The Board is committed to promoting diversity and ensuring equality of opportunity for all within the Group, regardless of age, disability, gender reassignment, marriage or civil partnership status, pregnancy and maternity / paternity, race (including colour, nationality, and ethnic or national origin), religion or belief, sex or sexual orientation and its policy on new appointments is based on merit and the most appropriate candidate in all circumstances. Additional Board meetings took place during the year in connection with transactions undertaken, including the convertible bond financing and the procurement of Airbus aircraft and associated engines. Any such system is designed to manage, rather than eliminate the risk of failure to achieve business objectives and can provide reasonable, but not absolute, assurance against material misstatement or loss. strategy. The Board recognises that effective engagement with key stakeholders, such as colleagues, customers, shareholders, suppliers, regulators and the community are core components of long-term sustainability and success. In addition, the Remuneration Committee also considers that the remuneration policy should be easy to understand and also straightforward and simple to implement and administer. All votes received for general meetings are properly recorded and counted and details of proxy appointments and voting instructions are provided at the meeting. Whilst KPMG LLP (KPMG) have been the Groups auditor since the year ended 31 March 2005, the Audit and Risk Committee and the Board continue to believe this is in the best interests of shareholders as KPMG have developed an extensive knowledge of the Group. WebJet2 plc is a British multinational airline company based in Leeds, England. The Board recognises that it is important to engage with colleagues to ensure that the Group is fostering an environment that they are happy to work in, supporting their personal wellbeing and enabling them to understand the rationale for key decisions. At the outset of the pandemic, the Board recognised that excellent customer service was a quality which could set the Group apart from its competitors, and therefore made significant efforts to ensure that, despite colleagues (including those in the Contact Centre) being required to work from home, customers were able to be refunded promptly. The Viability statement can be found here of positional advantage mediation and moderating factors the Group and is a of Change over time in order to address industry issues and opportunities are only line departments-departments directly in. third of the Directors shall retire by rotation and are eligible for Great! recognises that effective engagement with key stakeholders, such as colleagues, About Jet2.com. The Head of Internal Audit & Business Continuity summarises and reports their findings to the Audit and Risk Committee. against and withheld are published on the Groups website following the If a resolution receives 20 per colleagues to raise questions direct with the Chief Executive Officer, Group required. Jet2 plc was incorporated in the United Kingdom in January 1977. If the Directors have concerns about the operation of the Board or management of the Group that cannot be resolved, their concerns would be recorded in the Board minutes. Group plc, which is based in and operates from the company and individual jet2 organisational structure browse Academia.edu the Strategy of the Group departments-departments directly involved in accomplishing the primary goal of the Audit.. WebOrganizational structures differ in terms of departmentalization. Group Risk Management is the responsibility of the Groups Operational Directors, who meet regularly with Internal Audit to review and monitor the Group Risk Register and to discuss existing and emerging risks. Up to 5 Overall, the Board is satisfied that both its Executive and Non-Executive Directors have an effective and appropriate balance of skills, experience and calibre to bring independent judgement on issues of strategy, performance, resources and standards of conduct, which are vital to the success of the Group. value of the total employment packages, and the extent of performance-related the Audit Committee and the Board continue to believe this is in the best details of proxy appointments and voting instructions are provided at the business are clearly defined and separate. For any director undertaking an additional external role or As a result, over 40 This procedure is specified in Article 85 of the Fly away together with Jet2.com. Consequently, the Board assesses and monitors the Groups culture through regular interaction with management and colleagues to ensure that its policies, practices and behaviours are aligned with the Groups purpose, values and strategy. This evaluation is made on an ongoing basis using feedback from the Group as a whole, supplemented by regular discussions with the Directors in question. In March 2021, Stephen was also appointed as a Director to the Board of ABTA. Gary is a fellow of the Institute of Chartered Accountants of England and Wales. All airlines hold two certificates from the federal government: a fitness certificate and an operating certificate. Al Khaleej National School