SUSTAINABILITY
OUR APPROACH TO Sustainability 
easyJet aims to be a responsible and sustainable business. We recognise the 
need to transition to a low-carbon economy and will continue to work towards 
ensuring aviation plays its part. Our focus is to pioneer positive change for our 
planet, communities and people, getting one step closer to net zero every day. 
The benefits of aviation are fantastic – it 
connects people, reunites friends and 
families, enables people to experience 
different cultures and provides economic 
prosperity. But at the same time, we know 
that we have a responsibility to minimise 
the impact of our flights on the planet and 
everyone at easyJet, including myself, 
takes this responsibility seriously. 
There is no doubt that decarbonising 
aviation is a cross-industry effort and no 
one airline can do this alone, however I’m 
incredibly proud of the progress that we, 
and our partners, have made this year and 
believe that easyJet is an industry leader on 
its journey to net zero. 
Much has been achieved this year; in 
November 2021, we made an important 
commitment by joining Race to Zero, a 
UN-backed global campaign to achieve net 
zero carbon emissions by 2050. This was 
closely followed by setting a carbon 
emissions intensity reduction target of 35% 
by 2035 and in September 2022 we were 
the first low-cost airline worldwide to 
announce an interim target validated by 
the Science Based Targets initiative (SBTi). 
Later in September we published our 
SBTi-aligned roadmap to achieving net 
zero carbon emissions by 2050. I firmly 
believe that our roadmap is the most 
ambitious to date due to the focus on new 
technology, as soon as available, with the 
ambition to achieve zero carbon emission 
flying across our entire fleet in the 
long-term. By 2050, we plan to have 
reduced our carbon emissions per 
passenger by 78%, with residual emissions 
removed through carbon capture 
technology.
Alongside the ultimate transition to zero 
carbon emission technology, the roadmap 
features a combination of fleet renewal, 
operational efficiencies, airspace 
modernisation, Sustainable Aviation  
Fuel and carbon removal technology  
(see pages 12 and 13). 
We have taken a wide range of actions to 
help us make progress on the roadmap. 
On new zero emission technology, we 
formed a new partnership with Rolls-Royce 
to pioneer the development of hydrogen 
combustion engine technology capable of 
powering an easyJet sized aircraft in the 
future with ground testing already 
successfully underway. We formed 
hydrogen technology partnerships with 
GKN Aerospace and Cranfield Aerospace 
Solutions and were the first airline to 
support Airbus’s ZEROe programme. 
A modern fleet of aircraft is instrumental in 
driving down emissions and so we will be 
making a list price investment of $21 billion 
over the coming years to continue to 
renew our fleet. All 168 new aircraft 
deliveries, scheduled between FY23 and 
FY29, will be Airbus NEO aircraft, which are 
at least 15% more fuel efficient and 50% 
quieter than the aircraft they replace. 
During the year we also announced several 
technology developments, including a 
multi-million-pound fleet-wide investment 
into the latest technology from Airbus to 
achieve further carbon emission reduction 
through Descent Profile Optimisation.
We have contracted all Sustainable 
Aviation Fuel (SAF) reflected in our 
roadmap for the next five years with 
supplier Q8 Aviation and also signed a 
letter of intent with Airbus to support the 
development of ground-breaking carbon 
removal technology. 
As we move towards delivery of our net 
zero roadmap, we are transitioning our 
current investment in carbon offsetting 
into supporting the technologies that will 
help us decarbonise.
Looking beyond carbon, we became the 
first low-cost carrier worldwide to have a 
fully-certified IATA Environmental 
Assessment (IEnvA) Environmental 
Management System, showing we are 
managing our environmental performance 
in a structured and systematic way. 
We continue to support the vital work of 
UNICEF both through its Covid-19 Vaccines 
Appeal and collecting donations to help 
support children and families affected by 
the war in Ukraine. 
Meanwhile, easyJet holidays continues to 
find ways to further optimise the benefits 
of travel and tourism to destination 
communities (see page 40). 
So in summary, informed by our roadmap 
we are investing millions where we can 
make the most difference, in efficiency 
measures now and in the development and 
realisation of net zero technology in the 
decades to come. 
By continuing our leadership in this area 
and implementing our roadmap step by 
step, we will help ensure a sustainable 
future of aviation for the benefit of the 
next generation and our planet.
I’m incredibly  
proud of the  
progress that we,  
and our partners,  
have made this year 
and believe that 
easyJet is an industry 
leader on its journey  
to net zero.” 
MESSAGE from Johan Lundgren
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easyJet plc Annual Report and Accounts 2022

Materiality
To determine the priority sustainability 
issues we need to address, we conducted 
a full materiality assessment in 2019 and 
plan to refresh this in 2023. The 
assessment gathered the views of key 
stakeholders, including employees, 
investors, suppliers, regulators, customers, 
trade unions and non-governmental 
organisations. The results were published in 
our 2019 and 2020 Annual Reports and are 
available at https://corporate.easyjet.com.
The assessment confirmed that the most 
material sustainability issue for easyJet is 
our carbon emissions and this is the 
primary focus of our sustainability efforts, 
addressed through risk management and 
through the many partnerships and 
activities described in this section of 
the Annual Report. Other critical material 
issues identified included health and safety, 
fair employment and the management of 
waste and plastics.
External recognition
Our sustainability activities and 
performance are assessed by the key 
sustainability ratings agencies that are 
important to our investors. We have 
achieved improved ratings year on year 
with leading ratings providers Sustainalytics, 
FTSE4Good and Transition Pathway 
Initiative. In December 2021, we received a 
B rating from CDP (Carbon Disclosure 
Project) and in July 2022 an AA rating from 
MSCI – both an improvement on 2021.
This year we won: the most effective ESG 
programme in the transport sector in 
Britain’s Most Admired Company awards, 
Best Sustainability and Inclusion initiatives 
of the year in the Italian Mission awards and 
the Sustainability award at the Professional 
Clothing Industry Association Worldwide 
awards for our new pilot and cabin crew 
uniforms, produced from 100% recycled 
plastic bottles. And Bristol Airport won the 
Airports Council International Eco-
Innovation Award for the partnership 
between easyJet and Bristol Airport.
sustainability Strategy
PILLAR ONE
Reducing our impact today  
for a better tomorrow
We work tirelessly to minimise the 
environmental impact across our 
operations.
•	 Focused on reducing the carbon 
intensity of our flying.
•	 Tackling waste and plastic reduction 
within easyJet and our supply chain.
•	 Continuously addressing our 
noise impact.
•	 Environmental management  
system – ISO 14001 compliant.
PILLAR TWO
Pioneering future travel
easyJet’s support in the development of 
zero carbon emission technologies will 
shape the future of flying.
•	 Signed up to Race to Zero.
•	 Driving change to deliver our net zero 
transition roadmap.
•	 Collaboration and partnerships 
to achieve zero carbon emission aviation.
•	 Advocating for effective carbon 
regulation and new technology.
PILLAR THREE
Driving positive change in society 
Positively impacting our people, customers 
and communities to maximise the social 
and economic benefits of travel and 
tourism.
•	 Creating an inclusive workplace.
•	 Remaining an employer of choice.
•	 Making more sustainable travel 
accessible to everyone through easyJet 
holidays.
•	 Supporting charitable causes that are 
important to our customers and 
employees.
Pioneering positive change for our planet, communities and people  
Getting one step closer to net zero every day
ESG Reporting Group 
Sustainability Communications Forum 
Net Zero Technology Innovation Team
Dedicated  
Sustainability  
Team
Environmental Policy Group
Climate Change Transition Risk Register 
Environmental Management System Review Board 
plc Board 
Approves changes in strategy
Sustainability Steering Committee 
Steers direction of Sustainability Strategy, including net zero roadmap and ESG disclosure 
Airline Management Board 
Regular updates and approval
Sustainability and ESG Governance
Underpinned by strong governance and monitoring at Board level to drive delivery of this strategy 
Further details on page 43 and page 82
31
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STRATEGIC REPORT

SUSTAINABILITY (CONTINUED)
Overview
Reducing our direct organisational carbon 
footprint (Scope 1 and 2 emissions) has 
been a long-term priority. In this financial 
year easyJet set an interim target for a 
35% reduction in emissions intensity, as 
measured by CO2e/RTK (Revenue Tonne 
Kilometre), and we were the first European 
low-cost carrier to have this target 
validated by the Science Based Targets 
initiative (SBTi). We continue with our 
relentless focus on fuel efficiency, and are 
transitioning our fleet to more modern, 
fuel-efficient aircraft. We have taken 
delivery of a further eight Airbus NEO 
aircraft this year, which now constitute 19% 
of our fleet, and confirmed the order of a 
further 56 A320neo family aircraft. We are 
also constantly refining our operations and 
optimising passenger loads to ensure 
maximum efficiency. 
Our environmental impact of course goes 
beyond carbon emissions, and we continue 
to address, assess and minimise issues 
such as waste, the use of plastics and our 
noise impact. This year easyJet was the 
first European low-cost carrier to achieve 
IEnvA Stage 2 certification for our 
Environmental Management System (EMS).
Carbon governance and data
Mapping our carbon emissions
The measurement and reporting of our 
carbon emissions are aligned to the 
European Union’s Emissions Trading 
Scheme (EU ETS), the Greenhouse Gas 
(GHG) Protocol and the recommendations 
of the Task Force on Climate-related 
Financial Disclosures (see pages 43 to 46). 
They also meet the UK Government’s 
Streamlined Energy and Carbon Reporting 
requirements, 2019.
The GHG Protocol categorises emissions in 
three scopes:
•	 Scope 1 – direct emissions from owned 
and leased assets (typically combustion 
of fossil fuels).
•	 Scope 2 – indirect emissions from 
imported energy (typically grid 
electricity) used in assets where easyJet 
has direct operational control. 
•	 Scope 3 – all other indirect emissions 
resulting from upstream and 
downstream business activity such as 
supply chain, business travel and aircraft 
components.
This year we have again worked with 
Carbon Trust, a global climate change and 
sustainability consultancy, on our carbon 
mapping and reporting work.
Our carbon emissions are calculated and 
expressed as a suite of carbon dioxide 
equivalent (CO2e) figures in metric tonnes. 
We use the operational control approach, 
in which we include emissions from 
activities where we control the operation 
and use published emission factors issued 
by competent authorities (such as UK 
government departments including 
DEFRA).
The carbon mapping work in the 2022 
financial year estimated that 99.98% (2021:  
99.87%) of easyJet’s organisational (Scope 
1 and 2) carbon emissions was as a result 
of the use of jet fuel across our fleet of 
aircraft.
Carbon emissions methodology
We report both grams of carbon dioxide 
per Revenue Passenger Kilometre and 
grams of carbon dioxide equivalent per 
Revenue Passenger Kilometre. We have 
also included our carbon emissions 
equivalent per Revenue Tonne Kilometre 
(gCO2e/RTK) as this is the intensity metric 
specified by the SBTi for their aviation 
sectoral decarbonisation pathway and is 
used by a number of other stakeholders.
Since the 2021 financial year, we have 
expanded the scope of our reporting to 
include fugitive emissions from chillers and 
air-conditioning equipment which is 
included in Scope 1.
From the 2020 financial year, we reviewed 
our carbon intensity calculation 
methodology, so that it aligns more closely 
with established industry methodologies. 
The methodology used follows the 
protocols outlined in the BS EN 16258 – 
2012, ‘Methodology for calculation and 
declaration of energy consumption and 
GHG emissions of transport services 
(freight and passengers)’ document. This is 
the methodology that airlines with 
Pillar one
Reducing our impact today  
for a better tomorrow
Environmental Management System (EMS)
To improve our environmental performance in a structured, systematic and documented way, we joined the IATA Environmental 
Assessment (IEnvA), an EMS accreditation programme specifically developed for the airline sector by airlines, IATA and leading 
experts in aviation environmental sustainability. IEnvA provides airlines with guidance, aligned with internationally accepted 
environmental management standard ISO 14001:2015, to effectively address significant environmental sustainability matters that 
face the aviation industry today.
