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WESTJET ANNUAL REPORT 2007 PAGE 5
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EMEMBE
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During 2007, we achieved our operating success by
delivering on our key strategic objectives built around
our four pillars: People and Culture, Guest Experience
and Performance, Revenue and Growth, and Cost
and Margins.
PEOPLE AND CULTURE
We know for certain that care, dedication and passion are
what truly stand out at WestJet, and this comes from our
people. The cornerstone of our success continues to be
our ability to attract and retain the most talented people.
Throughout 2007, we announced important changes,
including updating our WestJetters’ compensation, to
help ensure that we are one of the world’s best places
to work.
Our ability to create a workplace where WestJetters
are positive, empowered and accountable is our biggest
advantage. Our people are inspired to solve problems,
work as a team and seize new opportunities; this is what
translates into our unrivalled guest experience. The
commitment to our guests and the success of our airline
earned WestJetters $48.6 million in profi t share in 2007.
This is our largest profi t share payout to date, bringing
the total profi t share amount shared by WestJetters in
our 12-year history to over $142 million.
It is not a surprise that the sense of pride our people
feel for our airline carries over into the communities
where we work and live. In 2007, we launched our
flagship community investment program, WestJet
Cares for Kids. This is a national program that focuses
on children’s health and well-being. Since the launch
this past March, we have donated over 3,000 fl ights. Our
partners, in turn, use our fl ights to help children and
their families who need to access medical assistance
outside their community, support fundraising efforts,
reunite missing children with their families or fulfi l the
wishes of a terminally ill child.
We spent the year investing in our over 300 leaders, who
will continue to innovate and grow our company. During
2007, we dedicated time to creating programs aimed at
developing the leaders in our organization. Thanks to
this investment, our leadership team is strong and our
people are aligned to execute our plans for continued
success. We know that great leadership, at all levels of
the organization, is essential to our future.
The focus and commitment of our people throughout
2007 won us the honour of Canada’s most admired
corporate culture for the third year in a row, as
recognized by over 180 top executives across Canada.
GUEST EXPERIENCE AND
PERFORMANCE
The most important element in our pursuit of growth
is our relationship with our guests. Throughout the
year, our commitment to listening to our guests
translated into new destinations, new routes, increased
frequencies, new products and effi ciencies – all aimed
at improving our guest experience. We launched new
technology including mobile check-in, fl ow-through
check-in, transborder and international web check-
in and we were the fi rst airline in North America to
introduce the innovative and environmentally friendly
electronic boarding pass.
Our commitment to achieving strong operational results
continued with 2007 on-time performance (OTP),
completion of fl ights and delivered-baggage rates that
ranked among the top fi ve in the North American airline
industry, based on the Department of Transportation’s
standards. In 2007, we achieved an OTP of 82.6 per cent,
completed 99.2 per cent of our scheduled domestic
fl ights and reported 4.26 claims of delayed or lost
baggage per 1,000 guests.
The success of our guest-focused initiatives throughout
2007 were refl ected in our guest loyalty metrics that
showed over 90 per cent of guests who fl y WestJet
will recommend us to others. We have established a
clear and defi ned brand across Canada, one that our
people are proud to represent and one that is bringing
more guests onboard. At the end of 2007, we had 34
per cent of the domestic market share with 45 per cent
of our guests fl ying for business travel. We believe we
can deliver a world-class guest experience and we will
continue this drive in 2008.
DELIVERING ON OUR STRATEGY