Key data on sustainability at Lufthansa Issue 2006

Transcription

p http://responsibility.lufthansa.com
iv
Fleet overview: Noise and fuel consumption
al
Margins below the noise limits of ICAO Chapter 3*
Lufthansa Group fleet (active fleet on 31.12.2005)
in EPNdB
in passenger transport
in liters/100 passenger kilometers
– 13.9
A330-200 DLH
– 18.7
A330-300 DLH
– 18.9
A330-200 DLH
– 24.3
A340-600 DLH
A330-200 TCX
– 12.7
B 747-400 DLH
– 9.4
– 13.4
MD-11F GEC
4.10
A340-300 DLH
4.02
A340-600 DLH
4.21
B 747-400 DLH
4.27
3.48
B 767-300ER CFG
– 11.4
Company/Social responsibility/Environment/Corporate citizenship
– 14.1
A319-100 DLH
4.44 l/100 pkm
Continental
– 14.1
A319-100 GWI
A320-200 CIB
– 10.4
A300-600 DLH
A320-200 DLH
– 10.2
A319-100 DLH
A320-200 GWI
2.77
A330-300 DLH
Balance – Key data on sustainability at Lufthansa
Continental
Balance
4.08 l/100 pkm
4.40
Intercontinental
– 21.1
A340-300 DLH
4.39 l/100 pkm
Total average
A330-200 TCX
A300-600 DLH
The Aviation Group
Key data on sustainability at Lufthansa
Issue 2006
Specific fuel consumption by type of aircraft
Lufthansa Group fleet (active fleet in 2005)
Intercontinental
B 767-300ER CFG
al
A320-200 CIB
– 11.5
4.94
6.40
3.18
5.59
A320-200 TCW
– 13.6
A320-200 DLH
A320-200 TCX
– 13.6
A320-200 TCW
3.09
A320-200 TCX
2.94
– 15.0
A321-100 DLH
– 13.3
A321-200 DLH
A321-100 DLH
4.81
4.61
B 737-300 DLH
– 10.3
A321-200 DLH
B 737-500 DLH
– 10.8
B 737-300 DLH
B 757-200 CFG
– 21.5
B 757-200 TCX
– 17.3
B 757-300 CFG
8.56
B 757-200 CFG
3.26
B 757-200 TCX
3.06
B 757-300 CFG
– 17.3
B 757-300 TCX
7.57
B 737-500 DLH
– 12.9
B 757-300 TCX
3.28
2.78
Regional
ATR42-500 DLA
– 31.4
Regional
ATR42-500 KIS
– 31.3
ATR42-500 DLA
ATR72-500 DLA
ATR72-500 KIS
– 25.9
ATR42-500 KIS
– 25.9
ATR72-500 DLA
ATR72-500 KIS
– 17.1
Avro RJ85 CLH
BAe 146-200 EWG
– 17.8
ATR72-200/500 EWG
BAe 146-300 DLA
– 17.9
– 17.9
Avro RJ85 CLH
BAe 146-300 EWG
– 28.9
CRJ200 EWG
– 21.2
– 24.1
DHC8-400 AUB
9.89
6.98
6.01
6.09
9.59
12.76
12.15
BAe 146-300 EWG
8.83
10.62
CRJ200 DLA
9.76
CRJ200 EWG
7.62
CRJ700 CLH
* New limits according to ICAO Chapter 4, binding from 2006 for new aircraft:
7.80
DHC8-300 AUB
Pro Recycling Paper Initiative
7.34
DHC8-400 AUB
–10.0 EPNdB compared with Chapter 3
Lufthansa is a member of or represented in:
9.19
BAe 146-300 DLA
CRJ200 CLH
– 16.3
CRJ700 CLH
DHC8-300 AUB
8.91
BAe 146-200 EWG
– 28.0
CRJ200 CLH
8.82 l/100 pkm
in freight transport
in grams/freight ton kilometer
= Augsburg Airways
= Condor Flugdienst
= Condor Berlin
= Lufthansa CityLine
= Air Dolomiti
= Lufthansa Passenger Airline
= Eurowings
= Lufthansa Cargo
= Germanwings
= Contact Air
= Thomas Cook Belgium
= Thomas Cook UK
MD-11F GEC
174
Making ideas a success
Partner for Innovation
Forum for Sustainable
Development
German Environmental Management Association
Issue 2006
AUB
CFG
CIB
CLH
DLA
DLH
EWG
GEC
GWI
KIS
TCW
TCX
An aerial view of the roof of the new Lufthansa Aviation Center (LAC)
at Frankfurt Airport. This future-oriented office building, where an initial
1,800 employees will enjoy leading-edge working conditions, represents a healthy balance between economic and ecological requirements. As a “low-energy building,” it is expected to consume only a
third of the energy needed for conventional office buildings.
Photo taken in March 2006.
iii
At a glance
At a glance
Key business performance data1
2004
million €
18,065
16,965
+
6.5 %
Resource consumption
million €
13,904
12,869
+
8.0 %
Fuel consumption
Profit/loss from operating activities
million €
719
954
– 24.6 %
Fuel consumption, specific, passenger transport
Net profit/loss for the period
million €
453
404
+ 12.1 %
Fuel consumption, specific, freight transport
Operating result
million €
577
383
+ 50.7 %
Emissions
Capital expenditure
million €
1,829
1,783
+
2.6 %
Carbon dioxide emissions
Cash flow from operating activities
million €
1,956
1,881
+
4.0 %
Carbon dioxide emissions, specific, passenger transport
Total assets
million €
19,272
18,070
+
6.7 %
Nitric oxide emissions
of which traffic revenue
Shareholders’ equity
million €
4,522
4,014
Change
Environmental data2, 3
2005
Revenue
+ 12.7 %
Nitric oxide emissions, specific, passenger transport
2005
2004
tons
6,751,355
6,607,762
+
2.2 %
l/100 pkm
4.39
4.36
+
0.7 %
g/ tkm
185
186
–
0.4 %
Carbon monoxide emissions, specific, passenger transport
21,293,772
20,840,883
+
2.2 %
kg/100 pkm
11.07
11.0
+
0.7 %
tons
97,281
97,609
–
0.3 %
g/100 pkm
50.8
50.6
+
0.3 %
tons
15,303
15,601
–
1.9 %
g/100 pkm
8.4
8.5
–
1.5 %
tons
1,871
2,252
g/100 pkm
1.0
1.0
Unburned hydrocarbons
Key personnel data
2005
2004
92,303
90,673
of these, in Germany
61,012
59,396
of these, outside Germany
31,291
31,277
million €
4,853
Revenue/employee
€
Staff costs/revenue
Change
Unburned hydrocarbons, specific, passenger transport
+
1.8 %
4,813
+
0.8 %
198,000
182,000
+
8.7 %
Size of active fleet (on December 31, 2005)4
percent
26.9
28.0
–
1.1 % pts.
Number of flights
years
40.1
39.6
Part-time ratio, absolute
percent
24.6
24.6
±
0.0 % pts.
Freight carried
tons
Part-time ratio, men
percent
13.0
13.9
+
0.9 % pts.
Seat kilometers offered, SKO
Part-time ratio, women
percent
41.1
40.4
+
0.7 % pts.
Share of women in management
percent
12.7
13.3
–
0.6 % pts.
Number of employees (on December 31, 2005)
Average age
–
Change
tons
Carbon monoxide emissions
Staff costs
Contact partners
Contact partners
Transport performance data2, 3
2004
489
454
+
35
714,775
706,089
+
1.2 %
65,344,048
65,268,016
+
0.1 %
1,735,771
1,752,900
–
1.0 %
million pkm
187,284
181,753
+
3.0 %
Freight ton kilometers offered, FTKO
million tkm
11,217
11,263
–
0.4 %
Ton kilometers offered, TKO
million tkm
29,520
28,987
+
1.8 %
Passenger kilometers transported, PKT
million pkm
155,192
150,100
+
3.4 %
Freight ton kilometers transported (incl. third-party performance), FTKT million tkm
7,053
7,399
–
4.7 %
million tkm
22,368
22,209
+
0.7 %
Ton kilometers transported, TKT
Economic issues
Environmental Concepts
Human Resources Policies
Business and financial issues
Dr. Karlheinz Haag
Head, Group Environmental Concepts
Telephone: +49 (0)69/696 - 949 74
[email protected]
Dr. Martin Schmitt
Head, Group Human Resources Policies
Telephone: +49 (0)69/696 - 23 28
[email protected]
Michael Göntgens
Telephone: +49 (0)69/696 - 673 38
[email protected]
Change Management and Diversity
Monika Rühl
Head, Change Management and
Diversity
Telephone: +49 (0)69/696 - 283 00
[email protected]
Change
Dr. Michael Hammerschmidt
Telephone: +49 (0)40/5070 - 27 50
[email protected]
Dr. Andreas Waibel
Emissions/Climate
Telephone: +49 (0)69/696 - 938 16
[email protected]
Bernd Schröder
Telephone: +49 (0)40/5070 - 20 95
[email protected]
Jürgen Briese
Cosmic Radiation
Telephone: +49 (0)69/696 - 939 64
[email protected]
HelpAlliance e. V.
Environmental Sponsorship Program
Lutz Laemmerhold
Telephone: +49 (0)69/696 - 63 51
[email protected]
You can find the latest data on business
and financial performance at
p www.lufthansa-financials.com
Employee Safety
3.2 %
2005
Passengers carried
Human Resources/Social issues
Dr. Gerd Saueressig
Noise Research
Telephone: +49 (0)69/696 - 908 90
[email protected]
– 16.9 %
–
Environment
Jan-Ole Jacobs
Environmental Management
Telephone: +49 (0)69/696 - 269 34
[email protected]
Rita Diop
Chairwoman
Telephone: +49 (0)69/696 - 696 70
[email protected]
Environmental Communications
Stefan Schaffrath
Telephone: +49 (0)69/696 - 949 69
[email protected]
1
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@
http://responsibility.lufthansa.com
@
Order your copy of our Annual Report 2005 at www.lufthansa-financials.com
4
Source: Lufthansa Annual Report 2005.
Some deviations from the previous year’s report due to more recently available data.
The data presented in Balance 2006 are based on these companies: Lufthansa Passenger Airlines (including
Lufthansa Regional: Lufthansa CityLine, Air Dolomiti, Eurowings, Contact Air, Augsburg Airways), Lufthansa
Cargo, Condor Flugdienst GmbH, Condor Berlin GmbH, Thomas Cook Airlines UK and Thomas Cook Airlines Belgium.
Please see also the overview “Group fleet” on page 27.
Editorial information
At a glance i
ii
Published by:
Deutsche Lufthansa AG
Corporate Communications
D–60546 Frankfurt am Main
Senior Vice President: Klaus Walther
© July 2006
Balance is a registered title.
Project management:
Deutsche Lufthansa AG,
FRA CI/B, Public Relations,
e-mail: [email protected]
Concept, text and editors:
FRA CP/U, Group Environmental Concepts;
FRA PL, Group Human Resources Policies;
FRA CI/B, Public Relations;
Redaktionsbüro Petra Menke,
Design and production:
F&L Plus GmbH,
Agentur für Kommunikation,
Photo credits:
Lufthansa Photo Archive, Frankfurt, Köln;
Lufthansa Technik, Euronatur,
C.-A. von Treuenfels (pp. 62, 63, 64),
Fraport AG (p. 55), Getty Images
Internet
Balance was produced using the computerto-plate printing process.
Paper and printing process:
Recycling paper made from 100% recycled
paper. Produced without optical brightening
agents, without chlorine bleach. Certificate:
Environmental label RAL UZ14 “Blue Angel.”
Reprints, including excerpts, only with written
permission from the publisher and by citing
“Deutsche Lufthansa AG” as the source (text
and images). In this case we ask that you send
us a copy or clipping.
Printed in the Federal Republic of Germany
ISSN 1612-0906
iii
At a glance
At a glance
2004
million €
18,065
16,965
+
6.5 %
million €
13,904
12,869
+
8.0 %
Fuel consumption
million €
719
954
– 24.6 %
million €
453
404
+ 12.1 %
Operating result
million €
577
383
+ 50.7 %
Emissions
Capital expenditure
million €
1,829
1,783
+
2.6 %
million €
1,956
1,881
+
4.0 %
Total assets
million €
19,272
18,070
+
6.7 %
million €
4,522
4,014
Change
2005
Revenue
+ 12.7 %
2005
2004
tons
6,751,355
6,607,762
+
2.2 %
l/100 pkm
4.39
4.36
+
0.7 %
g/ tkm
185
186
–
0.4 %
21,293,772
20,840,883
+
2.2 %
kg/100 pkm
11.07
11.0
+
0.7 %
tons
97,281
97,609
–
0.3 %
g/100 pkm
50.8
50.6
+
0.3 %
tons
15,303
15,601
–
1.9 %
g/100 pkm
8.4
8.5
–
1.5 %
tons
1,871
2,252
g/100 pkm
1.0
1.0
Key personnel data
2005
2004
92,303
90,673
61,012
59,396
31,291
31,277
million €
4,853
Revenue/employee
€
Staff costs/revenue
Change
+
1.8 %
4,813
+
0.8 %
198,000
182,000
+
8.7 %
percent
26.9
28.0
–
1.1 % pts.
Number of flights
years
40.1
39.6
percent
24.6
24.6
±
0.0 % pts.
Freight carried
tons
percent
13.0
13.9
+
0.9 % pts.
percent
41.1
40.4
+
0.7 % pts.
percent
12.7
13.3
–
0.6 % pts.
Average age
–
Change
tons
Staff costs
Contact partners
Contact partners
2004
489
454
+
35
714,775
706,089
+
1.2 %
65,344,048
65,268,016
+
0.1 %
1,735,771
1,752,900
–
1.0 %
million pkm
187,284
181,753
+
3.0 %
million tkm
11,217
11,263
–
0.4 %
million tkm
29,520
28,987
+
1.8 %
million pkm
155,192
150,100
+
3.4 %
7,053
7,399
–
4.7 %
million tkm
22,368
22,209
+
0.7 %
Economic issues
Dr. Karlheinz Haag
Telephone: +49 (0)69/696 - 949 74
[email protected]
Dr. Martin Schmitt
Telephone: +49 (0)69/696 - 23 28
[email protected]
Michael Göntgens
Telephone: +49 (0)69/696 - 673 38
[email protected]
Monika Rühl
Diversity
Telephone: +49 (0)69/696 - 283 00
[email protected]
Change
Telephone: +49 (0)40/5070 - 27 50
[email protected]
Dr. Andreas Waibel
Emissions/Climate
Telephone: +49 (0)69/696 - 938 16
[email protected]
Bernd Schröder
Telephone: +49 (0)40/5070 - 20 95
[email protected]
Jürgen Briese
Cosmic Radiation
Telephone: +49 (0)69/696 - 939 64
[email protected]
HelpAlliance e. V.
Lutz Laemmerhold
Telephone: +49 (0)69/696 - 63 51
[email protected]
Employee Safety
3.2 %
2005
Passengers carried
Dr. Gerd Saueressig
Noise Research
Telephone: +49 (0)69/696 - 908 90
[email protected]
– 16.9 %
–
Environment
Jan-Ole Jacobs
Telephone: +49 (0)69/696 - 269 34
[email protected]
Rita Diop
Chairwoman
Telephone: +49 (0)69/696 - 696 70
[email protected]
Stefan Schaffrath
Telephone: +49 (0)69/696 - 949 69
[email protected]
1
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3
@
@
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At a glance i
ii
Published by:
© July 2006
Project management:
F&L Plus GmbH,
Photo credits:
Internet
ISSN 1612-0906
Letter from the CEO
Dear Readers,
Last year was a special year for Lufthansa in several ways: A record number of
passengers and a highly positive business performance gave us good reasons
to celebrate in the year of our 50th anniversary. We were able to strengthen our
leading position and are presently flying into the future with an optimistic outlook.
In this latest issue of Balance, we demonstrate in an impressive manner that economic success and corporate policies guided by the principles of sustainability and
environmental protection do not exclude – but rather depend on – each other. Our
prospects are good, particularly when viewed from the standpoint of sustainability:
Lufthansa’s strategy of profitable growth leads to improved products, generates
more employment and allows us to make future-oriented investments in the latest
technologies. The “3-liter” aircraft has already taken to the skies. Three-kilometer
runways take us to the four corners of the Earth – and not just a distance of 3 kilometers as would be the case for rail or road transport. Noise imprints are shrinking
to the areas immediately surrounding airports, and technology already has further
advances in store, such as more lightweight materials, improved aerodynamics,
modifications of existing engines and the development of new jets. We are far from
having exhausted our technological options, while infrastructures in the air and on
the ground hold enormous opportunities for reducing emissions. Here, we are working with the International Air Transport Association (IATA) and other organizations on
necessary improvements.
To make Balance even clearer – and thus more reader-friendly – we offer you here
comprehensive, consolidated Group data, in a departure from the previous format,
which showed data by business segment. This gives you a better and faster overview of our performance in the areas of economy, ecology and social responsibility.
I wish you a captivating read and look forward to pursuing the dialog with you.
Wolfgang Mayrhuber
Chairman of the Executive Board and CEO
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Contents
Contents
ii
3
5
7
8
12
14
20
26
26
30
34
36
37
38
40
42
48
50
52
54
55
59
At at glance
Introduction
Letter from the CEO
About this report
Highlights of sustainable development
Corporate Governance
General framework
Our business
Lufthansa on track for growth
Business segments
Transport performance: A positive balance sheet despite
record-high oil prices
The Lufthansa fleet: Concluding one modernization means
preparing the next
Social responsibility
At home around the world
Diversity: The strength lies in variety
Work-Life balance: Work and private lives in balance
Employment policy based on partnership: Working together
for success
Training and continuing education: Foundation for the future
Employee safety and health care: Prevention is better than cure
Environment
Four pillars for climate protection
Environmental management: At the service of sustainability
Kerosene and emissions: Transport more, consume less
Noise emissions: Above the clouds – Below the threshold values
Intermodal transport: Integrating different modes of transport
intelligently
Energy and resource management: There is always something
more to be conserved
Environmental goals and measures
70
Corporate citizenship
Lufthansa protects its heraldic bird
Social projects and sponsoring: Lufthansa supports people, the
environment and culture
Research at Lufthansa
74
iii
iv
Glossary
Contact partners
62
66
Balance 2006
About this report
About this report
This issue of Balance describes the activities and performance of the Lufthansa
Group and its relevant subsidiaries in the areas of the environment, employees
and society during the calendar year 2005.
Thus, the chapter “Our business” covers the economic developments at Lufthansa, presents our business segments and the Lufthansa fleet, and provides
information on transport performance. The chapter “Environment” focuses on
flight operations – and by extension on the Group’s constant efforts to reduce its
kerosene consumption as well as CO2 and noise emissions. In addition, readers
learn what measures Lufthansa has implemented at its key locations to conserve
energy and reduce the volumes of waste materials and wastewater. In the chapter
“Social responsibility,” Balance explains the advantages that features like flexible
work times or the appreciation for a heterogeneous workforce generate for the
company – factors that help Lufthansa adapt at an appropriate pace to external
conditions such as demographic changes. The chapter “Corporate citizenship”
informs readers about Lufthansa-supported research projects investigating the
effects of air transport on the environment, as well as about the Group’s social
projects and sponsoring activities.
Scope of consolidation
It is not always possible to gather standardized data for all Group areas. There are
a number of reasons for this: For example, the environmental management systems operated by the individual, independently acting companies are at different
stages of development. In addition, there are dynamic processes of change in the
Group’s portfolio.
In certain cases, the data presented in this report is based on a scope of consolidation differing from that applied in the Lufthansa Annual Report. While the Annual
Report must fulfill the requirements of economic evaluation, Balance emphasizes
a comprehensive consideration of the effects of the company’s activities on the
environment and society. This difference in perspective leads to differing values for
transport performance and the size of the fleet.
Transport performance, kerosene consumption and emissions
The economic performance indicators in the Annual Report are based on the
number of revenue passengers. By contrast, this Sustainability Report takes
into account all the passengers on board – including traveling employees and
passengers taking advantage of “Miles & More” award tickets. The reason: Every
traveler that boards an airplane affects the environment.
The data used for the calculation of transport performance, kerosene consumption
and emissions includes the following companies: Lufthansa Passenger Airlines
(including Lufthansa Regional: Lufthansa CityLine, Air Dolomiti, Eurowings, Contact
Air, Augsburg Airways), Lufthansa Cargo, Condor Flugdienst GmbH, Condor Berlin GmbH, Thomas Cook Airlines UK and Thomas Cook Airlines Belgium.
5
6
Letter from the CEO / About this report / Highlights / Corporate Governance / General framework
Size of the fleet
There are also differences with regard to the size of the fleet: The scope of consolidation applied in the Annual Report indicates the total number of aircraft in the
Group fleet, which means all aircraft in the Group’s legal or economic possession
and those currently under lease (432 aircraft). By contrast, the Sustainability Report
takes only the operational fleet into consideration – as only these aircraft have an
impact on the environment. In addition, it includes Lufthansa’s share in Thomas
Cook (also see p page 27).
Evaluation and validation of
data and information
Environmental management system
The data used in this report was collected by means of our Group-wide integrated
environmental management system. This system also determines the methods
for data verification and its transmission to the Group division “Environment.” The
basis for data collection is our Database for Environment and Sustainability. Here,
all environmentally relevant data are captured systematically (see also p page 48).
Methodology of calculations
Emissions
The calculation of emissions from flight operations is based on the actual transport
performance and fuel consumption for the year in review. In this context, each
aircraft-engine combination that exists in the fleet is considered separately, and
the corresponding values are calculated by means of computer programs provided by the respective aircraft and engine manufacturers. The annual average
flight profile of each such subset in the fleet is then fed into these programs. This
allows us to determine emissions in relation to flight altitude, distance flown, thrust
and load. This approach is necessary for NOX, CO and UHCs in particular. CO2
emissions do not require special calculation methods, as they are generated in a
fixed relationship to the quantity of kerosene burned.
Specific consumption and emission values
Calculating specific consumption and emission values means expressing absolute values in relationship to transport performance. For example, the ratio “liters
per 100 passenger kilometers” (l/100 pkm) is calculated on the basis of actual
load factors, actual distances flown and actual kerosene consumption figures.