Airlines are able to phase the implementation of the IEnvA programme with recognition as a Stage 1 or Stage 2 Operator. In early 
2022 we achieved IATA IEnvA programme Stage 1 certification, for an ISO 14001-compliant EMS. 
In August 2022 we achieved Stage 2 certification, which made us the first low-cost carrier operating in Europe with an IEnvA  
Stage 2 verified EMS and the first non-IATA member to participate in the IEnvA certification process. 
We publish a range of ESG factsheets 
on our website, to be read alongside 
our FY22 Annual Report, which give 
further data and information on ESG 
topics such as human capital and 
labour management; safety, quality 
and governance; digital safety; and 
environmental management. Go to 
https://corporate.easyjet.com/
corporate-responsibility/sustainability
Our environmental policy is available at https://corporate.easyjet.com/corporate-responsibility/policies
32
easyJet plc Annual Report and Accounts 2022

operations within the EU and beyond follow 
to comply with the EU’s Emissions Trading 
System requirements. The UK ETS also 
follows this methodology.
In 2021 we adopted the convention of 
using Great Circle Distance (GCD) plus a 
fixed correction factor of 95km for each 
sector, as recommended by the EU ETS 
reporting methodology. It is also in line with 
the ICAO Carbon Emissions Calculator 
Methodology. This approach is intended to 
better reflect the actual distance flown in 
each flight. Completed flight data, fuel in 
tanks, fuel density, booked (revenue) 
passengers and GCD are recorded for each 
flight. Internal checking processes are 
applied to data on a regular basis for the 
purpose of ensuring data is of a high, 
robust quality for internal and external 
reporting requirements. 
We have used the UK government’s DEFRA 
GHG Conversion Factors for Company 
Reporting, which were last issued in June 
2022.
Further detail on our methodology 
can be found at https://corporate.
easyjet.com/corporate-
responsibility/sustainability
Total carbon emissions
Our total carbon dioxide equivalent 
emissions from the fuel used in our flights 
was 6,390,927 tonnes CO2e in FY22, 
compared to 2,112,906 in FY21.
This total figure for FY22 is significantly 
higher than in FY21, reflecting the market 
recovery from the effects of the pandemic.
Carbon emissions per  
revenue passenger kilometre
Our per passenger kilometre intensity 
metrics are expressed as grams of carbon 
dioxide equivalent (gCO2e) per passenger 
kilometre (RPK) and as grams of carbon 
dioxide (gCO2) per passenger kilometre. 
These metrics record how many grams of 
CO2e and CO2 are emitted on average for 
each kilometre travelled by each passenger 
on an easyJet aircraft. In FY22 our carbon 
dioxide emissions per passenger kilometre 
were 70.36gCO2/RPK, compared to  
81.08g in FY21.
As in FY21, the pandemic continued to 
have an effect on this intensity metric. The 
first half of FY22 continued to be impacted 
by travel restrictions, imposed due to the 
spread of the Omicron variant, which 
resulted in lower load factors than in a 
typical year. As a result, the carbon 
emissions from each flight were shared 
between a smaller number of passengers, 
thus increasing our intensity metric.
However, in the second half of FY22, we 
were able to reduce this effect by 
achieving load factors of over 90% 
following the return to restriction-free 
travel, and by prioritising the use of A320/
A321neo aircraft, which are typically 15% 
more efficient per seat kilometre flown 
compared to the aircraft they replace, 
resulting in the lowest annual carbon 
intensity in easyJet’s history. 
The impact of the Covid-19 pandemic and 
related travel restrictions over the past two 
and a half years was also the primary 
reason we were not able to meet our 2017 
target of a 10% reduction in carbon dioxide 
emissions per passenger kilometre from 
our flights by the end of FY22, compared 
to our 2016 performance. We continue to 
work every day to reduce our carbon 
emissions and we have now published our 
roadmap to net zero carbon emissions, 
including an interim science-based target 
of a 35% carbon emissions intensity 
reduction by 2035, which has been 
validated by the Science Based Targets 
initiative (SBTi). 
Since 2000, we have reduced our carbon 
emissions per passenger, per kilometre by 
one-third.
Third-party verification
Our intensity metrics are verified by a 
third-party specialist auditor, Verifavia. 
Verifavia used a reasonable assurance 
approach to review easyJet’s 2022 financial 
year aircraft fuel burn, Revenue Passenger 
Kilometre, Revenue Tonne Kilometre and 
associated output CO2 and CO2e KPIs. In this 
financial year Verifavia has for the first time 
also verified easyJet’s Scope 2 emissions 
and Scope 3, category 3 emissions 
(upstream emissions due to fuel usage). In 
FY22 the verified emissions equated to 96% 
of easyJet’s carbon footprint. 
Verifavia’s detailed assurance 
statement is available at  
https://corporate.easyjet.com/
corporate-responsibility/sustainability
Greenhouse gas and energy performance
FY22
FY21
Global emissions
UK-only  
emissions**
Global emissions
(excl. UK) 
Global emissions
UK-only 
emissions**
Global emissions
(excl. UK) 
Scope 1 – tonnes of CO2e
6,421,434
2,601,877
3,819,557
2,114,961
803,463
1,311,498
Scope 2 – tonnes of CO2e*
0
0
0
788
760
28
Total Scope 1 & 2 – tonnes of CO2e
6,421,434
2,601,877
3,819,557
2,115,749
804,223
1,311,526
Scope 3 – tonnes of CO2e
1,660,512
585,443
Total carbon footprint – S1, 2 & 3 
tonnes of CO2e
8,081,946
2,701,192
Scope 1 energy use (kWh)
25,911,221,182
10,498,872,319
15,412,348,863
8,531,020,231
3,238,837,186
5,292,183,044
Scope 2 energy use (kWh)
3,246,789
3,246,789
0
3,699,537
3,576,743
122,794
Total energy use (kWh)
Scope 1 & 2
25,914,467,971
10,502,119,108
15,412,348,863
8,534,719,768
3,242,413,929 5,292,305,838
Carbon offsets in tonnes of CO2e
6,497,911
2,120,772
	* Zero Scope 2 CO2e as 100% renewable energy is sourced for sites where we have direct operational control (market-based). 
**	UK-only emissions cover emissions from flights operating under our UK Air Operating Certificate.
Carbon emissions/revenue passenger km
FY22
FY21
Intensity metric
easyJet plc 
gCO2/RPK
easyJet plc
gCO2e/RPK
easyJet plc 
gCO2/RPK
easyJet plc 
gCO2e/RPK
Carbon emissions/revenue passenger km
70.36
71.07
81.08
81.89
Carbon emissions/revenue tonne km
FY22
FY21
Intensity metric
easyJet plc 
gCO2/RTK
easyJet plc 
gCO2e/RTK
easyJet plc 
gCO2/RTK
easyJet plc 
gCO2e/RTK
Carbon emissions/revenue tonne km
703.64
710.74
810.77
818.9
33
easyJet.com
STRATEGIC REPORT

SUSTAINABILITY (CONTINUED)
Internal carbon price
We set an internal carbon price based on 
ETS costs for monitoring and evaluating 
compliance obligations. By using the 
internal carbon price, we can track the 
obligation costs in the current year, as well 
as future years. The internal carbon price is 
input into easyJet’s master financial models 
that drive the five-year financial plan, 
10-year funding model and budget. These 
financial models forecast route profitability 
and therefore influence both near- and 
long-term commercial decisions such as 
the routes that easyJet operates and the 
frequency of service. The internal carbon 
price also has a material influence on the 
fleet plan, which defines the number and 
type of aircraft in the easyJet fleet, and on 
fleet-related capex as a result. Since FY21 
the internal carbon price has been split by 
region with different prices applied to UK 
departures and EU departures in line with 
the respective ETS schemes.
Non-carbon dioxide effects
We know that aviation also contributes to 
non-carbon dioxide climate effects in the 
atmosphere. However, scientific uncertainty 
remains over the quantification and 
methods of mitigation and so we are 
engaging with a range of stakeholders to 
address this, and also recognise the need 
for more information gathering and 
monitoring.
Any action on non-CO2 needs to:  
1) be full scope, as long-haul contrails are 
the major driver of non-CO2 effects;  
2) account for the non-cumulative effects 
of non-CO2 effects; and  
3) ensure a balanced approach aimed at 
minimising the total climate impact of 
aviation inclusive of CO2 and non-CO2.
What we are doing to reduce 
carbon impact
Efficient aircraft
easyJet is one of the largest single brand 
operators of A320neo family aircraft in 
Europe. All 168 new aircraft to be delivered 
up to the 2029 financial year will be NEO 
(New Engine Option) aircraft, at a list price 
of $21 billion. These will join the 59 NEO 
aircraft that are already in the fleet.
The NEO aircraft (easyJet has both A320 
and A321 variants in our fleet), are Airbus’s 
new generation of narrow-body aircraft, 
replacing the CEO-type (Current Engine 
Option) variants of the same model. 
Equipped with CFM International’s LEAP-1A 
engines, they are at least 15% more fuel 
efficient than the aircraft they replace and 
provide a 50% noise footprint reduction, 
and significantly less NOx. Switching to 
more fuel-efficient current generation 
aircraft as well as up-gauging to larger 
aircraft has a significant impact on 
reducing carbon emissions in the short 
term due to higher absolute fuel efficiency 
and lower emissions per seat.
In addition to the NEO-technology aircraft, 
since 2013 our A320ceo aircraft have been 
delivered with ‘Sharklet’ wingtips (also 
standard on the NEO variants), reducing 
drag and fuel-burn by 2-3% per hour flown. 
To further increase the efficiency of our 
A320 fleet, 93% of it has either been 
delivered in, or retrofitted to, the increased 
density Spaceflex configuration. This space-
saving layout reconfigures unused space in 
the rear galley, freeing up room for six 
additional seats. The seats of these aircraft 
have also been converted to the slimline 
lightweight Recaro design (also standard 
on all our NEO deliveries), further reducing 
the weight (and fuel burn) of the aircraft.
Number of aircraft by type
Aircraft type
Number
Percentage  
of fleet
A319
94
29%
A320
167
52%
A320neo
44
14%
A321neo
15
5%
Total
320
Operational improvements  
and efficiencies
easyJet continues to operate its aircraft as 
efficiently as possible and is always looking 
for further efficiency improvements to 
reduce fuel burn and therefore carbon 
emissions. This includes adjusting standard 
operating procedures, for example 
single-engine taxiing on arrival and 
departure, using advanced weather 
information to improve navigation 
performance and engine washing to 
remove debris, which improves the air 
turbine performance. 
The airline is also using new software and 
AI to identify further operational 
efficiencies. 
This is complemented by flight efficiency 
partnerships with key stakeholders such as 
Airbus, Collins Aerospace, NATS and 
Eurocontrol.
For example, this year easyJet signed an 
agreement with Airbus to enable Descent 
Profile Optimisation (DPO) and Continuous 
Descent Approach (CDA) across our fleet. 
Through this software upgrade, we will be 
able to further reduce fuel burn and 
emissions as our aircraft descend towards 
their destinations at lower thrust settings. 
Once rolled out across the fleet, easyJet 
will have the largest DPO-enabled fleet in 
the world. 
We are also harnessing the power of AI 
and big data through initiatives such as 
the deployment of the SkyBreathe 
fuel management tool. This solution 
automatically collects and analyses data 
from the easyJet fleet and combines them 
with data from other sources such as 
weather conditions and air traffic control 
to identify the most relevant fuel saving 
opportunities. This will enable the 
implementation of the most efficient 
operational procedures on the ground 
and in the air.
This year easyJet also received the first 
A320neo from Airbus equipped with the 
latest Satellite Landing System (SLS) which 
will enable pilots to perform ‘straight-in’ 
approaches into airports using satellite 
positioning, even in low-visibility conditions. 
All measures are taken only when safe and 
practical to do so, within the constraints of 
the operational environment.
