25 Years - Lufthansa Group
Transcription
25 Years - Lufthansa Group
Policy Brief 3/2015 For decision makers in politics, media and business Lufthansa: 25 Years Back in Berlin Lufthansa Group’s renewed partnership with Berlin: 25 years and going strong 1 Pivotal junctures: 1926, 1945, 1990 3 Insights: Five Berlin employees share their views 5 Business environment: Germany in comparison with the Persian Gulf states 6 EU: Strategically align aviation policy 7 News: Customer satisfaction: Air transport receives top ratings Lufthansa Technik: Launch of operations in Puerto Rico Eurowings: Countdown is on New sustainability report: Lufthansa Group on course 8 8 8 8 Contact: Your point of contact at the Lufthansa Group 9 Lead: Analyses: Schwerpunkt Lufthansa Group | Wettbewerb | Policy Brief | Nachhaltigkeit 3/2015 | September | Telegramm | Kontakt Page 1 Policy Brief 3/2015 | September Lufthansa Group’s renewed partnership with Berlin: 25 years and going strong Berlin is booming. For years now, tourism in Berlin has been recording the strongest growth rates of all European metropolises. The city is Germany’s “start-up mecca,” with exceptionally high GDP growth. This year alone, 25,000 additional jobs are expected to be created. Air transport has long contributed substantially to this trend – in which the Lufthansa Group also plays an increasingly important role. Offering flight connections for 25 years For 45 years, Lufthansa was not allowed to fly to Berlin because of the occupation statute with the Western Allies. It was not until October 28, 1990, that today’s capital city of Germany was back in the airline’s flight schedule. Over the past years, the Lufthansa Group has invested 900 million euros in the Berlin aviation hub. With some 3,000 employees, Lufthansa is by far the city’s largest aviation employer. Roughly one in every four air passengers takes off from Berlin in a Lufthansa Group plane – whether it be with Lufthansa, Germanwings, Austrian Airlines, Swiss, or Brussels Airlines. The global airline for Berlin There is hardly another city that benefits as much as Berlin from the strong presence of these five Lufthansa Group airlines. Taken together, they offer a total of roughly 510 flights weekly from Berlin-Tegel and directly connect the city with about 40 destinations. This includes in particular the major hubs in Frankfurt, Munich, Zurich, and Vienna, to which the airlines fly in close intervals. Passengers flying from Berlin with the Lufthansa Group can reach over 100 destinations outside Europe with only one connection. Lufthansa’s strengths lie in the diversity and sustainability of its engagement. All business segments locally active Yet the Lufthansa Group offers Berlin much more than attractive travel connections. All the Group’s business segments are represented here, which is the case elsewhere only in Frankfurt. Here are four highlights: – Maintenance, repair, and overhaul specialists in Tegel and Schönefeld: Several hundred people work for Lufthansa Technik at the Berlin site. Over the past years, the company has invested many tens of millions of euros in Schönefeld, for example, to build the maintenance hangar completed in 2012. Four Airbus A320 aircraft can be serviced here simultaneously. In addition, Lufthansa Technik operates the LBAS joint venture here for smaller business jets, together with Bombardier and the Swiss ExecuJet Group. Two hundred employees maintain the Bombardier business jets here. – Headquarters of Lufthansa InTouch: In late August, the service centre of the Lufthansa subsidiary moved into the Ullsteinhaus at Tempelhof Harbour. There, some 500 customer consultants offer passengers individualised service by phone, email, chat, or on social media, performing 2.6 million transactions annually. The global service centre network, with offices in Brno (Czech Republic), Dublin, Istanbul, Cape Town, Melbourne, and Peterborough (Canada) Lufthansa: Ambassador for Berlin Berlin: Site of strong Lufthansa Group brands Lufthansa Lufthansa Technik Lufthansa Cargo Lufthansa Systems Lead | Analyses | News | Contact Page 1 Policy Brief 3/2015 | September Tegel Airport – Austrian Airlines – Lufthansa WorldShop – SunExpress Rheinsberger Straße – Lufthansa Innovation Hub +135% 40 Reinickendorf Pankow Salzufer – Albatros Versicherungsdienste – Lufthansa Systems 17 Lichtenberg Mitte 2005 F‘hainKreuzberg Sachsendamm – Lufthansa – Brussels Airlines – Germanwings I Eurowings – SWISS CharlottenburgWilmersdorf TempelhofSchöneberg Neukölln TreptowKöpenick SteglitzZehlendorf Mariendorfer Damm – Lufthansa InTouch 21,362 10,143 Job trend at the Berlin airports Over 21,000 people work at the Berlin airports – the Lufthansa Group is the largest employer. 