Accuracy
The figures shown in the tables are rounded due to considerations of presentation.
However, values indicating changes from the previous year always refer to precise
figures. For this reason, it is possible that a specific value may remain the same
from one year to the next, while a relative change is indicated.
Disclaimer of liability
The data included in this report has been collected and processed with the utmost care. Nevertheless,
errors in transmission cannot be ruled out entirely. In addition to retrospective observations concerning the past business year, this report contains statements regarding the future. These statements
are based on present assumptions and expectations as well as on existing prognoses and currently
available information. While such statements and calculations have been made with the utmost care,
the developments and results projected in them are not to be understood as guaranteed, due to the
large number of external variables which may influence the future.
Balance 2006
Highlights
Highlights of sustainable development
Cooperation with workshops
employing disabled people
In 2005, Lufthansa’s operating result increased from 383 to 577 million euros.
Traffic revenue rose by 8 percent to 13.9 billion euros. And the seat load factor
improved by a full percentage point to 75 percent.
Be it for archiving tasks, file disposal, printing and photocopying jobs, packaging
headphones and ear cushions, or producing belts to secure air freight: Since
October 2004, the Lufthansa Passenger Airline has relied fully on the services of
GDW, “Genossenschaft der Werkstätten für Behinderte Hessen und Thüringen
eG” (Cooperative of Workshops Employing Disabled People in Hessia and Thuringia). Working together benefits all parties concerned. In this way, the airline
receives a range of services from a single source, which employees can conveniently call up via the Lufthansa purchasing platform “trimondo.” In turn, GDW is
able to offer disabled people a secure job and attractive career prospects. In the
context of this cooperation, GDW acts as the interface between Lufthansa and a
Germany-wide network of workshops employing disabled people.
Lufthansa trained
1,000 Service Professionals
In 2005, Lufthansa trained about 1,000 Service Professionals, who work primarily as
flight attendants or in passenger care. This is an increase of 40 percent over 2004.
The number of newly-trained pilots at Lufthansa Flight Training GmbH in Bremen
remained stable at 120.
Commercial airliners are a pillar
of climatic research
Lufthansa has joined climate researchers to help develop a platform that allows
the observation of the Earth’s atmosphere on a global scale by means of civil aviation. For this purpose, lightweight and low-maintenance instruments to measure
trace elements, aerosols and clouds are being developed in the framework of the
European research project IAGOS. A key requirement is that these instruments
can be integrated into standard airline operations in an efficient manner. Newly
developed equipment is first thoroughly tested on board Lufthansa aircraft. In
addition to IAGOS, Lufthansa is also committed to supporting MOZAIC and
CARIBIC – and thus actively participates in three climate research projects (see
“Research at Lufthansa” p pages 70 and 71).
New routes and flight procedures
help conserve kerosene
In 2005, Lufthansa conserved more than 30 million liters of fuel. This corresponds
to avoiding around 76,500 tons of CO2 emissions. This has been made possible
by using variable flight speeds to compensate for winds on long-haul flights.
Another contribution to fuel saving comes from optimized flight routings over
Asia. In 2006 and 2007, these and other measures are to help conserve a total of
more than 63 million liters of kerosene and thus avoid about 158,000 tons of CO2
emissions (see “Environmental goals and measures” on p page 60).
New dishwashing system
reduces water consumption
The engineers of Lufthansa catering subsidiary LSG Sky Chefs – in close cooperation with the companies Hobart and Ecolab – have developed a new conveyorbelt dishwasher. It was first deployed in 2005 in Brussels. The new dishwashing
system is not only more economical than all other current models. It also does
the job with half the quantity of water and uses less detergent. Operation of the
new dishwasher meant that 181,000 liters of freshwater could be conserved in
Brussels.
7
8
Mission Statement of the Lufthansa Group
Flying is one of mankind’s oldest dreams. Today, this
dream has nearly become a self-evident part of daily
life – at least for those living in the industrialized
nations.
To help make this dream come true for everyone someday, Lufthansa has taken
an active role in the development of the air transport industry ever since its
founding. The ability to develop future-oriented ideas and to translate them into
innovative products will remain an important driving force for the Group’s success
in the future.
Over the past decades, the airline has evolved into a successful globally active
company, which is positioned today as a focused Aviation Group. The airline’s key
goal is profitable long-term growth. This requires strengthening and expanding the
airline’s own leading position as well as those of its European partners.
Lufthansa’s corporate values are the basis on which this goal is to be achieved:
Focus on customer benefits
Accent on core skills
The customer is central to our business activities. We consistently tailor our services to customers’ needs and offer a wide range of products for different target
groups. All our efforts are service-oriented and synonymous with quality, innovation, competence and reliability.
Our core skills consistently determine our activities. They enable us to manage
our flight networks, nurture partnerships, streamline operative processes on the
ground and in the air, and also provide and maintain infrastructure and production
factors.
System integration sets the pace
Intensive system integration strengthens our competitiveness over other locations,
other airlines and airline alliances. We cooperate closely with major partners,
suppliers and infrastructure providers in integrating and optimizing our core processes.
Attractive work environment
Our staff is integral to our success. We offer them good working conditions, commensurate incentives for personal development and a stimulating, international
corporate culture. That makes us an attractive employer for qualified, motivated
and service-minded personnel.
Long-term profitability
In the interests of our investors, we strive for sustainable and pacesetting value
creation in the aviation business. That goal is furthered by sound risk and financial
management.
We are committed to maintaining a balance between business and social prerogatives. Environmental protection and sustainable development are the overriding objectives of our corporate policy. Active engagement in social projects is
ingrained in our corporate culture.
Beyond this, the Lufthansa Group established Group-wide Environmental Guidelines in 1996. You can find Lufthansa’s ten Environmental Guidelines on the
Internet at http://responsibility.lufthansa.com. (see also “Environmental goals and
measures” p pages 59 to 61.)
Balance 2006
Adding value – Creating values
Those who strive to lead a company in a responsible
manner must consider – alongside balance sheet,
profits and sustainable added value – the interests of
the company’s various stakeholders. For Lufthansa,
therefore, economic success and a corporate policy
oriented toward sustainable development and
environmental care are two faces of the same coin.
The goal of the focused Aviation Group is to secure the favorable market positions
of its Group companies over the long-term and to continue to expand Lufthansa.
For this purpose, the airline consistently counts on efficient structures, transparent
processes and future-oriented strategies.
Management and corporate structures
Lufthansa is a German stock company with headquarters in Cologne. The company employs the dual management structure ordinarily followed in Germany,
consisting of an Executive Board and a Supervisory Board. While the Group’s
Executive Board is solely responsible for steering the company, the Group’s
Supervisory Board elects, monitors and advises the Executive Board. The basis
for the organization of the management and monitoring structures of the Lufthansa
Group is chiefly formed by the German Stock Corporation, Codetermination and
Capital Market Acts, as well as the Articles of Association and the company-specific Corporate Governance Code.
Deutsche Lufthansa AG has a double role: It is not only the ultimate parent company, but also the largest operating company within the Group, responsible for the
business segment “Passenger Airlines.” This and the other five business segments
are responsible for their respective business and financial results, and report
directly to the Group’s Executive Board. The Executive Boards of the Group companies are continuously monitored by the relevant Supervisory Boards.
Corporate Governance at Lufthansa
Lufthansa complies with the German Corporate Governance Code – and thus
with appropriate and responsible management for the benefit of shareholders.
The Code’s goal is to further the trust of investors, customers, employees and the
public in the management and monitoring of German companies listed on the
stock exchange.
The Corporate Governance elements at Lufthansa reflect both German corporate
law and international standards. The Group places great value on openness
and clarity in corporate communication. As the airline has practiced the basic
principles of the Corporate Governance Code for many years, a comprehensive
adaptation of its structures to this Code was unnecessary. Lufthansa complies with
all recommendations of the German Corporate Governance Code and fulfills in
addition most of the optional suggestions – on a voluntary basis.
On December 7, 2005, the Supervisory and Executive Boards passed the following
Declaration of Compliance regarding the German Corporate Governance Code
in accordance with Article §161 AktG (German Stock Corporation Act). With it, the
Group acknowledges “that the recommendation of the Governmental Commission
9
10
as published by the Federal Ministry of Justice in the official section of the electronic Federal Gazette have been complied with in full and will continue to be
complied with in full.”
Lufthansa publishes all Declarations of Compliance on its website and provides
information on its adherence to each individual recommendation or suggestion.
Ethics at Lufthansa
Lufthansa does not have its own Code of Conduct, as the company has committed itself in a number of ways to ethical business conduct through a broad array
of memberships. This makes a “corporate law book” unnecessary. Moreover,
many issues the airline defends are synonymous with basic principles of human
coexistence, such as respect for human rights. Against this background, it goes
without saying that legal and social standards are complied with.
Principles of the “UN Global Compact”
Human rights
The Secretary-General asks world business to:
Principle 1.
support and respect the protection of international human rights within their sphere of
influence;
Principle 2.
make sure their own corporations are not
complicit in human rights abuses.
Labor
The Secretary-General asks world business to uphold:
Principle 3.
freedom of association and the effective
recognition of the right to collective
bargaining;
Principle 4.
the elimination of all forms of forced and
compulsory labor;
Principle 5.
the effective abolition of child labor; and
Principle 6.
the elimination of discrimination in respect
of employment and occupation.
Environment
The Secretary-General asks world business to:
Principle 7.
support a precautionary approach to environmental challenges;
Principle 8.
undertake initiatives to promote greater
environmental responsibility; and
Principle 9.
encourage the development and diffusion
of environmentally friendly technologies;
Anti-corruption
Principle 10. businesses should work against corruption
in all forms, including extortion and bribery.
In this spirit, the airline has supported the worldwide initiative “Global Compact,”
which was launched by UN Secretary-General Kofi Annan, since 2002. This pact
between companies and the United Nations commits its members to adhering
to social and ecological minimum standards. These ten principles have been
codified (see inset at left) and relate to respecting human rights, occupational
safety and environmental protection standards and making a commitment to fight
corruption in all its forms with determination. In addition, the Group is a member
of organizations such as the International Chamber of Commerce (ICC Deutschland), Transparency International and Deutsches Netzwerk Wirtschaftsethik e. V.
(German Business Ethics Network).
Lufthansa has also adopted stringent guidelines for conduct and environmental
care through its membership in the International Chamber of Commerce (ICC,
World Business Organization), which dates back to 1955. In this way, the airline has not only implemented the recommendations of the ICC Commission
“Business in Society,” which supports companies in developing responsible
corporate guidelines, but it also complies with the “ICC Charter for Sustainable
Development,” which defines 16 principles of environmental management. The
latter includes environmentally oriented management as a primary corporate goal,
employee training concerning environmental issues, assessment of environmental
effects, as well as research work to catalog and reduce the effects of companyspecific products, processes, emissions and wastes. The Group also adheres to
the “ICC Guidelines for Fighting Corruption in Business.”
p www.icc-deutschland.de
Responsibility for employees and society
For Lufthansa, it is both an obligation and a commitment to create a harmonious
balance between the Group’s economic goals and its responsibility toward people
and society as a whole. Even during times of economic crises, the company has
always placed great importance on giving its employees reliable perspectives.
This includes, for instance, avoiding operations-related layoffs as much as possible. Both parties – employees and management alike – benefit from maintaining
social harmony.
Balance 2006
International alliances
Lufthansa counts on the close cooperation between renowned airlines to offer
its customers comprehensive worldwide services and to lighten the burden on
the environment. For this reason, the airline initiated the founding of the aviation
partnership Star Alliance in 1997. Ever since, passengers have benefited from the
partners’ coordinated arrival and departure times as well as from a densely-knit
route network. Additionally, the bonus programs of the individual members are
also available for flights on the other Star Alliance partners. Today, the world’s first
internationally leading airline cooperation comprises a total of 18 carriers. Airline
affiliations make sense not only in economic terms – they also help to lessen the
burden on the environment. They ensure higher utilization levels of aircraft and
thus reduce the fuel consumption per passenger.
Yet stable partnerships do more than just advance passenger transport; they
also play a key role in global freight services. Thus, the importance of the WOW
alliance, which Lufthansa Cargo founded in 2000 together with Singapore Airlines
Cargo and SAS Cargo, has continually increased over the past years. The advantage for customers lies in standardized express services, no matter which airline
in the alliance actually carries the freight consignment. Express services have
been coordinated since October 2001 as if they were provided by a single source
– with the same product assurances and guarantees. In 2002, Japan Airlines
Cargo joined the alliance as well, and its services are currently being adapted to
WOW standards.
Lufthansa Cargo complements its activities within the WOW alliance with bilateral
agreements it concludes with other respected freight carriers.
Risk management
To handle opportunities and risks, Lufthansa operates a Risk Early Warning and
Management System. It comprises numerous building blocks, which are embedded in the structural and operational organization of the Group as a whole and
of the individual Group companies. All significant risks potentially affecting the
company’s results or threatening its existence are documented in a continuously
updated “risk landscape” and categorized by possible level of damage and
probability of occurrence. This includes risks that might arise in the areas of the
environment or social responsibility. Within the scope of its risk management, Lufthansa also documents the planned measures for identifying these risks as early
as possible, as well as for limiting and coping with them.
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12
General framework
Challenges for our business
Air transport connects people around the globe and
furthers the exchange of goods, ideas and cultures.
Beyond that, it is a driving force behind globalization,
which itself would be unthinkable without transport
services.
Experts estimate that the air transport industry will grow by about 5 percent a year
until 2025. A framework of optimum political and social conditions could help Lufthansa exploit this potential and strengthen its competitiveness.
Centrally-located hub Frankfurt: The airport’s planned expansion will generate growth over the long-term.
Waste of tax money on micro-airports
Subsidy per passenger in euros *
Subsidies for operation
Investment aid
10
5.30
8
6
4
0.70
2.60
2.90
0
0.50
large
airports
2
medium-sized
airports
* calculates for 1 ton of freight as 10 passengers
Source: Deutsches Verkehrsforum, DIW, ADV
small
airports
Infrastructure
One approach could be to equip airports with demand-oriented infrastructures,
as they are job engines. Experts estimate that following the expansion of Frankfurt
Airport each additional aircraft movement per hour would create about 750 new
jobs. Such a measure would also help increase the number of aircraft movements
from currently 82 to more than 100 takeoffs and landings per hour – an important
prerequisite to compete successfully with Charles-de-Gaulle Airport in Paris and
Schiphol Airport in Amsterdam. These airports have four and five runways respectively and each handles up to 125 aircraft movements per hour. The construction
of the planned runway in Frankfurt would not only generate long-term growth
– but could also strengthen the role of this airport as a future-oriented international
hub. The same applies to the expansion of Munich Airport, Germany’s second
hub, which is set to reach its capacity limits in 2008 at its current annual growth
rate of 8 percent.
Subsidies
Reducing the number of micro-airports, whose number has increased significantly over the past years, could also help to boost competitiveness. In contrast to
Germany’s eight most important civil airports, which handle more than 90 percent
of passenger volumes, the micro-airports record fewer than 100,000 passengers
per year. Micro-airports are often located within the catchment area of larger airports. As real demand does not exist for these small airports, they adversely affect
the tried-and-tested interplay of central air transport hubs and high-performance
regional airports. Stopping financial support for micro-airports and no-frills carriers
could also help save tax money, as micro-airports are generally created with help
from state subsidies. Advantages would also be generated by reducing export
credit guarantees. The latter allow airlines from affluent countries such as the Gulf
states, Australia or Japan to buy aircraft in Germany under favorable conditions
– only to return to the European market to offer cut-rate fares.
Hubs
A signal for more growth could also emanate from strengthening the position of
Germany’s hub airports, which do their part to facilitate international exchanges
– regardless of whether it is people or goods that are traveling. As a logical consequence, it is not only the German carriers that connect Germany’s large cities
with hubs outside of Europe, but also airlines from the USA and the Gulf states. At
first glance, not much has changed for passengers: Whereas before they changed
planes in Germany on their way to New Delhi or Kuala Lumpur, they now have a
stopover in Abu Dhabi or Doha. For business locations such as Frankfurt or Munich,
however, this means less turnover, lower tax revenues and fewer jobs in the long run.
Balance 2006
General framework
Civil aviation treaties
Indispensable for more growth are also successful foreign policy relations as a
basis for a unified air transport market between Europe and the USA. The EU
Commission has already achieved great strides along this path. If as the next step
it also managed to conclude a civil aviation treaty with the USA, Lufthansa would
be able to expand its strong market position abroad as well. The reason: In the
case of an agreement flanked by well-balanced environmental, safety and subsidy
regulations, the airline would be authorized for the first time in its history to fly from
cities outside of Germany to destinations in North America. This would be especially attractive to those passengers who could then rely on the Aviation Group’s
services on routes between London and Chicago or Amsterdam and New York
as well.
A Boeing 747-400 in the modern noise protection hangar at
the site of Lufthansa Technik AG in Hamburg. This hangar
significantly lessens the burden of noise emissions on people
living close to Hamburg Airport.
Noise protection
Lufthansa would certainly benefit from a new noise protection law, as the one
dating to 1971 is no longer up to date. In February 2006, Germany’s federal
government presented a revised bill. It aims to create balance between the interests of the aviation industry and the needs of people living close to airports – and
to create a secure basis for planning the expansion or construction of airports,
such as by providing binding parameters for tolerable noise levels. In this context,
limits based on secured research results provide a sound basis. In the interest of
a conclusive, research-supported noise protection concept, it has proven successful to use the year’s six most traffic-intensive months as a basis for calculations.
These limits could also serve as the basis for future noise reduction planning. And
not least, there is a strong need for intelligent land-use planning to allow communities options for development without robbing airports of the space for necessary
growth.
Climate protection/Trading of emissions rights
A detailed discussion of this subject can be found in the chapter “Environment,”
starting on p page 42.
13
14
Our business / Social responsibility / Environment / Corporate citizenship
Our business
In the last few years, Lufthansa has significantly improved its competitiveness in the
ever-growing air transport market. The best proof of this is the airline’s successful
Financial Year 2005. By integrating SWISS, the Group has further strengthened its
outstanding position as a European network carrier.
Balance 2006
Our business
On April 1, 1955, 17 passengers boarded a twin-engine propeller
aircraft in Hamburg. Their flight on a Convair CV-340 to Munich rang
in a new era in German civil aviation: Lufthansa had resumed scheduled air services. 50 years later, that small national airline has evolved
into an internationally successful aviation company, one whose scheduled flights carry 140,300 passengers and 4,755 tons of freight a day.
And while that first timetable was just a simple flyer with information
on four domestic flights on weekdays only, today’s version offers
Lufthansa customers a choice from a total of 1,790 daily flights.
Passenger services are and remain the Group’s core business. The
airlines in the business segment Passenger Transport are supported
and strengthened by the five independent business segments Logistics, MRO, Catering, Leisure Travel and IT Services, each of which
acts as an airline service provider. In the context of international
competition, our goal is to become the most attractive and profitable
European network carrier with a global offering. And the odds are in
Lufthansa’s favor, as air transport is a growth industry par excellence.
Not only does it benefit from globalization and is currently growing
twice as fast as the gross national product. But it is also one of
the main forces driving globalization: The world simply could not
grow closer without transport services for people and goods. In this
market, Lufthansa has a highly advantageous starting position: It operates Europe’s densest route network. And in cooperation with the 17
partners in the Star Alliance – which has included SWISS and South
African Airways since spring 2006 – it offers the largest flight network
worldwide.
Lufthansa in the growth market China
In 2005, Lufthansa offered 43 direct connections per week between Germany and
China; in 2006, this figure will increase to 52. While the number of passengers to
China grew by 18 percent in 2005, it is expected to grow by as much as a quarter
in 2006. In addition, the Chinese freight carrier Jade Cargo International, in which
the Lufthansa Group holds a 25-percent share, is now being established. And
Lufthansa Technik is opening up the Asian market for MRO (Maintenance, Repair
and Overhaul) services through AMECO, a joint venture with Air China.
For Lufthansa, the ties to China began 80 years ago: The first exploratory flight
across central Asia was carried out by two Lufthansa Junkers G24s, which landed
in Beijing on August 30, 1926 after making ten stops en route. Four years later, the
airline and the Chinese government jointly founded Eurasia Aviation Corporation,
which started up flight operations in 1931.
Lufthansa aircraft at
Frankfurt Airport’s
Terminal A. The
airport is in direct
competition with
other international
hubs, such as Paris,
London or Amsterdam.
In Europe, air transport is growing above all in the eastern European countries. It is Lufthansa’s strategy to be present either on
its own or together with strong partners in these and other growth
markets. On intercontinental routes, the Aviation Group is to concentrate more strongly on China and India. “China is an extremely
important market for us,” says Wolfgang Mayrhuber, Chairman of
Lufthansa’s Executive Board. He emphasizes: “We want to remain
the number-one European carrier in Asia.” This makes the cooperation with Air China and Shanghai Airlines, both quality carriers
and future Star Alliance members, especially important.
15
16
Competitiveness improved
Over the last few years, Lufthansa has worked to renew its organizational structures and reduce its internal costs significantly.
A successful effort: The airline’s competitiveness has improved
substantially. Thanks to efficient processes, streamlined structures
and concentration on core competencies, the Group is now wellpositioned internationally – on a sound financial basis. This view
is shared by the influential rating agencies: Lufthansa is one of
three airlines worldwide to be given an Investment Grade Rating
by Standard & Poor’s (“BBB”) and Moody’s (“Baa3”). This makes it
the highest-ranked airline in Europe. The most important economic
goal of the Lufthansa Group is to achieve sustainable, profitable
growth, which not only adds value but also creates values. One of
our most important assets in terms of competition is the Lufthansa
brand. It is the core of the Group and stands for quality, innovation,
reliability, competence and safety.
In 2005, the Lufthansa Group made
decisive strides towards its goals.
This makes SWISS, in which Lufthansa has held an indirect share
of 49 percent since July 2005, an ideal partner. With this acquisition, Lufthansa strengthens its outstanding position as a European
network carrier and gains access to the attractive Swiss market.