The NEO family aircraft are quieter and more 
fuel efficient than the previous generation 
34
easyJet plc Annual Report and Accounts 2022

Airspace modernisation
This is crucial for the entire industry as it 
has strong potential for significant carbon 
reductions in the short and medium term 
as more direct flight paths lead to shorter 
flying times and therefore reduced fuel 
burn and resulting emissions. Airspace 
modernisation has to be addressed on 
both a national and pan-European level, 
and is crucial for a more environmentally 
optimised and efficient air traffic 
management system.
easyJet is working with stakeholders and 
public authorities to advocate for the 
modernisation of airspace, including 
projects such as the Single European Sky, 
which has a stated ambition to deliver 10% 
carbon emissions savings from European 
aviation, and the UK’s Airspace Change 
Organising Group (ACOG). easyJet’s 
interim COO has been appointed to the 
ACOG steering committee and is helping to 
drive the required changes. 
easyJet is also laying the foundations for 
the airline to be equipped for an optimised 
European airspace and has recently been 
announced as the first airline evaluation 
partner for Iris, a ground-breaking air traffic 
management programme, led by Inmarsat, 
the global leader in satellite 
communications, together with the 
European Space Agency and Airbus, 
paving the way for more efficient air traffic 
management: see case study right. 
Airports
Last year we announced a partnership with 
Bristol Airport to trial a number of 
sustainability initiatives across our 
operations to reduce our carbon footprint, 
which identified several areas for 
improvement. During the trial we 
introduced a push and hold process for 
flight operations and also improved our 
single engine taxi and Continuous Descent 
Approach (CDA) performance. We also 
improved onboard recycling performance. 
Our trial managed to reduce carbon 
emissions by 96% on the aircraft 
turnaround, using electric ground-handling 
equipment including ground power units, 
baggage trolleys, belt loaders and steps.
Over a period of six months the trial 
delivered a total carbon saving of 23,632 kg 
which equates to the carbon savings of 
nine households’ typical annual energy.
The initial learnings from the trial will be 
embedded in our future operational 
strategy. The trial also opened several 
avenues for us to pursue, particularly 
around the use of hydrogen, and we have 
extended the partnership for a further 
five years.
In Italy, we have set up a partnership with 
SEA, the group that manages the airports 
of Milan Malpensa and Linate, to implement 
more sustainable management of 
operations at Milan airports.
Areas that the project will cover are the use 
of Sustainable Aviation Fuel (SAF), research 
into infrastructure requirements for 
hydrogen propulsion, improvements in 
waste management and recycling, as well 
as the use of zero carbon emission ground 
service equipment.
Noise reduction
easyJet continues to work hard on 
reducing the noise impact of our aircraft 
and flights. A large part of this is driven by 
the acquisition of newer, quieter Airbus 
A320neo and A321neo aircraft, powered by 
CFM LEAP-1A engines, that meet ICAO 
Chapter 14 regulations.
Flight crew also use specialist techniques 
and procedures to minimise the impact of 
noise. This could be adhering to noise 
abatement procedures or flying continuous 
descent approaches.
easyJet investigates any concerns raised 
relating to noise procedures. This helps us 
understand how we can improve 
procedure design and flight planning to 
reduce the impact of noise on those living 
near airports or under flight paths.
Carbon offsetting 
easyJet was the first airline worldwide to 
offset carbon emissions from the fuel used 
on all our flights. We also offset our 
ground-based CO2e, and easyJet holidays 
offsets the carbon from the energy used 
for hotel stays and for in-destination 
transfers. Since the launch in November 
2019, we have offset 11,767,387 tonnes of 
carbon emissions (19 November 2019–30 
September 2022), with our portfolio of 
projects meeting the high quality 
certifications of either Gold Standard or 
VCS (Verified Carbon Standard). Carbon 
credit certificates are available at https://
corporate.easyjet.com/corporate-
responsibility/sustainability. 
Offsetting has been an extremely valuable 
interim measure, and as we move towards 
the delivery of our net zero roadmap we 
will transition our investment from 
out-of-sector carbon offsetting into 
supporting and facilitating the individual 
elements of our roadmap, to decarbonise 
our operations. 
This is also aligned with the SBTi 
requirement for airlines to decarbonise 
within their own operation, which does not 
take into account the use of out-of-sector 
carbon offsetting or other market-based 
mechanisms such as the EU Emissions 
Trading System or CORSIA. 
easyJet will continue to offset on behalf of 
its customers, for all flights booked by the 
end of this year. From January 2023, we 
will offer a voluntary offsetting option for 
our customers.
Case study: GROUND-BREAKING AIR 
TRAFFIC COMMUNICATIONS SYSTEM
 
 
easyJet is the first airline partner of the revolutionary Iris programme, led by 
Inmarsat and the European Space Agency (EASA), which will provide early 
access to the transformative technology which enables airspace optimisation 
that will ease congestion and reduce delays, fuel usage and emissions. 
Powered by Inmarsat’s award-winning SwiftBroadband-Safety (SB-S) 
connectivity platform, Iris enables new air traffic management functionalities 
such as trajectory-based operations that pinpoint aircraft in four dimensions 
(latitude, longitude, altitude and time), which will allow easyJet to avoid 
holding patterns, calculate the shortest available routes and optimum altitudes, 
and benefit from continuous climb and descent pathways. The additional 
datalink capacity provided by SB-S will power a host of powerful onboard 
digital applications, such as AI flight profile optimisers and real-time 
weather applications. 
With the support of leading Air Navigation Service Providers (ANSPs), easyJet 
will evaluate Iris’s transformative capabilities on up to 11 Airbus A320neos.
The Iris programme is the culmination of years of work and over €50 million 
investment by EASA, Inmarsat and more than 30 partners. Meanwhile we 
advocate for governments to also take action to accelerate airspace efficiency, 
i.e. for the EU27 to deliver the Single European Sky project and for the UK 
government to deliver its UK airspace modernisation programme. 
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Waste management
We generate a variety of waste streams in 
our operations and are committed to 
reducing waste across all our activities. We 
apply the waste hierarchy (reduce, reuse 
and recycle) to minimise the impact of 
waste. A prime example of this is our new 
crew uniforms made from recycled plastic 
bottles. Forty-five bottles go into each outfit 
– with the potential to prevent 2.7 million 
plastic bottles from ending up in landfill or in 
oceans over a five-year period. 
In our offices we segregate recyclable 
waste streams such as paper and 
cardboard, aluminium cans, plastics and 
food waste. In FY22 in our Luton campus, 
we achieved 100% landfill diversion. In our 
Engineering & Maintenance operations we 
ensure hazardous waste is handled 
appropriately and we are working towards 
improved segregation of hazardous and 
non-hazardous waste.
With respect to onboard waste, we 
continue to segregate waste with 
recyclables collected in a green bag, and 
we continue to work with stakeholders to 
improve recycling rates once waste is taken 
off the aircraft.
Waste generated in easyJet 
operations (excluding onboard waste)
Waste type
Weight (by tonnes)
Card
9.3
Crushed empty oil tins
39.1
Food
21.1
General commercial waste
154.0
Textiles
1.0
Waste oil and fuel
13.5
Scrap metal
1.4
Wood pallets
1.4
Hazardous waste
24.7
Mixed
3.7
Electrical and Electronic 
Equipment (WEEE)
3.6
Total waste
272.8
Onboard waste projection
Metric
FY22
FY21
Waste per passenger 
(kg/pax)*
0.07
0.08
Total onboard waste
(thousand tonnes)**
4.92
1.61
*Average waste generated per passenger was 
calculated based on the total cabin waste 
generated from aircraft operations at Luton 
Airport and the number of arriving passengers.
** Total onboard cabin waste generated, 
including recycling, general waste and 
international catering waste, calculated using 
average waste per passenger and the total 
number of easyJet passengers carried.
Onboard waste
Airlines and passengers have a strong 
desire to do more in terms of reusing and 
recycling. We communicate regularly with 
our cabin crew community, emphasising 
the importance of waste segregation, and 
have created a new training module that 
explains segregation procedures and what 
happens to recyclable waste once it is 
taken off the aircraft. This module has been 
rolled out to all cabin crew and over 7,000 
colleagues have completed it.
As an airline, we are not directly responsible 
for the disposal of onboard waste, which is 
typically handled by our ground-handling 
and cleaning contractors. Waste is taken to 
appropriate disposal facilities at airports, 
with some materials being recovered for 
recycling and some being sent to landfill or 
incinerated. 
Following the UK’s departure from the EU, 
International Catering Waste (ICW) 
regulations now apply for flights between 
both territories. The interpretation and 
enforcement of ICW legislation often 
means that all waste generated onboard is 
deemed ICW, meaning that materials are 
unnecessarily sent to incineration or deep 
landfill, when they could be recycled. 
Over the last year we continued to discuss 
these issues of waste with partners at all 28 
of our base airports to drive improvements 
in waste segregation and increase recycling 
rates, and we have also engaged with 
regulators to encourage clearer guidance. 
In partnership with Schiphol Airport, 
PreZero and Menzies we undertook a 
waste composition analysis. Every day 
PreZero weighed a roll container (1300L) 
with aircraft waste. All waste bags from the 
container were sorted according to 
streams. The different waste streams were 
separated into different containers and 
weighed per stream. The analysis showed 
that 51% of our waste can be recycled, 
leaving 49% of waste that must be 
disposed of as ICW. 
We continue to make changes to our 
inflight food and drinks products and 
service to reduce the amount of single-use 
plastics used in our flights. For example, in 
this financial year we removed 11.5 million 
items of single-use plastic, introduced a 
recycling programme for our dry stores 
and made packaging changes which could 
save two tonnes of plastic waste annually. 
Since 2020 we have tracked the avoided 
use of 48 million items of plastic across our 
inflight service.
Hazardous waste
Hazardous and non-hazardous waste is 
generated in our Engineering & 
Maintenance operations. We are 
committed to ensuring all waste is handled 
in a responsible manner and reused where 
possible. Cardboard is reused for 
transporting engineering parts, both in the 
main hub and in outstations, and cleaning 
clothes are made from recycled clothing 
materials.
In 2022 we have worked to align the waste 
procedures and standards across all 
locations and to improve segregation of 
hazardous waste and non-hazardous 
waste. We rolled out a new waste 
management contract covering our 
operations at Bristol, Edinburgh, Glasgow 
and Liverpool airports and we took the 
opportunity to review the adequacy of 
waste storage locations and facilities and 
introduced new bins and labelling. Over the 
next year we will be setting reduction and 
improvement targets.
Sustainable premises
This year we engaged Schneider Electric to 
monitor and manage energy and water 
usage across our premises, which will drive 
both environmental and cost efficiencies. In 
respect of the facilities where easyJet has 
direct operational control, easyJet reports 
no Scope 2 carbon emissions as these 
facilities now operate on 100% renewable 
energy.
At the easyJet HQ in Luton we have 
installed new energy-saving lighting in our 
airside hangar, removing existing fittings 
and installing LED equivalents. These new 
fittings provide a higher lighting output and 
are more energy efficient, with a 53% 
energy saving within the first year, 
equivalent to over 100 tonnes of CO2. We 
have sensors and monitoring devices fitted 
in all our operational buildings to ensure 
that we minimise any unnecessary power 
usage and we are in the process of 
migrating across from LPG to electric for 
heating our building; this will ensure we 
optimise all fuel usage. We are also 
upgrading the ventilation system with a 
more sustainable electric alternative.
To help our UK colleagues reduce their 
personal carbon footprint we launched a 
new flexible electric car leasing scheme and 
will be adding EV charging points at our HQ 
car park. We extended Cycle to Work, a 
salary sacrifice scheme for purchasing 
bicycles, to allow access to additional  
e-bike choices. 
SUSTAINABILITY (CONTINUED)
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Overview
We aim to lead the decarbonisation of 
aviation and ultimately achieve zero carbon 
emission flying across Europe. We are 
committed to meeting the target of net 
zero by 2050, and in order to do so are 
supporting the development of zero 
carbon emission technologies. We have 
signed up to Race to Zero, and committed 
to a science-based target for reducing our 
carbon emissions. We are working with 
many partners across the aviation sector to 
achieve zero carbon emission aviation, 
while advocating for effective carbon 
regulation and new technology.
Future fuels
Sustainable Aviation Fuel 
We believe SAF will be part of our 
decarbonisation pathway, as and when it 
becomes more widely available and 
affordable. However, we do not see SAF as 
the ultimate decarbonisation solution for 
short-haul aviation, since current pathways 
are not zero carbon emissions.