1993 2015 Friedrichstraße – Lufthansa corporate policy – Lufthansa Group communication – Deutsche Lufthansa Berlin Foundation Schönefeld Airport – LSG Food & Nonfood Handel – LSG Sky Chefs Berlin – Lufthansa Bombardier Aviation Services – Lufthansa Cargo – Lufthansa Flight Training Berlin – Lufthansa Technik – Lufthansa Technik Logistik 2014 Source: 2014 Workplace survey, Berlin Brandenburg Airport 2014 Workplace survey of Berlin Brandenburg Airport and a total of 1,600 customer consultants, is also managed from this new site. – Air cargo for Berlin: With a market share of over 25 percent, Lufthansa Cargo is the most important cargo airline for the capital city. Among the major goods transported are, not least, the time-sensitive products of Berlin’s pharma companies. The goods are primarily bound for the regions of Asia and North America. Attractive flights are a key site factor for the sector – which counts among the most important industries in Berlin. Nearly 90 percent of the pharma companies nationwide in Germany say air transport is important or very important to them. – Point of attraction for pilots from all over the world: At Berlin-Schönefeld, Lufthansa Flight Training (LFT) operates 13 flight simulators for the widest array of aircraft models Lead | Analyses | News | Contact open graphic from Airbus, Boeing, and Canadair. That is why every year thousands of pilots from over 50 airlines from all over the world travel here to train in the Berlin LFT full flight simulators. No other simulator centre in Europe is as internationally oriented. Sharing tomorrow at the Innovation Hub For many years, Berlin has thus ranked among the most important sites of the Lufthansa Group. And its commitment will continue to grow with the importance of the city. In September 2014, the Group opened its Innovation Hub here. Its mission is to link customer needs with Lufthansa research and tech opportunities from the start-up world. The Innovation Hub located at the famous start-up Factory campus thus represents a new interface between the Group and the start-up scene – a network that extends from Silicon Valley to Tel Aviv to Seoul with Berlin at the centre. Page 2 open graphic Destinations to which the Lufthansa Group directly flies from Berlin Policy Brief 3/2015 | September Pivotal junctures: 1926, 1945, 1990 Lufthansa is linked to Berlin in a special way: The company was founded here in 1926 during the Weimar Republic. Operating out of Tempelhof Airport, it evolved into one of the world’s leading airlines already during the 1920s and 1930s. Then, between 1945 and 1990, only Western-Allied aircraft were permitted to land in the partitioned city. Nevertheless, Lufthansa always remained true to Berlin, and the Group airlines today welcome a good quarter of the 28 million passengers to the capital city. Berlin junction Berlin of the 1920s was synonymous with the avant-garde. The metropolis attracted scientists from all over the world as magically as it did literary figures, painters, and musicians. Countless movies, novels, feature reports, and poems dealt with the hustle and bustle and the enormous mobility of the German capital city. Traffic modes and infrastructure developed a hitherto unimagined dynamic. And in aviation: No other city was as well suited to bundle the centrifugal forces of the nascent aviation industry. Already early on, the airport in Tempelhof was a junction of international flight routes. 1926: Founding of Luft Hansa It was only logical, then, that Lufthansa was founded in Berlin. The move was the result of a market shake-up: By rigorously cutting millions in subsidies, the Reich government in late 1925 compelled the merger of the two competing airlines Deutsche Aero Lloyd und Junkers Luftverkehr – to form Deutsche Luft Hansa Aktiengesellschaft (as the name was officially written until 1933). With that name, Lufthansa carried over the memory of old trade traditions to the burgeoning aviation sector. The rising crane in the logo is traced back to the Deutsche Luft-Reederei and today is the oldest trademark in aviation worldwide. 