Its current hubs in Frankfurt and Munich are now joined by Zurich.
The integration of SWISS is moving ahead successfully; synergistic
effects were already clearly visible in 2005. Completion of this integration is expected for the end of 2006 at the earliest, after important traffic rights have been obtained.
In 2005, the Lufthansa Group made decisive strides towards its
goals: Despite the high price of crude oil, the airline’s operating
result improved significantly. All business segments contributed to
this overall result with an operating profit. The Group’s airlines, even
without the Leisure Travel segment, carried more than 51.3 million
passengers, surpassing once again the record result of the previous year. In spring 2005, the frequent flyer program Lufthansa Miles
& More welcomed its 10-millionth member and thus confirmed
its leading position in Europe. The development in the premium
customer segment is especially positive: The number of First Class
passengers increased by 20 percent during the year in review.
Investments in innovation
Throughout its history, Lufthansa has perceived itself as an industry
pacesetter. As such, the airline has introduced numerous innovations over the past few years: Sleeper seats in Business Class
substantially increase passenger comfort on long-haul flights. On
flights within Europe, a vacant middle seat in Business Class creates more privacy, personal space and room to store luggage. And
thanks to new seats, Business and Economy Class passengers will
enjoy perceptibly improved seating comfort on flights in Germany
and Europe from spring 2006.
Right: An innovation in
the premium segment:
Passengers traveling in
First or Business Class
on Lufthansa scheduled
flights from Frankfurt or
Munich can book individual connecting flights on
the Lufthansa Private Jet
service to more than 1,000
airports across Europe.
Below: Mobility à la carte
– products for all needs,
quality in all segments.
Lufthansa Private Jet
Swiss Business Jet (C)
LH Business Jet (C)
Swiss Intercontinental (Y/C/F)
Lufthansa Intercontinental (Y/C/F)
Swiss Continental (Y/C)
Lufthansa Continental (Y/C)
Thomas Cook
Germanwings
No-frills
Charter
budget
Economy
basic
Economy
flexible
economy
Business
Executive
First
Business Jet Class
Executive
Service
premium
Balance 2006
Our business
Lufthansa was the world’s first airline to offer its First Class passengers and HON Circle members a dedicated terminal in Frankfurt.
There, travelers can step away from the hectic activity of a modern
airport and enter an oasis of calm and relaxation. This type of First
Class service has also been on offer at the Munich hub since July
2005. Beyond that, the Lufthansa Private Jet service, a flight offering
unique worldwide, has complemented the premium segment since
March 2005. It blends the flexibility and convenience of a private
aircraft with the high standards and advantages of a globally operating quality airline. More than 1,000 destinations in Europe alone
can thus be reached directly. “Lufthansa Private Jet has been a
success right from the start. In this way, we offer mobility à la carte
and complete our product portfolio in the top segment,” Mayrhuber
observes.
Lufthansa shares on course for success
The company’s positive development is also reflected by the price of the Lufthansa
share: It increased by 18.6 percent from January to December 2005. Shareholders
also participated in the company’s success as their dividend increased from 0.30 to
0.50 euro per share. At the end of 2005, Lufthansa’s market capitalization stood at
about 5.7 billion euros.
The free float of Lufthansa shares, which is important for the calculation of the DAX
share index, is 100 percent. Beyond that, the share is included in leading international indexes, including the Dow Jones EuroStoxx, MSCI EUR, FTSE Eurofirst 300
and FTSE4Good. Almost all relevant national and international aviation analysts
gave the Lufthansa share a “buy” or “hold” rating at year-end 2005.
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18
With the Airbus A380, Lufthansa is set to
open up a new dimension of flying for its
passengers.
When it comes to the communication needs of Lufthansa passengers, there is now more freedom than ever: On long-haul flights,
they can send e-mails, chat and surf as often and as long as they
like. The reason is that Lufthansa has become the first airline worldwide to introduce broadband Internet access on board. In addition,
Lufthansa’s airport lounges are now equipped with WLAN hotspots.
Currently being tested is a new bar-code technology for check-in
via your own computer. Boarding cards printed at home thus allow
access to the aircraft without an additional stop at a counter or
self-service machine. In September 2005, Lufthansa also decided
to replace its own core IT systems for running flight operations with
the Star Alliance’s “Common IT Platform” by 2010. The goal of this
shared IT platform is to ensure that all 18 alliance partners use the
same type of data – be it for reservations, code-share management
or check-In. The advantages: Customers enjoy even better service,
and the airlines reduce costs.
Airbus A380 – The future flagship
With the Airbus A380, Lufthansa is set to open up a new dimension of flying for its passengers. The interior of the megaliner alone
illustrates this new dimension of travel, as in the future passengers
will have two levels at their disposal: an exclusive, fully redesigned
First Class and a high-quality Business Class on the upper deck,
and a comfortable, new Economy Class on the main deck below.
For the first time, finely tuned lighting in the First Class cabin is to
help passengers’ bio rhythms adapt to the parameters at the destination of their long-haul flight. Another feature of First Class will
be to allow customers to determine individually how much privacy
they wish.
Balance 2006
Our business
Moreover, the A380 combines ecological and economic advantages: With regard to kerosene consumption and emissions, it
will fly more efficiently than any other aircraft. On the other hand,
the four-engined wide-body aircraft will allow the Aviation Group
to further increase passenger capacities, despite restricted slots
and limited landing rights at many busy airports around the world.
On a single scheduled flight, the Lufthansa Airbus A380 will be
able to carry 555 passengers to their destination. As Europe’s first
airline, Lufthansa will operate this extra-large long-haul Airbus on
scheduled services from 2008. Lufthansa has ordered a total of 15
A380s.
Left: For the first time at
Frankfurt Airport: The new
Airbus A380 in front of
Lufthansa Technik AG’s
Hall 5 on October 29,
2005.
Below: Lufthansa’s A380
maintenance hangar,
where the airline is investing 150 million euros
(simulated model).
At Frankfurt Airport, the future home base of the Lufthansa A380s,
a new maintenance hangar for large aircraft is under construction:
350 meters long, 140 meters deep and 45 meters high. But it is
not only the size of Germany’s largest industrial building – to be
completed in two sections by 2015 – that is so special. Rather,
the contents of this high-tech hangar help make all the difference.
Another novelty is that engineers and technicians working to introduce the A380 are using electronic documentation right across the
board. This approach ensures that they have a complete overview
of the technical condition of the aircraft at all times, whether it is on
the ground or in the air.
On April 27, 2005 the eyes of the world were on the Airbus A380 as
it completed its official maiden flight in Toulouse. Thus, almost 50
years to the day after Lufthansa’s fresh start, a single flight has once
again rung in a new era in civil aviation. Yet the difference could
hardly be more obvious: To carry the 555 passengers a Lufthansa
Airbus A380 can seat at a single go, Lufthansa’s first long-haul
aircraft, the Super Constellation, would have had to make seven
trips back in 1955.
•
Lufthansa’s growth in 2005:
p
p
p
Lufthansa’s operating result increases
from 383 to 577 million euros.
Traffic revenue increases by 8 percent
to 13.9 billion euros.
The seat-load factor improves by 1
percentage point to 75 percent.
19
20
Business segments
Lufthansa Passenger Airlines
The Lufthansa Aviation Group is one of the world’s leaders
in international air transport. It comprises more than 400
group and affiliated companies. The Group is active in
six business segments: The strategic core segment is the
Passenger Business. The other segments are Logistics,
Maintenance, Repair, Overhaul (MRO), Catering, IT Services and Leisure Travel.
Passenger transport
2005
Revenue
Operating result
Number of employees
on Dec. 31
p
The core business of the Lufthansa Group is to
carry passengers. In 2005, the Lufthansa Passenger
Airlines achieved almost two thirds of the Group’s
revenue.
changes
compared to 2004
12,047 million €
+ 7.5 %
135 million €
– 49.1 %
37,042
+ 6.7 %
www.lufthansa.de
Passenger transport is the core activity of the Lufthansa Group. In international air
transport, Lufthansa carries more passengers than any other airline belonging to the
International Air Transport Association (IATA). In cooperation with Lufthansa Regional,
Lufthansa offers its passengers a comprehensive high-quality range of direct and
transfer connections to 185 cities. Lufthansa serves a total of 409 destinations in 97
countries in cooperation with its other partner airlines. Lufthansa is a founding member of the Star Alliance, the world’s first multilateral and leading airline cooperation.
At the end of 2005, the Lufthansa fleet numbered 413 aircraft. Quality, innovation,
security and reliability characterize Lufthansa’s product and image. Its offerings
cover a broad range and are targeted to the needs of different customer segments.
The Group took a leading competitive position in the premium segment by launching a novel spectrum of product features for First Class passengers along with
the Lufthansa Private Jet service. In Financial Year 2005, the Lufthansa Passenger
Business generated 63.9 percent of the Group’s total revenue. The Executive Board
and Management of the Passenger Airline have their headquarters in Frankfurt. This
is also the home base for the largest part of the airline’s flying personnel.
Balance 2006
Our business
Lufthansa Cargo
Lufthansa Cargo holds a top position in international
scheduled freight transport. The logistics company
guarantees forwarding agents accurately timed
freight services.
Logistics
2005
Revenue
Operating result
Number of employees
on Dec. 31
p
changes
compared to 2004
2,752 million €
+ 11.5 %
108 million €
+ 217.6 %
4,704
– 5.5 %
www.lufthansa-cargo.de
Within the Lufthansa Group, Lufthansa Cargo AG is responsible for the sale and
operation of freight transport. The logistics company is among the market leaders
in international air freight and operates one of the most environmentally friendly
freighter fleets worldwide. The wholly-owned Lufthansa subsidiary markets both
its own freighter services and space in the cargo holds of aircraft operated by the
Lufthansa Passenger Airlines. Via its subsidiary “cargo counts,” Lufthansa Cargo
also offers space in the holds of Condor, SunExpress, Spanair, Air Asia, Thai Air
Asia and Air Luxor aircraft. The logistics company is known for its clearly defined
transport times and high quality standards. Its performance guarantees also
extend to shipments of special cargo and hazardous goods. Within the route network of Lufthansa Cargo, the freight and passenger aircraft as well as the trucks of
associated freight forwarders serve more than 500 destinations.
The bulk of freight volumes is handled by the Lufthansa Cargo Center at Frankfurt
Airport; in addition, the company operates a large cargo hub in Cologne for its
European express services. Other important locations are New York and Shanghai, where Lufthansa Cargo cooperates with partners to operate one of Asia’s
largest cargo centers. The logistics company maintains a presence at about 100
stations worldwide. Besides Lufthansa Cargo AG, the business segment Logistics
includes the Lufthansa Cargo Charter Agency GmbH, time:matters GmbH, cargo
counts GmbH, Jettainer GmbH. The company’s headquarters is in Kelsterbach,
near Frankfurt.
21
22
Lufthansa Technik
The Lufthansa Technik Group counts on the
internationalization of distribution and production
– and successfully expanded its business with
customers outside the Lufthansa Group in 2005.
MRO
2005
Revenue
Operating result
Number of employees
on Dec. 31
p
changes
compared to 2004
3,121 million €
+ 2.0 %
258 million €
+ 25.9 %
17,864
– 1.3 %
www.lufthansa-technik.de
Lufthansa Technik AG is one of the worldwide leaders in Maintenance, Repair and
Overhaul (MRO) services. This Lufthansa subsidiary specializes in maintaining and
overhauling civil aircraft as well as in repairing and maintaining engines, electrical
equipment and components. Among its customers are the airlines of the Lufthansa
Group and more than 500 other airlines and operators of civil aircraft from around
the world. Environmental care plays an important role at Lufthansa Technik. In 1996,
it became the first company in the MRO industry to be validated under the EU
eco-audit regulations. By developing innovative products and services – such as
wireless on-board communication systems – Lufthansa Technik regularly confirms
its leading position in the industry.
The Technik Group comprises six product divisions: Maintenance, Overhaul,
Engines, Equipment, Landing Gears and Completion. Its most important location is
the maintenance, development and logistics center in Hamburg. There, technicians
overhaul wide-body aircraft and engines, and maintain aircraft equipment and
components. At the Completion Center, they fit cabins of business and VIP aircraft
to individual specifications. Lufthansa Technik operates major maintenance centers
in Frankfurt and Munich. The company also has maintenance stations at the larger
German airports as well as at about 50 locations around the world. In China and
other Asian growth markets, Lufthansa Technik is present through AMECO, a joint
venture with Air China. The Technik Group comprises 27 MRO operations worldwide. Currently, the Group has direct and indirect participations in 42 companies.
Lufthansa Technik AG has its headquarters in Hamburg.
Balance 2006
Our business
LSG Sky Chefs
In 2005, LSG Sky Chefs made significant progress
in revitalizing and restructuring the company and
achieved a positive operating result.
Catering
2005
Revenue
Operating result
Number of employees
on Dec. 31
p
changes
compared to 2004
2,215 million €
– 5.1 %
5 million €
–
28,295
– 1.1 %
www.lsg-skychefs.de
With a market share of 30 percent, LSG Sky Chefs is the world’s leading airline
caterer. Currently, 140 companies are active under the umbrella of this international group: Just under 190 facilities deliver 369 million in-flight meals per year to
around 270 airlines in 48 countries. The market leader’s strict quality controls set
industry standards. As the world’s largest provider of integrated in-flight services,
this Lufthansa subsidiary also supports its customers with a broad range of innovative onboard services. These range from procurement, equipment and onboard
sales to comprehensive in-flight management. The production and distribution of
high-quality frozen foods and complementary services – such as airport food services, controls of hygienic quality standards for the food industry, events catering
and airport retailing – complete the company’s portfolio. Apart from Lufthansa,
other key customers for LSG Sky Chefs include renowned carriers such as American Airlines, SAS, Malaysian, Northwest, United Airlines, U.S. Airways, Thomas
Cook, Air New Zealand, Alaska Airlines and Air Canada. This business segment
achieved more than 50 percent of its revenue in Europe.
In 2005, the emphasis was on revitalizing and restructuring the company. With
success: LSG Sky Chefs achieved a positive operating result for the year under
review. This was possible because the business segment’s costs for production
and administration were reduced significantly, its organizational structures were
realigned, some of its operations in the USA were closed and consolidated, and
its portfolio was streamlined. LSG Sky Chefs maintains its headquarters in NeuIsenburg, near Frankfurt.
23
24
Lufthansa Systems
In 2005, Lufthansa Systems reorganized itself as
a global full-service IT provider and substantially
increased its competitiveness in the process.
IT Services
2005
Revenue
Operating result
Number of employees
on Dec. 31
p
changes
compared to 2004
635 million €
+ 1.1 %
63 million €
+ 3.3 %
3,290
+ 3.1 %
www.LHsystems.com
Lufthansa Systems is one of the leading IT service providers for the airline and
aviation industry. The company’s core business is the planning, development and
implementation of custom-made software applications. As a full-service provider,
the wholly-owned Lufthansa subsidiary also offers its customers the option to outsource their entire IT infrastructure to one of the most advanced, secure and performance-oriented data centers in Europe. In addition to applications specifically
for the airline and aviation industry, the company’s portfolio includes IT products
and services for other business areas, such as industrial operations or the financial sector. Many years of experience, technological competence and a consistent
orientation towards its customers’ business processes have allowed Lufthansa
Systems to maintain its strong position in a difficult market.
The organizational structure at Lufthansa Systems is based on five business segments, which are oriented toward the competitive situations in the market: Airline
Management Solutions, Passenger Airline Solutions, Airline Operations Solutions,
Industry Solutions and Infrastructure Services. Over the past years, the company
with headquarters in Kelsterbach, near Frankfurt, and a presence in 17 countries
has managed to increase its revenues significantly, especially with customers
outside the Lufthansa Group. In April 2006, the Lufthansa Systems Group changed
its legal form from a limited liability company to a stock corporation. This step represents a harmonization of its legal form with that of other core companies within
the Lufthansa Group.
Thomas Cook AG
After successfully concluding its restructuring
program, Thomas Cook AG reported a positive
operating result in 2005 for the first time in four
years.
Leisure travel
2005
Revenue
Net income/loss
for the year
Number of employees
on Oct. 31
p
changes
compared to 2004
7,661 million €
+ 2.4 %
105 million €
–
23,236
– 3.0 %
Thomas Cook AG is one of the leading tourism groups worldwide. Lufthansa and
KarstadtQuelle each hold a 50-percent share in the number two in tourism in Germany and Europe. More than 13 million customers took their holidays with one of
the group’s 33 tour operator brands. Revenues reached 7.7 billion euros. The most
important markets for this business segment are Germany, Britain, France, the
Netherlands, Belgium and Austria. Thomas Cook has a 20-percent share in the
German tour operator market. The company addresses all relevant target groups
through its high-volume brand Neckermann Reisen, premium brand Thomas
Cook Reisen, low-budget brand Neckermann Preisknüller and Bucher Last Minute.
Following its successful turnaround, the company has repositioned itself strategically. Given massive overcapacities in the areas Flights and Hotels and increasing
price sensitivity among consumers, a step-by-step departure from the business
model of the integrated leisure travel group was decided. Instead of continuing to
invest in the acquisition of its own resources, the company now pursues a highly
www.thomas-cook.de
Balance 2006
Our business
flexible business model with a minimum commitment of capital (“asset light”). As a
result, the core business is now offering a broad range of inclusive tour packages,
components and services. All established channels of distribution are used to sell
these products.
The tourism group can look back on a successful financial year, and all signs
again indicate growth. Thomas Cook AG has its headquarters in Oberursel, near
Frankfurt.
Lufthansa service and financial companies
Lufthansa complements the activities of its strategic
business segments with those of companies active
in the service and financial sectors.
Lufthansa complements its six strategic business segments with numerous service
and financial companies. The participations of Lufthansa Commercial Holding
GmbH (LCH), for example, extend Lufthansa’s activities beyond its core business
into areas such as distribution, transport, training, aircraft fueling, real estate, logistics and aircraft leasing. LCH has its headquarters in Cologne. Lufthansa AirPlus
Servicekarten GmbH offers solutions for the efficient management of business travel. The company has its headquarters in Neu-Isenburg, near Frankfurt, and gives
support to more 29,000 corporate customers in 28 countries. Also among the
service companies is Lufthansa Flight Training GmbH. The world’s largest provider
of training and continuing education for cockpit and cabin crews and for flight
operations staff comprises the Lufthansa Pilots’ Academy in Bremen, the training
center for flight attendants in Frankfurt and simulator centers in Frankfurt, Berlin,
Bremen and Zurich. A reliable partner for aviation and transport insurance within
the Lufthansa Group is the Delvag Luftfahrtversicherungs-AG, with its subsidiaries
Albatros Versicherungsdienste GmbH and Delvag Rückversicherungs-AG.
25
26
Transport performance
Passenger transport
Passengers
changes compared to 2004
65,344,048
Performance offered, SKO
+ 0.1 %
187,284 million pkm
+ 3.0 %
Performance achieved, PKT 155,192 million pkm
+ 3.4 %
Seat load factor
82.9 percent
Freight transport
+ 0.3 % pts.
Freight carried
1,735,771 tons
Performance offered, FTKO
11,217 million tkm
Performance achieved, FTKT
7,053 million tkm
Freight load factor
62.9 percent
Total
– 1.0 %
– 0.4 %
– 4.7 %
– 2.8 % pts.
Flights
714,775
29,520 million tkm
+ 1.8 %
Performance achieved, TKT
22,368 million tkm
+ 0.7 %
75,8 percent
The price of crude oil, which again increased substantially in 2005, has not affected
Lufthansa’s transport performance. While in passenger transport the Group was
able to improve slightly its good result of 2004, its performance in freight transport
remained at almost the same high level as in 2004. In this way, the Aviation Group
strengthened further its leading position in international competition. In the wake of
hurricane “Katrina” and the resulting losses of production capacities, the price for
crude oil of the Brent variety crossed the threshold of 70 U.S. dollars per barrel for
the first time in September 2005. In 2005, the aircraft operated by Lufthansa carried
51.3 million passengers safely to their destinations. Together with Thomas Cook,
the Group even carried as many as 65.3 million passengers. In addition, Lufthansa
aircraft carried about 1.74 million tons of freight. In terms of capacities offered and
sold, passenger transport recorded a growth of 3.0 and 3.4 percent respectively
when compared with 2004. Here, capacity increases in the Asia/Pacific area had an
especially positive effect. Aircraft utilization improved in almost all traffic areas. The
North Atlantic routes achieved the highest seat-load factor with 81.4 percent, while
demand increased by 2.2 percent and our offerings were lightly consolidated. In
the traffic area Europe including Germany, capacity offered was increased by 1.6
percent. Sales rose by 2.5 percent, and the seat-load factor improved from 63.9 to
64.5 percent.
In freight transport, Lufthansa Cargo achieved significant growth in terms of quantity
in 2004, which reflects the current upswing in the world economy. In 2005, this
Group company took advantage of market conditions to achieve higher freight rates
and thus stabilize average revenue. This resulted in a slightly lower transport performance.
+ 1.2 %
Performance offered, TKO
Payload factor
A positive balance sheet despite record-high
oil prices
– 0.8 % pts.
The Lufthansa fleet
In relationship to the total passenger transport to and from Germany, Lufthansa’s
scheduled flights have a traffic share of more than 30 percent. Lufthansa’s share of
the total number of passengers carried on scheduled flights worldwide is nearly 3
percent. In the area of cargo, Lufthansa’s share of 4.2 percent of the ton kilometers
transported worldwide is even higher. Thus, Lufthansa holds a top position both in
passenger and freight transport when compared internationally.
Concluding one modernization means
preparing the next
On December 31, 2005, the fleet of the Lufthansa Group comprised 432 aircraft.
This includes the aircraft of the Lufthansa Passenger Airline, those of the regional
partners Lufthansa CityLine, Air Dolomiti, Eurowings, Augsburg Airways and Contact Air, and those of Germanwings. It also includes the freight aircraft of Lufthansa
Cargo. However, of relevance for the environmental balance sheet is the total
number of aircraft in operation across the Group. Assuming this perspective and
taking the participation in Thomas Cook into consideration, the fleet comprised
489 aircraft at year-end. The average age of this fleet is 9.4 years. This makes the
Lufthansa fleet two years younger than the IATA world fleet (2005: 11.4 years).
