2008/09 will be a year of transition as our operations transfer between terminals at Heathrow. However, we are determined to deliver an improved customer experience and Terminal 5 will be a significant step in this direction, providing a fantastic opportunity for our customers and our employees.
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| Linking with our strategy | |||
| Despite weakening economic conditions and increasing fuel prices in the second half of the year, we focused on establishing a competitive cost base as part of the BP10 business plan to ensure we achieved record profits for the year. | BP10 redefined our customer promise under the banner of ‘BA Basics and Brilliance’. This focused everyone in the business on delivering the ‘BA Basics’ to customers day in, day out, and developing products and services that offer ‘Brilliance’ where it really counts. | Delivery of the ‘BA Basics’ as part of the business plan is at the heart of our strategy for improving our operational performance. Punctuality, baggage performance, aircraft cleanliness, smooth connections and the reliability and product offering of our inflight entertainment systems are the key areas of focus. | An involved and motivated workforce is a key enabler to achieving the objectives in our business plan. Investing in and developing our people, through training and by ensuring all employees are equipped to do their jobs, is a fundamental building block in support of our plans. |
| Achievements in 2007/08 | |||
| We delivered record profits and an operating margin of 10 per cent in 2007/08. | We achieved a customer recommendation score of 59 per cent during the year. This represented a fall of 2 points on the previous year, largely because of a disappointing performance on the ‘BA Basics’, particularly at Heathrow. | ‘Ready to Go’ performance averaged at 34 per cent during 2007/08, with a peak of 65 per cent in January 2008. This was a disappointing performance, which fell short of our target for the year. | The results of the MORI Speak Up! survey in September 2007 showed our Employee Involvement Index at 65 per cent. |
| Performance over time | |||
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