1926 Berlin-Tempelhof airport 1928 Passenger hangar at Berlin-Tempelhof Airport Lead | Analyses | News | Contact Page 3 Policy Brief 3/2015 | September Berlin business and industry on board Apart from the government and participating airlines, the private sector – including Berlin companies such as AEG, Siemens, Deutsche Erdöl, Schenker & Co., and the Berliner Handels-Gesellschaft – was among the shareholders, with a 27.5 percent stake. When Lufthansa commenced its flight operations in early April 1926, three of the eight routes began and terminated in Berlin-Tempelhof. Among them was also the first foreign route, leading to Zurich via Halle, Erfurt, and Stuttgart. Already in the first year of business, the number of Berlin flights rose to 20. Thus, Tempelhof emerged as Europe’s air hub. And Berlin-Staaken was the base of the Lufthansa maintenance operation. At the end of the 1920s, the site served roughly 170 aircraft. The replacement parts warehouse carried 40,000 specimens with which various aircraft types were outfitted. Staaken was a precision operation which contributed significantly to the safety of the aviation industry. 1960 Willy Brandt christens a Boeing 707 “Berlin” 2014 Fanhansa plane for maintenance in Berlin Second World War and the end of the first Lufthansa From 1933 to 1945, the rapidly growing state-owned enterprise became engulfed in political developments, as the Nazi regime sought to claim aviation’s expertise and prestige for itself. Yet there were also resistance fighters at Lufthansa. One shining example was Klaus Bonhoeffer, the long-time attorney and head of the Lufthansa legal department. He was executed in Berlin in April 1945 for his knowledge and support of the July 20, 1944, plot to assassinate Hitler. To commemorate his courage, the Lufthansa Training and Conference Centre in Seeheim was named after him in 1990. The year 1945 then spelled the final end of this first Lufthansa: The Allies prohibited German companies from engaging in any form of aviation. Dual fresh start Yet by 1953, the Aktiengesellschaft für Luftverkehrsbedarf was able to be founded on urging by former Lufthansa employees together with the government of German Chancellor Konrad Adenauer. A year later, the company was renamed Deutsche Lufthansa AG and commenced scheduled services on April 1, 1955. However, Berlin remained excluded, as only airlines of the Western Allies – the U.S., Great Britain, and France – were allowed to fly to West Berlin. Nevertheless, the company kept a presence in the city: As early as May 1955, a sales office was established at the Tempelhof airport. In 1958, the legendary Lufthansa city office on Kurfürstendamm followed. On October 28, 1990, the new Lufthansa was able for the first time to fly scheduled service to its home city – Lufthansa has been at home again in Berlin for 25 years. 1990 Crew of the first Lufthansa scheduled flight to Berlin-Tegel 1936 Deliveries for the Olympic athletes from Athens to Berlin Lead | Analyses | News | Contact Page 4 Policy Brief 3/2015 | September Insights: Five Berlin employees share their views The Lufthansa Group employs some 3,000 people in Berlin. Who are the faces behind that figure? Lufthansa employees say what they value about Berlin and their work. “In the beginning, Lufthansa InTouch was an ideal opportunity for me to work abroad. That turned into 14 years, with assignments in Brno, Melbourne, Cape Town, and now in Berlin. I think it’s great that you can live so freely here. And the proverbial Berlin gruffness. When the cake-seller heard where I had previously lived, he merely said: Well, if you survived all that, you’ll survive Berlin.” Michaela Kaim-Schoby Site manager of Lufthansa InTouch Customer Service Centre, in the city since 2014 “From October 28, 1990 on, we were finally able to fly to Berlin again. Prior to that, even as Lufthansa Cargo, we were only allowed to conduct road feeder service. Then virtually overnight, we had to handle over 100 flights a day; business was hopping. We’ve been loading the most amazing things here ever since: diplomatic mail for the Foreign Office, orchestra equipment for the Berlin Philharmonic, or pharma products made in Berlin.” Michael Handke Sales manager for major accounts at Lufthansa Cargo in Berlin nationwide, with Lufthansa Group since 1982 In the past half year, I’ve already seen half of Europe. We fly to dozens of destinations from Berlin. And I have continuously experienced very wonderful things. For example, our crew presented a boy who turned six on the day of the flight with a lovingly designed t-shirt as a voucher for the Disneyland in Paris. And the pilot congratulated him from the cockpit. The boy was really ecstatic.” Nicole Mosiniak Native Berliner, started as a flight attendant with