Balance 2006
Our business
The Group fleet
on 31.12.2005
(changes compared to 2004)
in possession
1
in operation
1
number
Lufthansa Passenger Airline
255
age
(+ 6)
2
number
11.1 (+ 0.5)
231
11,1age(+ 0,5)
(+ 10)
7,9 11.2
(+ 0,9)
(+ 0.8)
Lufthansa CityLine
80
(– 1)
7.9 (+ 0.9)
80
(– 1)
8,1 7.9
(+ 3,7)
(+ 0.9)
Air Dolomiti
19
(– 2)
8.1 (+ 3.7)
19
(– 2)
6,1 8.1 (+ 3.7)
Germanwings 3
20
6.1
24
Eurowings
24
(– 12)
Contact Air
15
(+ 6)
11.5 (+ 3.4)
6.1
(+ 0.1)
Passenger airlines
30
(– 5)
11
(+ 2)
413 (+ 17)
9.9 (+ 0.7)
6,1 9.0
(+ 0,(+
1) 0.9)
5.5
(– 0.5)
(± 0)
9,9 5.5
(+ 0,7)
(+ 1.0)
405 (+ 28)
8,0 9.7
(- 0,7)
(+ 0.8)
10
Augsburg Airways
11,5 6.4
(+ 3,4)
Lufthansa Cargo
19
(– 3)
8.0
(– 0.7)
19
(+ 4)
8,0 8.0
(- 0,7)
(+ 2.3)
Logistics
19
(– 3)
8.0 (– 0.7)
19
(+ 4)
8.0 (+ 2.3)
Condor Flugdienst GmbH
23
(± 0)
9.1
Condor Berlin GmbH
13
(+ 1)
6.3 (+ 0.8)
Thomas Cook Airlines UK
24
(± 0)
8.3 (+ 0.9)
Thomas Cook Airlines Belgium
Leisure Travel
(+ 1.1)
5
(+ 2)
9.0 (+ 6.9)
65
(+ 3)
8.2 (+ 1.2)
9,8 (+ 0,7)
Group, total
1
Aircraft in the possession of the Group. Unlike the Annual
Report 2005, this Report as a rule shows aircraft that are
leased out to third-parties as being in the possession of
the lessee.
2
Aircraft operated by the Group.
3
Newly included in the scope of consolidation.
432 (+ 14)
9.8 (+ 0.7)
489 (+ 35)
9.4 (+ 0.9)
An essential component of the Group’s strategy is to secure its leading position
in international competition by continuously acquiring more fuel-efficient and lownoise aircraft. For this reason, Lufthansa launched a modernization program for
the intercontinental fleet in 2003, whose first phase was successfully concluded
in November 2005, when the airline took delivery of the remaining four Airbus
A330-300s of the ten it had ordered. Before that, ten new Airbus A340-600s had
already joined the fleet. Seven more A340-600s are to be delivered to Lufthansa
in 2006/07.
And the next round of fleet rejuvenation is already set to begin: When the summer
timetable 2008 takes effect, the first of 15 Airbus A380-800s on order are to go
into service. Even sooner, the modernization Lufthansa CityLine’s regional fleet will
start in 2006: 12 new 84-seater CRJ900s will replace 20 CRJ200s. Currently,
Lufthansa is planning to acquire a total of 52 new aircraft by the end of 2015.
With the completed integration of SWISS – expected at the end of 2006 – the Lufthansa fleet is set to grow further. At the end of October 2005, SWISS operated 69
modern, efficient aircraft with an average age of 6.9 years. The youngest members
of the SWISS fleet are nine Airbus A340-300s, which are only 1.9 years old on
average.
27
28
Lufthansa Passenger Airline
29 aircraft, 103 seats, 2,500 km range
Boeing 737-500
33 aircraft, 123/133 seats, 2,600/2,200 km range
Boeing 737-300
Airbus A319-100
Airbus A320-200
26 aircraft, 182 seats, 2,900/4,100 km range
Airbus A321-100/200
Airbus A300-600
Airbus A330-200
Airbus A330-300
29 aircraft, 247 seats*, 12,400 km range
* differing seat configurations in operation
Airbus A340-300
Airbus A340-600
Boeing 747-400
Lufthansa Regional
DLA:
KIS:
6 aircraft, 46 seats, 900 km range
DLA:
KIS:
CLH:
ATR42-500
ATR72-500
Avro RJ85
AUB = Augsburg Airways
CFG = Condor Flugdienst
CIB = Condor Berlin
CLH = Lufthansa CityLine
DLA = Air Dolomiti
DLH = Lufthansa Passenger Airline
EWG = Eurowings
GEC = Lufthansa Cargo
Balance 2006
Our business
Lufthansa Regional
EWG:
DLA:
EWG:
CLH:
EWG:
CLH:
AUB:
AUB:
GWI:
GWI:
CIB:
TCW:
TCX:
CFG:
TCX:
CFG:
TCX:
TCX:
CFG:
BAe 146-200
BAe 146-300
CRJ200
CRJ700
DHC8-300
DHC8-400
Germanwings
Airbus A319-100
Airbus A320-200
Thomas Cook
Airbus A320-200
Boeing 757-200
Boeing 757-300
Airbus A330-200
Boeing 767-300
Lufthansa Cargo
19 aircraft, 516 m3/89.4 t, 7,000 km range
Boeing MD-11
GWI = Germanwings
KIS = Contact Air
TCW = Thomas Cook Belgium
TCX = Thomas Cook UK
Number of aircraft in operation
on 31.12.2005
Ranges indicated at maximum
passenger numbers
29
30
At home around the world
Numerous studies have shown that teams which are heterogeneous in terms of ethnic
origin, age and lifestyle tend to work more creatively – and thus more innovatively and
efficiently – than homogeneous groups. As a result, companies that subscribe to such
diversity are also more competitive.
Balance 2006
Among all Europeans, Germans have the lowest birthrate. In
2005, the number of births in Germany declined to the lowest level
in 15 years – even in the postwar year 1946 significantly more
children were born. Germany’s population is shrinking seriously,
and at the same time it is getting increasingly older. For this reason,
experts have been warning for some time of a coming lack of qualified personnel, which some even predict within the next ten years.
Along with European integration and globalization, this demographic trend in Germany amplifies the trend towards heterogeneous
workforces. This leads to teams in the workplace whose members
differ substantially in age, ethnic origin, gender, religion, physical
abilities and sexual orientation. Such variety has entered the corporate cultures of large companies under the banner of “diversity.”
In 2001, Lufthansa became one of the first companies to set up a
separate department called “Change Management and Diversity.”
Today, the airline is a good example of how heterogeneity and the
appreciation of diversity pay off.
International teams are profitable
Diversity Management supplies approaches for working with
differences – for the benefit of employees and employers alike.
This is an important consideration, as motivated and open-minded
employees are the key resource of a globally active company.
“Lufthansa has always had close links to countries abroad. As one
of Germany’s ambassadors, the company is at home around the
world,” explains Stefan Lauer, Member of the Executive Board and
Chief Officer Aviation Services and Human Resources.
Against this background, a diverse workforce structure promotes
an outward-looking and international perspective – key values of
the Aviation Group’s identity. “A heterogeneous workforce fits into
Lufthansa’s corporate strategy,” clarifies Dr. Martin Schmitt, Head of
Group Human Resources Policies. “We take advantage of something that is valuable spiritually in an economic sense as well.”
For a globally active service provider, diversified staffing makes
sense economically: The composition of Lufthansa’s employee
teams reflects its heterogeneous customer base, which in turn
clearly improves customer relations and customer loyalty. On its
intercontinental flights, for example, a broad range of meals from
different cultures help passengers feel more at home. Whether it
is sushi or schnitzel, kosher foods or halal dishes: These meals
are always prepared by chefs from the respective countries. At
the Aviation Group, however, the feeling of being at home is not
linked to culinary options alone. On flights to Beijing, Tokyo and
Seoul, cabin crews include not only German but also Chinese,
Japanese or Korean flight attendants, for whom Asian politeness is
second nature. Lufthansa aims to blend its own German traditions
with those of the international passengers on board its flights. “An
international team also creates an open outlook and breaks down
possible deficits in empathy toward other ethnic groups,” Schmitt
observes.
Purser Jassin Kraft and
flight attendant Oliver
Fuchs in front of the
Lufthansa Boeing 747-400
“Thüringen.”
Customers from around the world
In the future, Lufthansa intends to keep an even closer eye on the
highly varied preferences of its international clientele. “Intensifying
competition has inspired us to accommodate the very diverse
wishes of our customers from around the world and to offer a
broad range of products,” Armin Herzwurm, Vice President Corporate Strategy and Head of the Chairman’s Office, outlines the
airline’s approach. This goal is embedded in a corporate strategy
that has counted for many years on alliances with entirely different
companies around the globe and now increases its emphasis on
31
32
At Lufthansa, 3.9 percent of pilots are female. Here Captain Katrin von Wechmar and First Officer Susanne Hertneck.
the ability to integrate. “That also means that the company needs to
be open to other cultures. A staffing policy oriented towards diversity fits this strategy fully and promotes it by increasing the level of
internationalization in a focused way,” explains Schmitt.
Diversity results not only from working closely with people from
other cultures and recruiting personnel for the Group from all over
the world – but also from such measures as promoting language
abilities and giving cultural briefings to current employees. This
strategy provides for further internationalization of Lufthansa’s
workforce in a natural way, as the Group’s subsidiaries around the
globe are set to recruit their employees with support from a fully
digitalized application management system. Thus far, most staffing
selections have been made locally.
The new seniors
However, diversity refers to more than just people with different nationalities. Lufthansa’s work teams are also heterogeneous with regard
to age. While many German companies have no employees older
than 50 years, Lufthansa greatly appreciates the experience of those
who have been with the company for a long time – and has done so
since long before increasing the retirement age to 67 forced people
to come to terms with seniors in the workplace. With an average age
of 40.1 in 2005, the Aviation Group had a comparatively large number of experienced employees in its teams. Yet today it is anything but
a matter of course to view “senior professionals” as an enrichment.
“We began back in 1998 to consider the needs of older employees
more consciously. Today, we offer an entire bouquet of support
activities,” says Schmitt. These include the health care program at
Lufthansa Technik, called “More than a job,” as well as the continuing
education offered at the Corporate College and the Lufthansa School
of Business, which are designed with the requirements of lifelong
learning in mind. All the same, Lufthansa’s present commitment will
not suffice in the years ahead. “We are being forced to rethink the
phases of professional life and still have a lot to learn in companies
– and in society as a whole – about how to deal with aging personnel
structures. A cultural revolution will not be necessary, though. We
already have many structures in place, such as internal advisory units
across the Group, which we can make increasing use of,” according
to the Head of Group Human Resources Policies.
Dismantling the glass ceiling
About 40 percent of Lufthansa’s employees are women, so it is
hardly fitting to speak of a minority in this context. Diversity managers,
however, take an interest in women because they are not yet represented in senior positions in ways that would correspond to their
qualifications. The emerging lack of professionals and managers is
an additional incentive for many companies to strengthen their ties to
female employees. Even if the share of women at the Aviation Group
is above-average when compared with other German employers, in
the future “even more women are to break through the glass ceiling
In the future, Lufthansa intends to keep
an even closer eye on the highly varied
preferences of its international clientele.
Balance 2006
Flight attendant Jennifer Therr in conversation with a passenger in Lufthansa Business Class.
Diversity as a factor of business success
Of 92,303 Lufthansa employees, there are …
p 41.2 % women
p 12.7 % women in management positions
p 3.9 % of all pilots who are women
p
145 nationalities represented worldwide
p 66.1 % working in Germany
p 12.6 % employees working in Germany
who do not have German
citizenship
p
40.1 years as the average age
p 18.9 % people over 50 years old
p 3.4 % people with disabilities
“Appreciating this kind of diversity also creates opportunities for adding value,” says
Monika Rühl, Head of Change Management and Diversity. “The balance between
what is sensible in sociopolitical terms and necessary in economic terms leads
to the success we desire. Nobody must feel excluded. Inclusion of all employees
mobilizes productivity reserves. Mutual respect is the basis for this.”
to the highest levels of management,” explains Anne-Cécile Becker,
who took up her duties as Commissioner for Equal Opportunities in
September 2005. Moreover, a lot more women could make a career
as pilots. “We have fitting part-time models for most areas,” Becker
assures. Flexible working hours help fathers and mothers to continue
working at Lufthansa during the family phase as well. “With such
instruments, which maintain a balance between work and private
lives and have a positive effect on people, we achieve a lot more than
with legal measures,” Schmitt explains with reference to Germany’s
emerging equal treatment law.
This shows that diversity management is not simply a form of social
romanticism, but rather a question of productivity in a globalized
market. Several national and international studies prove that diversity
management promotes a company’s soundness, economic efficiency
and attractiveness as employer. Heterogeneous teams are more innovative, productive, motivated and loyal. The turnover rate is correspondingly lower, and the lower costs for recruiting replacement staff make
economic sense. Besides, new markets open up especially when the
behaviors and cultures of the target regions are well known within the
company. Thus, external publics see the Aviation Group as an attractive employer in the German market. “Every year, about 45,000 people
apply for a job at Lufthansa. This also gives us a strong position for the
future as job markets get tighter,” outlines Schmitt. Stefan Lauer sums
up the company’s current position like this: “We have managed to
complement German virtues with international ones and to establish
ourselves in a globalized market.”
•
33
34
Diversity
Women in management positions at the Lufthansa Group
in percent
%
15
12.7
9.5
7.5
13.5
9.5
12.7
12.3
13.3
10
10.6
10.0
8.8
5
0
95
96
97
98
99
00
01 02 03
%
35
35.3
32
32.5
30
28
26.1 26.1
27.7
25
20
15
10
5
0
97
98
99
00
01
02
03
While Lufthansa, with 12.7 percent female managers, is clearly positioned above
the German average, there is still a lot to be done with regard to international
competitors. For this reason, the airline offers a cross-mentoring program, which
provides women support from managers in other companies. Female junior
managers benefit from the expertise of the external managers, plan their careers
in a more focused manner and at the same time become familiar with a different
corporate culture. In exchange, experienced managers at Lufthansa act as mentors for junior managers of the other companies participating in the program.
To awaken interest in Lufthansa as an employer among the youngest of the
potential female recruits, the company participates regularly in the German initiative “Girls’ Day.” On this day, about 250 girls visited the airline in 2005 to gather
information about careers in the areas of maintenance and overhaul, information
technology and logistics.
in percent
30.8
Equal opportunities for women
Given the dreaded lack of professionals and managers, more and more companies are thinking about strategies to strengthen their ties with women. The latest
study by the Bertelsmann Foundation, “Karrierek(n)ick Kinder” (“Career Boost/
Break Kids”), published in March 2006, confirms yet again this growing interest in
female employees. It refers to mothers in management positions as an asset for
companies. And yet, only every tenth manager position is occupied by a woman;
in top management the figure is even lower. In this way, Germany lags behind
many of its European neighbors.
04 05
Women in management positions with staff
responsibility at the Lufthansa Group
29.2
The strength lies in variety
04
05
Young and old
An aging population also means far-reaching social changes, such as those in the
health care and pension systems. This demographic development also creates
new challenges for business. As junior employees are set to become a scarce
commodity sooner or later, the era that saw employees over 55 years of age
being sent off to early retirement is drawing to an end. Changes in the general
social framework will close this option in the future.
The Lufthansa workforce reflects this demographic evolution: In 2005, the average
age of Group employees rose to above 40 years for the first time. The airline
appreciates its “senior professionals” for their work experience and their social
competencies, as the cooperation between young and old is proven to increase
productivity. For this reason, Lufthansa supports not only the young but also the
experienced. While the program “smART” (study & more – the ART of advancement) helps maintain contacts with outstanding trainees, the program “Pro 40”
helps older employees define where they are with their careers. Here, participants
learn to assess their professional development in a realistic manner. And finally,
the content and teaching methods of age-specific IT trainings are routinely adapted to the needs of different age groups.
People with disabilities
Lufthansa evidences its commitment to people with limited physical or mental
abilities not only by giving support to external workshops employing people with
disabilities. The company’s appreciation can also be seen in the fact that at some
companies within the Aviation Group almost every tenth employee has a physical
Balance 2006
disability. Thus, the airline clearly exceeds legal minimum requirements. However,
the Group’s overall ratio is pushed downward by the fact that flight operations
place great physical demands on employees, demands which those with handicaps are often unable to fulfill.
People with disabilities at the Lufthansa Group
2005, distribution in percent
Lufthansa Revenue Services GmbH
9.9
LSG Group
8.5
Lufthansa Flight Training GmbH
4.7
Lufthansa Technik AG
4.6
Lufthansa Cargo AG
4.8
Lufthansa Systems Group
3.0
Condor Cargo Technik GmbH
2.5
Albatros Versicherungsdienste GmbH
2.7
Lufthansa AirPlus Servicekarten GmbH
2.9
Delvag Luftfahrtversicherungs AG
Lufthansa CityLine GmbH
To increase the acceptance and presence of people with disabilities, Lufthansa
has launched a countrywide mentoring program that is unique in Germany. In
2005, the program’s third year, 14 disabled employees received coaching from
managers. In one-on-one sessions, these “mentees” received regular feedback
regarding their professional orientation. The mentors, on the other hand, appreciated the exchange of perspectives, through which they became more familiar with
the everyday hurdles and coping strategies of people with physical disabilities.
4.3
1.7
0.9
In addition, the Aviation Group has an internal representation of handicapped persons, which is in line with legal requirements. It not only provides those concerned
with advice and support but also assists in adapting the workplace to the specific
disabilities of individual employees. And last, but not least, the apprenticeship
program for deaf people in Hamburg has proven its worth. Again in 2005, two
young persons learned technical professions with support from a sign language
interpreter and completed their training with distinction.
Other minorities
The typical employee at a German company tends to be young, male and of German nationality. While the workforces of many companies are still mainly made up
of such “mainstream employees,” Lufthansa teams comprise representatives from
a total of 145 nations, some of whom have very diverse cultures and lifestyles. “In
this context, we do not want to emphasize the differences in our employees, but
rather to make it clear that everybody can contribute to the company’s success,”
explains Monika Rühl, Head of Change Management and Diversity. Thus, individual differences are understood to be part of the shared corporate culture and seen
by extension as an enrichment. Lufthansa promotes the common interest inherent in this difference. Accordingly, it aims its diversity management at avoiding
misunderstandings between employees and thus at realizing the full potential of
their creative and innovative forces for the airline.
Intercultural competence
This makes an understanding of foreign cultures and ways of life a key qualification for the Group’s employees. Great importance is attached to knowledge of
languages, and more and more job interviews and presentations are conducted in
English. Every year, about 40 employees are sent to foreign countries because the
experience of living abroad is the most immediate way of furthering intercultural
competencies. This approach is taken with regard to working together within the
company, cooperating with international allies and better understanding the varied
preferences of customers from around world. In the area of training and continuing
education, intercultural competence also has an established place at Lufthansa.
Under the motto “Further with Education,” Lufthansa employees can voluntarily
participate in a number of courses, including many in the area of intercultural competence and foreign languages.
35
36
Work-Life balance
Work and private lives in balance
Flexible working hours
More and more employees strive for an equilibrium between their work and private lives. Such “living and breathing” contracts do more than just increase satisfaction and motivation. They also enable the Group to use this flexibility whenever
needed or in times of crisis for the benefit of the company as a whole. Making
work time – and thus personnel costs – more flexible is thus becoming an important competitive factor.
For many years, Lufthansa has been actively shaping the area of modern worktime models. As well as full-time work, employees may choose part-time, part-time
for seniors, flexible work time or unpaid special leave, whenever feasible from
an operational point of view. The Aviation Group is also one of the few German
companies to offer alternating tele-work. Team-coordinated shift models, whereby
employees organize their own work and enter the hours they are to work into a
master schedule, are another option. A Group-wide exchange of “Best Practice”
examples takes places regularly. Especially innovative work-time models can be
accessed in a database on the intranet to promote creative solutions within the
Group.
Support for families
The European report of “fast 4ward,” a project concerned with the compatibility
of family and professional life, demonstrates that German companies still give too
little support to employees with children. While Germany heads the European rankings with regard to regulations such as parental leave and financial support, the
country’s birthrate is one of the lowest in Europe.
Part-time employment at the Lufthansa Group
in percent
40.3 41.1 %
40
35.5
35.0
32.0 32.0
30.7
35
29.7
30
27.6
25.2
22.5
19.2 19.2
23.5
24.6 24.6 25
20.1
20
18.0
15.1
15.6
15
13.0
14.7
13.9
13.4
10
12.4
5.7
9.9
9.9
8.4
Lufthansa started early on to make it easier for employees to be parents as well
– whether by individually reducing working hours, working from home or getting
continuing education during a “baby break.” These measures help to significantly
reduce the duration of parental leave, which is criticized by experts as being too
long, and thus the related loss of professional qualifications. As a result, the contact between company and employees is maintained; the reentry of mothers and
fathers takes place earlier and more successfully.
It is above all child care that poses an often insurmountable hurdle for working
parents. Therefore, Lufthansa assists them with finding a suitable solution through
its contractual partner “Family Service.” In Frankfurt, should an after-school care
center remain closed unexpectedly or should a child minder fall ill, the ad-hoc
child care of “Fluggi-Land,” organized by Fraport, can help. Since May 2005, this
option for bridging the gap has been offered by Family Service in 11 further German cities. At the same time, the Group takes the specific problems of an aging
society into account. Employees looking after a family member in need of care
may take special leave. And with “Elder Care” – a further component in the Family
Service portfolio – the airline also offers a care service for older family members.
9.6
5
0
96
97
98
99
00
01
02
03
04
05
share of part-time among all female employees
total part-time
share of part-time among all male employees
Balance 2006
Employment policy
based on partnership
Employees’ average age at the Lufthansa Group
in years
42
41.1
41
40.6
40.1
40.2
40.2
40.1
39.9
39.8
39.1
38.4
38.5
38.8 39
38.7
38.3
38.3
38
37.7
37.0
36.1
36.3
40
39.6
37
An employment policy based on partnership is a fundamental pillar of Lufthansa’s
corporate strategy. The Aviation Group is well aware that motivated and committed
employees are an important resource.