At present, SAF is typically several times 
the price of jet fuel, but forecasts predict 
that this differential will drop as SAF scales 
and is adopted.
In the long term it is best suited to 
long-haul flying where there may not be 
alternatives for decarbonisation. 
We will use SAF in line with our net zero 
roadmap, until our fleet has transitioned to 
net zero carbon emission aircraft to 
achieve material lifecycle carbon emissions 
reductions in comparison to kerosene. Last 
year, easyJet was the first airline to operate 
flights out of Gatwick Airport that were 
powered by a 30% SAF blend. easyJet is 
also fully implementing the French SAF 
mandate, introduced in January 2022. 
The airline is working with fuel suppliers to 
enable it to fly on increasing amounts of 
SAF over the coming years.
In August 2022 easyJet signed an 
agreement with Q8 Aviation to supply our 
SAF requirements for the next five years 
aligned with national and EU mandates. 
We support efforts to ensure strict 
sustainability standards for alternative fuels 
for use in aviation and we have signed joint 
statements to appeal to the EU to prevent 
the use of unsustainable feedstocks and 
food-grade agricultural land for the 
production of aviation biofuels in aviation, 
and any use of palm oil that may 
encourage high-impact production of the 
crop. 
Hydrogen – the key to  
sustainable air travel
easyJet’s philosophy is that the cleanest 
applicable energy source must be used for 
a given application.
Zero carbon emission aircraft offer huge 
potential to drive easyJet, and all short-haul 
aviation, towards net zero.
Once available, zero carbon emission 
technology would contribute to easyJet 
reducing our carbon emissions intensity by 
78% by 2050, with residual emissions 
addressed by carbon removal technology. 
While we are considering all options for 
zero carbon emission flight, based on 
today’s technological advances, hydrogen 
shows the most potential for a short-haul 
airline like easyJet to decarbonise. 
Hydrogen has no operational carbon 
emissions, and in the case of green 
hydrogen (produced through electrolysis of 
water with renewable electricity), has no 
lifecycle carbon emissions. 
It also offers the potential to materially 
reduce non-CO2 effects, although further 
research is required to better understand 
the effects and how to mitigate them. 
Hydrogen has almost universal appeal as 
an energy source for hard-to-abate sectors 
including aviation, logistics and heavy 
industry. High demand for hydrogen is 
anticipated from these sectors and the UK 
and EU hydrogen strategies are increasing 
in ambition. 
The development of zero carbon emission 
technology has accelerated exponentially 
over the past two years, and easyJet is 
working with key players in the sector, 
including Airbus, Rolls-Royce, GKN 
Aerospace, Cranfield Aerospace Solutions 
and Wright Electric, to accelerate this. It is 
a cross-industry effort to which easyJet 
provides the airline and customer 
perspective and demonstrates the 
significant airline demand for zero carbon 
emission aircraft.
Hydrogen infrastructure  
and technology
We are going further than supporting the 
development of the aircraft. We are 
collaborating with partners to develop 
hydrogen ecosystems – the infrastructure 
and technology required to enable 
commercial zero carbon emission flying at 
scale. We have partnerships with Bristol 
Airport, SEA Milan Airports, Airbus and 
Hydrogen South West (HSW). We also 
engage in wider studies including those 
being conducted by Cranfield University, 
Target True Zero (World Economic Forum) 
and the International Council for Clean 
Transportation. 
Carbon removal
To reach net zero by 2050 easyJet, and 
the airline industry, will have to remove 
residual carbon from the atmosphere 
through durable carbon removals. These 
have been formally recognised as being 
critical to a net zero world by the 
Intergovernmental Panel on Climate 
Change (IPCC). Direct Air Carbon Capture 
and Storage (DACCS) is a nascent 
technology that offers huge potential. In 
the 2022 financial year we were one of the 
first airlines in the world to commit to this 
technology by joining a coalition initiated by 
Airbus, 1PointFive and Carbon Engineering, 
which will lead to easyJet securing future 
carbon removal credits from a facility 
based in the Permian Basin in Texas (see 
case study on page 38). 
As part of the DACCS coalition, we and our 
partners will also be advocating for carbon 
removals to be formally recognised as 
equivalent to ETS allowances in order to 
encourage further uptake from the 
industry. 
Pillar two
Pioneering future travel
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Our partners
Airbus
Our strategic partnership with Airbus 
supports their ambition to develop a zero 
emission, hydrogen-powered commercial 
aircraft by 2035. 
In 2019 we signed a Memorandum of 
Understanding with Airbus for research on 
electric, hybrid-electric and hydrogen 
aircraft, to study operational and 
infrastructure opportunities and challenges 
with new propulsion technologies. 
Rolls-Royce
At the Farnborough Airshow in July 2022 
easyJet and Rolls-Royce announced a 
ground-breaking partnership pioneering the 
development of hydrogen combustion 
engine technology capable of powering a 
range of aircraft, including those in the 
narrow-body market segment.
We committed to working together on a 
series of engine tests on the ground and 
have a shared ambition to take the 
technology into the air. The objective of the 
partnership is to demonstrate that 
hydrogen has the potential to power a 
range of aircraft from the mid-2030s 
onwards.
While Rolls-Royce brings its expertise in 
engine development and combustion 
systems, easyJet contributes its operational 
knowledge and experience and will also 
directly invest in the test programme.
Alongside the test programme, we are also 
supporting Rolls-Royce’s research by 
providing our commercial and operational 
expertise to inform their designs and 
specifications for clean sheet hydrogen 
engines. 
GKN Aerospace
We are working with GKN Aerospace to 
support the development of Hydrogen 
Combustion (H2JET) and Hydrogen Fuel 
Cell (H2GEAR) technology, including 
exploring the options for flight 
demonstration. H2GEAR is a GKN 
Aerospace-led UK collaboration 
programme aiming to develop a liquid 
hydrogen propulsion system for sub-
regional aircraft that could be scaled up to 
larger aircraft. It is supported by £27 million 
of Aerospace Technology Institute funding. 
H2JET is a two-year Swedish collaborative 
programme led by GKN Aerospace to push 
development of key subsystems for gas 
turbine-based hydrogen propulsion of 
medium-range civil aircraft.
Case study: Direct Air Carbon Capture and Storage
Direct Air Carbon Capture and Storage 
(DACCS) is a high-potential 
technology that captures carbon 
dioxide directly from the atmosphere 
and stores it securely underground. 
When scaled, it will help counteract carbon 
emissions and even address historic 
carbon. It forms an essential element of our 
net zero roadmap since decarbonising a 
hard-to-abate sector such as aviation is a 
huge challenge. We have signed a 
Letter of Intent with Airbus to support 
development of carbon removal 
technology and a supply of carbon 
removal credits from 2025 to 2028.
In September 2020, Airbus unveiled three 
ZEROe hydrogen-powered concept planes: 
a turbofan, a turboprop and a blended 
wing body fuelled aircraft concept. 
The programme is gaining momentum, and 
Airbus now has a ground and flight test 
programme planned using an A380 test 
aircraft, and also has the BlueCondor 
project, a glider that has a hydrogen 
combustion engine attached, which is used 
to measure emissions and performance in 
flight. 
easyJet’s collaboration with the programme 
includes supporting the development of 
the commercial and operational 
requirements of zero carbon emission 
aircraft as well as studies into hydrogen 
supply and airport infrastructure.
Cranfield Aerospace Solutions
We are working with Cranfield Aerospace 
Solutions to support the development of its 
hydrogen fuel cell propulsion system for 
commercial aircraft. Cranfield Aerospace 
Solutions is developing the system for an 
existing nine-seat Britten-Norman Islander 
aircraft, which is being retrofitted and 
prepared for its first flight in 2023. 
This aircraft could be one of the first 
hydrogen powered aircraft to fly and will be 
a key step towards the development of 
larger commercial aircraft, the 
infrastructure to support them and the 
operational and safety procedures that will 
be critical to the industry. 
Wright Electric
We have been supporting the development 
of Wright Electric’s zero emission aircraft 
since 2017. Wright Electric announced in 
November 2021 that they are launching the 
world’s first zero emission aircraft for the 
regional jet market. 
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PARTNERING FOR NET ZERO
This graphic provides an overview of the elements of easyJet’s path to net zero and our partnerships that drive it. At the 
heart of it are our technology partnerships on engine and aircraft development. These are complemented by our 
collaborations across the value chain including airports and the hydrogen ecosystem. Also included are a number of 
efficiency measures and cooperations with airspace modernisation projects that will drive down emissions in the short to 
medium term, and our DACCS coalition that aims to accelerate the development of carbon removal technologies. 
The ‘Wright Spirit’ aircraft is designed for 
the 100-passenger market for one-hour 
flights and will incorporate Wright’s 
megawatt-class electric propulsion system 
on a BAe 146 regional jet platform. In 2022, 
Wright tested its electric jet engine 
designed for the Wright Spirit at a 
laboratory managed by the Federal 
Aviation Administration, and in 2023-24 
Wright will begin testing at high altitude. 
Project ACORN – H2-powered 
airside equipment
This collaboration with Bristol Airport and 
ground-handling suppliers aims to 
introduce hydrogen-powered ground 
service equipment, which will start the 
process of using hydrogen airside by 
developing operational procedures and 
safety standards and helping shape the 
regulatory environment. 
Hydrogen South West (HSW)
Regional hydrogen ecosystems are a 
critical first step to pave the way for 
hydrogen-powered zero carbon emission 
aircraft during the next decade.  
We are supporting the development of a 
regional hydrogen economy in the South 
West of England in a project called 
Hydrogen South West (HSW), which aims 
to develop the production, transport, 
storage and use of hydrogen in the region 
across a number of sectors.
Case study: Rolls-royce engine tests
During Farnborough Airshow 2022, Rolls-Royce and easyJet announced plans to 
work together on a hydrogen engine technology development programme with 
the ultimate ambition to take the technology to flight test. Just a few months 
later, the partnership has already reached its first milestone, with Rolls-Royce 
successfully conducting a series of hydrogen combustion ground tests on an 
AE2100 engine at Boscombe Down.
SEA Milan airports
In 2022 we launched a partnership with 
SEA, the operator of Milan Malpensa and 
Linate Airports, on implementation of more 
sustainable operations at scale including 
the use of Sustainable Aviation Fuel (SAF), 
research into hydrogen infrastructure 
requirements, improvements in waste 
management and recycling, and the use of 
zero emissions ground service equipment. 
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Overview
Beyond our efforts to reduce our 
environmental impact we want to make a 
positive contribution to the lives of our 
people, our customers and the communities 
where we operate. We aim to spread the 
social and economic benefits of travel and 
tourism by widening access to travel that is 
more sustainable, becoming an employer 
of choice and creating local jobs. We 
engage with our customers, our people 
and wider stakeholders to drive sustainable 
change.
Pioneering sustainable tourism 
The negative environmental impacts of 
aviation are very real, but these must be 
balanced against the social and economic 
benefits that aviation creates – connecting 
people, reuniting friends and family, 
providing new social, cultural and 
educational experiences and, critically, 
providing economic prosperity. The 
European Union’s recently published Clean 
Sky report estimates that aviation 
accounted for 4.5% of European GDP, 
around €725 billion, and 11 million jobs in 
2019. It is expected to support up to 18.5 
million jobs by 2050.
We are shaping the next generation of 
travel by leading the way with initiatives 
that will make tourism more sustainable, 
affordable and accessible. Since its launch 
in 2019, easyJet holidays has committed to 
leading the industry in sustainability and in 
May 2021 it became the first major UK tour 
operator to offset all carbon emissions 
directly associated with its package 
holidays, including fuel for flights, transfers 
and energy from hotel stays. 
easyJet holidays is developing new ways of 
making travel more sustainable through its 
innovative partnerships with a range of 
influential organisations. Its work with 
international sustainable tourism 
organisation, the Travel Foundation, brings 
together stakeholders from destination 
communities and the industry to develop 
practical solutions to minimise negative 
impacts of tourism. 
