generous profitsharing, it is the psychic satisfaction of
pride, excitement, fun, and collective fulfillment that is the key to our Culture and
retaining the best Employees in America.
It is Southwest’s philosophy that Employees with a sense of ownership in the
Company will focus more on longterm versus shortterm goals. Empowerment to
each and every Employee not only provides high spirit but avoids complacency
and prevents a hierarchy or bureaucracy from slowing down creativity and
innovation. In other words, the Southwest Spirit and Culture enhance job
satisfaction which translates into thousands and thousands of longterm
dedicated Employees.
In every respect, our Employees are the best. And even though our competition
may try to imitate Southwest, they cannot duplicate the most important element
of our success—the Southwest Spirit inherent in each and every one of our
20,000 Employees.
Available Seat Miles (in millions)
1991 1992 1993 1994 1995
18,491 21,367 27,511 32,124 36,180
Scheduled Service Only
Passenger Load Factor
1991 1992 1993 1994 1995
61.1% 64.5% 68.4% 67.3% 64.5%
Scheduled Service Only