Preserving jobs
More than 60,000 people work for Lufthansa in Germany alone. This makes the
airline one of the country’s largest employers, one that has proven itself “as a
reliable partner even in times of economic difficulty,” as CEO Wolfgang Mayrhuber
emphasizes. Lufthansa pursues a human resources policy that aims at avoiding
operations-related dismissals. Slight variations in the number of people employed
by the Group are chiefly due to portfolio changes. In Munich, more than 350 new
employees were hired and 50 new apprentice positions were created last year.
In addition, more than 230 pilots of the long-haul fleet were stationed in Bavaria’s
capital, doubling the number of flight captains there. In the years ahead, the
workforce in Munich is set to increase by more than one-third to a total of 10,000
people. The Aviation Group is similarly optimistic with regard to its operations at
Frankfurt Airport. Here, about 500 new employees are to be hired this year. In Germany as a whole, the airline is set to create about 2,400 new jobs according to its
current planning.
36.4
36
35
34
99
Working together for success
00
01
02
03
04
average age of all female employees
average age of all employees
average age of all male employees
This positive development is made possible by a proactive human resources policy, which does not react only when under pressure, but rather acts early on to formulate and discuss the issues and questions concerning the Group’s immediate
future. This approach also creates a framework for implementing policies. Thus,
the present degree of flexibility in working conditions also enables the Group to
react effectively to fluctuations. This helps to keep know-how in the company.
05
Codetermination within the company
In the framework of the different forms of employee participation prescribed by
law, Lufthansa fosters a codetermination culture that tackles problems and conflicts of interests, discusses issues and shapes solutions in the spirit of fairness.
“An early, open and intense dialog is the key for maintaining the balance between
the interests of the company and its employees, a balance that is all-important
in jointly achieving success in a competitive environment,” explains Dr. Martin
Schmitt, Head of Corporate Labor Relations.
Age structure at the Lufthansa Group
2005, distribution in percent
60 and older
2.5
55 to 59
7.2
50 to 54
9.1
45 to 49
12.2
40 to 44
19.9
35 to 39
19.3
13.8
30 to 34
25 to 29
11.4
20 to 24
3.8
18 to 19
0.6
younger than 18
0.2
Employee Feedback Management
Possible conflicts of interests are also investigated by the employee survey Employee Feedback Management (EFM), which takes place at regular intervals. Lufthansa
launched this initiative in 1998 to obtain feedback concerning employee satisfaction.
The goal is to identify weak spots within the Group and to remove them in a timely
fashion. About half of all employees have given their personal evaluations of general
conditions concerning their work, cooperation and management. The last survey,
the results of which were published in March 2005, showed that most employees
were largely satisfied with their working conditions. On a scale from 1 to 5 (highly
satisfied to highly dissatisfied), the average satisfaction index reached 2.61. Eight
of ten employees would again chose Lufthansa as their employer. And trust in the
Group’s competitiveness, with an average rating of 2.5, was shown to be good. At
the same time, many employees doubted that top managers especially had a genuine interest in the concerns of their employees. As a result, the airline adopted the
goal of improving communications between the Group’s hierarchical levels.
37
38
Employment at the Lufthansa Group
hirings vs. total retirements
4,369
4,583
05
04
2,223
2,320
3,605
4,395
5,391
4,723
03
02
9,340
01
6,808
8,007
00
4,731
8,631
99
5,887
7,802
7,577
98
4,860
4,280
5,581
4,171
97
96
Profit sharing
The employment policy based on partnership is also visible in the participation
of employees in the Group’s business success. Employees paid according to
a wage agreement can chose between a cash payout, employee shares or
the program “LH-Chance,” whereby employees receive Lufthansa shares at no
cost alongside additional shares financed with an interest-free loan. In 2005,
Lufthansa employees received a payout of 200 euros for the fiscal year 2004 or
shares valued at 255 euros. The program “LH-Chance” represented a value of
295 euros. Almost every second employee chose one of the two share options
in the context of the profit sharing for 2004. With “LH-Performance,” the Aviation
Group has offered a program specifically for managers and employees below the
board level paid outside of wage agreements since 1997. This program blends
the employees’ own investments in Lufthansa shares with the granting of an outperformance option, which applies if the Lufthansa share performs better than the
shares of direct competitors. All of these programs are popular. For good reason:
In September 2004, the investment fund “Union Investment” rated the program
“LH-Performance” as the best share program for managers of all 30 companies
represented in the DAX German stock market index – for the fourth time running.
8,321
95
5,402
total hirings
total retirements
Training and continuing
education
Ideas management
Every year, Lufthansa employees prove via “Impulses,” the airline’s idea management system, that they have a vast potential for innovative ideas. In 2005, these
creative minds enabled their employer to save more than 5 million euros. About
2,400 employees presented their suggestions for improvements, most of them on
the intranet “eBase.” Each idea that was implemented yielded an average savings
of 9,000 euros per year for the airline. “Impulses” gathered ideas for improving
cost efficiency in the areas of work environment, cooperation, quality and services.
With support from the “Impulses” pages in “eBase,” interested thinkers can check
very easily which suggestions have already been made and what kind of bonus
they might expect. Then they can conveniently post their ideas online and check
the status of processing at any time. This can pay off handsomely, as the highest
bonus amounts to 102,000 euros.
Foundation for the future
Training
At the Aviation Group, training is of great importance and opens up excellent
opportunities for a successful start in a professional career – either directly or
indirectly. In this spirit, for instance, Lufthansa Technik cooperates with a renowned
company providing temporary employment to secure jobs for its former apprentices even in times when the company’s personnel needs are less pronounced.
Last year, Lufthansa employed about 1,600 trainees in Germany. Interested young
people can choose from almost 40 professional qualifications taught in Germany’s
dual apprenticeship mode. These range from aircraft mechanic and Airline Service Professional to doctor’s assistant.
Beyond training its future junior employees in-house, Lufthansa has been part
of the educational initiative business@school started by the Boston Consulting
Group since 2001. In 2005, 34 airline employees taught high school students
across Germany practice-oriented business knowledge from their firsthand
experience.
Balance 2006
Distribution of employees within the Lufthansa Group
2005, in percent
IT Services
3.56 %
Logistics
5.10 %
MRO
19.35 %
Catering
30.65 %
Services and financial companies
1.20 %
Passenger Business
40.13 %
University studies
Dual training paths are increasingly popular, as ever-more employers recognize the
necessity of complementing practical know-how with academic knowledge. Lufthansa
takes this development into account by participating in currently nine dual training
courses. In the business area, for example, interested employees can obtain a double
diploma in Business Management (BA) and as an Airline Professional from Lufthansa
and the Berufsakademie Stuttgart (University of Corporate Education). Additionally, in
cooperation with the Berufsakademie Mannheim, Lufthansa Systems offers a degree
course in Information Technology (BA) with an emphasis on Business. Furthermore,
Darmstadt Technical University and the Aviation Group share the training for a degree
course in Mechanical Engineering with an emphasis on Aviation.
In cooperation with the renowned European Business School (ebs), Lufthansa has
developed the innovative Bachelor’s degree course in “Aviation Management,”
which is specifically tailored to the requirements of aviation in general and those of
the airline in particular. To strengthen their intercultural competencies, the airline’s
future junior managers also complete a one-semester internship followed by a turn
of duty abroad. All courses and events take place in English. Social competencies
and networked thinking are also important aspects of this course of studies. After two
years, students take their final exams before the Frankfurt Chamber of Commerce to
become Aviation Management Professionals. Anyone interested in this degree course
can apply at www.be-lufthansa.com.
Continuing education
In 2005, the Lufthansa School of Business (LHSB) again received the “International
Best Practice” prize for professional development for managers, given by the American organization Corporate University Xchange in cooperation with Fortune Magazine.
Thus, the Aviation Group came out ahead once again in comparison with more than
100 internationally active companies. Lufthansa sets worldwide standards by linking
management development and corporate strategy. Since its foundation in 1998,
Germany’s first corporate university has received a wide range of awards, including
the title of best European corporate university.
In 2005, the management consulting firm Hewitt Associates cooperated for the
second time with Kienbaum to determine the most attractive employer for managers
in Germany and Europe. With its system of talent identification and career development, Lufthansa managed to climb “from zero” to sixth place in the “Top Companies
for Leaders” in Europe. The survey included 101 of Europe’s largest companies, including 38 German businesses.
In the programs of the LHSB, Lufthansa managers very often go “across borders” to
learn specifically from differences in (corporate) cultures. For example, the “International Master’s Program in Practicing Management” (IMPM) teaches them – together
with participants from other companies, continents and cultures at different business
schools in America, Europe and Asia – to be more aware of the numerous differences
in markets and ways of thinking and how to harness these insights for their own
management practice. In other custom-made courses which prepare participants for
General Management tasks (GMP, F-Kurs), the exchange of experiences with other
internationally active companies is an integral part of continuing education. Beyond
that, the LHSB has initiated a program for experienced managers, “C-Experience,”
which was already completed by 147 managers in its first year of existence. They, too,
visited other companies, learned from their differences, expanded their intercultural
competencies, and not least profited from the invaluable experience of their participating colleagues, who have many years of professional and management practice.
39
40
To help advance the professional and personal development of all the airline’s
employees, the LHSB’s Corporate College offers courses on subjects including
IT, business knowledge and personality development. Special programs, such as
the recent course “Managing Volatility,” focus on current topics in well-attended
presentations and offer participants concentrated information and tips on how to
stay fit for continuous change. Increasingly, these courses use Internet-supported
teaching materials, which employees can access from their computers at home. In
2005, more than 8,000 Lufthansa employees took advantage of the many learning
options the LHSB offers.
For its Training Center in Seeheim, near Darmstadt, also widely known as the
“Klaus Bonhoeffer House,” Lufthansa is planning a comprehensive renovation and
modernization, expected to begin in August this year. At the same time, the airline
will be developing some new concepts for the Training Center. Here, the airline’s
employees were asked to turn in their suggestions by September 2005.
Employee safety
and health care
Prevention is better than cure
Lufthansa sets standards in the area of travel medicine and preventative health
care for its employees. Lufthansa Medical Services is present at three locations
and has a team of ten physicians at its main office in Frankfurt. Another six medical doctors are available in Hamburg and Munich. The Lufthansa Base in Frankfurt
also serves as headquarters for the Deutsche Akademie für Flug- und Reisemedizin (German Academy for Flight and Travel Medicine), which was founded by
Deutsche Lufthansa AG and the Deutsche Gesellschaft für Luft- und Raumfahrtmedizin (German Association for Aviation and Space Medicine). The purpose of this
nonprofit institution is to provide training and continuing education for physicians
specializing in aviation medicine and to carry out research on air travel medicine
and other subjects.
Should health problems arise, the Group’s employees benefit from the professional knowledge of the Medical Services’ physicians specializing in industrial,
aviation and tropical medicine. They are also available for advice on travel preparations and preventive vaccinations.
The primary goal, however, is to ensure that health problems and accidents do
not occur in the workplace. More than 20 employees of the department Group
Employee Safety, most of whom are safety engineers, are available at the airline’s
locations in Frankfurt, Hamburg, Munich and Berlin to identify work-related
hazards and strains causing adverse health effects and to suggest effective countermeasures. The department’s efforts lead to numerous preventative activities,
ranging from selecting appropriate work equipment and designing or adapting
workplaces and work processes to auditing current operations with regard to
maintaining high standards in technical installations, fire protection and emergency preparedness. These protective measures are especially important in the
technical and operational areas on the ground and in the air, where they have a
long tradition. Recent additions in the area of employee safety are recommendations concerning ergonomically designed work processes and equipment. There
are also tips on how employees working in offices can improve safety and health
protection, often by quite simple means. For this purpose, the department recently
introduced a custom-made IT-based training and information program, specially
designed for employees working in offices and at computer screens.
Balance 2006
In addition, counseling, training and presentations on preventive health care are
all provided to help Lufthansa employees learn more about how they can protect
their health. More in-depth information on this subject is also featured on the intranet “eBase.” Lufthansa Technik has created the work group “LHT – more than a
job,” which is designed as a network of all the company’s health care players and
provides integrated health management. It comprises the works council, Human
Resources, Medical Services, Social Counseling, the Lufthansa Sports Association
LSV and the cafeteria. In 2005, the Medical Service once again offered free flu
vaccinations, of which about 5,000 employees took advantage. This and the many
other preventative measures demonstrate that corporate health care is a high-ranking concern at Lufthansa. This is also illustrated by the airline’s regular adaptation
of its diverse workplaces to the latest insights in job safety.
Lufthansa Social Counseling is a service that enhances awareness of crises
and conflicts in the workplace and helps to improve social competencies and
communication among the airline’s employees. For example, it gathers the different parties in a conflictual situation around the same table in moderated group
discussions to develop constructive solutions for the problems at hand. Beyond
that, the Lufthansa Group adopted a new guideline for the prevention of addiction
in February 2006. In this context, experts have compiled helpful information on
addictive behaviors on the intranet, along with tips on how to broach the subject
with superiors and colleagues. This concept integrates the competencies of Social
Counseling, the Medical Service, withdrawal clinics and rehabilitation institutions.
41
42
Environment
Four pillars for
climate protection
To protect the Earth’s climate, emissions of “greenhouses gases” must be limited. One
possible path in this direction could be the trading of emissions certificates. To ensure
that this approach can take root in aviation as well, it should be tied into a global
concept – together with other measures to cut emissions.
Balance 2006
Environment
The Earth is getting warmer. The year 2005 was the warmest ever
since 1880, when temperatures were first recorded officially. And
the six warmest years have all been since 1998. One of the main
reasons for this trend, in the estimation of scientists, is the “greenhouse gas” carbon dioxide (CO2). Its concentration in the Earth’s
atmosphere has increased significantly since the beginning of industrialization and the increasing combustion of coal, oil and gas.
To put the brakes on a further warming of the Earth, the signatory
states of the Kyoto Protocol committed themselves in 1997 to limiting
emissions of greenhouse gases that adversely affect the climate. The
member countries of the European Union, for example, have agreed
to lower their emissions from 2008 to 2012 by 8 percent compared
with the base year 1990. But efforts are distributed unevenly among
nations: While Germany intends to cut greenhouse gas emissions
by 21 percent, Spain and Greece can increase them by 15 and 25
percent respectively. Beyond Europe’s boundaries, emerging countries such as India, China and the Arabic states are exempted from
all regulations. And the USA, the world’s largest producer of greenhouse gases, has never even ratified the Kyoto Protocol. Despite
this, Europe is working on finding ways to include these countries in
efforts to protect the Earth’s climate.
For comparison: Europe currently has a 14-percent share in the
worldwide emission of greenhouse gases. This is expected to fall
below 10 percent by 2050, as emissions in emerging countries are
set to increase substantially over this period. These figures show that
significant success in the fight against climate change cannot be
achieved in Europe alone, but only by means of shared and global
concepts.
Even if its own share in the total volume of
global emissions is comparatively minor,
Lufthansa has taken the issue of climate
protection very seriously for many years.
Emissions trade for energy-intensive industries
One mechanism to limit emissions that adversely affect the climate is
the trading of emissions certificates, as agreed in the Kyoto Protocol.
The European Union introduced this on January 1, 2005. But for the
time being it applies only to energy suppliers and energy-intensive
industries such as aluminum or cement production. For now, the
transport sector is exempted. Yet in Europe it has a 21-percent share
of CO2 emissions , of which 92 percent is attributable to road traffic
(passengers and goods) alone.
Aviation’s share in the total volume of greenhouse emissions is often
overestimated: It stands at 3 percent worldwide. Between 1990 and
2002, worldwide CO2 emissions increased by 3,001 million tons
to 25,683 million tons. By comparison, the total CO2 emissions of
air transport within Europe, at 52 million tons in 2004, are rather
minor. Despite that, the European Commission plans to include the
Trading emissions rights:
In the framework of a trading system for emissions rights, national states issue
certificates to the corporations concerned, giving the latter the right to emit a
certain quantity of CO2. Here, one certificate allows emissions of 1 ton of CO2.
The total quantity of certificates issued is fixed for a predetermined period of time
and is limited in accordance with the targeted reduction in emissions. Companies
which reduce their emissions can in turn sell the certificates they no longer need.
According to the systems’ proponents, this creates an economic incentive to
invest in technologies that cause less burden on the environment. In other words,
investments will be made where the cost of avoiding CO2 emissions is lowest and
efficiency highest.
43
44
aviation industry in the European market of emissions trading in the
years ahead because of its accelerated growth. Based on expected
growth rates for air transport, the Commission has calculated that
aviation-related emissions of carbon dioxide are set to rise by 37
percent, from 52 to 71 million tons. Despite this increase, European
air transport’s share in the total volume of CO2 emissions in the
European Union will continue to be relatively minor. Today, aircraft
movements within Europe only have a share of about 1 percent of
the total CO2 emissions in the EU. “In its future decisions, the EU
must not lose track of proportionality,” exhorts Karlheinz Haag, Head
of Group Environmental Concepts at Lufthansa and adds: “Even if
worldwide air transport were to be stopped altogether, only marginal
changes would result in the area of greenhouse gases.”
Lufthansa increases efficiency and lowers emissions
Even if its own share in the total volume of global emissions is
comparatively minor, Lufthansa has taken the issue of climate
protection very seriously for many years. “This is proven by our
successes in reducing kerosene consumption and thus also CO2
emissions,” explains Haag. In this way, Lufthansa has increased its
efficiency by about 30 percent since 1991. Since then, its specific
kerosene consumption has fallen by almost 2 liters per 100 passenger kilometers.
One reason for such increases in efficiency is the operation of
state-of-the-art aircraft. If Lufthansa Passenger Airlines had produced its 2005 transport performance with its 1991 fleet, it would
have consumed about 2.3 billion liters more kerosene and emitted
5.8 billion tons more carbon dioxide. Seen over a longer time
frame, efficiency gains become even more distinct: While aircraft
in the 1970s consumed about 12 liters of kerosene to carry one
passenger over a distance of 100 kilometers, a Lufthansa Airbus
A340-600 needs only about 4.2 liters per passenger to accomplish
the same task today. Lufthansa’s new flagship, the Airbus A380800, is expected to reduce this value yet again – to about 3.3 liters.
Furthermore, the Group optimizes the flight routings of its aircraft.
Apart from economic efficiency, this complex task is also guided by
legal requirements, territorial regulations and internal safety standards, all of which must be adhered to. Nevertheless, Lufthansa has
been successful in devising a more direct route to Hong Kong, for
example, which saves 15 to 20 minutes travel time on each flight.
The positive effect: kerosene savings of 1,800 tons per year, which
corresponds to avoiding emissions of 5,670 tons of CO2. These and
other measures have allowed Lufthansa to generate almost half of
its growth since 1991 in an environmentally neutral way.
Success stories like these are unthinkable without support from
science and research. This is one reason why Lufthansa not only
advances technological progress but also supports a number of
important climate research projects (see also “Research at Lufthansa” p pages 70 to 72). Scientific insights are the very basis for
focused environmental measures. This approach is illustrated by
the five Airbus A340-300 long-haul aircraft that have been flying
since 1994 in the framework of the EU research program MOZAIC
(Measurement of ozone by Airbus in-service aircraft). In 2005, two
of these were operated by Lufthansa. On their scheduled flights,
they continuously measure the concentrations of ozone and water
vapor in the atmosphere. A new era of basic atmospheric research
was recently launched with the European project CARIBIC (Civil
Aircraft for the Regular Investigation of the Atmosphere Based on
an Instrument Container). A highly advanced, mobile laboratory
aboard a Lufthansa Airbus A340-600 has been collecting data on
the atmosphere’s composition since December 2004. Scientists
use this data to define climatic models, with the aim of calculating
climatic changes
Emissions Containment Policy as a way out
The aviation industry is well aware of its responsibility to limit the
emissions of greenhouse gases. For this reason, the Association of
European Airlines (AEA) and other industry representations count
on an integrated global master plan, the Emissions Containment
Policy, rather than on the hastily introduced emissions trading,
which threatens to result in substantial competitive disadvantages
for European aviation. Measures such as improvements in air
traffic management can lead to cuts in CO2 emissions faster, more
efficiently and with less effort. The foundation for this concept is a
four-pillar model consisting of technological progress, improved
infrastructure, operational measures to increase efficiency and
complementary economic measures, such as global emissions
trading.
1: Technological progress
2: Improved infrastructure
3: Operational measures
4: Economic measures
p Innovations in aviation and
engine technologies
p More efficient use of air
space
p More efficiently-sized aircraft
p Alternative fuels
p Needs-adapted airport
infrastructures
p Globally designed trade of
emissions rights to complement the other three pillars,
which have priority in any
case.
p No subsidies for micro-airports
p Optimized flight routes and
speeds
p Optimized processes on the
ground
Four pillars for climate protection
Balance 2006
Environment
Comparison air space Europe - USA
Source: Eurocontrol, 2001
Pillar 1: Technological progress
By harnessing technological innovation, the air transport industry
has reduced its kerosene consumption – and thus its CO2 emissions per passenger and kilometer – by 70 percent since 1970.
This approach is to be maintained resolutely. That is illustrated by
the goals of the European air transport industry, which correspond
exactly with the plans drawn up by ACARE (Advisory Council for
Aeronautical Research in Europe): Kerosene consumption and
CO2 emissions are to be cut by a further 50 percent by 2020. And
emissions of nitric oxides (NOX) are to be reduced by as much as
80 percent. Opportunities to achieve this are offered by advances
in aircraft and engine technologies and in alternative fuels. The
aviation industry supports and sponsors research programs in
these areas. Lufthansa has adopted the ambitious goal of reducing
its specific fuel consumption by 38 percent between 1991 and 2012
– of which 29.2 percent has already been achieved (see “Environmental goals and measures” p pages 59 to 61).
Pillar 2: Improved infrastructure
Improving infrastructure on the ground and in the air can also open
up considerable savings potentials. In 1999, the Intergovernmental
Panel on Climate Change (IPCC) noted in a report that air traffic
management and other operations-related measures can reduce
the kerosene consumption of aircraft by 8 to 18 percent. The greatest potential in this area is linked to an improved use of air space.
