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Group. The function was strengthened during the year. Further details of the internal audit function’s operations are set out below.
• Comprehensive operational risk reviews are also performed to help improve risk management. A fatigue control assessment was completed
in 2005, which resulted in implementation of a fatigue risk management plan which has significantly improved easyJet’s safety performance
above industry standards.
• An annual risk and control identification process, together with control effectiveness testing, is conducted. The key risks to significant business
objectives are identified and the key controls to manage these risks to the desired level are also identified.
• Action plans are set to address any control weaknesses or gaps in controls identified.
The Directors reviewed the effectiveness of internal control, including operating, financial, compliance and risk management controls, which
mitigate the significant risks identified. The procedures used by the Directors to review the effectiveness of these controls include:
• Reports from management. Reporting is structured to ensure that key issues are escalated through the management team and ultimately
to the Board as appropriate;
• Discussions with senior personnel throughout the Company;
• Consideration by the Audit Committee of any reports from external auditors; and
• The controls, which mitigate or minimise the high level risks, are tested to ensure that they are in operation. The results of this testing
are reported to the Board which considers whether these high level risks are effectively controlled.
Internal Audit
In response to the continued growth in the Company’s size and the consequent increase in the complexity of its operations, the Board
approved the creation of an Internal Audit function. This came into effect at the start of the financial year.
The new Internal Audit Function is a central element in our approach to risk management and this change reflects the importance we place
on the internal control processes within easyJet. Internal Audit's work is focused on areas of greatest risk to easyJet, as determined by
managements’ risk identification and assessment processes as validated by Executive Directors. The output from this process is summarised
in an audit plan, which is approved by the Board and Audit Committee, and updated on a rolling bi-annual basis.
The Head of Internal Audit reports regularly to the Group Finance Director and has direct access to meet with the Chairman of the Audit
Committee without the presence of management. The Head of Internal Audit has been invited and attended all of the Audit Committee
meetings in the year. A formal audit charter is in place.
Role of Internal Audit
The Internal Audit department reviews the extent to which systems of internal control:
• are effective;
• are adequate to manage the easyJet’s significant risks; and
• safeguard the Company’s assets.
The key objectives are to provide independent and objective assurance on risks and controls to the Board and senior management; and to
assist the Board with meeting its corporate governance and regulatory responsibilities.
The role of Internal Audit and the scope of its work continue to evolve to take account of changes within the business and emerging
best practice.
48 easyJet plc
Annual report and accounts 2007
This report has been prepared in accordance with the Directors’ Remuneration Report Regulations 2002 (the “Regulations”). The Regulations
require the auditors to report to the Company’s members on the “audited information” within the Directors’ remuneration report and to state
whether, in their opinion, that part of the report has been properly prepared in accordance with the Companies Act 1985 (as amended by the
Regulations). As a result, the report has been divided into separate sections for unaudited and audited information.
This report sets out the Company’s policy on Directors’ remuneration for the forthcoming year, and, so far as practicable, for subsequent years,
as well as information on remuneration paid to Directors in the financial year.
Unaudited information
Membership and responsibilities of the Remuneration Committee
Membership and responsibilities of the Remuneration Committee are disclosed in the Corporate Governance report.
The Remuneration Committee continues to use New Bridge Street Consultants LLP whom the Committee originally appointed as
remuneration advisers. Apart from advice regarding the design, establishment and operation of remuneration arrangements, New Bridge Street
Consultants LLP provides no other services to the Company.
Policy
The objective of the Remuneration Committee’s remuneration policy is to reward the Company’s executives competitively having regard to
　
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