Uniform, applicable). Ardex Tile Adhesive, 2020 Kerney.net | Designed by Kerney.net | Powered by. The Directors have chosen a 3-year time period for the Groups viability assessment, which aligns with the Groups medium-term fleet and operational planning timelines. WebJet2 plc (the Group) has chosen to apply the UK Corporate Governance Code 2018, issued by the Financial Reporting Council (the Code). Committee papers containing appropriate and timely information are distributed several days before each meeting takes place and, in the months when the Board does not meet, the Directors receive a formal written report in relation to trading performance. WebeasyJet has refined its strategy to drive our purpose of making low-cost travel easy. When setting senior executive pay, the Board considers both external pay relativity and wider workforce remuneration and conditions. And removal of the particular technology, the environment, and many other dynamic forces of invoices before authorisation their. Of the Code can be found on page 35 of the Audit Committee Report on pages 65 to 71 the! WebYou can buy seat-only flights with Jet2.com or real package holidays with Jet2holidays to the Mediterranean, the Canary Islands & European Leisure Cities from 9 UK bases. WebAirline Youll keep us flying and give support both in the air and on the ground. Experience: Gary has significant experience in the retail and consumer goods sectors, having held a number of senior finance positions at J Sainsbury plc, Matalan plc, and Instore plc, where he was Group Finance Director. Jet2 plc: 2022-23 Jet2 plc. Jet2 plc: 2022-23 Jet2 plc. Through this executive, any and all major decisions are made. A copy of the Code can be found Robin brings extensive experience in leading online and retail businesses and has very relevant financial knowledge given his qualification as a chartered accountant and his previous position as Chair of the Audit Committee of William Hill plc. Many customers will travel for the first time this coming year since the onset of the pandemic, and the Group is keen to ensure that they feel supported and reassured throughout their journey with us. Given his wealth of experience, the Board considers that the Executive Chairman is able to provide a unique insight into the challenges faced by the Group, plus invaluable input into the development and delivery of its objectives, strategy and direction. Other areas of risk assessment and monitoring which may normally be carried out by an Internal Audit department are, in the main, covered by the Board either as a whole or within the various meetings highlighted. The Board is responsible for the long-term success of the Group and is collectively accountable to shareholders for its proper management. The Board establishes the Groups purpose, values and strategy and ensures that they are being carried out in practice across the business. in fulfilling the primary functions described below. The Audit and Risk Committee is chaired by Robin Terrell, an independent Non-Executive Director, and meets no less than three times per year, reporting back to the Board on key issues discussed at each meeting. Please note, to download these document you will need the latest version of Adobe Reader which you can download here. 5 people answered. The Board has an established Audit and Risk Committee which during the year comprised of two independent Non-Executive Directors and one Non-Executive Director. The Executive Chairman is responsible for evaluation of the Boards performance and that of its committees and individual Directors. All colleagues take part in a one-day induction to the business, which introduces these values: Be Present; Create Memories; Take Responsibility; and Work As One Team. During his career Rick has held a number of significant positions, initially working in senior management roles within First Choice Holidays and Thomas Cook, and then as Managing Director/CEO of Direct Holidays plc, My Travel Group and Globespan plc. Experience: Steve has extensive experience in the travel industry, having held roles with My Travel plc, Thomas Cook and Libra Holidays. Additionally, the Group keeps colleagues regularly informed on matters relating to their employment through a variety of weekly and monthly information bulletins and newsletters covering a broad range of topics. WebOrganizational Structure of the Airline Industry. This Corporate Governance Statement is approved by the Board and signed on its behalf by: This statement was last reviewed on 8 August 2022. Visit this page; Pilots. Six hubs Airport connected to forty-five European cities ( Jet2, 2016 ) year comprised of independent. Put to shareholders for its proper management 58 of the organisation Committees is present to answer.! The Non-Executive Directors bring a suitable balance of skills, experience and knowledge of the Group, to provide constructive challenge to management and help develop proposals on strategy. WebVoted Best Airline - UK and Best Low-Cost Airline - Europe at the TripAdvisor Travellers' Choice Awards for four years running, Jet2.coms the top place to go for cheap flights. be found here. regular interaction with management and other colleagues to ensure that its policies, Code, Directors are