In November 2021 easyJet holidays and the 
University of Oxford collaborated to form 
The Oxford SDG Impact Lab to tackle 
some of the big sustainable tourism 
challenges. 
Pillar Three
Driving positive change in society
Case study: The Oxford SDG impact lab 
 
Findings and recommendations from our Sustainable Tourism Programme
Food waste
The Oxford SDG Impact Lab team conducted their field lab in 
Tenerife, investigating food waste on the island, and found 
that 18% of food wasted is generated by the hospitality 
industry. Additionally, hotel partners have limited to no 
measures in place to prevent and reduce food waste, nor the 
ability to accurately quantify the food waste they generate. 
Following on from these findings, easyJet holidays is 
partnering with Winnow to pilot a food waste reduction 
scheme in a key partner’s hotel. Winnow develops Artificial 
Intelligence tools to help chefs run more profitable and 
sustainable kitchens by cutting food waste in half. Winnow is 
a registered B corporation working internationally in 67 
countries. easyJet holidays plans to work with further hotel 
partners to replicate the results based on a successful trial 
from this initiative. 
Long stays
As part of their preliminary research, members of The Oxford 
SDG Impact Lab identified the sustainability benefits of 
extended holidays, stepping away from traditional weekly or 
fortnightly breaks during high season. Not only does taking one 
extended trip instead of multiple per year reduce the carbon 
impact from flights, but holidaying in seasonal resorts during 
the shoulder seasons also helps to spread the positive impacts 
of tourism over the course of the year. Shoulder season stays 
support the local economy and excursion providers, decrease 
reliance on air conditioning systems and reduce the 
concentrated impact on natural resources. This research 
supports easyJet holidays’ decision to launch its ‘winter-long 
stays’, offering 28-night packages to destinations across Europe 
during the shoulder season.
SUSTAINABILITY (CONTINUED)
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The programme saw 20 graduate students 
conduct field research to improve key 
areas of social and environmental 
development in communities where 
easyJet holidays operates, in a way that 
ensures progress against the UN’s 
Sustainable Development Goals (SDGs). 
Following the success of the programme 
and its recommendations, opposite, 
easyJet holidays will continue to partner 
the Lab for a second year. 
easyJet holidays joined the Global 
Sustainable Tourism Council (GSTC) in 
2021. The GSTC was created jointly by UN 
agencies and international conservation 
NGOs to develop global standards for 
sustainability in travel and tourism. It 
supports hotel partners to achieve 
GSTC-recognised certification, meaning the 
accommodation complies with high social 
and environmental standards. Hotels which 
meet the certification have joined a new 
‘eco certified’ collection on the easyJet 
holidays website, which makes it easier for 
customers to make more sustainable 
choices for their holiday. 
Engaging our stakeholders  
in sustainability
Building close relationships with our 
customers, our people and our external 
stakeholders is important to ensuring we 
meet our sustainability objectives, including 
building a diverse workforce, meeting our 
emissions and waste targets and 
influencing the wider aviation industry to be 
more sustainable.
Read more about our relationships 
with our stakeholders on pages 26 
to 29.
Engaging our customers
We regularly communicate with our airline 
and holiday customers about sustainability, 
including during the booking process and 
on board. This year we focused on our 
work to reduce the carbon impact of our 
operations, our carbon offsetting for the 
fuel used on all our flights and the 
development of new technology to 
decarbonise aviation. We also have a 
dedicated, customer-facing website  
area about our sustainability activities: 
easyjet.com/sustainability
Engaging our colleagues
Our colleagues are key to our ability to 
deliver a more sustainable airline. We rely 
on our pilots to put into action fuel 
efficiency procedures and our cabin crew 
to sort onboard waste. We have regular 
sustainability training for both pilots and 
cabin crew. Colleagues including line-
maintenance engineers and internal 
auditors have regular formal environmental 
management training and it is incorporated 
into induction training for new colleagues. 
We communicate frequently with our 
colleagues about sustainability, our 
activities and the role they can play. We 
have an active sustainability workplace 
forum on our intranet with over 
700 members, where colleagues can share 
feedback and ideas and exchange views on 
sustainable aviation issues and easyJet’s 
strategy. Sustainability features on our 
main intranet forum ’Inside’, with materials, 
interviews and links to events where our 
senior managers are speaking.
We involve colleagues wherever possible, 
such as at the launch of our net zero 
roadmap in September 2022, where 
around 100 colleagues participated in 
person in the event, which showcased 
many of the innovations that will enable 
sustainable aviation and which was 
live-streamed across the organisation.
For further information on our 
engagement with our people  
see pages 24 to 27.
Engaging the next generation 
We are working towards an inclusive 
workplace and as part of our drive to 
increase diversity we have a number of 
initiatives aimed at encouraging young 
people to consider a career in aviation. 
With around only 6% of pilots worldwide 
being women, we are tackling this 
industry-wide gender imbalance head-on, 
through our programme of school visits 
where our pilots, including many of our 
female pilots, give young people across our 
European network the opportunity to find 
out what being a pilot is really like, and 
show that it can be a job for everyone. 
This year, for the first time since the start 
the pandemic, we relaunched our 
Generation easyJet Pilot Training 
Programme, to train and recruit 1,000 
cadet pilots over the next five years. The 
recruitment drive has been supported by 
Europe-wide recruitment campaigns to 
attract more diverse candidates and 
challenge stereotypes about becoming an 
airline pilot. Our ‘Pilots Wanted’ media 
campaign featured real-life easyJet pilots 
from all walks of life and showcased a 
range of important skills that can be 
applied to flying. In the summer, our 
‘Mavericks Wanted’ campaign parodied 
all-male blockbuster movie ‘Top Gun’ by 
putting girls in the lead roles, with the aim 
of tackling gendered stereotypes of jobs in 
aviation and inspiring more young people 
to consider a career in the industry. 
We also engaged younger generations in a 
competition that challenged bright young 
minds to design a zero emission passenger 
plane, to inspire them to become part of 
the future of air travel as aircraft designers 
and engineers. 
Engaging with industry peers to 
drive change
We continue to engage with policymakers 
across the UK and Europe on how to 
address carbon emissions and stimulate 
the technological innovation that will be 
needed for zero carbon emission aviation. 
We participate in industry groups and 
forums that contribute to public policy 
development in sustainability. These include 
the Aerospace Technology Institute, the 
Airspace Change Organisation Group, 
Airlines for Europe, Airlines UK, the Global 
Sustainable Tourism Council, Sustainable 
Aviation, the World Economic Forum’s Target 
True Zero coalition, the pan-European 
Alliance for Zero Emission Aviation and the 
New Aviation, Propulsion, Knowledge and 
Innovation Network (NAPKIN).
Jet Zero Council 
Our Chief Executive Officer, Johan 
Lundgren, is a member of the UK 
Government’s Jet Zero Council. Members 
of our Sustainability, Policy and Operations 
teams also participate in discussions within 
the Council and its working groups. The Jet 
Zero Council brings together the UK 
government and industry to accelerate the 
development of a UK Sustainable Aviation 
Fuel industry and to commercialise zero 
emission flight.
Case study: CoRporate Customer 
carbon Certificates
Companies are increasingly looking to fly with airlines which help them to reduce 
their carbon footprint. To help companies account for their emissions, we have 
launched carbon emissions reporting for corporate customers to help them track 
their Scope 3 emissions from business travel. The certificates are based on real 
flown data and enable our customers to set objectives for future travel.
The provision of this carbon data has facilitated deep engagement with suppliers 
on sustainability issues and led to us being acknowledged as pioneers, reflected 
in this enthusiastic feedback from one of our corporate customers, a major 
construction company: “We have been able to use the data provided by easyJet 
to enhance our Scope 3 GHG emissions reporting. It has provided us with a 
better understanding of the significance of this GHG emissions source in relation 
to our operations and what steps must be taken to achieve our net zero targets.” 
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Case study: Unicef
Our public policy positions 
promote effective climate 
regulation and decarbonisation 
technologies for aviation
Our Sustainability Governance framework 
seeks to ensure that all engagement on 
policy is consistent with our Sustainability 
Strategy. The Sustainability team works 
closely with easyJet’s Regulatory Affairs 
and Public Affairs teams who provide 
policymakers with information about 
easyJet’s work on sustainability and how 
airlines can work with governments to 
address the impact of aviation on climate 
change.
In 2021 easyJet welcomed the ambition of 
the EU’s Fit for 55 package and outlined 
how effective aviation tax reform, based on 
the ‘polluter pays’ principle, would enable a 
low-carbon transition for the aviation 
sector. easyJet continuously advocates for 
greater coverage of the Fit for 55 
proposals, by expanding climate measures 
to all flights departing the European 
Economic Area (EEA). 
This year, we issued joint statements with 
NGOs and other airlines asking the EU to 
apply the Sustainable Aviation Fuel mandate 
to all EEA departing flights and ensure strict 
sustainability standards for biofuels in 
aviation. We joined a statement with NGO 
Transport & Environment to ask the EU to 
apply the EU’s Emissions Trading System 
(ETS) to all EEA departing flights. We 
co-commissioned an independent study 
demonstrating that this would increase the 
efficiency of EU climate law and protect 
European tourism. We publicly opposed the 
exclusion of feeder flights from the EU ETS. 
Our positive engagement on effective 
climate policy has been acknowledged by 
Influence Map’s 2021 and 2022 rating, where 
we were ranked first among European airlines 
in terms of climate advocacy.
easyJet engages with third parties to 
support projects such as the Single 
European Sky (SES) and the UK’s airspace 
modernisation programme. Airspace 
modernisation is crucial for reducing 
aviation’s emissions, particularly over the 
short term. The SES has stated an ambition 
to deliver 10% carbon emissions savings 
from European aviation. However the SES, 
and other modernisation projects, require 
support from third-party stakeholders to 
succeed. easyJet is also one of the 
founding members of the Single European 
Sky ATM Research (SESAR) 3 Joint 
Undertaking and recently became the first 
airline evaluation partner for Iris, a ground-
breaking air traffic management 
programme. easyJet has also made a multi-
million-pound fleet-wide investment into 
the latest aircraft software to optimise 
aircraft descents.
In the UK we have been engaging with the 
Department for Transport and the 
Department for Business, Energy and 
Industrial Strategy over the UK’s SAF 
mandate and revision of the UK ETS. We 
have advocated for greater coverage of 
climate laws, so that all UK departing flights 
are covered by the measures. Applying 
measures to all departures, as opposed to 
only intra-EEA flights, increases the 
emissions from departing flights covered 
by the laws from roughly 25%-40%, 
depending on the jurisdiction, to 100%. 
Full decarbonisation cannot happen 
without governments’ support to 
accelerate change. easyJet advocates for 
public institutions to:
•	 Expand effective carbon pricing, through 
the EU and UK ETS, to all EEA and UK 
departures, while ringfencing a portion of 
the ETS revenues for decarbonising 
aviation.
•	 Support the development of zero carbon 
emission technology:
•	 Develop a regulatory framework which 
incentivises aircraft manufacturers to 
produce zero carbon emission aircraft 
and airlines to adopt the technology.
•	 Create investment and financial 
incentives for funding the 
development and scaling-up of zero 
carbon emission technology.
•	 Recognise the role of green hydrogen 
in aviation by incorporating the 
requirements of aviation in UK and EU 
hydrogen strategies.
•	 Invest in renewable energy to support 
the creation of green hydrogen for 
aviation.
•	 Incorporate hydrogen as a SAF-
equivalent in EU and UK SAF 
mandates.
•	 Support the development of hydrogen 
supply and infrastructure at airports.
•	 Ensure passenger taxes reflect emissions 
to incentivise efficiency and the move 
towards zero carbon emission aircraft, 
and ringfence a portion of tax revenues 
for decarbonising aviation.
•	 For the EU27 national governments to 
make rapid improvements in national 
airspace efficiency plus deliver on the 
Single European Sky project for airspace 
modernisation.
•	 For the UK government to deliver on its 
stated ambitions for UK Airspace 
Modernisation.
•	 Recognition and incentivisation of the 
contribution of carbon removal 
technology to meet net zero targets. 
