Westjet 1999 Annual Report Download - page 6

success. Their consistent bright smiles, positive attitudes and hard work make
it possible for us to exceed the expectations of our guests and shareholders every
day. We have an exceptional organization, with a motivated, non-unionized
workforce, and we work hard to recognize them for going "above and beyond,"
through celebrations and tangible benefits such as our Profit Sharing and Share
Purchase programs.
In early 2000, we recruited and hired a new Vice President of People, Foster
Williams, to lead our recruitment processes for our growing workforce and to
provide support to all WestJetters. As we expand our business across Canada,
recruitment and training continue to be key focuses for our organization.
During 1999, WestJet facilitated the formation of an employee association
called PACT (the Pro-Active Communication Team) to represent all non-
management WestJet employees. This group is lead by an elected body of seven
members that meets with the Executive Team on a regular basis, and works to
maintain WestJet’s positive corporate culture and employee-management relations.
The people of WestJet are committed to maintaining a non-unionized
environment, and see this group as a means to communicate and resolve any
concerns or issues that could potentially hinder the growth and success of WestJet.
We strive to keep an open relationship with our people, holding monthly
Town Hall Meetings, with our Executive Team, at which our people can ask any
questions about our company and our industry. Communication is a top priority
for us, particularly as our team had grown to 1089 people as of December 31.
WestJet embraces innovation and technology.
Throughout 1999 we have dedicated significant resources to the development
of our Internet website which is anticipated to provide substantial savings in our
distribution costs as our airline expands. Though WestJet has a competitive
advantage due to our exceptional customer service levels in our call center, and our
strong relationships with our travel agent partners, we achieve unit cost savings per
guest booked with the development and expanded use of this technology.
Customers and travel agents can easily log on to our website at www.westjet.com
and make a booking for any one of our destinations, as well as find other
information about our company.
Implementing new technologies is an important priority for us as we expand
our operations, allowing our people to remain focused on providing exceptional
customer service. New enhancements to our in-house reservation and yield
management systems were implemented, along with a unique program in the area
of Product Development which makes our packaging partnerships and group sales
more automated and therefore more efficient. Cost savings through innovation are
constantly being recognized within WestJet and our entrepreneurial spirit ensures
that our people continue to look for new ways to be more productive in their
every-day work.
The touch screen check-in is another promising project under development
within WestJet. These terminals will allow guests travelling without checked
baggage to check themselves in, select a seat and receive a boarding pass. This new
technology (currently being tested in two of our airports) has been well-received
by our guests, who can use the touch screen check-in for convenience and
minimize their check-in time.
WestJet embraces opportunity.
Our strategy since our launch on February 29, 1996 remains unaltered: to
draw people off their couches and off the roads, taking them from the highways to
the skyways to visit their friends and families across Canada. This market stimulation
strategy remains the basis of our business plan and continues to increase the number
of people travelling by air each year. Our increased frequencies in western Canada
have also made our service more attractive to the business traveler.
1999 is a year that will be remembered as the start of a significant turning point
in the Canadian airline industry, culminating in January 2000 with the consolidation
of Canada’s two national airlines. Though the implications of this purchase
continues to unfold daily, the results of this consolidation and restructuring of the
airline industry in Canada has already – and will in the future – provide WestJet with
many opportunities.
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WestJet Airlines 1999 Annual Report