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In addition we are encouraging our passengers to
contribute to the mitigation of climate change through
our carbon offsetting programme which provides for
credits only in projects certified by the United Nations.
People
Our people are a major asset to the Company and
enabling them to work in a modern and efficient
environment was the objective of the move from
our original home at easyLand to Hangar 89 at London
Luton Airport. Staff and visitors alike have praised the
much improved working conditions of this facility.
Investment in the recruitment and retention of both
flight deck and cabin crew has enabled us to match
the growth in our network with quality people.
This demonstrates our commitment to sustaining
easyJet’s well deserved reputation for good service.
My fellow directors and I continue to be very grateful
for the commitment of our people to maintaining
easyJet’s standards and we extend a warm welcome
to those who have joined us during the year.
In October we announced an agreement to purchase
GB Airways, this is subject to normal regulatory
approval and we anticipate a completion date no later
than 31 January 2008. Over the next few months
we will be planning the integration of GB Airways
into the easyJet family. This acquisition will help us to
grow and be a stronger airline, and we welcome the
GB Airways team which I am sure will be a positive
addition to easyJet.
The Board
Stability in the structure of the Board and the senior
management team has considerably helped the
achievement of this year’s results. We have a
combination of experience, expertise and talent
which has served us well and on which we can
continue to build the Company’s future.
I was delighted that John Browett accepted our
invitation to join the Board as a Non-Executive
Director after an extensive search. John’s experience
and achievements at Tesco PLC, together with his
forthcoming position as Chief Executive of DSG
international plc, will enhance the present board
structure and aligns with the future direction of
the Company.
Sadly, we will lose the services of Diederik Karsten
who will step down after the Annual General Meeting
in February 2008. Diederik has been an outstanding
contributor to the Board since the Company was listed
on the London Stock Exchange in November 2000.
We will very much miss his contribution of sound
judgement, experience and expertise.
Conclusion
We have come a long way to become Europe’s fourth
largest airline in just 12 years, and there is much more
to come.
The continuous growth of easyJet since its inception
is testament to the soundness of the basic business
model. Our policy of striving for continuous
improvement to the model gives me confidence
that growth will be sustained as we go forward.
Investors can be assured that our focus will stay firmly
on enhancing revenue and on the efficient management
of the cost base, in order to continue to improve
shareholder value.
Sir Colin Chandler
Chairman,
19 November 2007
We’re turning Europe orange...
over800
times a
day
06 easyJet plc
Annual report and accounts 2007
By the end
of the year we
had 137 aircraft
employed flying
an average of
872flights per day
07 easyJet plc
Annual report and accounts 2007
Strategy and business model
At the centre of easyJet’s established customer
proposition is “low cost with care and convenience”.
We continue to eliminate the unnecessary cost and
frills which characterise traditional airlines, but provide
a friendly onboard service, flying to Europe’s principal
business and leisure destinations, ensuring our
passengers use us again and again. A customer
satisfaction study in January 2007 reported that 92%
of our customers would recommend other people
to fly with easyJet.
The key elements of our business model remain
unchanged:
• Internet sales through easyJet.com
• Investment in new aircraft and high asset utilisation
• Low cost ticketless travel
• No frills and no “free lunch”
• Efficient use of airports
• Full engagement of all our people
Safety is at the heart of our business model and as
always remains our number one priority. We continue
to promote an open safety reporting culture and
invest the necessary resources to ensure our safety
management systems are in line with industry
best practice.
　
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