For the second year in a row, around 4,000 Vueling employees faced the most unprecedented crisis in our industry’s history.
In terms of managing the crisis, we focused on four key priorities.
First, our main objective has been to protect the health and well-being of our employees and customers. Second, we enhanced flexibility to enable us to constantly adapt our capacity to match demand, identifying any new opportunities to fly, which generated cash. Third, we had to rigorously adapt our costs as much as possible to meet the level of flight activity. Finally, we had a constant focus on cash, working capital and financing.
However, while managing the crisis, we also began preparing to emerge even more efficient and competitive in a post-pandemic environment by implementing the 19 initiatives included in our Plan ‘Vueling Transform’. These initiatives aim to unlock the full potential of our airline by generating more value for our shareholders, our employees, our customers and ultimately society.
For example, we transformed our maintenance model by launching a new joint venture company that manages Vueling Line Maintenance; we changed the structure of our fare families and introduced new ancillaries such as Guaranteed Hand Bag, giving more flexibility to our customers to choose the services they exactly need; and we redefined our Mission Vision and Values to lead our people through this period of uncertainty.