Germanwings along with eight other co-workers in February 2015 “Landing in Berlin is a joy. If you’re lucky, you get to fly around the entire city. The view is easily comparable to London or Paris. Sitting in a Lufthansa cockpit also makes the experience even better. And among the crews, Berlin is, of course, the most popular city in all of Germany because of the fabulous nightlife. We pilots enjoy flying for Lufthansa very much and are proud of the Group.” Andreas Claudius Lufthansa pilot since 1991, residing in Berlin and flying out of Munich “In Berlin, we specialise in short- and medium-haul aircraft. That is why, time and again, we service the planes of the federal government. It’s really something special to be able to work on these flying offices. I am also the point person for the Special Air Mission Wing of the German Air Force and coordinate all work with our technicians. It’s nice as a woman to be successful in this male-dominated field.” Katrin Heinrich In Berlin since the age of 2, project manager at Lufthansa Technik since 2001 Lead | Analyses | News | Contact Page 5 Policy Brief 3/2015 | September Business environment: Germany in comparison with the Persian Gulf states In most countries of the world the government remains or is even increasingly involved in air transport. That is why, despite broad liberalisation, the sector is not part of the World Trade Organisation (WTO). It is therefore all the more important that governments ensure fair market behaviour within the context of traffic rights negotiations. In the 1990s, it was assumed that fair competition could be ensured through air services agreements. Under these agreements, the only “real/hard” measure available when violations of competition occur is revocation of traffic rights, which, given the political implications, is rarely possible in reality. The reality today is that truly fair, cross-national competition exists only within the markets that have general competition law – the EU, the U.S., and in the EU/U.S. Open Sky. In these cases, government protection and discrimination also are forbidden or tightly regulated. Not true, however, in the countries of the Persian Gulf and Bosporus region, which are striving to Airlines Taxes Fees Environment Labour market gain global dominance in the air transport sector. Given the political mandate for massive expansion of those countries’ state-run carriers, the EU and Germany – which according to the OECD index are among the five states with the freest air transport market access – must urgently rethink their liberal aviation policies towards those countries. In negotiations with other states, the EU and Germany must link market access to rules for fair competition. A comparison between Germany and the United Arab Emirates (UAE) shows that the airlines operate within considerably different business environments. Germany UAE Billions of subsidies* No Yes Market behaviour consistent with air services agreements Yes No Private-sector structure Yes No Air travel tax Yes No Tax on earnings Yes No Employee income taxes Yes No Value-added tax on national flights Yes No Airport charges High Low Air traffic control charges High Low Aviation security charges High Low Emissions trading Yes No Noise abatement Yes No Noise-based fees Yes No Bans on night flights Yes No 40-hour workweek Yes No Job protection Yes No Unions Yes No Right to strike Yes No *$42 billion in government advantages, aid, and capital infusions based on calculations by American Airlines, Delta, United Airlines open graphic Lead | Analyses | News | Contact Page 6 Policy Brief 3/2015 | September EU: Strategically align aviation policy The European Commission is currently developing a comprehensive aviation policy package for Europe. Europe’s airlines are supporting the project: In mid-June, the CEOs of the five largest EU airlines presented a joint position paper. Strengthen competitiveness In the late 1990s, Europe largely liberalised its air transport market – with great success. Yet – in contrast to other regions of the world – Europe lacks an overarching strategic aviation policy that includes all parts of the value chain. At the same time, particularly network airlines like the Lufthansa Group, Air France/KLM and IAG (British Airways/Iberia), which serve Europe with thousands of intercontinental flights, are experiencing increasing competition from state-run corporate groups, mainly from the Persian Gulf region, that receive billions in government support. Along with EasyJet and Ryanair, the