Carbon removal credits should be 
equivalent to ETS allowances.
Our pan-European charity partnership, Change for Good, 
with UNICEF, the world’s leading children’s organisation, aims 
to protect children around the world from disease and keep 
them safe during emergencies. Our cabin crew have been 
making onboard appeals to help raise funds, through taking 
donations by card payment, advertising on seatbacks and 
through previous prompts on the easyJet mobile app.
In 2022, we continued to support UNICEF’s Covid-19 
Vaccines Appeal, and since March we have been collecting 
donations for UNICEF’s humanitarian response in Ukraine, 
supporting children and families affected by the war, raising 
£834,151 in the year. 
easyJet and UNICEF’s partnership will celebrate its 10th 
anniversary this year, during which time easyJet customers 
have raised over £16 million, helping to protect millions of 
children around the world.
Image copyright: UNICEF
42
easyJet plc Annual Report and Accounts 2022

Task force on climate-related 
financial disclosures
Governance
(a) The Board’s oversight of climate-
related risks and opportunities
Climate-related issues are discussed by the 
Board through regular sustainability 
updates as well as specific Board 
discussions to approve key climate-related 
decisions such as the net zero roadmap 
and associated capital expenditure, as 
evidenced on pages 86 and 87; for relevant 
Board expertise, see page 78. The Audit 
Committee has reviewed the climate 
transition risks during the year as part of its 
review of principal risks, as set out in its 
report on page 101. Additionally, climate-
related issues are regularly discussed by 
the Airline Management Board (AMB), 
which is an executive committee of the 
functional leaders across the Group. The 
AMB is led by the Chief Executive Officer 
(CEO), who is a member of the plc Board 
and is ultimately responsible for climate-
related issues. 
Strategy
(a) The climate-related risks and 
opportunities we have identified over 
the short, medium and long term
Risks and opportunities are dynamically 
reviewed and developed as part of the 
corporate risk management framework 
which ensures a unified and collaborative 
risk management approach and best 
practice across the Group. easyJet defines 
the time horizons for climate risk as follows:
•	 Short – 0-1 year – aligned with budget
•	 Medium – 1-5 years – aligned with 
corporate strategy and financial plan
•	 Long – 5-30 years – aligned with 
commitment to reach net zero by 2050
The key risks identified by the business 
using the risk framework, and subsequently 
reviewed by the plc Board, fall into seven 
broad themes – one of which is the climate 
change transition risk, as outlined in the risk 
section on page 67.
The AMB’s members (which include the 
CFO and CEO, who are plc Board 
members) are collectively responsible for 
assessing and managing climate-related 
risks and opportunities, as well as driving 
the performance of the Group against 
strategic KPIs, including carbon emission 
targets, and managing the allocation of 
central funds and capital. CEO and CFO 
remuneration is aligned with sustainability 
targets for FY22. This includes delivery of 
the net zero roadmap, Stage 1 and Stage 2 
IEnvA certification for the Environmental 
Management System (EMS), developing 
the Climate Change Risk Register and 
improving ESG reporting and performance. 
This is also set out in the Directors’ 
Remuneration Report on page 113. 
See page 31 for an overview of the 
sustainability governance structure.
In FY20 easyJet appointed Risilience 
(formerly known as Cambridge Centre for 
Risk Studies), an enterprise risk 
management specialist, to assess our 
exposure to climate-related risks and 
opportunities under four global average-
temperature-increase scenarios. The 
Group’s current portfolio and business 
activities were modelled assuming no 
climate actions are undertaken. TCFD 
categorisation was used to define transition 
and physical risk definitions and scope, and 
each risk was modelled independently. The 
work commenced in early FY21 and 
focused on physical and transition risks that 
could occur by 2040. This long-term  
20-year period was broken down into 
five-year phases to identify which risks 
easyJet could be exposed to in the short 
and medium term, aligned with easyJet’s 
budget and corporate strategy timeframes. 
The assessment was made using 
workshops and interviews with key internal 
stakeholders regarding the potential 
(b) Management’s role in assessing 
and managing climate-related risks 
and opportunities
easyJet has a Sustainability Steering 
Committee, which meets regularly and 
comprises several AMB members including 
the CFO, Chief Operating Officer (COO), 
Group General Counsel & Company 
Secretary, CEO easyJet holidays and Group 
Markets Director (Chair) as well as the 
Director of Sustainability, Director of Tax 
and Fuel and the HR and People 
Development Director. The Sustainability 
Steering Committee is responsible for our 
Sustainability Strategy, driving key 
sustainability-related decisions, such as on 
technology partnerships and programmes 
that support our net zero pathway, 
delivering against strategic KPIs and the 
consideration and disclosure of climate-
related risks and opportunities. In FY22 we 
expanded our dedicated Sustainability 
team, which develops and coordinates 
implementation of the Sustainability 
Strategy, working with management and 
teams across the Group.
financial risks to our business operations 
associated with physical and transition risks. 
Risilience then undertook scenario 
modelling of each climate risk against 
easyJet’s current commercial and physical 
footprint. This included the potential 
financial impacts of transition risks such as 
changing climate and carbon-related taxes 
and regulatory changes on a country level 
as well as physical risks. 
easyJet has assessed the financial impact 
of climate change transition risks against 
the organisation’s threshold for what 
constitutes a risk of ‘major concern’ i.e. 
substantive financial or strategic level of 
impact and ‘above risk tolerance’. This 
metric is defined by the overall Group 
materiality principle of 1% of total assets 
equating to a threshold of £104 million 
which is defined in this report.
This assessment has been reviewed and 
updated in FY22 to reflect the evolving 
landscape.
We are committed to complying with the recommendations and recommended 
disclosures of the Task Force on Climate-related Financial Disclosures (TCFD), 
taking into account the TCFD All Sector Guidance, and we consider the 
disclosures set out on the following pages to be consistent with these guidelines.
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SUSTAINABILITY (CONTINUED)
Transition risks
easyJet has identified six transition risk areas:
•	 Compliance costs: Financial impact of 
coordinated regulatory action to increase 
the costs of emitting GHGs.
•	 Legal: Legislation and litigation to disrupt 
companies that do not take sufficient 
action on GHG reduction.
•	 Technology: Transition to low-carbon 
emissions technology and products 
drives increased total operating costs, 
impairment on existing assets and 
delivery risk.
•	 Consumer sentiment: Consumer 
preferences shift to lower emissions 
alternatives on a market level resulting in 
demand suppression.
•	 Investor/market sentiment: Preferences 
shift away from carbon-intensive 
businesses, resulting in increasing 
challenges to attract investment and/or 
financing.
•	 Reputation: Climate activism towards 
organisations and industries that are 
seen as being slow to transition towards 
a low-carbon economy.
We have identified specific risks within 
these transition risk areas. These include:
Carbon pricing mechanisms (short to 
medium-term)
Future policy measures and regulation, to 
tackle the impact of aviation on climate 
change such as escalating costs of carbon 
emissions, introduction of non-CO2 
emissions taxes and the proposed 
withdrawal of Emissions Trading System 
(ETS) free allowances for the aviation 
sector, could translate into significant costs 
for all airlines. This could potentially affect 
easyJet carbon emissions that are within 
the scope of three ETS schemes – UK, EU 
and Switzerland – which included 80% of 
our flying carbon emissions in FY22. 
Sustainable Aviation Fuel (SAF) mandates 
(medium to long term) 
Emerging SAF mandates in the UK and EU 
will require fuel suppliers to provide 
kerosene with a specified blend of SAF at 
airports in that country or region. Airlines 
lifting fuel in these countries will therefore 
be subject to the additional costs 
associated with the supply of SAF. easyJet 
has signed a SAF supply agreement with 
Q8, one of our key fuel suppliers, creating a 
contractual obligation on Q8 to supply 
volumes of SAF that at least meet 
minimum mandate requirements over the 
next five years, in order to secure certainty 
of supply.
We also have flexibility in our SAF 
agreement to procure up to 10% more than 
mandated volumes in order to manage the 
risk that other levers’ contribution to our 
carbon intensity reduction targets fall short.
Technology transition costs (long term)
Capex and operational costs associated 
with the introduction of new technology 
such as next-generation aircraft, alternative 
fuels and carbon removals, and potential 
depreciation impacts on older assets. 
Physical risks
The Risilience analysis highlighted the acute 
and chronic physical risks that could impact 
our business. These relate to extreme 
weather events as well as long-term 
environmental changes. The physical risks 
were evaluated on a geographical level 
(with the world divided into 1ox1o grid cells 
and potential physical risk assessed 
according to the physical geography of 
such units) and include the following:
•	 Operational disruption: due to extreme 
weather events in the short, medium and 
long term.
•	 Market disruption: changing demand 
patterns due to climate change in the 
long term.
Due to the nature of our business, easyJet 
could be exposed to both on-the-ground 
impacts (such as heavy rainfall and flooding 
affecting airport infrastructure) and aerial 
impacts (such as more severe storms, 
extreme wind or hailstorms). The 
geographic spread of physical risk types 
varies depending on the specific location 
– for instance, coastal flooding was 
modelled as being more pronounced in 
low-lying areas of North Western Europe 
such as the Netherlands, whereas 
heatwave risk was higher in inland regions 
of Spain, Portugal and France. As an airline 
operator we have some flexibility to adapt 
network and operations to respond to 
changing geographic risk.
Risks summary
Risilience quantified easyJet’s climate 
change risks using a five-year Enterprise 
Value at Risk (5yrEV@Risk) metric for the 
period FY23-27, which shows how the risks 
would impact discounted cash flows over 
five years according to different scenarios, 
aligned with the timeframe for easyJet’s 
budget, corporate strategy and financial 
planning process. The long-term risk levels 
have been determined based on the 
quantified short-to-medium term risks and 
the long-term impact and likelihood as 
outlined in easyJet’s Corporate Risk Register. 
The table below provides an indication of 
the directional change in risk relative to the 
present day, based on a well-below 2oC 
climate-related scenario and in the absence 
of actions taken by easyJet to manage our 
climate change transition. The risks 
identified as green are valued in the 
FY23-27 period as being below the Group 
materiality threshold of £104 million, and 
risks identified as amber or red are above 
that materiality threshold.
Risk
Short term 
(0-1 year)
Medium 
term 
(1-5 years)
Long term 
(5-30 
years)
Compliance 
costs
Legal
Technology 
Consumer 
sentiment
Investor/
market 
sentiment
Reputation
Physical
 Low
 Medium
 High
Opportunities summary
The key opportunities easyJet has identified are outlined below. The size of the bubble 
indicates the relative impact at each time horizon.
Opportunity
Short term 
(0-1 year)
Medium term 
(1-5 years)
Long term 
(5-30 years)
Fleet renewal: the use of more efficient Airbus 
NEO aircraft, which reduce our fuel burn, carbon 
emissions and related costs – easyJet has 168 A320neo 
family aircraft on order valued at $21 billion at list prices
Optimising flight operations: initiatives to minimise fuel 
burn, carbon emissions and related costs
Supporting development of zero carbon emission flight: 
collaborations with industry partners including Rolls-Royce, 
Airbus, GKN, and Cranfield Aerospace Solutions, which will 
be a key long-term driver to decarbonise the industry
Shifting consumer preferences: opportunity for easyJet 
to build brand preference and loyalty as consumer 
preferences shift towards organisations that are 
committed to tackling climate change 
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easyJet plc Annual Report and Accounts 2022

(b) The impact of climate-related risks 
and opportunities on our businesses, 
strategy and financial planning
Climate-related risks and opportunities are 
integrated into the organisation’s strategic 
plan and financial plan and have a material 
influence on major business decisions. 
These include our fleet strategy centred on 
fleet portfolio decisions and the purchase 
of next-generation aircraft, an increased 
focus on fuel-saving initiatives to refine our 
operation, entering into partnerships with 
entities at the vanguard of decarbonisation 
technologies and investigations into 
transitioning from fossil fuels to electric 
power for airport ground operations. Costs 
associated with carbon, i.e. costs related to 
SAF and to ETS, are incorporated into our 
five-year financial plan and inform key 
longer-term decisions such as fleet 
planning. In addition to climate-specific 
actions, sustainability is being embedded 
into the daily management of the Group 
and for our efforts, easyJet has been 
awarded full IATA IEnvA certification for 
our Environmental Management System, 
the first low-cost airline to achieve this 
accreditation.
