Our strategy and objectives (88kb pdf) - British Airways

24 / British Airways 2008/09 Annual Report and AccountsOur strategy and objectivesIn an incredibly tough tradingenvironment we have to focus hardon pulling ourselves through theimmediate crisis, while preparing thebusiness for better economic times.This year we have mapped out along-term vision for our business.It is to be the world’s leading globalpremium airline.

26 / British Airways 2008/09 Annual Report and AccountsAs discussed in the Chief Executive’s review on page 10, we have set our sights on being the world’s leading globalpremium airline.The decisions we are taking now will determine how strongly we emerge from the downturn. The airline industryis 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 sustainablefuture for our business.Global Premium AirlineWhat we offer will appeal tocustomers across the globe.Wherever we operate, individualsand business travellers alike willwant to fly with us wheneverthey can.We will make sure all our customersenjoy a unique premium servicewhenever and wherever they comeinto contact with us. Our customerswill recognise that the service weoffer is worth paying that little bitmore for.We will remain focused on aviation,moving people and cargo is ourcore business. We will develop newproducts and services tocomplement this.Five Key Goals – the steps we will take to achieve our vision:Be the airline of choicefor longhaul premiumcustomers……so that people will want to fly with us whenever they can. We will continueto introduce great products such as the new business class seat on longhauland a restyled First cabin. To complement our Heathrow home – Terminal 5– we will redevelop premium facilities in New York JFK and continue toinvest in lounges in other key cities.Deliver an outstandingservice for customers atevery touch point……by training our colleagues, on the ground and in the air, in world-classhospitality and customer service. Customers can already check-in from theirmobile or PDA, and we will continue to enhance ba.com. A new in-flightentertainment system will be launched later this year.Grow our presencein key global cities……to provide the best global connectivity for our customers. In addition toour new longhaul service from London City to New York JFK, our networkdepth will be strengthened with more flights to Dubai and Johannesburg anda return to Saudi Arabia.Build on our leadingposition in London……the world’s biggest aviation market. Ensuring Heathrow remains a worldclasshub is vital to give us a strong London base to serve the largestinternational longhaul markets. We will acquire new slots, support plans for athird runway and work with BAA to improve baggage and terminal facilitiesat Heathrow.Meet our customers’needs and improvemargins through newrevenue streams……by building profitable ancillary services that offer customers great valueand re-enforce our brand. Our aim is to grow our mileage business andboost revenues from third-party engineering, in-flight sales and a new onlineretail website. On ba.com we have now launched a range of great valuehotel and car hire options packaged with our flights.

British Airways 2008/09 Annual Report and Accounts / 27Partnersposition in Londonthrough newand improve marginsMeet our customers’ needsBuild on our leadingExcellencerevenue streamsGlobalpremiumairlineCustomersFinanciallyfitGrow our presencein key global citiesBe the airlineof choice forlonghaul premiumcustomersoutstanding serviceDeliver anfor all customers atevery touch pointPerformanceColleaguesIn order to become the leading global premium airline, we need to look at the way wework 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 changeprogramme – Compete 2012 – linked to our sponsorship of the London 2012 Olympics.This programme is being progressively rolled out across our business to refresh ourculture and will revolutionise the way we work.Overview Our business Corporate governance Financial statements

28 / British Airways 2008/09 Annual Report and AccountsOur strategy and objectives continuedOur employees arecentral to our ambitionsto be the world’s leadingglobal premium airline.Compete 2012Our Compete 2012 programme aimsto instil the drive and competition of theOlympic spirit into the way we work andperform as a team, and it puts ourcustomers at the heart of our culture.CustomerWe think customerOur people will set the standard andthrough them we will deliver world-leadingcustomer service.To continue our success, we need to beclear about what sets us apart.• We keep promises – always doing whatwe say we will do;• We look the part – our style iscontemporary and understated;• We do things properly – doing theright things for the right reasons andto a high standard;• We find solutions – solving any problemsinventively and working flexibly within aframework; and• We treat everyone as an individual –respecting differences and adding a personaltouch to make everyone feel valued.We are using a comprehensivecommunications and training programmeto help put these principles into practicein everything we do.ColleaguesI am proud to give moreWe expect great things of everyone whoworks for British Airways. Our colleaguesare central to our ambitions to be theworld’s leading global premium airline. Inreturn, they have the right to expect us toprovide them with a great place to work –one which they can really feel proud of.To achieve this we are:• Investing in new leadership training;• Implementing clear communicationprogrammes;• Improving the way we manageperformance in all areas of our businessthrough training and systems solutions;• Re-enforcing the new organisationstructure with clear accountabilitieslinked to our overall Company goals; and• Innovating and improving our ways ofworking, using e-tools.PerformanceWe make it happenTo be the world’s leading global premiumairline, we need to sustain our improvingoperational performance and be financiallyfit. That way we can both invest in ourfuture and deliver a healthy return toour shareholders.To achieve these goals we need to beable to measure our performance acrossthe business and to make our managersaccountable for delivery of our targets.ExcellenceWe set standards that others aspire toWe developed a number of keyoperational processes ahead of our moveinto Terminal 5 which have helped us tobecome more efficient. Building on thesewe are now rolling out what we call the‘Lean’ Continuous Improvement approachacross our business.PartnersWe win togetherThe modern airline business is highlyinterconnected. We rely on a network ofboth airline and non-airline partnerships todeliver a complete service to our customers.So to be the world’s leading globalpremium airline, we also need our partnersto see us as a great company to dobusiness with. We are working hard todevelop better and more sustainablerelationships with our partners, particularlysome 500 key businesses to whom wehave given formal preferred supplier status.