Corporate Traveller is committed to positively contributing to our community both within and outside the organisation. This underpins our philosophies and values, and is in turn reflected throughout our organisational structure, business activities and Corporate Social Responsibility initiatives.
Corporate social responsibility
With operations all over the world, Corporate Traveller has independently developed initiatives and programs to contribute to our social and environmental responsibilities. These encompass:
- Responsible tourism
- Commitment from our Board at a group and individual level
- The Flight Centre Foundation Energy consumption reduction initiatives
- Recycling & waste reduction initiatives
- Intelligent shop design
- Staff facilities that promote walking, cycling and running to work
Flight Centre Foundation
The Flight Centre Foundation provides employees with a means to support nominated charities through workplace giving and fundraising initiatives. All staff donations are matched dollar-for-dollar by the company, which also offers a paid program for employees who want to volunteer their time to community charities.
Accumulated funds also support important causes, such as local and international natural disaster relief and community contributions.
Corporate Traveller philosophies
1. Our people
Our company is our people. We care for our colleagues’ health and wellbeing, their personal and professional development and their financial security. We believe that work should be challenging and fun for everyone and through work we contribute to our community.
2. Our customers
We recognise that our customers always have a choice. Therefore a superior customer service experience, provided with honesty, integrity and a great attitude, is key to our company’s success, as is the travel experience we provide.
A fair margin resulting in a business profit is the key measure of whether we are providing our customers with a product and service they value.
We believe each individual in our company should have the opportunity to share in the company’s success through outcome-based incentives, profit share, BOS (franchises) and Employee Share Schemes. It is important that business leaders and business team members see the business they run as their business.
Incentives are based on measurable and reliable outcome-based KPIs. We believe that ‘what gets rewarded gets done’. If the right outcomes are rewarded, our company and our people will prosper.
6. Brightness of Future
We believe our people have the right to belong to a Team (family), a Village, an Area (tribe) and Nation (hierarchy) that will provide them with an exciting future and a supportive working community. They also have the right to see a clear pathway to achieving their career goals. Promotion and transfers from within will always be our first choice.
7. Our standard systems - one best way
In our business there is always "one best way" to operate. These are standard systems employed universally until a better way is shown. This improved way becomes the "one best way system". We value common sense over conventional wisdom.
8. Family, Village, Tribe
Our structure is simple, lean and transparent with accessible leaders. There is a maximum of 4 and sometimes 5 layers. The village is an unfunded, self-help support group that forms an integral part of our structure.
- Teams (the family) (minimum 3, maximum 7 members)
- Villages (minimum 3, maximum 7 teams)
- Areas (tribe) (minimum 10, maximum 20 teams)
- Nations (minimum 8, maximum 15 areas)
- Regions/States/Countries (minimum 4, maximum 8 nations)
- Global Executive Team/Board.
9. Taking responsibility
We take full responsibility for our own success or failure. We do not externalise. We accept that we have total ownership and responsibility, but not always control. As a company we recognise and celebrate our individual and collective successes.
10. Egalitarianism and unity
In our company, we believe that each individual should have equal privileges and rights. In Leisure and Corporate, in Australia and overseas, and in organically grown and acquired businesses, there should be no "them and us".