Non-Financial Performance Analysis:
A company’s performance is also based on the services it provides to its customers, employees, shareholders. The key performance indicators that help to analyse the performance for this service area are the Customer, Employee, Shareholders, Operational excellence and Environment.
There are many criteria that pins a golden feather to the service of easyJet. The important goal is to make traveling easy and affordable through customer satisfaction and safety. On-time performance i.e. arrival within 15 minutes of the scheduled time attracted the customer is one among the many service provided. But when compared to 2014 this has gone down by 5% in 2015 due to external events outside the control of easyJet, this …show more content…
In 2015 easyJet stopped their service to Rome Fiumicino and relocated to more profitable one. Through technology and digital innovation, optimised design layout made usage of airlines web page and mobile application easier for customer. Airline closely works with government and regulatory agencies throughout the network, to ensure security regulations. As a part of 20th year celebration easyJet announced a loyalty program which brought offers for the customer but still revenue per seat decreased by 1.3% because of weak Euro. Airline maintained cost advantage by no expensive pension scheme to employees and by maintaining lean by more productive crew (EasyJet, 2015) (EasyJet, …show more content…
From surveys in 2014 and in 2015 employee engagement remains the same with 83%. Within easyJet it gives women opportunity at all levels of management and at all communities. EasyJet’s ‘think act, report’ campaign promotes equal opportunity for women at workplace. In overall workforce 45% was female as on 30 September 2015. And ‘easyJet salaries for equivalent roles are broadly equal across the genders’ (easyJet plc, 2015), thus being a part of UK Government’s commitment towards gender pay gap. Also, there are people from 50 countries working for EasyJet which brings diversity in culture (EasyJet, 2015) (EasyJet, 2014).
EasyJet ‘committed to maintaining high standards of corporate governance to enhance performance and for the protection of our shareholders’ (EasyJet, 2015). There were two board level meetings in 2015 in March and September, which talked about the strategic priorities. The growth in revenue and maintaining cost control have brought high profit growth and in 2015 airline recorded record profit for the fifth consecutive year, which gave an increase of 55.2 pence per share in 2015 from that of 2014 which was 45.4 pence per share. (EasyJet, 2015) (EasyJet,
A company’s performance is also based on the services it provides to its customers, employees, shareholders. The key performance indicators that help to analyse the performance for this service area are the Customer, Employee, Shareholders, Operational excellence and Environment.
There are many criteria that pins a golden feather to the service of easyJet. The important goal is to make traveling easy and affordable through customer satisfaction and safety. On-time performance i.e. arrival within 15 minutes of the scheduled time attracted the customer is one among the many service provided. But when compared to 2014 this has gone down by 5% in 2015 due to external events outside the control of easyJet, this …show more content…
In 2015 easyJet stopped their service to Rome Fiumicino and relocated to more profitable one. Through technology and digital innovation, optimised design layout made usage of airlines web page and mobile application easier for customer. Airline closely works with government and regulatory agencies throughout the network, to ensure security regulations. As a part of 20th year celebration easyJet announced a loyalty program which brought offers for the customer but still revenue per seat decreased by 1.3% because of weak Euro. Airline maintained cost advantage by no expensive pension scheme to employees and by maintaining lean by more productive crew (EasyJet, 2015) (EasyJet, …show more content…
From surveys in 2014 and in 2015 employee engagement remains the same with 83%. Within easyJet it gives women opportunity at all levels of management and at all communities. EasyJet’s ‘think act, report’ campaign promotes equal opportunity for women at workplace. In overall workforce 45% was female as on 30 September 2015. And ‘easyJet salaries for equivalent roles are broadly equal across the genders’ (easyJet plc, 2015), thus being a part of UK Government’s commitment towards gender pay gap. Also, there are people from 50 countries working for EasyJet which brings diversity in culture (EasyJet, 2015) (EasyJet, 2014).
EasyJet ‘committed to maintaining high standards of corporate governance to enhance performance and for the protection of our shareholders’ (EasyJet, 2015). There were two board level meetings in 2015 in March and September, which talked about the strategic priorities. The growth in revenue and maintaining cost control have brought high profit growth and in 2015 airline recorded record profit for the fifth consecutive year, which gave an increase of 55.2 pence per share in 2015 from that of 2014 which was 45.4 pence per share. (EasyJet, 2015) (EasyJet,