Transition plan – net zero roadmap
In November 2021 easyJet joined the 
UN-backed Race to Zero, through which 
we committed to set an interim science-
based target for 2035 and reach net zero 
carbon emissions by 2050. In 2022 we set 
the interim target of 35% reduction in GHG 
emissions intensity by 2035, and we were 
the first low-cost carrier in Europe to have 
our target validated by the Science Based 
Target initiative (SBTi). easyJet’s net zero 
roadmap provides the framework with 
which to achieve these targets. The 
pathway defines the levers with which we 
intend to decarbonise airline operations, 
along with how, when and to what extent 
we need to use them, materially affecting 
business decisions over the short, medium 
and long term. 
The net zero roadmap is aligned to the 
SBTi aviation sectoral decarbonisation 
pathway, which is aligned to the Paris 
Agreement scenario (well below 2oC). 
However, in the long term, easyJet’s 
pathway drives emissions intensity 
reductions that exceed the requirements of 
the SBTi pathway. 
In the short to medium term, our focus will 
be on maximising efficiency and using 
Sustainable Aviation Fuel (SAF) in line with 
mandated requirements. These initiatives 
will continue into the long term. This will 
involve the following:
•	 Fleet renewal with Airbus NEO aircraft, 
which are at least 15% more efficient 
than the aircraft they replace.
•	 Airspace modernisation, which will lead 
to more direct flight routings.
•	 A suite of operational efficiency 
initiatives that minimise fuel burn at 
various stages of flight. 
In the long term, zero carbon emission 
aircraft are the cornerstone of our 
pathway. Based on today’s science, our 
focus is on hydrogen-powered aircraft as 
we believe it shows the most potential for a 
short-haul airline like easyJet. Hydrogen has 
no carbon emissions, provided it is green 
hydrogen produced with renewable 
electricity, and has the potential to reduce 
non-CO2 emissions from flying. Please refer 
to page 12 for more detail on the net zero 
roadmap. 
The pathway is supported by numerous 
investments and partnerships to drive 
emissions reduction in the short to medium 
term and support the development of 
technology that is required in the long term:
•	 We currently have 168 NEO aircraft 
on order, at a list price of $21 billion, 
including the confirmation of an order for 
56 additional aircraft made in 2022.
•	 easyJet and Rolls-Royce partnership 
that will pioneer the development of 
hydrogen combustion engine technology 
capable of powering a range of aircraft 
including those in the narrowbody 
segment.
•	 easyJet was the first airline partner on 
Airbus’s ZEROe programme dedicated to 
developing hydrogen-powered zero 
emissions aircraft.
•	 Development of hydrogen ecosystems 
to support the introduction of aircraft, as 
a founding member of Hydrogen South 
West, in close collaboration with Bristol 
Airport.
•	 easyJet is part of a consortium led by 
Airbus that is investing in Direct Air 
Carbon Capture and Sequestration 
(DACCS), a form of technical 
carbon removal.
•	 Long-term agreements with our fuel 
supply partners to ensure security of 
supply of SAF.
•	 Multiple operational efficiency initiatives 
are already underway, including Descent 
Profile Optimisation, SkyBreathe, Single 
Engine Taxi.
•	 Low-emissions ground operations 
through electric ground-handling 
equipment at Gatwick Airport.
The net zero roadmap provides the 
framework with which to mitigate against 
five of the six key transition risks – 
compliance, legal, consumer sentiment, 
investor/markets sentiment and reputation. 
The key remaining risk is technology, as 
delivery of the roadmap is dependent on the 
scaling up of SAF production, and on the 
development of nascent technologies such 
as zero carbon emission aircraft, and the 
potential increase in costs associated with 
transition to these technologies and/or with 
potential adjustment to net zero roadmap 
delivery levers necessary.
More detail on our net zero 
roadmap can be found pages 
on pages 12 and 13, and on 
climate-related risk mitigations 
on page 67.
(c) The resilience of our strategy, taking into consideration different climate-
related scenarios, including a 2°C or lower scenario
Overview of scenario analysis 
Scenario
Current policy
Stated policy
Paris Agreement1
Paris Ambition
Temperature alignment
3oC
2.5oC
Well below 
2oC
1.5oC
Target global emissions 
reduction
-50% by 
2100
-75% by 
2100
Net zero by 
2050
Net zero by 
2050
Representative Concentration 
Pathway
RCP 7.0
RCP 4.5
RCP 2.6
RPC 2.6
1.	 The Paris Agreement of well below 2oC was selected as the baseline scenario as it is aligned with the 
SBTi aviation sectoral decarbonisation pathway. The analysis varied input assumptions across the 
transition risks in line with these scenarios. As an example, the Paris Agreement scenario assumes a 
55% increase in consumers adopting sustainable alternative products by 2030, compared to 59% 
under the Paris Ambition and 32% under ‘stated policy’. 5yrEV@Risk was assessed under these 
scenarios as described in the Risks summary on Page 44. These scenarios incorporate 
socioeconomic projections from the Shared Socioeconomic Pathways (SSPs).
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STRATEGIC REPORT

SUSTAINABILITY (CONTINUED)
easyJet’s net zero pathway is aligned to 
the Science Based Targets initiative (SBTi) 
aviation sectoral decarbonisation pathway, 
which is aligned to the Paris Agreement 
scenario (well below 2oC). The sensitivity of 
the pathway and the ability to meet our 
targets in the absence of different levers 
has been assessed to ensure there is no 
over-dependence on any single lever. 
While there is currently no aviation sectoral 
SBTi pathway aligned to the Paris Ambition 
(1.5oC), easyJet’s net zero pathway aims to 
achieve a reduction in carbon dioxide 
intensity of 78% by 2050, with residual 
emissions addressed via carbon dioxide 
removal technology. This is a significantly 
better reduction than the 57% threshold 
defined for easyJet by the SBTi pathway. 
This gives easyJet headroom and therefore 
resilience in respect of our climate-change 
risk and net zero strategy. 
Risk management
(a) Our processes for identifying and 
assessing climate-related risks and 
opportunities
easyJet works in partnership with Risilience 
to evaluate a range of climate change-
related risks across a range of scenarios. All 
risks, including those related to climate 
change, are quantified by a five-year 
Enterprise Value at Risk (5yrEV@Risk) 
metric for the period FY23-27, which shows 
how risks could impact discounted cash 
flows over five years. The quantified risks 
are then assessed against the 
organisation’s threshold for what 
constitutes a risk of ‘major concern’ i.e. 
substantive financial or strategic level of 
impact and ‘above risk tolerance’. This 
metric is defined by the overall Group 
materiality principle of 1% of total assets 
equating to a threshold of £104 million 
which is defined in this report.
In parallel, we leverage our internal and 
external network to understand and 
critically evaluate UK and EU regulatory 
requirements and policy and distil this into 
risk and opportunities for the Group. Group 
Finance, Legal, Investor Relations and 
Marketing support the identification and 
qualitative and quantitative assessment of 
specific risks and opportunities, feeding 
into Risilience’s analysis and into strategy 
and financial planning for the Group. 
Risilience conducted workshops focused on 
climate-related risks identified to have a 
potentially substantial financial impact. The 
workshops involved colleagues from across 
the business and identified the key 
functional level risks within each corporate 
level risk category. For full details of the 
specific risks identified, see Strategy 
section (a) on page 43.
The impact and likelihood inputs were then 
calibrated in order to reach an aligned and 
consistent view of each risk.
(b) Our processes for managing 
climate-related risks and opportunities
Following the outputs of internal 
stakeholders, the Risilience study and 
external networks, risk workshops were 
conducted to determine the appropriate 
ownership and management of these risks. 
This process confirmed climate change 
transition is a principal risk, see page 67 of 
our Risk section for further detail. 
Mitigations and controls for these risks 
were developed by the named risk owners 
and are documented in the Climate 
Change Transition Risk Register, overall 
ownership of which sits with the CFO. 
Governance for these risks and mitigations 
will be regularly reviewed through easyJet’s 
Sustainability Steering Committee. 
Ownership of risks is outlined below. 
Risk
Risk owner
Compliance 
costs
CFO
Legal
Group General Counsel 
& Company Secretary
Technology 
CFO
Consumer 
sentiment
Group Markets Director
Investor sentiment CFO
Reputation
Group Markets Director
(c) How our processes for identifying, 
assessing and managing climate-
related risks are incorporated into the 
business overall risk management
As described in the risk management 
section (b) above, climate change 
transition risks are incorporated into the 
corporate risk framework and register. For 
more detail on the overall risk management 
of the business, see the Risk section, pages 
59 to 69.
Mitigation options that are identified during 
the above process have been incorporated 
into easyJet’s net zero pathway, which will 
be reviewed on an annual basis and feeds 
into the corporate strategy and financial 
planning process and principal risks and 
uncertainties, see pages 59 to 69.
Metrics and targets
(a) The metrics we use to assess the 
climate-related risks and opportunities 
in line with our strategy and risk 
management process
easyJet assesses financial impact in the 
form of 5yEV@Risk. These figures are then 
assessed against the materiality threshold, 
which is defined by the Company as 1% of 
total assets, i.e. a threshold of £104 million 
in FY22. 
Risks and mitigation options identified 
through these metrics have been 
incorporated into easyJet’s climate change 
transition plan and continue to inform our 
financial and strategic planning. 
(b) Our disclosure of Scope 1, Scope 2, 
and Scope 3 GHG and the related risks
easyJet has disclosed its full value chain 
emissions in this Annual Report. Read our 
comprehensive GHG and energy 
performance table, including Scope 1, 2 and 
3 emissions on page 33, where you can find 
the breakdown by geography and the 
methodology used. See page 33 for a link 
to the detailed independent assurance 
statement.
(c) The targets we use to manage 
climate-related risks and opportunities 
and performance against targets
In this financial year easyJet joined Race to 
Zero, a global UN-backed campaign to 
achieve net zero carbon emissions by 2050 
at the latest. By joining Race to Zero we 
committed to setting an interim science-
based target on carbon intensity for 2035 
as well as to reach net zero carbon 
emissions by 2050, aligning with the criteria 
and recommendations of the Science 
Based Targets initiative (SBTi). 
As our interim target, easyJet plc has 
committed to reducing well-to-wake GHG 
emissions related to jet fuel by 35% per 
Revenue Tonne Kilometre (RTK) by FY35 
from a 2019 base year* **, which has been 
approved by the SBTi. 
easyJet’s net zero roadmap, outlined on 
page 12, provides the framework with 
which we intend to meet our targets in 
2035 and beyond on our journey to net 
zero in 2050. 
easyJet has previously targeted a 10% 
reduction in carbon dioxide emissions 
intensity in grams of carbon dioxide per 
Revenue Passenger Kilometre on our flights 
by 2022, compared to a 2016 baseline 
figure. This target has not been met due to 
the impact of the Covid-19 pandemic, 
which led to the deferral of previously 
planned NEO aircraft deliveries and 
reduced load factors. 
For details of the CEO and CFO 
sustainability-related targets, the 
Remuneration Report on page 113.
	* The target boundary includes biogenic emissions and removals from bioenergy feedstocks.
**	Non-CO2e effects which may also contribute to aviation induced warming are not included in this target. easyJet plc commits to report publicly on its 
collaboration with stakeholders to improve understanding of opportunities to mitigate the non-CO2e impacts of aviation annually over its target timeframe.
46
easyJet plc Annual Report and Accounts 2022

SASB INDEX
SASB Standards identify the subset of environmental, social and governance issues most relevant to financial performance and 
enterprise value for 77 industries. Below we report on the metrics for the Airlines standard.