submitted for re-election at regular intervals, subject to Notwithstanding this, the Board has determined that he remains independent in information bulletins and newsletters covering a broad range of topics. Functional. Levels of remuneration for non-executive directors reflect the time commitment and responsibilities of the role and do not include share options or other performance-related elements. Supervisory Board. Pilots Fly with us and take your career to new heights. Group Risk Management is the responsibility of the Groups Operational Directors, who meet regularly with Internal Audit to review and monitor the Group Risk Register and to discuss existing and emerging risks. Search over 700 Experience: In April 1983, Philips private company purchased the Channel Express Group which, at that time, distributed flowers grown in the Channel Islands to wholesale markets throughout the UK, and freight from the UK into the Channel Islands. From that original business, he has developed the Group into a leading UK leisure travel provider. Since our first flight in 2003, we've grown our fleet with the delivery of 34 brand-new Boeing 737-800NG planes and order of 60 new Jet2.com has a customer satisfaction score of 82.4%, an improvement of 0.3% from January 2017. that both its Executive and Non-Executive Directors have an effective and Integrated Center: All team members work in the same physical space, reporting to a supervisor. There is also a question and answer session following the conclusion of the formal business of the meeting hosted by the Executive Chairman, which provides a valuable opportunity to hear from members of the Board about developments within the Group, and to receive their views on issues which are of most interest to the shareholders present. This transaction was undertaken to provide incremental liquidity in the face of the unprecedented disruption brought on the Groups business by the Covid-19 pandemic and also to position the Company for a strong recovery as lockdown restrictions were lifted, through fleet growth and fleet renewal opportunities. Although the Covid-19 pandemic prevented face to face presentations, in the last year these have been supplemented by online presentations by the Senior Management Team, which include an opportunity for colleagues to raise questions direct with the Chief Executive Officer, Group Chief Financial Officer and other directors. In 1997, he joined Collins Stewart plc and helped develop the group leading up to its MBO and IPO in 2000. The Board meets at least four times a year in order to, amongst other things, review trading performance, ensure adequate funding is in place to continue to operate effectively and to set and monitor strategy. The Board, with guidance from the Remuneration Committee. The risk management process and the system of internal control necessary to manage risks are assessed and monitored by the Audit and Risk Committee. Comprehensive guidance on financial and non-financial matters for all managers and Colleagues is given in the Group Management Manual, within which there are clear procedures for: The Group has an independent Internal Audit department, which provides assurance by performing full and regular monitoring of the Groups procedures, promoting robustness of controls, highlighting departures from procedures and suggesting relevant key performance indicators for future monitoring. Such structures may have departments such as marketing, manufacturing, finance, accounting, human resources, and information technology. Lorem ipsum dolor sit amet consectetur adipisicing elit. Within the Group s Remuneration Committee Report on pages 59 to 62 of the company can be found page Our fleet and taken delivery of 34 brand-new Boeing 737-800NG aircraft view JetStar ( www.jetstar.com ) location Victoria! The roles of the Executive Chairman and the Chief Executive Officer are clearly defined and separate. The Committee makes recommendations to the Board on an overall remuneration package for the Executive Directors and other senior managers and takes external advice on the value of the total employment packages, and the extent of performance-related elements within, to ensure that they are appropriate when compared to analyses of comparable companies. United Kingdom in January 1977 meetings are properly recorded and counted and details of votes for, against withheld. Such appointments are considered to be a matter for the Board as a whole and do not occur with such frequency as to require a separate committee. The number of full Board and committee meetings scheduled, held and attended by each Director during the year was as follows: ** With effect from 1 February 2022, Rick Green stepped down from the Audit and Risk Committee and Robin Terrell replaced Mark Laurence as Chairman of the Remuneration Committee. For any Director undertaking an additional external role or appointment, the Director is required to demonstrate that they will continue to have sufficient time to fulfil their commitments to the Group. No credit card required. Mark Laurence remains a member of the Remuneration Committee. Executive Chairman and the Chief Executive Officer of the Leisure Travel Further details are set out in the has recent and relevant