Experts estimate the savings potential here to be 6 to 12 percent
by 2020. “There is a real need for action to optimize European air
traffic control. Nothing has happened in this area for ten years,”
Haag points out. “Fragmented control of Europe’s air space causes
the airlines additional costs of more than 2 billion euros and means
about 10 million tons of avoidable CO2 emissions. It is the responsibility of the EU member states to develop a joint mobility strategy.”
To drive the implementation of this initiative forward, 29 partners
have joined forces in SESAR (Single European Sky Implementation
Programme). It unites airlines such as Lufthansa, airport operators,
air traffic control authorities and other players from the aviation
industry. In 2005, the aircraft of Lufthansa Passenger Airlines were
forced to spend the equivalent of 420 days flying in holding patterns. By avoiding this type of delay alone, Lufthansa could have
emitted about 110,000 fewer tons of CO2. This corresponds to
carrying more than 300,000 passengers from Frankfurt to Mallorca
and back again.
Against this background, it is indispensable that bottlenecks at
hubs and regional airports be avoided and that airport infrastructure be swiftly adapted to demand. Yet the reality looks quite different: State subsidies are still being used to expand micro-airports
– without assessing demand. Not only does this lead to massive
overcapacities, but it also causes avoidable burdens for the environment. “Phasing out such subsidies is therefore the most efficient
contribution to worldwide climate protection that air transport could
make,” Haag explains.
Europe (air space 10.5 million sq. km)
p
p
p
p
p
p
47 air traffic control service providers (civil and military)
58 air traffic control centers
22 operating systems
30 programming languages
480 flights per air traffic controller
687 US$ cost for air traffic control per flight
USA (air space 9.8 million sq. km)
p
p
p
p
p
p
1 air traffic control service provider (civil and military)
21 air traffic control centers
1 operating system
1 programming language
900 flights per air traffic controller
380 US$ cost for air traffic control per flight
Fragmentation of control in European air space means higher costs,
greater inefficiencies and unnecessary fuel consumption.
45
46
pr
ev
op
L8 tim
88 ize
d
iou
sf
lig
ht
ro
u
te
flig
ht
ro
u
te
China
HKG
A more direct route to Hong Kong helps Lufthansa save not only time but also kerosene: In this way, 1,800 tons of fuel could be conserved in 2005. This corresponds to avoiding
5,670 tons of CO2.
In 2005, the aircraft of Lufthansa Passenger
Airlines were forced to spend the equivalent of 420 days flying in holding patterns.
Pillar 3: Operational measures
The third pillar in the model of the Association of European Airlines
involves improved operational measures on the ground and in the
air. More efficiently selected aircraft sizes, improved load factors,
optimized flight routings and speeds, and optimized processes in
ground handling can all contribute to reducing fuel consumption
and CO2 emissions – as the example of Lufthansa illustrates. More
direct routings to Asia have opened up the potential to save a full
percent of fuel at Lufthansa alone. Moreover, the airline has been
increasingly using variable flight speeds since February 2005,
which allows long-haul aircraft to take better advantage of winds
and thus to reduce kerosene consumption and emissions.
Pillar 4: Economic measures
While economic instruments form the fourth pillar of the Emissions
Containment Policy, the AEA believes that priority should be given
to the first three. Not only can these be implemented more easily,
more rapidly and more fairly with fewer competitive distortions
– but they also open up a substantially larger potential of savings
in CO2 emissions. Among the available economic instruments, the
International Civil Aviation Organization (ICAO) considers global
trading of emissions rights – unlike taxes and fees – a suitable system over the long term to save CO2 emissions in those areas of the
aviation industry where efficiency gains can be realized most readily. “From our perspective, taxes on kerosene or fees for emissions
are not a solution because they distort competition,” underlines the
Head of Group Environmental Concepts at Lufthansa. “The economic damage is much greater than the ecological advantages.”
But before any trading system of emissions rights can be applied
to air transport, according to the International Air Transport Association (IATA), significant criteria must be fulfilled: Firstly, it should be a
global system that is not combined with taxes and fees. Secondly,
it should focus on CO2, as other greenhouse gases that concern
air transport are not included in the Kyoto Protocol and their effect
on the Earth’s climate has not yet been demonstrated by sound
research results. Thirdly, there should be broad access to the market of emissions rights, which must not be obstructed or limited.
And fourthly, the system should be transparent and easy to use.
“Air transport is willing to make a constructive contribution to this
debate. At the same time, we need more discussion and analysis
to understand the complex subject of climatic change and trading
of emissions rights,” Haag explains. “Shooting from the hip doesn’t
get us any further.” For it is also important to consider the propor-
Balance 2006
Environment
En route in the service of climate research: On long-haul flights at an altitude of 12,000 meters, the air intake system under the fuselage of the A340-600 “Leverkusen” collects air
samples that yield climate data.
tions: A trading system for emissions rights covering air transport
within the EU alone would apply to only 9 percent of the CO2
emissions from worldwide air transport. And in comparison to the
total CO2 output in the EU, such a system would only cover about 1
percent of emissions.
“It is important that a coherent EU air transport policy create an
equilibrium between economic and ecological parameters,” says
Haag. “Less mobility also means less economic activity.” That
is because aviation provides the fastest transport network worldwide and represents one of the most important infrastructures for
ongoing economic development. Aviation expands markets, improves the efficiency of production and supports investments. Not only
Comparison of CO2 emissions per year:
Total CO2 emissions (2002)
Worldwide:
Europe:
approx. 25,700 million tons
approx. 5,000 million tons
CO2 emissions in civil aviation (2004)*
Total worldwide air transport:
approx. 607 million tons
All flights taking off in Europe:
All flights within the EU:
* Source: “Giving wings to emissions trading,” Report for the European Commission, DG Environment, July 2005
do 25 percent of global corporate revenues depend on aviation,
but it also directly and indirectly creates 29 million jobs around the
globe, of which 7.5 million in Europe alone.
The aviation industry has long since seen the writing on the wall: It
is well aware of its responsibility for the environment and willing to
make its contribution in the fight against climate change. Therefore,
the ICAO will develop concrete suggestions for an internationally
binding trading system of emissions rights by 2007 – combined
with suggestions on how emissions could be reduced by improved
infrastructures and more efficient flight management.
•
47
48
Environmental management
At the service of sustainability
Environmental protection has long been a tradition at Lufthansa and is firmly
anchored in the Group’s Mission Statement. As early as 1996, the airline passed
Environmental Guidelines, which identify the careful use of resources as one of its
central corporate goals. The best evidence that this is not merely lip service is the
Group-wide environmental management: The employees working in this area systematically capture and evaluate every single corporate process and activity with an
impact on the environment.
Group Executive Board
Reporting Group
Guidelines for
environmental care/
legal requirements
Reporting
Group/affiliated
companies
Implementation
of guidelines/
legal requirements
Group Environmental
Concepts
Consultation
Reporting
Consultation
Exchange
Exchange
Diagram of procedures and processes for environmental
matters within German Group companies with environmental
relevance and a Lufthansa majority interest.
(Statutory)
company representative
Consultation
Reporting
from Company
Exchange
Contact partners
environmental issues
Environmental
Forum
The Group’s Executive Board bears the full responsibility for fulfilling environmental
care tasks. The Head of Group Environmental Concepts, whose department coordinates Group-wide environmental goals, strategies and measures, reports directly
to the Executive Board. The basis for this work is a comprehensive sustainability
database, where annual data from all Group companies concerning energy and
kerosene consumption, emissions, noise, waste materials, and freshwater and
wastewater volumes are compiled. The database also includes important employee
and economic data. Lufthansa’s environmental experts then derive key performance
indicators, which then serve to measure and continuously improve the Group’s
environmental performance. In addition, the Head of Group Environmental Concepts
explains and represents Lufthansa’s position with regard to environmental care in
political committees, associations and institutions.
Each Executive Board and each German Group company with environmental
relevance has either an Environmental Commissioner or a contact person for such
issues. In the framework of the Environmental Forum, the 25 Environmental Issues
Contact Partners of the Lufthansa Group meet twice a year to consult on shared
goals and activities in the area of environmental care, to coordinate measures and
to exchange experiences.
Committed to environmental care: The members of
Lufthansa’s Environmental Forum regularly share their experiences.
Environmental training is also a top priority across the Group. As a result, pilots learn
how to minimize kerosene consumption and noise emissions, and flight attendants
are well acquainted with environmental care on board. And at Lufthansa Technik, the
topics of environmental protection and job safety are systematically covered in its
training programs.
Communication with the public and employees also plays an essential role here.
Lufthansa attaches great importance to a constructive and open dialog with all
stakeholder groups. Now already in its 11th year, Balance informs readers about
Balance 2006
Environment
current developments at Lufthansa in the areas of air transport, environment and
sustainability. More in-depth information concerning ecology, social responsibility,
corporate citizenship – including information from the Group companies – can be
found on the Internet at http://responsibility.lufthansa.com, which is currently being
redesigned.
Lufthansa Technik – Environmental management now fully integrated
In 2005, Lufthansa Technik started its work to implement an integrated environmental
management system. It depicts requirements concerning quality control and aviation
law together with those derived from environmental protection and job safety in a
process-oriented manner. The advantage of system integration is that it will soon be
much easier for all Lufthansa Technik employees to gain an overview of rules, regulations and guidelines. They have swift and easy access to relevant information. At the
same time, operational processes are documented in a transparent and comprehensible way.
As early as 1996, Lufthansa Technik became the first company in the aircraft maintenance industry to introduce an environmental management system based on
the European eco-audit regulations. Three years later, the company was certified
according to the international environmental standard ISO 14001. Many of Lufthansa
Technik’s international customers now require this certification as a condition for awarding contracts. For 2006, this provider of technical aviation services is also planning its
first certification in accordance with the international job safety standard OHSAS 18001.
In October 2005, Condor/Cargo Technik (CCT) transferred into Lufthansa Technik’s
license under German aviation law. The environmental management system planned
there is to correspond as closely as possible to that of the parent company. CCT is
planning to implement this management system in 2006/07, following its move to a
new maintenance hangar. As a subsequent step, certification according to the ISO
14001 standard has been planned.
p www.lufthansa-technik.com
Lufthansa CityLine – A top position in environmental management
Lufthansa CityLine has operated an environmental management system covering
all business areas and the company’s three locations since 1999. Thus, the airline
assumes a top position in international comparison. It also continues to be the
only airline worldwide to be certified in accordance with both the European ecoaudit regulations EMAS and ISO 14001. In 2003, Lufthansa CityLine introduced
a process-oriented management system that includes all operations-related
processes and has proven its worth in daily practice. This system anchors environmental management as a “management task.” This ensures that environmental
protection is a “cross-sectional task” observed in all business processes.
p www.lufthansacityline.com
Lufthansa CityLine: Since June 2006, the airline has been
revalidated for the third time in a row according to the European eco-audit regulations EMAS and recertified according to
the worldwide environmental standard ISO 14001.
LSG Sky Chefs – Environmental database for Europe/Africa
In 2005, LSG Europe/Africa completed the creation of an environmental database,
linking its 51 locations in Europe and South Africa. All environmentally relevant
performance ratios and information have since been captured centrally. The
advantage is that data for the annual Environmental Report is ready for use. In
addition, this data shows managers which locations and areas still offer untapped
energy conservation potentials.
Environmental goals and measures concerning environmental management
are found on p page 59.
49
50
Kerosene and emissions
Fuel consumption
absolute
Kerosene passengers
5,447,814 tons
+ 4.1 %
Kerosene freight
1,303,541 tons
– 5.1 %
Kerosene total
6,751,355 tons
+ 2.2 %
Emissions from flight operations
absolute
CO2
21,293,772 tons
+ 2.2 %
NOx
97,281 tons
– 0.3 %
CO
15,303 tons
– 1.9 %
1,871 tons
– 16.9 %
UHC
Specific emissions
in kilograms, grams/100 passenger kilometers
13.1
kg/100 pkm 13
12.6
13.0
11.7
12.5 11.8
11.5
12
11.4
11.1
10.9
11.0
11
10
g/100 pkm 60
56.6
54.9
56.3
54.8
54.7
54.4
53.8
55
53.3
50.9
50.8
50
50.6
Transport more, consume less
For Lufthansa, saving kerosene became an economic and ecological given long
before the latest substantial increase in the price of crude oil. This is well illustrated
by its fleet, which at all times corresponds to the latest technological standards. This
approach has allowed Lufthansa to continuously decouple the development of its
transport performance from that of the related environmental effects since 1991.
While transport performance increased by 218.4 percent, fuel consumption rose by
115.6 percent. Thus, almost half of the airline’s growth took place with no additional
burdens on the environment.
But Lufthansa has further efficiency goals firmly in sight: The specific fuel consumption of the passenger fleets is to be reduced by 33 percent from 1991 to 2008 – and
by 38 percent by 2012. Related to this is a simultaneous decline in specific emissions of pollutants. In 2005, the Lufthansa passenger fleets had already achieved a
reduction of 29.2 percent. With an average kerosene consumption of only 2.8 liters
per 100 passenger kilometers, the Airbus A330-200 of Thomas Cook Airlines again
won the title of most fuel-efficient type of aircraft in the Group. The most fuel-efficient
aircraft operated by Lufthansa Passenger Airlines in 2005 was the Airbus A340-300,
with an average consumption of 4.0 liters per 100 passenger kilometers. (See also
the bar chart “Specific fuel consumption by type of aircraft” on p page iv, on the
inside cover.)
How Lufthansa conserves kerosene and avoids emissions
To reduce kerosene consumption and emissions, Lufthansa not only relies on its
modern and environmentally compatible fleet. It also works continually on optimizing its flight routings in order to avoid detours – especially on routes to Asia.
Thus, on those Asian routes that have already been optimized, Lufthansa has
been able to conserve about 1 percent of fuel. In 2005, for example, the route to
Canton was optimized. This resulted in an annual savings of about 1,000 tons of
kerosene and 3,150 tons of CO2.
Beyond that, Lufthansa has increasingly been using variable flight speeds since
February 2005, with the aim of letting long-haul aircraft take better advantage of
winds. In 2005, this measure resulted in a fuel savings of about 22,500 tons and
avoided CO2 emissions of about 71,000 tons. In 2006, fuel consumption is to be
reduced by 27,000 tons in this way. Furthermore, an optimized contingency fuel
system is to lower kerosene consumption by calculating the quantities of fuel
reserves with greater accuracy. Thanks to this project launched in February 2006,
Lufthansa is planning to conserve about 17,000 tons of fuel and avoid 54,000 tons
of CO2 emissions per year.
45
20
15.1
13.9
12.3
15
11.3 10.4
9.8 10.1 9.7 8.8 8.5
8.4 10
2.9 2.7 2.3
2.0 1.7 1.5 1.6 1.3
1.1
95
96
97
CO2
98
99
00
NOx
01
02
03
CO
5
1.0 1.0
04
05
UHC
0
And starting in spring 2006, all aircraft operated by Lufthansa Passenger Airline
will be fitted with new seats. Not only will the passengers flying Lufthansa within
Germany and Europe in Business and Economy Class be delighted by a significant increase in seating comfort. The new seats also contribute automatically to
reducing the consumption of fuel and the emission of pollutants by the Lufthansa
fleet. The reason: They are lighter than the predecessor model. It is expected that
the European fleet will consume 4.7 million liters of kerosene less per year as a
result.
But there are also external factors that influence Lufthansa’s consumption balance
sheet, factors that the airline cannot influence. These include delays during the
approach phase and detours due to military restrictions. Lufthansa and other Euro-
Balance 2006
Environment
Decoupling of transport performance and environmental burden
Change compared with 1991 in percent, values for the fleet of the Lufthansa Group
+ 218
percent
200
180
160
+ 144
140
120
+ 116
100
80
60
40
+ 30
20
0
–20
–40
– 47
1991
1992
1993
1994
Transport performance (TKT)
1995
1996
NOx emissions
Specific emissions
in kilograms, grams/freight ton kilometer
kg/tkm 0.8
0.75
0.76 0.76
0.74
0.7
0.63
0.60
0.59
0.58 0.6
0.58
0.58
0.59
0.5
g/tkm 4.5
4.0 4.1
4.1
4.0
3.5
3.2
3.0
2.9 3.0 2.9
3.0
2.6
2.5
0.75
0.6
0.5
0.4 0.4 0.4 0.4 0.4
0.50
0.3
0.25
0.2 0.2 0.2 0.2 0.2
0.1 0.1 0.1 0.1 0.1 0.1
0
95
96
97
CO2
98
1998
1999
2000
Fuel consumption, CO2 emissions
2001
2002
2003
CO emissions
2004
2005
UHC emissions
pean airlines have therefore adopted the goal of working towards an optimized
European air traffic control system. The so-called “Single European Sky” would
entail fewer flights in holding patterns and fewer detours, with a positive impact on
kerosene consumption and CO2 emissions.
Specific kerosene consumption reached 4.39 liters/100 pkm in 2005
Lufthansa Passenger Airlines increased its transport performance again in 2005,
which also increased the Group’s kerosene consumption and emissions of carbon dioxide (CO2). By contrast, emissions of carbon monoxide (CO) declined, and
those of unburned hydrocarbons (UHCs) fell even more perceptibly. Emissions of
nitric oxide (NOX) remained at 2004 levels.
4.0
3.5
0.5 0.5 0.5
1997
99
00
NOx
01
02
03
CO
04 05
UHC
Kerosene consumption in passenger transport came to 4.39 liters per 100 passenger kilometers, a slight increase over the previous year (plus 0.7 percent). This
is due above all to increased comfort levels for passengers traveling in Business
Class, who have been enjoying more space on board since spring 2004. The
disadvantage: More legroom means fewer seats, which increases the specific
consumption per passenger.
In contrast to kerosene consumption, specific CO emissions per 100 passenger
kilometers declined to the lowest value recorded so far. For unburned hydrocarbons, the low emissions levels of the preceding year were maintained. Specific
NOX emissions rose, but remained significantly below the levels routinely observed
until 2002.
51
52
Specific fuel consumption
l/100 pkm
5.5
5.14
4.98
5.14
5.0
4.97
4.68
4.65
4.31
4.57
99
95 96 97 98
4.39 4.5
4.51
00 01
4.36
4.0
02 03 04 05
Specific fuel consumption
Specific kerosene consumption in freight transport fell slightly to 185 g/tkm – and
thus by more than 37 percent since 1991. More positive thrust in this area came
from the particularly environmentally friendly Boeing MD-11 freighter, which
replaced the previous model, the Boeing 747-200, in 2004 and consumed 16
percent less fuel. Its specific kerosene consumption, at 174 g/tkm, was below the
average kerosene consumption for Lufthansa’s total freight transport. The values of
specific NOX and CO emissions, along with UHC emissions, reached record low
levels in 2005.
g/tkm
250
240 242
237 234
225
200
188 189
184 185 186 185
199
95 96 97 98
99
175
00 01
Fuel dumps
Events, total
Quantity, total
Medical reasons
Technical reasons
Other reasons
02 03 04
05
change compared to 2004
25
653 tons
Fuel dumps: Downward trend for quantity released
No airline is immune to the events that can make a fuel dumping necessary. In the
case of an unscheduled landing, the pilots may need to empty the fuel tanks until
the maximum permissible landing weight is reached. Thanks to the most stringent
maintenance standards being applied to its aircraft, flight terminations due to
technical irregularities and the safety-related dumping of kerosene in flight are
extremely rare at Lufthansa. Out of its 76,366 intercontinental flights in 2005, Lufthansa pilots were forced only 25 times to abort a flight due to technical reasons or
a medical emergency. The quantity of kerosene thus released came to 653 tons,
which is 6 percent less than during the previous year. Fuel dumps are only possible on long-haul aircraft, as short- and medium-haul aircraft are not equipped to
dump fuel.
+6
– 5.6 %
8
+3
17
+6
0
–3
Noise emissions
Environmental goals and measures concerning fuel consumption and emissions are found on p page 60.
Above the clouds – Below the threshold values
All traffic in our mobile industrialized society is inevitably linked to noise. Noises that
are often experienced as being unpleasant cannot be entirely avoided, but can be
limited to an acceptable level – as the example of Lufthansa demonstrates. For many
years, the airline has been committed to decoupling its growth in transport performance from its noise emissions. Its strategy here is threefold: Apart from firstly buying
low-noise aircraft, Lufthansa is secondly working on developing noise-reduction
measures for the existing fleet. And thirdly, the airline has joined forces with partners in
industry and research to improve flight procedures for arrivals and departures within
the limits of operational possibilities.
In 2005, all aircraft operated by Lufthansa Passenger Airlines already complied with
the more stringent Chapter-4 limits of the International Civil Aviation Organization
(ICAO). (See also the bar chart “Margins below the noise limits of ICAO Chapter 3” on
p page iv, on the inside cover.) These new regulations applying to new aircraft come
into effect in 2006 and require that noise emissions be another 10 decibels lower than
those previously permitted under ICAO Chapter 3. The fleet at regional carrier Lufthansa CityLine boasts 42 CRJ200s, which are considered to be the world’s quietest
passenger aircraft. Outside airports, this aircraft is usually not louder during takeoff
than a car passing by in traffic.
Balance 2006
Environment
The investments Lufthansa makes in an environmentally compatible fleet pay dividends not only with regard to kerosene consumption – but also when it comes to
noise. More and more airports charge fees based on the measured noise of arriving
and departing aircraft. And often quiet aircraft are allowed to take off earlier and land
later in the day. This gives Lufthansa operating advantages as well.
New aircraft ease the burden around airports
Noise and environmental performance are becoming increasingly important
criteria in selecting new aircraft. With the latest additions to its fleet, the Airbus
A340-600 and the Airbus A330-300, Lufthansa has set new benchmarks in
this domain. Thanks to state-of-the-art engine technology and aerodynamically
advanced wings, these two long-haul aircraft perceptibly ease the noise burden
on the areas surrounding airports. The 85 dB(A)-noise footprint generated by the
A340-600 measures only 3.5 square kilometers, or only a quarter of that associated with its predecessor, the Boeing 747-200. As a result, the noise footprint is
contained within the boundaries of airport grounds. This noise level resembles
that of a truck passing by in city traffic at a distance of 5 meters.