Table 1. Sustainability disclosure topics and accounting metrics
Topic
Accounting metric
Category
Unit of measure
Code
Disclosure
Greenhouse 
gas emissions
Gross global Scope 1 emissions
Quantitative
Metric tonnes 
(t) CO-e
TR-AL-110a.1
Annual Report (page 33)
Discussion of long-term and 
short-term strategy or plan to 
manage Scope 1 emissions, emissions 
reduction targets, and an analysis of 
performance against those targets
n/a
TR-AL-110a.3
Covered in the Annual Report, 
(primarily pages 32 and 33)
(1) Total fuel consumed  
(2) percentage alternative 
(3) percentage sustainable
Quantitative
Gigajoules (GJ), 
Percentage (%)
TR-AL-110a.3
(1) 86,363,466
Labour 
practices
Percentage of active workforce 
covered under collective bargaining 
agreements
Quantitative
Percentage (%) TR-AL-310a.1
86% - disclosed in ESG factsheet
(1) Number of work stoppages and 
(2) total days idle1
Quantitative
Number, days 
idle
TR-AL-310a.2
Not disclosed
Competitive 
behaviour
Total amount of monetary losses as 
a result of legal proceedings 
associated with anticompetitive 
behaviour regulations2
Discussion 
and analysis
n/a
TR-AL-540a.1
The Company has not incurred 
any monetary losses as a result 
of legal proceedings associated 
with anti-competitive behaviour 
regulations
Accident and 
safety 
management
Description of implementation and 
outcomes of a safety management 
system
Discussion 
and analysis
n/a
TR-AL-540a.1
Disclosed in ESG factsheet.  
Also discussed in Annual Report 
Risk section pages 59-69
Number of aviation accidents
Quantitative
Number
TR-AL-540a.2 Zero
Number of governmental 
enforcement actions of aviation 
safety regulations
Quantitative
Number
TR-AL-540a.3 Zero
Table 2. Activity metrics
Activity metric
Category
Unit of measure
Code
Disclosure
Available Seat Kilometres (ASK)3
Quantitative
ASK
TR-AL-000.A Disclosed on page 58 of Annual 
Report
Passenger load factor4
Quantitative
Rate
TR-AL-000.B Disclosed on page 58 of Annual 
Report
Revenue Passenger Kilometres (RPK)5
Quantitative
RPK
TR-AL-000.C Disclosed on page 58 of Annual 
Report
Revenue Tonne Kilometres (RTK)6
Quantitative
RPK
TR-AL-000.D Disclosed on page 33 of Annual 
Report
Number of departures
Quantitative
Number
TR-AL-000.E
Disclosed on page 58 of Annual 
Report
Average age of fleet
Quantitative
Years
TR-AL-000.F
9.33 years
1.	 Note to TR-AL-310a.2 – Disclosure shall include a description of the reason for each work stoppage, impact on operations and any corrective actions 
taken. 
2.	Note to TR-AL-520a.1 – The entity shall briefly describe the nature, context and any corrective actions taken as a result of the monetary losses. 
3.	 Note to TR-AL-000.A – Available Seat Kilometres (ASK) is defined as the maximum potential cumulative kilometres travelled by passengers (i.e. kilometres 
travelled by occupied and unoccupied seats). 
4.	Note to TR-AL-000.B – Load factor is a measure of capacity utilisation and is calculated as passenger kilometres travelled, divided by ASK. 
5.	Note to TR-AL-000.C – Revenue Passenger Kilometres (RPK) is defined as the cumulative total kilometres travelled by revenue passengers. A revenue 
passenger is a passenger for whose transportation an air carrier receives commercial remuneration. 
6.	Note to TR-AL-000.D – Revenue Tonne Kilometres (RTK) is defined as one metric tonne of revenue traffic transported one kilometre. RTK is computed  
by multiplying the aircraft kilometres flown on each flight stage by the number of metric tonnes of revenue traffic carried on that flight stage  
(e.g.passengers, baggage, freight and mail).
47
easyJet.com
STRATEGIC REPORT

Non-financial 
information statement
The table below and the information incorporated by reference comprises our Non-Financial Information Statement required by s414CA 
and 414CB of the Companies Act 2006. 
Policies mentioned below are available to view on our corporate website at  
https://corporate.easyjet.com 
Our approach 
Our policies 
Due diligence, outcome and  
Key Performance Indicators 
Related principal risks
1. Environmental matters
easyJet seeks to lead and 
challenge global aviation 
towards net zero emissions, 
recognising the need to 
transition to a low-carbon 
economy and the need for 
aviation to play its part.
•	 Environment Policy – sets out our 
approach to managing and 
minimising our environmental 
impact.
•	 Net zero roadmap – our 
roadmap to net zero carbon 
emissions by 2050 focuses on 
zero carbon emission technology. 
•	 Sustainability Strategy – easyJet’s 
Sustainability Strategy has 
evolved to reflect our ambition to 
pioneer positive change for our 
planet, communities and people 
while getting one step closer to 
net zero every day. 
•	 Supplier Code of Conduct – we 
require our suppliers to comply 
with environmental standards.
•	 The Sustainability Steering 
Committee is responsible for 
monitoring the outcome of our 
Sustainability Strategy, driving key 
sustainability-related decisions, 
delivering against strategic KPIs 
and the consideration and 
disclosure of climate-related risks 
and opportunities.
•	 Further details on sustainability and 
our roadmap to net zero can be 
found on pages 12 and 13 and 
pages 30 to 42.
•	 Streamlined Energy and Carbon 
Reporting on page 33. 
•	 All our supplier contracts include a 
clause requiring them to comply 
with the Supplier Code of Conduct.  
•	 The impacts of climate 
change on our business 
and operations, 
regulation/taxation and 
changing consumer and 
colleague expectations 
are recognised as one 
of our principal risks. 
More information can 
be found on page 67.
•	 Our strategy and risk 
management on 
climate-related risks and 
opportunities can be 
found in the Task Force 
on Climate-related 
Financial Disclosures 
section on pages 43 to 
46.
2. People
Our people are our greatest 
asset and we want to 
continue to attract, retain 
and develop top talent by 
focusing on creating an 
inclusive and energising 
environment that inspires 
everyone to learn and grow, 
enabling the Orange Spirit 
to thrive.
•	 Code of Business Ethics – 
promotes a culture that 
encourages open lines of 
communication and free access 
to information.
•	 Equal opportunity and inclusion 
– encourages our employees to 
make the best use of their skills 
and experience and ensure we 
treat staff, potential staff and the 
public fairly. 
•	 Diversity, Inclusion and Wellbeing 
Strategy – creates an inclusive 
and energising environment that 
attracts the right people and 
inspires everyone to learn and 
grow. 
•	 ‘Speak Up, Speak Out’ 
whistleblowing process – enables 
easyJet employees and suppliers 
to be able to raise concerns 
about any safety, ethical or legal 
issues.
•	 We continued to make progress 
against our Diversity, Inclusion and 
Wellbeing Strategy, focusing on 
creating a culture of inclusion 
where everyone can be themselves 
and people look after their own 
and each other’s wellbeing. More 
information can be found on pages 
24 to 25.
•	 Our focus has been on our people 
and creation of an inclusive culture. 
where differences are respected 
and valued and people have the 
opportunity to be the true version 
of themselves. More information 
on pages 24 to 25.
•	 We continue to measure how our 
employees feel about the inclusive 
environment that we are striving to 
create, through our regular 
employee listening activities such 
as our anonymous Your Voice 
Matters survey.
•	 Stakeholder engagement 
(employees) on pages 26 and 27.
•	 Whistleblowing on page 88 and 
102.
•	 Industrial action and 
talent acquisition and 
retention are 
recognised as principal 
risks and we seek to 
control and mitigate 
those risks in order to 
reduce their impact. 
Further information is 
set out on page 66.
Details of our business model can be found on pages 8 and 9.
NON-FINANCIAL INFORMATION STATEMENT
48
easyJet plc Annual Report and Accounts 2022

Our approach 
Our policies 
Due diligence, outcome and  
Key Performance Indicators 
Related principal risks
3. Social matters
easyJet is committed to 
doing the right thing for our 
customers, our people, our 
partners, the communities 
in which we operate and 
the environment.
•	 easyJet has a pan-European 
partnership with UNICEF to 
support its work.
•	 Environment Management 
System (EMS) – allows us to 
manage and continually improve 
our environmental performance 
in a structured and systematic 
way.
•	 Freedom to change – allowed all 
our customers to change flights 
to a different date or route, 
fee-free, up to two hours before 
departure during Covid-19.
•	 Travel restriction protection – 
allows customers impacted by a 
travel ban or mandatory hotel 
quarantine to change their flights 
fee-free, request a voucher or a 
refund.
•	 We have a Diversity and Inclusion 
Strategy and Equal Opportunity 
and Inclusion Policy.
•	 Our cabin crew make onboard 
appeals for customers to make 
donations in support of UNICEF’s 
work to protect children around the 
world from disease and keep them 
safe during emergencies. More 
information can be found on page 42.
•	 We achieved Stage 2 certification 
under the IATA IEnvA accreditation 
programme, making us the first 
low-cost carrier worldwide with a fully 
certified EMS. Further details on page 
32 and our environmental 
performance on pages 33.
•	 We provided customers with the 
flexibility they required during 
uncertain times, giving them 
confidence to book their trip, knowing 
that if plans changed so could their 
flight.
•	 We recognise Pride to support our 
LGBTQIA+ communities around the 
world. More information can be found 
on page 11.
•	 Social impact 
matters are not 
considered to be 
principal risks. 
However, these 
matters are 
considered by the 
plc Board as part of 
its stakeholder 
engagement 
programme; further 
information is set out 
on pages 26 to 29.
4. Human rights
We are committed to 
human rights, both in our 
business and our supply 
chain. This includes 
observance of the principles 
set out by the International 
Labour Organization 
Declaration on Fundamental 
Principles and Rights at 
Work.
•	 Human Rights and Modern 
Slavery Policy – supports 
recognised human rights 
principles.
•	 Supplier Code of Conduct – 
easyJet’s suppliers have an 
important role in delivering our 
ambition, and we strive to ensure 
that our suppliers have aligned 
views on corporate responsibility 
and compliance.
•	 Both induction training and annual 
refresher training at Group level 
ensures the workforce is continually 
mindful of human rights and modern 
slavery. 
•	 easyJet seeks to identify and prevent 
adverse human rights impacts directly 
linked to its business relationships, 
through obtaining appropriate 
contractual commitments and 
undertaking appropriate due diligence 
on suppliers (including enhanced due 
diligence on high risk suppliers).
•	 Modern Slavery working group meets 
quarterly and informs activities we are 
undertaking to prevent slavery and 
human trafficking in our business 
operations and supply chain. 
•	 We continue to use 
the Global Slavery 
Index to support our 
analysis of 
geographic risks and 
assess whether the 
country/area has a 
high prevalence of 
modern slavery or 
other labour rights 
violations.
5. Anti-corruption and 
anti-bribery
At easyJet we conduct all 
of our business in an honest 
and ethical manner. easyJet 
takes a zero-tolerance 
approach to bribery and 
corruption and is 
committed to acting 
professionally, fairly and 
with integrity in all business 
dealings and relationships 
wherever easyJet operates. 
easyJet encourages its 
employees and suppliers to 
raise concerns on ethical 
issues via the Speak Up, 
Speak Out whistleblowing 
process.
•	 Anti-bribery and Anti-corruption 
Policy – sets out the 
responsibilities of easyJet, and of 
those working for and on behalf 
of easyJet, to observe and 
uphold easyJet’s prohibition on 
bribery and corruption.
•	 Gifts and Hospitality Policy – sets 
out the rules on receiving and 
giving gifts and hospitality.
•	 Code of Ethics – ethical and 
compliance policies, covering 
topics that include bribery and 
corruption, gift giving and fraud.
•	 All existing and new employees 
receive mandatory ethics training 
annually and upon joining the 
business.
•	 Risks associated with bribery and 
corruption are regularly reviewed by 
the Audit Committee.
•	 Ethical and compliance policies are 
monitored by the Business Integrity 
Committee and People team. The 
Business Integrity Committee’s 
activities are reviewed by the Audit 
Committee on a quarterly basis.
•	 Compliance and 
regulatory risks are 
recognised as a 
principal risk. More 
details can be found 
on page 65.
49
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STRATEGIC REPORT