network airlines are not calling for subsidies but for a policy that strengthens EU competitiveness through an improved policy framework: – Cut infrastructural costs: Airport expenses account for 8 to 20 percent of the costs at the five largest EU airlines. Air France/KLM CEO Alexandre de Juniac is therefore calling on the EU to finally subject the major airports to effective, market-based regulation. In particular, it cannot be accepted that airports are financing infrastucture less through their own earnings and saddling the airlines with higher costs. Airport charges, for example, have significantly risen in past years despite rising passenger volumes and falling capital costs. Additional capacity should therefore also only be created if demand is in fact foreseeable and can be financed on both a current and a sustainable basis. – Increase the efficiency of air navigation services: Member states and the air traffic controller unions have for many years been thwarting efforts to create an efficient cross-border air surveillance system. The lack of a Single European Sky (SES) costs the airlines some five billion euros every year – that’s money that would be better invested in aircraft with cutting-edgde efficiency – Reduces taxes and levies: All across Europe, airlines have been saddled with taxes over the past years – see the unilateral action taken by Germany in imposing the air travel tax or the go-it-alone move by the EU to introduce emissions trading for intra-European flights. IAG CEO Willie Walsh has criticised this policy as anti-growth and anti-innovation, because it diminishes the impact of investments domestic carriers have made in fuel-efficient aircraft and stymies the momentum to create urgently needed additional jobs in Europe. “Europe needs a uniform and comprehensive plan for its aviation sector. Other regions are already much, much further along in this effort. If together, we – airlines and policy makers – agree on the right strategy and also implement it, we will create hundreds of thousands of jobs.” 12.6 % Germany decoupled from air transport growth Germany has every reason to support the EU in developing a growth-oriented aviation strategy. 2014 Airline growth in passenger kilometres sold: 7.1 % 6.4 % Domestic air transport is an important engine for Europe 1 5.8 % Billion euros contributed to GDP per day 2.7 % Asia/ Pacific Latin America Lead | Analyses | News | Contact Europe North America Million jobs 770 Destinations in 152 countries 2.3 % 0.3 % Middle East 5.5 Germany Africa Further information open graphic open graphic Page 7 Source: Association of European Airlines Soucre: IATA, Association of the German Aviation Industry Carsten Spohr Chairman and CEO Deutsche Lufthansa AG Policy Brief 3/2015 | September open graphic News Customer satisfaction: Air transport receives top ratings Lufthansa Technik: Launch of operations in Puerto Rico New sustainability report: Lufthansa Group on course Consumer protection rightfully plays an important role in the EU. The representative survey of Forschungsgruppe Wahlen shows that aviation is living up to its responsibility: 91 percent of air passengers were satisfied or very satisfied with their last flight – that’s the highest rating in the survey, which has been conducted for three years in a row now. Even in direct comparison with other modes of transport, aviation performed outstandingly well: Just 11 months after breaking ground in August 2014, Lufthansa Technik began operating its facility in Aguadilla, Puerto Rico, at the end of July. The staff is expected to grow from currently 140 employees to 400 over the coming two years. Governor Alejandro García-Padilla said: “We will be able to watch how this site evolves into an economic engine of the region, both through jobs that will be created here and from international cooperation. Results like these will guarantee that Puerto Rico is able to overcome its current and inherited economic situation and achieve sustainable growth.” Global air links are key to economic growth, employment, and individual mobility. Worldwide, air transport is predicted to grow more than 5 percent annually in the coming two decades. The Lufthansa Group has a clear strategy to design traffic growth to be as environmentally sustainable as possible and for over 20 years has been giving an account of these efforts in its sustainability report. “Which mode of transport offers the best value?” 13 % Source: Association of the German Aviation Industry; Deviations up to 100 % = no data Rail % 24 % 25 % 27 Car Bus “Which mode of transport is most reliable?