Jose Ignacio Dougnac:
Well, before the pandemic, we were going through a really important transformation in terms of being much more friendly than we used to be. And that’s why we forced the fleet transition. We actually managed to change 100% of the fleet and become a full neo operator in only 15 months. One of the most important things… Among the most important reasons why we wanted to do that, of course, it was to also [inaudible 00:37:12] and be much more friendly than we used to be.
At that point of time, we were basically generating roughly 100 grams of CO2 per passenger per flight. And today, we are roughly at 60 grams per passenger per flight. So we were able to reduce 40% in terms of CO2 emissions per passenger per flight. So, we’re really proud of that, but we also went through a lot of other changes. We [inaudible 00:37:39] the ground equipment for electrical equipment as well. We’re trying to introduce a lot of policies and procedures that are really much more friendly with the environment that we used to do. But in terms of governments, as you know if we want to go further on that, we definitely need government help. We definitely need to have access to other sources of reduce contamination such as biofuels, for example. We don’t have access to biofuels in Chile and most part of the region. There is no access.
And that access has to be efficient. We cannot use biofuel if that’s going to cost huge amount of additional money. We need to also remain competitive. So, we need to be able to have access to biofuels, but at a really reasonable cost. And that needs to be worked out with the different government officials because of the investments required are quite big. And it’s definitely long-term. And for others just related to both of those questions is the home office policy. With the home office, you have a lot less people coming into the office, a lot less traffic. It’s a policy that suits very well with our stakeholder view. It generates a lot of value to our people. It generates a lot of value to the environment, actually.
Roughly 25% of the company can use this policy because, of course, people in the operation really need to be in the operation, but it’s been used by everybody. We are really introducing a lot of technology in order to make it work really well. And it’s been really interesting results. We measure this every month and how people are really feeling about this policy. 93% of the people in the company consider. It’s a valuable measure for them. 87% declared that it improved their quality of life in the company. 79% considered that they have been able to dedicate more time to their family and friends. In average, it saves one to two hours a day of time in travel time and the NPS of this policy across the company is 62%.
So, it’s very well received by everybody who’s been a part of this and it also helps reducing traffic and reducing emissions. So, it’s a policy that’s been thought based on not only one stakeholder, but also based on our strategy on the long term.
Peter Cerda:
That is great to see how…
Jose Ignacio Dougnac:
We still have office space because the policy is not home office. The policy is 100% flexibility. So, you have access to the office, but the office is at the teams’ service. It’s not required. It’s part of the tools that the teams have in order to do their job, the most efficient way they can and considering our strategy.
Peter Cerda:
It’s great to see, Jose, that not only are you thinking about your staff, your team members in their livelihood, how they can be closer to their family to maximize their time at work and also take into consideration the environment, which is a huge challenge that we have facing us globally, but something that we really need to focus much more on a regional standpoint. We could talk for hours about all the stuff that Sky Airlines, what you’re doing. I do want to end with one note, a personal note, from you. Unfortunately, as you said, the day you were named and you came into the job that’s when the first case of COVID hit Chile. Not a lot of people know about Jose. So, I’m going to end on a personal note. Something that you want to share that the audience does not know about you so they can know a little bit more about you, particularly, when they get to know you in person in the future. So, a little bit… What’s one thing that not a lot of people know about you that you like to share?
Jose Ignacio Dougnac:
Well, I try to be quite transparent. When I meet people, I talk to the company every month to the whole company and try to bring a personal note to it. I’m 37 years old. I have a wife, I have two young boys and within this time since I started my career, I lived in different countries, three different continents in the past 10 years. I’ve been in government and I’ve been in the private side. I’ve been in mining. I’ve been in aviation. I’ve been in healthcare, different industries, mostly living in big cities.
But today with all this, we’ve been really seeing the value of trying to deal with the crisis at the same point of time in which you need to be able to really focus on what’s important and try to balance life. The crisis, it’s long and you need to be able to have a way to clear your mind. We do a lot of sports. We try to mix family with sports. Here, we go running together. I go running with my wife and my two young boys, six and five years old. And we go running together. I use that time to think, but I also use that time to spend time with my family. So, I’m not that interesting, Peter, but I like doing sports and I like to use that time to clear my mind and think about how I can better serve our customers and our people and all of our stakeholders.
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