This dynamism makes versatility and flexible cost structures increasingly important success factors. Furthermore, the Lufthansa Group provides fast, professional emergency aid in humanitarian crises and natural disasters.To reflect the growing importance of corporate responsibility for the Lufthansa Group, all activities in this area now report to the new Executive Board function Customer & Corporate Responsibility.The Lufthansa Group is a global aviation group with a total of more than 580 subsidiaries and equity investments.Corporate responsibility, that is to say sustainable and responsible entrepreneurial practice, is an integral part of our corporate strategy. In the USA, by comparison, the five leading providers account for a share of 86%. It also has attractive market positions at its hubs in Frankfurt, Munich, Vienna and Zurich. These include new data-driven decision-making tools that have an increasing influence on airlines’ distribution, increased activity from aircraft and engine manufacturers in the maintenance business, and a political and macro-economic environment that is marked by increasing uncertainty. It contributes to a sharper focus on the core airline business and is also intended to open up growth opportunities for the LSG group.In addition, shifting line maintenance at the hubs in Frankfurt and Munich from Lufthansa Technik to Lufthansa German Airlines as of 1 January 2020 will further strengthen the aeronautical core of the Lufthansa Group.Structuring the Group along the airline value chain helps to maximise synergies between segments and makes it possible to scale business from external markets at the same time.
To do so, the Lufthansa Group implements measures to enhance quality in the areas under its control. Germany stood by its €9 billion ($15 billion) bailout plan for Lufthansa, daring the airline's disgruntled top shareholder to knock it down at a pivotal vote this week. The central pillar of its global social engagement for disadvantaged people is the help alliance, which celebrated its 20th anniversary in 2019. In addition, responsible business is an integral part of the corporate strategy, which is why the Lufthansa Group is developing its corporate responsibility activities.In the fast-growing airline industry, the airlines in the Lufthansa Group operate in Europe’s most attractive markets. The Lufthansa Group therefore builds continuously on its environmental commitment, is dedicated to many social issues and treats its employees responsibly and fairly.In terms of environmental protection, the Lufthansa Group invests continuously in the renewal of its fleet and in operating measures aimed at reducing the specific fuel consumption and the resulting COAbove and beyond its actual business activities, the Lufthansa Group continues to assume responsibility in addressing today’s social challenges. This is intended to deliver annual cost savings of EUR 90m from 2021. The five biggest airline groups – Lufthansa Group, Air France-KLM, International Airlines Group (IAG), Ryanair and easyJet – have a cumulative market share of just 51%. In this context, the strategy aims to systematically develop the Group, which consists of Network Airlines, Eurowings and Aviation Services.The airlines form the core of the Lufthansa Group. The Lufthansa Group is the market leader in its home markets of Germany, Austria and Switzerland, and it is one of the leading carriers in Belgium.
Lufthansa declined to comment.CEO Carsten Spohr had told employees at the weekend that shareholders representing less than 38% of shares had registered to vote, handing Thiele a virtual veto on the bailout, which needs two-thirds of votes to pass.The group said last week that a "no" vote would force it to seek protection from creditors.
This should also enable improvements in the industry’s earnings.The Lufthansa Group regularly reviews organic and inorganic options for market consolidation in all segments. Break-even is planned for 2021 and unit costs are to be reduced by 15% by 2022. Today, the Network Airlines already have commercial joint ventures in key long-haul markets.Strategic initiatives by the Network Airlines are intended to achieve sustainable increases in unit revenues. Brussels Airlines plans to increase its Adjusted EBIT margin to 8% by 2022.
This website uses cookies. Key drivers here are joint production in the cargo business for example, by which Lufthansa Cargo transports almost half its freight in the belly capacities of the Lufthansa Group’s passenger aircraft, or revenue synergies between the airlines and Miles & More in the loyalty business.The European airline industry remains highly fragmented. These cookies are needed for a smooth operation of our website. Considering this, the Lufthansa Group assumes that the consolidation of the European market will continue. The Lufthansa Group regularly reviews the attractiveness of individual market segments, their current competitive position, the future revenue potential of the segments and the synergies realised by them, and, in particular, the value contribution for the airlines. Brussels Airlines will benefit from close cooperation with the Network Airlines.With Eurowings, the Lufthansa Group has an innovative and competitive offering in direct traffic, which addresses both price-sensitive and service-oriented customers with low-cost basic fares and additional service options that can be booked flexibly.Following its rapid growth in 2018, Eurowings focused particularly on implementing turnaround measures in 2019.
As a result, the consistent use of the potential to digitalise throughout the travel chain as well as individualised products contribute to aligning the portfolio even more closely with customer needs and opening up new sources of revenue.In order to exploit opportunities in the growing long-distance leisure travel market, the range of long-haul connections from the hubs in Frankfurt and Munich aimed at private travellers is being increased. At the level of the segments it may make sense to develop companies in the Aviation Services segment within or outside the Lufthansa Group using a differentiated approach or with partners, in order to ensure their long-term growth and sustainable profitability. Brussels Airlines will be managed separately in future and moved closer to the Network Airlines. He instead proposed an indirect holding via Germany's KfW development bank.
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