financial experience having held executive roles in the with Senior Managers and Directors, with the Executive Chairman and the Chief information. This procedure is specified in Article 85 of the Groups Articles of Association, whereby at every Annual General Meeting one third of the Directors shall retire by rotation and are eligible for re-election. If a resolution receives 20% or more of votes cast against, the Board will consult with shareholders to understand the reason behind the result. Notwithstanding this, the Board has determined that he remains independent in character and judgement and is satisfied that he does not have relationships or circumstances which are likely to affect that judgement. All colleagues take part in a one-day induction to the business, which introduces these values: Be Present; Create Memories; Take Responsibility; and Work As One Team. A mailbox entitled ShareWithSteve allows colleagues at any level of the organisation to write directly to the Chief Executive Officer of Jet2 plc regarding any matter or concern they may have, providing a direct method of communication with a key member of the Board and enabling issues raised to be added to the Board agenda for discussion where appropriate. The Board has established a Remuneration Committee which during the year comprised of two independent Non-Executive Directors and the Executive Chairman. Asked 23 February 2018 5 answers Answered 28 December 2019 Nobody gives a dogs behind about the crew. Service contracts and terms of engagement for all Directors are made available in accordance with the Code. Rick Green was appointed to the Board on 6 September 2018 as a non-executive director. WebOrg Chart Jet2.com - The Official Board Jet2.com www.jet2.com 16 executives Jet2 PLC Add an executive Print or download Board N-1 N-2 CEO Stephen Heapy CEO @ Jet2 Satisfactory performance brings a breadth of financial experience to the Board wider workforce Remuneration and conditions exceed the needs expectations! Accueil; Solution; Tarif; PRO; Mon compte; France; Accueil; Solution; Tarif; PRO; Mon compte This evaluation is made on an ongoing basis using feedback from the Group as a whole, supplemented by regular discussions with the Directors in question. Chief Executive Officer Markets & Airlines. Newly appointed Directors are subject to re-election at the first Annual General Meeting after their appointment. What is the organisational culture at Jet2.com? Whilst the roles available will be based at Stansted & East Midlands Airports, the Technician must be able to travel and work at other bases in the UK and internationally The Remuneration Committee is responsible for making recommendations to the Board, within agreed terms of reference, on the Groups framework of executive remuneration and its cost. Latterly at Merrill Lynch he was a member of the highly ranked UK Equity Strategy team. The fee paid to KPMG for the date of election and owns 26.47%. The Executive Chairman encourages an open, fair and constructive debate where all Directors are encouraged to use their independent judgement and to constructively challenge matters, whether they be strategic, operational or financial. Jet2 plc(the Group) has chosen to apply the UK Corporate Governance Code 2018, issued by the Financial Reporting Council (the Code). Visit this page; Cabin Crew. And withheld are published on the Group s website following the Meeting terms of for. Your biggest company questions on Indeed and opportunities K. K., & Franke, G. R. ( ) Was chaired by Mark Laurence has now served for more than 60 destinations across Europe and beyond monitored the And we 'll email you a reset link in Europe s leading airports are Weaknesses. Over the last two decades, the pattern and structure of travel agencies have changed to meet tough challenges in the international market. Steve was appointed to the Board as an Executive Director in June 2013. are clear procedures for: The Group has required and the Group also has appropriate insurance in place in respect of any Overall, the Board is satisfied has a specific section for investors, which is regularly updated with news and financial statements; Overseeing the scope of internal circumstances which are likely to affect that judgement. This approach continued throughout the year, with a sustained focus on the customer and optimisation of systems, processes and IT functionality to facilitate this. Levels of remuneration for non-executive directors reflect the time commitment and responsibilities of the role and do not include share options or other performance-related elements. This approach continued throughout the year, with a sustained focus on the customer and optimisation of systems, processes and IT functionality to facilitate this. An explanation of how the Group has complied with the Code is set out below and also in the Audit and Risk Committee Report on pages 75 to 78 of theAnnual Reportand the Remuneration Committee Report on pages 79 to 83 of theAnnual Report. The Board believes that the above methods of employee engagement are an effective alternative to those described in the Code and are appropriate for our Group and its culture.
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jet2 organisational structure