Comparison of noise footprints
B 747-400 versus A380-800
And the A330-300 convinces above all with its “internal values”: With the Trent
700 manufactured by Rolls-Royce, Lufthansa has selected the quietest engine
currently available for this type of aircraft. A derivative of this engine, the Trent
900, will power the Lufthansa Airbus A380, the Group’s future flagship, which will
enter service in 2008. Thanks to these particularly quiet, efficient engines and
other improvements in aerodynamics, the A380 is up to 30 percent quieter than
the Boeing 747-400, the largest long-haul aircraft up to now. At the same time, the
Lufthansa A380 will carry 40 percent more passengers.
14.000
12.000
10.000
8.000
A look at the history of the so-called “noise footprints” clearly illustrates how much
has been achieved in lessening the noise burden by operating modern aircraft:
Until 1970, Lufthansa operated the Boeing 727-100 on short-haul routes. Its 85 dB(A)
contour covered an area of 19 square kilometers. Its successor, the Boeing 737-200,
reduced this noise footprint by 5 square kilometers. And the aircraft currently in operation, the Airbus A320, has again reduced the area by a factor of 6. At 2.35 square
kilometers, the noise of this aircraft is entirely restricted to the airport area itself.
6.000
4.000
2.000
0m
–2.000
–2.000
0m
2.000
–2.000
0m
2.000
Point of brake-release
Boeing 747-400
take-off weight 394 tons,
currently operated by
Lufthansa
Airbus A380-800
max. take-off weight
560 tons, will be operated
by Lufthansa from 2008
Shown are the maximum noise footprints for one takeoff
each at the take-off weight indicated. Within the respective
contours, a maximum noise level of 85 dB(A) is either
reached or exceeded. For comparison: A maximum noise
level of 85 dB(A) is produced by a truck passing by in city
traffic at a distance of 5 meters.
Taking off quietly, landing quietly
Beyond aircraft engines, another noise reduction potential is opening up: The
noise relevant for people and the environment is primarily generated during
takeoff and landing. Therefore, it pays to optimize the procedures for the departure
and approach phases with regard to noise avoidance. But flying higher does not
necessarily mean flying more quietly. The pivotal question that engineers and
technicians are investigating is: How much sound reaches the ground just below
the flight path and to the side of it? The situation is similar for the approach phase:
An aircraft flying low and with its flaps retracted can be quieter than an aircraft
flying higher with its flaps extended. The latter generates more aerodynamic noise
as it has higher drag and may need more thrust, depending on the flight situation.
Research to date has shown that the take-off procedure used by Lufthansa is
superior to other variants currently in use with regard to environmental criteria.
The same is true for the “low drag/low power” approach, also called the “Frankfurt
procedure,” which Lufthansa favors and in whose development it played a decisive role. Here, pilots extend flaps and lower landing gears relatively late. Such
landings not only generate less noise – but also help conserve kerosene.
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54
Lufthansa Passenger Airlines has set itself the ambitious goal of reducing the
noise burden in the areas surrounding airports even further. For this reason, the
airline supports the Continuous Descent Approach (CDA) to reduce noise emissions, a procedure that has been used for nighttime landings in Frankfurt since
2005. (See also “Lufthansa and Research,” p page 73.)
Environmental goals and measures concerning noise emissions are found on
p page 59.
Intermodal transport
Integrating different modes of transport
intelligently
AlRail – A building block for the future of travel
Kerosene can also be conserved and emissions avoided by integrating different
modes of transport in an intelligent way. A prime example for this is the AIRail
project, which Lufthansa launched in 2001 together with German Rail and Fraport,
the operator of Frankfurt Airport. AlRail’s long-term goal is to shift short-haul flights
to the railways – at comparable travel times. Apart from ecological aspects, there
are also economic advantages that speak in favor of driving links between air and
rail services forward.
Currently, AIRail allows Lufthansa passengers to travel between Frankfurt Airport
and Cologne or Stuttgart aboard ICE high-speed trains. More than 166,000 passengers took advantage of this offer in 2005. While passenger numbers declined
on both routes compared with 2004, the drop in demand for AIRail services was
2 percent less than that for the flights offered in parallel. The key advantage for
AIRail travelers is the time savings. They may choose, for example, from up to 26
daily rail connections between Cologne and Frankfurt Airport, which has allowed
Lufthansa to withdraw two of its six daily flights on the same route. Furthermore,
the trip by train takes only 57 minutes. By taking “the train to the plane,” travelers
can reduce their connection time in Frankfurt as well as their total travel time
from Cologne to, say, Dallas, Singapore or Johannesburg. Passengers receive
their boarding passes for all connecting flights from Frankfurt at special Lufthansa
check-in counters located in the train stations. There, they can also check in their
baggage for their entire itinerary.
Experts have calculated that under optimum conditions as many as 20,000 shorthaul flights a year in Frankfurt alone could be replaced long-term by train services
within Germany, following the AIRail model. This corresponds to about 4 percent
of all aircraft movements in Frankfurt. As meaningful as such shifts are – they are
not a solution for the existing capacity bottleneck: With a potential of merely 4 percent, the cooperation between transport modes is an important building block in
the transport concept of the future, but it is not an alternative to a capacity-oriented
expansion of Frankfurt Airport.
time:matters – More flexibility, less particulate matter
Another example of an environmentally friendly intermodal system is the logistics
service provider time:matters. This Lufthansa Cargo subsidiary uses aircraft, trains
and cars to get urgent and high-priority shipments to their destinations – and
since 2005 it has even been using bicycles. This novelty makes the logistics
network not only faster and more flexible, but also more environmentally friendly.
Balance 2006
Environment
Currently, the bicycle couriers in 18 German cities are linked to the countrywide
railway courier service of time:matters. This innovation earned the specialized
service provider for particularly urgent cases the so-called Environmental Share,
an award from the Bundesverband Fahrradkurierdienste (German Association of
Bicycle Courier Services). The use of the swift cyclists shortens pickup and delivery times in central city locations and produces neither particulate matter nor other
emissions, is how the jury justified its decision.
Environmental goals and measures concerning intermodal transport are
found on p page 59.
Energy and resource
management
There is always something more to be conserved
At Lufthansa, sustainable business operations do not stop on the ground. All
across the integrated Aviation Group, careful attention is paid to making operational processes – whether in aircraft maintenance or the production of in-flight
meals – as resource-friendly as possible. The following examples demonstrate
how the airline and its subsidiaries successfully conserve energy and freshwater
while avoiding waste materials and wastewater.
Energy
EnergieCheck@LHT: Employees help to conserve energy
Our employees are at the heart of the latest energy-conservation initiative launched
by Lufthansa Technik. This provider of technical aviation services has adopted the
ambitious goal of increasing its competitiveness while advancing climate protection. The first step in the framework of the initiative EnergieCheck@LHT is to lower
non-production-related energy needs in Hamburg, Lufthansa Technik’s largest
location, by 12 percent by the end of 2007. By acting in more environmentallyaware ways, employees can make big contributions to this goal. Last year, Lufthansa Technik started using creative ideas to motivate employees to conserve energy.
“We distributed flyers with thermometers stuck on them, for instance, containing
many tips on heating and airing out,” says Ralf Wunderlich, who is responsible for
environmental protection at Lufthansa Technik. An example: Just lowering a room’s
temperature by a single degree can save as much as 6 percent in terms of the
energy needed to heat it. “We also used heat-sensitive cameras to take pictures of
our buildings at night,” Wunderlich continues. This step was aimed to demonstrate
to employees the energy lost from windows left open overnight. Clearly, the project
EnergieCheck@LHT can only be successful if employees grasp the issue of energy
conservation from the vantage point of their own experience. In this spirit, showing
them the electricity bill for Lufthansa Technik in Hamburg also left a lasting impression: In 2005, it came to 17,260 euros – per day.
LSG Hamburg – “When we freeze, we’ve got to cool”
At its Hamburg production plant, LSG Sky Chefs Deutschland is working to
implement an energy conservation project that is to serve as a model for the
other facilities in Germany and Europe. In 2005, the catering operations in the
Hanseatic city produced about 1.72 million in-flight meals. “We’re having an entirely new cooling system installed,” reports Walter Vreden, who is responsible for
environmental and resource management at LSG Europe/Africa. In spring 2005,
an analysis carried out by an external engineering firm showed that the industrial-
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56
scale kitchen could save about 15 percent of the energy consumed in its cooling,
ventilation, heating and hot-water systems. The refit that began in December 2005
is to be completed by September 2006. At the center of this project, sponsored
by the City of Hamburg, is an innovative type of cooling system, a “frequencycontrolled integrated cooling system with needs-oriented defrost function and
heat recycling.” The fully adjustable system ensures the low temperatures needed
in the deep-freeze and low-temperature areas to store meals. Energy can be
saved above all by defrosting evaporators only when they are iced over. “So far,
evaporators have been defrosted at regular intervals, whether they’re iced over or
not,” Vreden describes the savings effect. Additionally, waste heat from the cooling
system’s compressors is to be used to heat work spaces. “When we freeze, we’ve
got to cool,” the environmental expert says with a wink. Given rising energy prices,
he assumes that the refit will have recovered its cost in three to four years.
Group portrait with the Minister: Erik Hansen, Manager of LSG
operations in Copenhagen (far left), receives the Electricity
Conservation Prize 2005 from Connie Hedegaard, Denmark’s
Minister for the Environment (far right). Also pictured (from
left): Christina Rasmussen and Søren Hansen (Facility
Management LSG Sky Chefs Denmark), Arne Bo Hansen
(ELFOR), Susanne Kannov (Facility Management LSG Sky
Chefs Denmark) and Jesper Hansson (Kopenhagens Energi).
Award-winning commitment of LSG Denmark
Over the past years, LSG Sky Chefs Denmark has been especially successful in
conserving energy. For its efforts, the wholly-owned LSG subsidiary received the
Electricity Conservation Prize 2005 from the Danish energy suppliers. Connie
Hedegaard, Denmark’s Minister for the Environment, presented the award on October 25, 2005 in Copenhagen. LSG Sky Chefs Denmark, which employs 960 people
and produces about 6.2 million meals per year, started optimizing its electricity consumption at the end of 2002. At that time, consumption stood at 5.2 billion kilowatt
hours per year, a value since reduced by 20 percent. Lighting and ventilation offered
the greatest potential: “We saved 630,000 kilowatt hours per year alone by operating our ventilation systems in an efficient manner,” says facility manager Susanne
Kannov. A pleasant side-effect: Energy consumption for heating fell by 29 percent
because now less heat escapes from the system. In addition, the Danish company
currently uses 38 percent less water. Now the entire LSG Group is to benefit from
the experience gathered in Denmark. “We’re passing our insights concerning energy conservation to headquarters in Germany,” says Susanne Kannov.
Training Center Seeheim – Renovation with priority for the environment
Sustainability is playing an important role in the planned refurbishment of the Lufthansa Training Center in Seeheim, near Darmstadt. In early 2005, the airline commissioned a study to make the building, which opened its doors in 1973, fit for the future in
terms of both use and structural fabric. In the beginning, the boarding-school-like
training center was used by the Group’s apprentices; in the meantime, the focus has
shifted to continuing education of employees 30 to 55 years of age. “The issue of lifelong learning is gaining more and more importance,” explains Marco Camboni, who
is responsible for the renovation project. Therefore, the Center is to become a venue
for training courses and events. Lufthansa selected a fitting design in the context of an
architectural competition. What made this competition so different? The Aviation Group
gave the participating architects specific guidelines concerning environmental care.
Operating the building’s technical systems is to consume as little energy as possible,
and solar energy is to be used as well. The Center is to be heated in an environmentally compatible way by using earth heat. “We also didn’t want full air-conditioning. As
the building is located in a forest, it is to be ventilated naturally via the windows,” says
Camboni. Other measures include optimum insulation of the facade and treatment of
wastewater. A further goal is to use materials from the region. “We have granite right
here in the Odenwald, for instance. That we don’t need to import from another country,” the project manager explains. If the Supervisory Board approves current planning,
the building’s renovation will kick off in August 2006. The inauguration of the new
Training Center in Seeheim is scheduled for the third quarter of 2008.
Balance 2006
Environment
Freshwater / Wastewater
Bright idea – The dry cleaning process for aircraft
Wash my back, but don’t get me wet – this formula sums up a process that
Lufthansa Technik has been using since 2001 to clean aircraft: the dry cleaning
process. It requires no water at all. In 2005, the innovative process was used 103
times, or for a little more than a third of all aircraft cleanings. “The dry cleaning
process can always be used whenever aircraft have to stay on the ground a little
longer, as it takes up to three times longer than wet cleanings,” explains Ralf
Wunderlich, Head of Environmental Protection Operations at Lufthansa Technik.
As the cleaning agent corrodes the paint in the long run and as landing gears,
rims and aircraft undersides cannot be cleaned using the dry process, a wet
cleaning takes place after about every three dry cleanings. Lufthansa CityLine has
also been using the environmentally friendly procedure since 2004. Thus, 73 of
140 aircraft were cleaned dry in Hamburg in 2005, while this came to 57 of 77 in
Cologne. Even if wet cleanings remain indispensable for the time being, Charles
Hofer, Environmental Commissioner at Lufthansa CityLine, sees clear advantages:
“During wet cleanings, maintenance work cannot take place. With dry cleanings,
both can be done simultaneously – and that saves time.” In 2006, Lufthansa
Cargo also adopted the dry cleaning process to clean its MD-11s.
When it comes to recycling industrial wastewaters, Lufthansa Technik sets a good
example: In 2005, the treatment of industrial wastewater allowed the conservation
of 22,650 cubic meters of freshwater in Hamburg, according to Ralf Wunderlich.
And the company used 18,000 cubic meters of rainwater in its paint shop and tool
shop, enough to cover 53 percent of the paint shop’s operations-related water
needs. For comparison: In 2004, this was only 6,700 cubic meters (or 40 percent).
Introducing the dry-cleaning process for aircraft in 2001 has
helped particularly to reduce the consumption of solvents and
cleaning agents. This innovative procedure uses only a biodegradable polishing agent.
Dish Wash 21: LSG Sky Chefs reinvents doing the dishes
Every year, LSG Sky Chefs washes enormous quantities of dishes. To cut the
related consumption of water, the catering specialists have developed a unique
conveyor-belt dishwasher. Test operations of the prototype in Brussels were so
successful that other European LSG locations have been equipped with an additional 21 machines of this type. And for good reason: The dishwashing train does
more than just cut water consumption in half and save one-third of dishwashing
detergent. It also puts an end to the tiresome sorting of items to be cleaned, as it
washes glasses, cutlery and porcelain just as reliably as plastic plates and trays.
This became possible because the engineers separated the water tank from the
machine and equipped it with its own water treatment system. This smart move
means that up to three dishwashing machines can be connected to a single tank
and supplied with dishwater via several pump systems – even trolley dishwashers.
Used water flows off, is cleaned and is then fed back into the circuit.
The water savings speaks for itself: “In Brussels, both absolute and relative water
consumption per meal fell in 2005,” says Walter Vreden, Head of Resource
Management at LSG Sky Chefs. He adds: “In absolute terms, we estimate that
4,000 of the 9,385 cubic meters of water conserved can be traced back to the
new dishwashing technology.” Starting in spring 2006, Flugservice International
now also benefits from the economic and ecological advantages of the dishwashing train. This LSG Sky Chefs operation at Frankfurt Airport had four of these
line-type machines and one trolley dishwashing machine installed. They replace
nine conventional dishwashers and one trolley dishwashing machine and receive
their water supply from two water tanks. Unlike the prototype, they conserve “only”
one-third of water. While the majority of dishes in Brussels come from short-haul
57
58
flights and are only slightly dirty, the Frankfurt dishwashers have to fight against
the dried-up food remains from long-haul flights. As this increases the degree of
dirtiness, the dishwater needs to be exchanged every three days. In Brussels, by
contrast, it may be used up to seven days.
Waste
An ionic chromatograph in the chemical laboratory for water
analysis at Lufthansa Technik in Hamburg.
Ideas for waste – Careful use of hazardous substances
Avoiding waste is the best type of waste management. As this is not always
possible, the Lufthansa Group continuously evaluates its waste management for
hidden optimization potentials. Thus, Lufthansa Technik systematically collects
used oil and kerosene, along with many other substances, for recycling. There
are up to 160 types of waste at the Hamburg location, including many hazardous
substances. Ralf Wunderlich, Environmental Commissioner at Lufthansa Technik,
explains why: “In the process of maintenance, we strip aircraft down to their parts.
As each part requires a specific treatment, we’re quickly dealing with a multitude
of substances. These range from cleaning agents for wheel rims, paint strippers
and glues to paints, acids and caustic solutions. And of course, all of these have
to be disposed of in individual and environmentally compatible ways.”
To regulate the handling of substances that are harmful for health and the environment in a uniform manner, Lufthansa Technik has employed a companywide
hazardous-substances policy for over 10 years. This policy is also binding for all
suppliers. “Our goal is to replace hazardous substances with less dangerous ones
– without lowering the safety or quality standards associated with our maintenance
processes,” Wunderlich adds. Moreover, a web-based information system called
eGIS explains how to handle hazardous substances correctly and describes their
characteristics. All technicians have access to this database via the company’s
intranet.
With the goal of reducing solvent emissions, two closed units for cleaning spray
paint pistols went into service in Hamburg in fall 2005. As solvents now stay in
a closed circuit, they can be used several times. In this way, the consumption of
solvents is set to decline substantially over the years ahead – as will the volume of
related emissions.
Environmental goals and measures concerning energy and resource
management are found on p page 61.
Balance 2006
Environment
Goal reached
Not reached
Goal remains valid
!
New goal
Environmental management / Communications / Training / Suppliers and contractual partners
Key environmental goals
Environmental measure(s)
Degree of attainment
Improve internal and external sustainability communications.
Reporting of environmental and social issues in
Lufthansa’s Annual Report, organization of regular internal
road shows on environmental and social issues within the
Group. Expansion of our Internet presence.
Issues related to sustainability have been included in the
Lufthansa Annual Report since 2004 (in the Annual Report
2005, the subject of sustainability was covered in the
Situation Report for the first time). The Internet presence is
continuously updated and improved (relaunch planned for
2006). Quantitative and qualitative expansion of text covering social responsibility issues in the report Balance.
Expand and optimize the Group-wide
environmental database.
Integration of further environmental data; development
of a module to automatically import performance and
consumption data from Route and Network Profitability for
Lufthansa Passenger Division.
Environmental database was introduced in 2003. Transfer
to SAP base took place in 2005.
Expand the offerings of detailed environmental information for employees
and integrate environmental subjects
into existing communications concepts.
Integration of issues related to the environment into existing training concepts (ongoing).
Environmental subjects are an integral part of basic
training for flight attendants and basic courses for pilots,
as well as training and continuing education of technical
employees.
Influence suppliers and contractual
partners.
Information to suppliers and contractual partners about
Lufthansa’s environmental standards.
Ongoing process.
High standards of environmental efficiency for acquisitions
of new aircraft, engines and equipment.
Are continuously applied in the purchase process of new
aircraft, engines and equipment.
Reduce noise emissions in the vicinity
of airports.
Support for the use of the Continuous Descent Approach
(CDA) to reduce aircraft noise during nighttime hours.
The procedure was introduced in 2005 in Frankfurt.
Launch research and development
project to identify noise-reduction
options on the aircraft frame and in
flight procedures.
Initiation and guidance of an interdisciplinary research
project (FREQUENZ) in coordination with eight partners
from industry, universities and large research institutions.
Goal is to develop and validate concepts and refitting
measures to reduce noise at the source. Project duration
until end of 2007.
Project was launched at the start of 2004. Initial milestones
have been reached successfully.
Main project partner in the interdisciplinary research
project “Noise-Optimized Approach and Departure Procedures” (LAnAb). Using an advanced simulation program
from DLR, the assessment of flight procedures with regard
to noise development is set to improve significantly. Project runs until end of 2006.
By carrying out noise measuring flights, Lufthansa contributed decisively to creating (A319: 2001) and expanding
(A319: 2004) a database on aircraft noise sources, which
is necessary to run the simulation program.
Create intelligent mobility concepts in
cooperation with railway operators in
order to shift short-haul traffic to the
rails.
Introduction of AIRail connections on certain short-haul
routes.
In March 2001, AIRail connections between Frankfurt
Airport and Stuttgart Central Station were launched
(currently 13x daily). In May 2003, the route Frankfurt
Airport–Cologne Central Station was added (currently
26x daily). Thus, two of six flights between Frankfurt and
Cologne could be withdrawn. The route Frankfurt Airport–
Dusseldorf Central Station is to be assessed as soon as
Deutsche Bahn’s timetable better suits our requirements.
Create intelligent mobility concepts in
cooperation with Fraport.
Support an IT-based exchange of dynamic car pools via
mobile phone.
In January 2006, a working version of software was
available.
Expand the combined rail-and-road
transport at Lufthansa Cargo.
Add further routes.
Since January 2003, Lufthansa Cargo has used 50-55
scheduled rail services a week (including ad-hoc capacities) between Freiburg (southern Germany) and Novara
(Italy) and between Wörgl (Austria) and Trento (Italy). This
helps avoid about 750,000 truck kilometers a year.
Status
Noise
Status
Intermodal transport
Status
59
60
Goal reached
Not reached
!
Goal remains valid
New goal
Fuel consumption / Emissions
Reduce 1991 specific fuel consumption
of the passenger fleets by 33 percent
by 2008, and by 38 percent by 2012.
Achieve related reduction in specific
emissions of pollutants.
Status
From 1991 to 2005 the Group’s passenger fleets achieved
an overall reduction of 29.2%; thus, 89% of the reduction
goal set for 2008 has already been achieved.
Acquisition and operation of modern and environmentally
compatible types of aircraft.
Acquisition and operation of 17 A340-600s (since Oct.
2003), 10 A330-300s (since 2004), 5 MD-11s (since
2005), 15 A380-800s (from 2008), 12 CRJ900s (from June
2006). On Dec. 31, 2005, 10 A340-600s, 10 A330-300s
and 5 MD-11s were being operated.
