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Our strategy and objectives

Compete 2012

Our Compete 2012 programme aims to instil the drive and competition of the Olympic spirit into the way we work and perform as a team, and it puts our customers at the heart of our culture.


We think customer

Our people will set the standard and through them we will deliver world-leading customer service.

To continue our success, we need to be clear about what sets us apart.

  • We keep promises – always doing what we say we will do;
  • We look the part – our style is contemporary and understated;
  • We do things properly – doing the right things for the right reasons and to a high standard;
  • We find solutions – solving any problems inventively and working flexibly within a framework; and
  • We treat everyone as an individual – respecting differences and adding a personal touch to make everyone feel valued.

We are using a comprehensive communications and training programme to help put these principles into practice in everything we do.


I am proud to give more

We expect great things of everyone who works for British Airways. Our colleagues are central to our ambitions to be the world’s leading global premium airline. In return, they have the right to expect us to provide 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 communication programmes;
  • Improving the way we manage performance in all areas of our business through training and systems solutions;
  • Re-enforcing the new organisation structure with clear accountabilities linked to our overall Company goals; and
  • Innovating and improving our ways of working, using e-tools.


We make it happen

To be the world’s leading global premium airline, we need to sustain our improving operational performance and be financially fit. That way we can both invest in our future and deliver a healthy return to our shareholders.

To achieve these goals we need to be able to measure our performance across the business and to make our managers accountable for delivery of our targets.


We set standards that others aspire to

We developed a number of key operational processes ahead of our move into Terminal 5 which have helped us to become more efficient. Building on these we are now rolling out what we call the ‘Lean’ Continuous Improvement approach across our business.


We win together

The modern airline business is highly interconnected. We rely on a network of both airline and non-airline partnerships to deliver a complete service to our customers.

So to be the world’s leading global premium airline, we also need our partners to see us as a great company to do business with. We are working hard to develop better and more sustainable relationships with our partners, particularly some 500 key businesses to whom we have given formal preferred supplier status.


Our employees are central to our ambitions to be the world’s leading global premium airline.

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