Professional Documents
Culture Documents
Overview
and Vancouver.
Our business
Our main aims were to build on Terminal and, where possible, exploit our most
5’s strengths to upgrade the customer fuel efficient aircraft.
experience, continue to make the business
more cost effective, grow our operations A plan for growth
and make corporate responsibility a Despite the downturn, we have continued
prominent part of our business. Record to grow where it makes economic sense
fuel prices and the global downturn meant and meets the needs of our customers.
we needed to revise our plans and reset We launched new routes from London
priorities. Nevertheless, we have still to Hyderabad and St Kitts; we launched
made significant progress against our OpenSkies, our subsidiary flying from
“We have exceeded
original goals, laying the foundations continental Europe to North America in
punctuality and baggage
for future success. June 2008, and subsequently purchased
L’Avion in July 2008; and we have
targets across the network,
announced the launch of the first London achieving record customer
Corporate governance
An upgraded customer experience
Terminal 5 has transformed our City to New York JFK service to start later satisfaction scores.”
operational performance and customer this year.
service. We have exceeded punctuality Investing in efficient and flexible new
and baggage targets across the network, aircraft makes sense, even in these tough
achieving record customer satisfaction times. With the arrival of our new Boeing
scores. Service for premium customers has 787s delayed, we contracted six Boeing
been upgraded with the new Club World 777-300ER aircraft (two acquired, four
product, now fitted to all Boeing 747 leased), with options for a further four.
aircraft and over half of our Boeing 777
aircraft, and this year we will launch our Corporate responsibility
new First cabin. The Galleries lounges at Our vision is to become the world’s most
Terminal 5 and Terminal 3 have had a responsible airline, and we have brought
fantastic reception and we are using the all our corporate responsibility activities
same concept at other key airports such together under the banner ‘One
as Milan, Johannesburg and Vancouver. Destination’. We have set challenging
Financial statements
As discussed in the Chief Executive’s review on page 10, we have set our sights on being the world’s leading global
premium airline.
The decisions we are taking now will determine how strongly we emerge from the downturn. The airline industry
is in a period of unprecedented change and we have developed a clear vision for our business.
This vision is guiding us in how we deal with current market conditions and in how we go about building a sustainable
future for our business.
Five Key Goals – the steps we will take to achieve our vision:
Be the airline of choice …so that people will want to fly with us whenever they can. We will continue
to introduce great products such as the new business class seat on longhaul
for longhaul premium and a restyled First cabin. To complement our Heathrow home – Terminal 5
customers… – we will redevelop premium facilities in New York JFK and continue to
invest in lounges in other key cities.
Deliver an outstanding …by training our colleagues, on the ground and in the air, in world-class
hospitality and customer service. Customers can already check-in from their
service for customers at mobile or PDA, and we will continue to enhance ba.com. A new in-flight
every touch point… entertainment system will be launched later this year.
Grow our presence …to provide the best global connectivity for our customers. In addition to
our new longhaul service from London City to New York JFK, our network
in key global cities… depth will be strengthened with more flights to Dubai and Johannesburg and
a return to Saudi Arabia.
Build on our leading …the world’s biggest aviation market. Ensuring Heathrow remains a world-
class hub is vital to give us a strong London base to serve the largest
position in London… international longhaul markets. We will acquire new slots, support plans for a
third runway and work with BAA to improve baggage and terminal facilities
at Heathrow.
Meet our customers’ …by building profitable ancillary services that offer customers great value
and re-enforce our brand. Our aim is to grow our mileage business and
needs and improve boost revenues from third-party engineering, in-flight sales and a new online
margins through new retail website. On ba.com we have now launched a range of great value
revenue streams… hotel and car hire options packaged with our flights.
British Airways 2008/09 Annual Report and Accounts / 27
Global
Overview
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Financial statements
In order to become the leading global premium airline, we need to look at the way we
work as well as what we are doing as a business.
For that reason, along with our five key goals, we have launched a three-year change
programme – Compete 2012 – linked to our sponsorship of the London 2012 Olympics.
This programme is being progressively rolled out across our business to refresh our
culture and will revolutionise the way we work.
28 / British Airways 2008/09 Annual Report and Accounts
We think customer
Our people will set the standard and Performance
through them we will deliver world-leading We make it happen
customer service. To be the world’s leading global premium
To continue our success, we need to be airline, we need to sustain our improving
Our employees are
clear about what sets us apart. operational performance and be financially
central to our ambitions
to be the world’s leading fit. That way we can both invest in our
• We keep promises – always doing what future and deliver a healthy return to
global premium airline.
we say we will do; our shareholders.
• We look the part – our style is To achieve these goals we need to be
contemporary and understated; able to measure our performance across
• We do things properly – doing the the business and to make our managers
right things for the right reasons and accountable for delivery of our targets.
to a high standard;