“ Plane 49 % 30 % 9 Rail % 7% Car Bus “Which mode of transport do you prefer for longer routes?” Plane 54 % 21 % 21 % 2% Rail Car Bus Plane Eurowings: Countdown is on One environmental highlight from the latest edition: In 2014, the Lufthansa Group airlines consumed only 3.84 litres of kerosene per 100 passenger kilometres – a new record of efficiency. Moreover, between 2015 and 2025, the Group will acquire a total of 272 modern, fuel-efficient aircraft, presaging further drops in average fuel consumption. Beginning with the 2015/2016 winter flight schedule, the Lufthansa Group will go further on the offensive. The new Eurowings – whose operating costs will lie approx. 40 percent below those of Lufthansa – will, in addition to German and European destinations, also offer intercontinental flights to places such as Bangkok, Phuket, and the Caribbean. The fleet is to be expanded to 100 aircraft. BDL consumer report The results underline that the investments made by the airlines are generating more customer satisfaction. Over the past three years, Lufthansa alone has invested 1.5 billion euros in its cabin design and service. Lead | Analyses | News | Contact Complete informations about sustainability at the Lufthansa Group Page 8 Policy Brief 3/2015 | September Your point of contact at the Lufthansa Group Imprint Published by: Barbara Schädler Head of Lufthansa Group Communications Barbara Schädler Head of Lufthansa Group Communications +49 69 696-3659 [email protected] Andreas Bartels Head of Media Relations Lufthansa Group Deutsche Lufthansa AG FRA CI, Lufthansa Aviation Center Airportring, D-60546 Frankfurt Editor in Chief: Wolfgang Weber Andreas Bartels Head of Media Relations Lufthansa Group +49 69 696-60345 [email protected] Editorial Staff: Dr. Horst Bittlinger, Ivy Böhm, Andreas Claudius, Mirjam Eberts, Thomas Erich, Michael Göntgens, Martin Hähnel, Wolfgang Handke, Katrin Heinrich, Alexander Holzrichter, Jan-Ole Jacobs, Kim Jucknat, Michaela Kaim-Schoby, Karola Kapitza, Nicole Mosiniak, Boris Ogursky, Uta Richter, Dominique Schmitt-Bohlender, Nadja Schoser, Sonja Seipke, Claudia Walther, Heike Wanner Thomas Kropp Senior Vice President Head of Corporate International Relations and Government Affairs +49 30 8875-3030 [email protected] Prof. Dr. Regula Dettling-Ott Vice President EU Affairs Brussels +32 2 627-4033 [email protected] Jan-Philipp Görtz Director Political and Government Affairs +49 30 8875-3040 [email protected] Press Date: September 22, 2015 Agency partners: Köster Kommunikation GDE | Kommunikation gestalten Disclaimer http://presse.lufthansa.com/de/ service/disclaimer.html Lead | Analyses | News | Contact Explore more! www.lufthansagroup.com/en/press/policy-brief Write us! [email protected] Page 9 21,362 10,143 Source: 2014 Workplace survey, Berlin Brandenburg Airport 2014 2014 “Which mode of transport offers the best value?” Destinations to which the Lufthansa Group directly flies from Berlin +135% 40 17 2005 2015 Domestic air transport is an important engine for Europe 1 5.5 Million jobs Destinations in 152 countries per day tributed to GDP Billion euros con- jobs Million 152 countries Destinations in Billion euros contributed to GDP per day 1 5.5 770 770 Source: Association of the German Aviation Industry; Deviations up to 100 % = no data 1993 13 % Rail % 24 % 25 % 27 Car Bus “Which mode of transport is most reliable?“ Plane 49 % 30 % 9% Rail 7% Car Bus “Which mode of transport do you prefer for longer routes?” Plane 54 % 21 % 21 % 2% Rail Car Bus Plane Airlines Taxes Fees Environment Labour market Germay UAE Billions of subsidies* No Yes Market behaviour consistent with air services agreements Yes No Private-sector structure Yes No Air travel tax Yes No Tax on earnings Yes No Employee income taxes Yes No Value-added tax on national flights Yes No Airport charges High Low Air traffic control charges High Low Aviation security charges High Low Emissions trading Yes No Noise abatement Yes No Noise-based fees Yes No Bans on night flights Yes No 40-hour workweek Yes No Job protection Yes No Unions Yes No Right to strike Yes No Soucre: IATA, Association of the German Aviation Industry *$42 billion in government advantages, aid, and capital infusions based on calculations by American Airlines, Delta, United Airlines 12.6 % 7.1 % 6.4 % 5.8 % 2.7 % 2.3 % 0.3 % Middle East Asia/ Pacific Latin America Europe North America Germany Africa
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