WEBVTT

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<v ->A Better Heathrow</v>

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was all grown out of a
really fundamental recognition

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right across British Airways

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that Heathrow, our hub
airport, had to change.

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Not to change a bit, but transform.

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We needed to undertake
a huge amount of change

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and deliver really significant results.

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We could have done some of that ourselves,

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but I'm convinced that we
wouldn't have been able to deliver

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it as successfully or as quickly
if we hadn't been able

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to work with BCG.

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<v ->We started working with BCG
to get everything in place</v>

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and started actually
executing the program in the

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quarter one of 2024.

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We based our transformation
on three objectives:

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Every Second Counts;
Every Colleague Matters;

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And Every Customer Unique.

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Every Second Counts. Obviously,
focus on punctuality.

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We need to be punctual as an airline,

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and I cannot emphasize that enough.

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But it also was about
Every Customer Unique.

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We have to deliver a
promise to our customers.

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And Every Colleague Matters,

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it's also about our colleagues.

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How do we set them up for success?

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How can we make them part
of actually coming to work,

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set them up and wanting to deliver?

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They were working in very
big groups like 150+

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so actually they didn't know

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the hierarchical boss, the
shift manager could be somebody

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that they wouldn't have met before.

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<v ->So one of the biggest advantages</v>

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of the Heathrow operating
model is our ability

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to now work in teams on a daily basis

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with a manager in the zone
managing their direct reports

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or a team of people on the day.

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We drive empowerment and
engagement and we celebrate

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and reward good performance and we develop

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and motivate our colleagues
to do a good job.

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<v ->It's created a culture of collaboration,</v>

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but also a new breath
of fresh air from those

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that have been here from
many years ago who have got

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that experience and
that knowledge to those

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that have come in and really
wanted to showcase themselves.

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It's just such a good
environment to be part of.

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<v ->We've seen a really, really
transformational change,</v>

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again, in the amount of
people who say they're happy

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to work here, would recommend it

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to their family and friends.

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That's a really important
thing for us because

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unless you have happy

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and engaged colleagues,
we are not going to get

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that real change in culture,
which is so important.

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<v ->We got 6,000 people on our
journey with us, training them,</v>

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getting ready to deliver as
frontline staff continuously,

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invested in operations control centers,

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as we are visiting here,

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which sets our people up for success.

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The things that are in our control we control much better.

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So the regularities are up
tremendously, our punctuality is

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up tremendously, our baggage
performance on all the fronts

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for our customers, for our people.

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Yeah, we really did a good job, I think.

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<v ->Thanks to the work we've done with BCG.</v>

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We've got a huge amount of data

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that pretty much in real time

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that we've been tracking
ever since the start

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of this transformation,
and we have seen huge

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improvements right across.

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Just to give one tiny
example about delays, we used

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to have from customers
carrying handbags, which has gone down

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by 96%.

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<v ->We've had a massive
improvement in our missed bag rate.</v>

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In addition to that, we've
also improved our bags to belt.

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This will continue to improve

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and make every customer happy,
and that is just fantastic.

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We can see that from the NPS scores

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that we have from our customers.

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<v ->The difference that we see now is</v>

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that we are delivering our
best performance since 2011,

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and the reason we've done that is

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because we've now got AI helping us,

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we have better rostering,
better ways of working.

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<v ->Now we have a stable operation and an improving operation.</v>

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It allows us to focus on
those things that most matter

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to customers to make sure we
go from being A Better Heathrow

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to being the very best
airport hub in the world.