Use of variable flight speeds to take greater advantage of
jet streams and other variables during long-haul flights.
Launched at the end of February 2005. In 2005, this
measure helped conserve about 22,500 tons of fuel. This
corresponds to avoiding about 71,000 tons of CO2 emissions. In 2006, this measure is expected to help conserve
about 27,000 tons of fuel.
Introduction of an optimized reserve fuel procedure, to
minimize fuel consumption and emissions of pollutants by
determining fuel requirements more accurately.
Launched in February 2006. This measure is expected
to help conserve about 17,000 tons of fuel per year. This
corresponds to avoiding about 54,000 tons of CO2 emissions a year.
Optimization of the of freshwater quantities carried on
long-haul flights.
This measure is expected to help conserve about 1,500
tons of fuel per year; this corresponds to about 4,700 tons
of CO2 emissions.
Optimization of flight routings in the Asian region and
resulting reduction in fuel consumption and emissions.
On routes where this procedure has been introduced, about
1% of fuel has been saved and emissions reduced accordingly. In 2004, work began to optimize the Hong Kong route
specifically. This has resulted in a time savings of 15-20
minutes per flight, a reduction of fuel consumption by about
1,800 tons per year and a reduction of 5,500 tons of CO2
emissions. In 2005, the route to Canton was optimized. This
resulted in an annual savings of about 1,000 tons of fuel
and a reduction of about 3,150 tons in CO2 emissions.
By flying at lower speeds, the average kerosene consumption of the continental and intercontinental fleets is to
be reduced.
Measure is to be implemented in 2006.
!
A new, efficient and cost-effective procedure for regular
engine cleanings is to increase engine efficiency and thus
reduce consumption at the same level of performance.
Work toward the introduction of uniform
standards to calculate specific fuel consumption at the AEA level by 2005.
!
Installation of new-generation seats manufactured by
Recaro and B/E Aerospace on the aircraft of Lufthansa’s
European fleet. These new seats have been specifically
adapted to Lufthansa’s requirements. Their weight is lower,
which will mean a reduction in fuel consumption and
related emissions of pollutants for the Lufthansa fleet.
The installation of the new seats is to be completed by
October 2006. For the entire European fleet, the annual
reduction in kerosene consumption (adjusted for capacity
changes) is expected to be about 3,750 tons (which corresponds to about 12,000 tons of CO2 emissions).
Development of a concept for the statistical analysis of
quantities of extra fuel actually used by Lufthansa CityLine;
in addition, measures to make pilots sensitive to this issue
(by 12/2006).
See Environmental Report of Lufthansa CityLine.
Development of a concept for equipping the CRJ 200
fleet with an automated thrust management system (by
12/2006).
Concept to be developed by 12/2006.
Coordination of discussions within the AEA’s Environmental Working Group.
Concept has been developed. Coordination within the
AEA has not yet been obtained. Goal to remain valid until
2007.
!
!
!
Balance 2006
Environment
Energy and resource management / Alternative energy sources
Improve the Group-wide energy
management.
Establish a Group-wide energy forum in the context of
Facility Management.
A forum for regular information exchanges concerning
energy issues has been established.
Installation of a new, software-supported capture and
analysis system for energy consumption data. This allows
timely and accurate localization of performance and
consumption peaks. Continuous data capture enables
structured purchase of electricity.
To be implemented at Lufthansa’s Frankfurt Base in 2006.
Construction of the Lufthansa Aviation Center as a “low
energy building” by using a system of thermoactive construction components, highly insulating elements for the
facade, a heat recycling system and other measures. As
a result, the new building will require only up to one-third
of the energy a comparable conventional building would
consume.
The new office building is to be occupied in July 2006.
The airline has set high utilization and environmental
standards for the renovation and redesign of the Lufthansa
Training Center in Seeheim. Currently, the feasibility of
integrating a photovoltaic installation into the building and
installing a solar thermal energy collection system on the
roof are being evaluated from a planning perspective.
Furthermore, the use of a geothermal energy system to
generate heat is being assessed. In addition, materials primarily from regional production are to be used whenever
possible.
New measure. Start of the renovation in August 2006.
For planning and construction of a new catering building,
contemporary heat and energy technology are taken into
account. Among other measures, the use of a rainwater
seeping system, roof planting, preconditioning of air in a
low-elevation basement and the use of a heat recovery
system are being assessed. In addition, closed ramp
doors and the use of district heating instead of conventional heating can help achieve substantial energy savings.
New measure. The start of construction in planned for
2006/2007.
Reduction of non-production-related energy consumption
at Lufthansa Technik by 12% by the end of 2007.
Program EnergyCheck@LHT introduced.
Reduce the specific energy consumption per meal at LSG’s European and
African locations to 1.45 kWh on average by 2010.
Increase utilization of catering operations. Conduct
detailed monitoring of energy consumption at the
individual locations.
In 2005, the average specific energy consumption per
meal was 1.61 kWh.
Reduce consumption of.
Increase the share of aircraft cleaned with a dry process.
Lufthansa Technik has further increased the number of
dry aircraft cleanings. Lufthansa CityLine also uses the dry
process at its Cologne and Hamburg locations. In 2006,
the dry cleaning process is also to be introduced at the
Munich location.
Reduce the specific water consumption
per meal at LSG‘s European and African
locations to 6.8 liters on average by the
end of 2010.
Increase utilization of catering operations. Step-by-step
introduction of newly developed high-efficiency dishwashing machines at the European locations. Detailed
monitoring of energy consumption at individual locations.
In 2005, average specific water consumption per meal
was 7.73 liters.
Reduce average weather-related consumption of deicing fluid by 10% below
2002/2003 levels by 2007.
Use of a monitoring system developed in-house to reduce
the consumption of deicing fluid (HUSKY).
Due to cold temperatures during the winter 2005/2006,
average consumption of deicing fluid increased by 5%
over the preceding year. Nevertheless, the consumption
of deicing fluid in winter 2005/2006 could be reduced by
7.6% below winter 2002/2003. Despite heavy snowfall at
times, consumption levels could be cut significantly.
Make consistent use of paper-free
means of communications.
Installation of a suitable IT infrastructure as an alternative
for paper archiving; adherence to and monitoring of
processes.
Step-by-step digitalization of documents and files. Digitalization of documents has lead to a reduction in paper
consumption of 20% in some areas. The digitalization of
paper documents will be intensified.
In some areas, laser printers with a second paper tray
have been purchased, allowing used paper (reverse side)
to be used for internal printouts.
Ongoing process.
Conversion of Lufthansa’s internal and external media as
well as all printing and photocopying for internal use from
fresh-fiber paper to recycling paper.
Conversion of additional internal media has been accomplished. Lufthansa CityLine has already changed all paper
used for internal copying and printing to recycling paper.
The Lufthansa Sustainability Report Balance has been
printed on 100% recycling paper since 2005.
Take aspects of energy and resource
conservation into account when planning, constructing and modernizing
buildings of Deutsche Lufthansa AG.
Reduce the use of paper made from
fresh fibers.
Status
!
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!
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Lufthansa
protects its
heraldic bird
Lufthansa’s Environmental Sponsorship
Program has been committed to protecting
the bird depicted in its “coat of arms” and
its habitats for many years – at both the
national and international levels. Since
2003 Lufthansa has also supported the
South African Crane Working Group, which
combines the protection of endangered
species with educational programs.
The gray crowned crane
(Balearica regulorum) is
one of the most beautiful,
but also one of the most
threatened crane species.
Heralds from heaven, bearers of good luck: The crane has given
wings to human fantasy since time immemorial. Yet despite the
almost mystical reverence it enjoys in many cultures, this big,
charismatic bird is flying into an uncertain future. The culprit here
is the advancing destruction of crane habitats, which has resulted
in ten of 15 crane species worldwide joining the endangered list. A
sobering bottom line, not only for ornithologists.
To counteract this development, Lufthansa has taken an active part
in the protection of the bird in its corporate logo for more than 30
years. What once began as the ad-hoc sponsorship of isolated
activities has since evolved into a central focus of Lufthansa’s Environmental Sponsoring. The airlines’ support for numerous crane
protection projects in Germany and abroad underlines its commit-
ment in the area of Corporate Social Responsibility (see table on
p page 65). “Lufthansa operates worldwide, and that’s why we also
assume responsibility for environmental protection on a worldwide
scale. Especially since our core business is linked to burdens
for the ecosystems,” emphasizes Lutz Laemmerhold, Head of
Lufthansa’s Environmental Sponsorship Program.
Advocate of South African cranes
For this reason, financial support for the South African Crane Working Group (SACWG) has been one of the project emphases of
Lufthansa’s Environmental Sponsoring for the last three years. Fully
committed to ensuring the survival of the South African cranes,
SACWG has successfully championed the cause of the wattled
crane, blue crane and gray crowned crane since 1995. Population
Balance 2006
Crane Protection Germany
In 1991, Lufthansa, Naturschutzbund Deutschland (NABU) and WWF-Deutschland
jointly founded the syndicate “Crane Protection Germany.” The goal of this species
protection organization is to conserve the most important breeding, gathering and
resting areas for cranes in Germany. As a member of this initiative, Lufthansa also
supports the Crane Information Center in Groß Mohrdorf, near Stralsund. This info
point and meeting place is located at one of the biggest crane resting areas in
central Europe. Every spring and fall, up to 40,000 of these large, elegant birds find
varied food sources and undisturbed rest in the coastal waters of the National Park
“Vorpommersche Boddenlandschaft.” Furthermore, Lufthansa supports numerous
scientific research projects that collect data on the evolution of populations and
migrating behaviors.
figures demonstrate that this fight can bear no delay: For example,
the highly endangered wattled crane, at a mere 235 birds, is now
facing extinction. There is also cause for concern regarding the
gray crowned crane, which is considered the undisputed star
among cranes due to its colorful plumage and impressive head
feathers. In its native habitats in South Africa and Zimbabwe, populations have dropped to a total of 8,000 to 12,000 birds.
Only the blue crane is doing comparatively well at the moment.
It has benefited from a dedicated protection program, which has
helped to boost its numbers from 15,000 in 1990 to 25,000 birds
today. Even if South Africa’s national bird has managed to avoid
the threat of extinction thus far, the situation remains serious.
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Balance 2006
On the one hand, this perilous state is the result of unrelenting
urbanization pressures caused by unrestrained growth of human
populations. On the other hand, South Africa is an arid country,
with only 11.4 percent of its surface being suitable for agriculture.
To satisfy their hunger for ever more land surfaces, human beings
increasingly drain the few wetlands and construct on pastures. In
the fields, in particular, misfortune never seems to let up for the
“lucky” birds: Many who become entangled in discarded bits of
string are unable to free themselves – so they die in agony. Collisions with the pylons of high-voltage lines and fences around pastures are also fatal in many cases. Mining, forestry, erosion, tourism
and the illegal trade in crane eggs contribute further to driving the
Earth’s largest flying bird out of its habitats.
create a linguistic bridge to people living in rural areas. Intensive
lobbying of local institutions, municipalities and environmental protection authorities is also a fixed item on the agenda of the South
African Crane Working Group.
Importance of local initiatives
There is no doubt that cross-border agreements, laws and cooperations are indispensable in order to protect migrating species of
animals. Nevertheless, the impact of such measures is limited. The
global conference on the protection of biodiversity, which closed
in March 2006 in Brazil with no discernible results for species protection, again illustrated this fact. Local initiatives such as SACWG,
therefore, will only gain in importance. Meanwhile, the environmental conservationists on the Cape can count on continued active
support from Lufthansa.
•
The goal of the educational programs is
to sensitize farmers and those living in
rural areas to the importance of protecting
nature and species – by teaching basic
knowledge of crane biology and hands-on
tips on how to avert dangers to cranes.
Lufthansa supports the crane-protection activities of these organizations with financial, logistical and communications resources:
Organization
Sponsored activities
Crane Protection Germany
p Measures to protect crane breeding,
gathering and resting areas in Germany and abroad.
p
www.kraniche.de
Education in ecology
To ensure their survival, the South African cranes need a functioning network of resting, gathering and nesting areas. Ecological
measures to ensure their existence are no longer sufficient. That is
why made-to-measure educational programs also have a central
role in the species protection concept of SACWG.
The goal of the educational programs is to sensitize farmers and
those living in rural areas to the importance of protecting nature
and species – by teaching basic knowledge of crane biology and
hands-on tips on how to avert dangers to cranes. This is urgently
necessary: Given that its original habitats have been destroyed, the
blue crane lays its eggs ever more frequently in grain fields and
sheep pastures. But many farmers do not know that crane parents
protect their nests by crouching flat on the ground. Should the
farmers then work the fields with their tractors, this amounts to the
death penalty for the birds and their nests.
p Crane Information Center in Groß
Mohrdorf, in the Rügen-Bock region
of Mecklenburg-Western Pomerania.
p Delivery of a new VW van in March
2006. This “Crane Shuttle” takes
groups of visitors to the cranes’ resting areas and is used for observation
and research purposes.
European Nature Heritage
Fund – Euronatur
p
International Crane
Foundation (ICF)
p
To convince farmers to protect cranes, regional SACWG coordinators travel up and down the country. In the Western Cape province
and in KwaZulu-Natal, conservationists also run a successful
cooperation with other organizations such as the Overberg
Crane Group and the KZN Crane Foundation. Thanks to a series
of brochures co-financed by Lufthansa, the crane enthusiasts
no longer need to knock on doors empty-handed. As these
brochures are available in both English and Afrikaans, they also
www.euronatur.org
www.savingcranes.org
South African Crane
Working Group (SACWG)
p
www.ewt.org.za
p Nature conservation projects in
Spain and Israel. In northern Israel’s
Hula Valley, for example, the work of
ornithologists, farmers, nature conservationists and regional administrations
is reinforced to conserve habitats for
millions of migratory birds.
p Projects to protect the crane in the
USA (where the organization has
its headquarters) and worldwide.
Financial and logistical support for
the organization of crane conventions
and congresses, which serve to
exchange and transfer knowledge.
p Projects to protect the South African
crane species wattled crane, blue
crane and the South African gray
crowned crane, and their habitats.
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Social projects and
sponsoring
Lufthansa supports people, the environment and
culture
Companies have responsibilities toward society as
a whole. Shareholders and stakeholders, therefore,
also take an increasing interest in a company’s
ecological, social and ethical goals. Such goals have
a firm place in the policies of the Lufthansa Group.
For many years, the airline has supported projects to conserve habitats and biodiversity, to make globalization socially responsible and to help improve understanding between peoples. Here is an overview:
Lufthansa employees lend a helping hand
A full dozen – HelpAlliance projects in 2005
p
Benin: School and training programs for girls and
young women in rural areas
p
Bangalore, southern India: Education and training for
children and adolescents in difficulty
p
Brazil: Support for a children’s home in a social trouble spot
p
Rumania and Zambia: Aid supplies for orphanages
and a children’s village for AIDS orphans
p
Kenya: Construction of bush hospitals
p
Senegal: Infrastructure and training projects in a slum
p
Obizi, Nigeria: Renovation of a bush hospital
p
Khandwa and Indore, central India: Operation of
boarding schools
p
Thailand: Schooling for orphans
p
Bangalore, southern India: Opening of two kindergartens and one preschool
p
Chennai, India: Kindergarten project in a slum
p
Lagos, Nigeria: Orphanage and village school project
In addition, the HelpAlliance supported other projects
in 2005 with one-time donations.
HelpAlliance – Employees build bridges around the world
The HelpAlliance’s name sums up its program: Founded in 1999 by Lufthansa
employees, the globally active association supports about a dozen social aid
projects in the “third world.” These include start-up businesses, educational facilities, orphanages, street-kid projects and rural hospitals. The HelpAlliance, whose
members monitor these projects on location, has received financial and logistical
support from Lufthansa since its inception. In addition, Lufthansa has been collecting foreign-exchange coins and bills donated by passengers on long-haul flights
since 2001 in the framework of its on-board campaign “Small Change for Big
Help.” Close to 295,000 euros were collected in this way in 2005 alone – this is
57,000 euros more than the year before.
For the HelpAlliance, the year 2005 was marked by two natural disasters: the tsunami in southeast Asia in December 2004 and the major earthquake in Pakistan
in October 2005. In those areas of India, Sri Lanka, Thailand and Indonesia that
were especially hard hit by the tidal wave, the Group-board-supported aid initiative
“A Future for Kids,” launched immediately in 2004, was continued successfully last
year. Here, 5,000 employees donated a total of 14,000 work hours. Not only did
Lufthansa turn the value of this time into cash – 300,000 euros – but the airline
also made a starting donation of 100,000 euros. As both amounts were doubled
by the company’s Board of Management and cash donations were received from
employees and people around Germany, the HelpAlliance’s tsunami aid reached
a total of 1.05 million euros in 2005.
Shortly following the earthquake on October 3, 2005, 35,000 euros donated
by concerned Lufthansa employees had already been transferred to a special
account set up by the HelpAlliance. In December, the employee organization decided to invest some of this money in the construction of 35 emergency housing
units – a project of Germany’s Technical Relief Organization, which was completed successfully at the end of March 2006. Each of the simple tunnel-shaped buildings offers living space for one family and gives people living in a region shaken
by earthquakes and landslides a safe intermediary solution, until they have rebuilt
their destroyed houses. The remaining money is to help other homeless families
put a roof over their heads again.
p www.help-alliance.com
Balance 2006
Development of donations from the HelpAlliance’s onboard collection program “Small Change for Big Help”
p
p
p
p
p
2001:
2002:
2003:
2004:
2005:
€ 207,175
€ 232,692
€ 216,539
€ 238,023
€ 294,870
Program launch: May 2001
Start of Condor’s participation: October 2003
Worldwide sponsoring
All around the world, Lufthansa employees offer their aid and support to people
who do not find themselves “on the sunny side of the street.” Thus, our employees in Singapore regularly sponsor tickets to support cultural and charity events.
LSG Sky Chefs in London volunteered their culinary expertise again in 2005 to
pamper residents and visitors in care homes for the elderly. Donations collected
and coordinated by Lufthansa employees in New York are meanwhile ensuring
basic survival for victims of the tsunami in southeast Asia and hurricane Katrina in
New Orleans. Last but not least, Lufthansa employees in Teheran have committed
themselves to helping the victims of the earthquake in Bam.
“Junior Round Table” – Young Lufthansa employees are highly motivated
Social involvement is not the hallmark of the HelpAlliance alone. In a similar spirit,
the network program “Junior Round Table” offers junior employees opportunities
to contribute to public welfare outside of their working hours. In September 2005,
many of these young Lufthansa employees participated in the “Run for More
Time,” which benefited an AIDS support organization in Frankfurt. A month later,
they lent a helping hand to a winegrower in Eltville for the harvest of pinot noir
grapes. Moreover, the airline’s youngsters organized a stand at a flea market,
whose proceeds are to fund future activities of the Junior Round Table. In December, they surprised the boys and girls at a Frankfurt children’s home with 111
colorfully wrapped Christmas packages, containing toys, books, DVDs, cassettes
and other popular items; Lufthansa employees from as far afield as Singapore
and Verona took part in this project. With the gifts also came a donation of 1,660
euros for child therapy sessions. The Junior Round Table network is currently
active in Frankfurt, Hamburg and Cologne and counts 400 members. Besides
presentations from members of the Executive Board and other top managers, the
junior employees benefit from regular guided visits, social gatherings and cultural
events. For 2006 the “juniors” have again set their sights high.
Corporate citizenship set to music – The Lufthansa Festival of
Baroque Music
All paths lead to London – at least for the lovers of early European music. Every
year, in early summer, the British capital offers a special treat for the ears: the
renowned Lufthansa Festival of Baroque Music. For more than 20 years, Lufthansa
has sponsored this musical highlight to the delight of people from all around
the world. The cultural event features ten to fifteen concerts of Baroque music
performed according to historical practices – which took place in the St. James’s
Church in Piccadilly until 1997. As the venue had become far too small for the
ever-growing audiences, the festival moved to the Baroque church of St. John’s
Smith Square in 1998. In addition, one concert is given each year at the venerable
Westminster Abbey. The festival is famous for its exquisite programming and firstrate musicians. In 2006, it will expand its traditional Baroque repertoire for the first
time – embarking on a musical exploration that is to investigate the common roots
of baroque, contemporary, jazz and world music.
p www.lufthansafestival.org.uk
A highlight of London’s cultural life: The Lufthansa Festival of
Baroque Music. James O’Donnell conducts the St. James’s
Baroque Players and the Westminster Abbey Choir.
Award-winning – The international network “Living Lakes”
Water is life. To help preserve the most important resource for human beings and
animals, Lufthansa has given its support to the international network “Living Lakes”
for the last eight years. Since its foundation by Deutsche Umwelthilfe and the Global Nature Fund (GNF) in 1998, it has been working for the protection, promotion,
revitalization and rehabilitation of lakes and wetlands on all five continents. The
network currently counts 41 lake regions worldwide, including Lake Constance,
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68
Lake Baikal in Russia and Lake St. Lucia in South Africa. Not only do such lakes
play a key role as nursery and habitat for countless species of fish, insects and
birds, but they also supply vital freshwater for human consumption. In the framework of the “United Nations Decade of Education for Sustainable Development,
2005-2014,” Living Lakes was designated as official Decade Project. Lufthansa
supports this project with financial and in-kind contributions and by promoting the
specific nature protection projects of the local lake partners.
Furthermore, Lufthansa has been a partner of “Nature Summer Camps,” an initiative launched by the GNF, since 2004. It gives Lufthansa employees and their
family members the opportunity to make a contribution to environmental protection by doing volunteer work in one of the Living Lakes regions. In 2005, a total
of 57 participants traveled to Estonia, Russia, China or South Africa to experience
a vacation of a slightly different kind. On location, they worked hand in hand with
local environmental protection organizations for two to four weeks to help conserve natural and cultural landscapes and to promote sustainable tourism. This
summer, Lufthansa Group employees are again making a commitment to environmental care projects in selected Living Lakes regions.
p www.livinglakes.org
p www.globalnature.org
Regenerating instead of despoiling – Pilot project “RainforestationFarming”
Uncontrolled logging and fire clearances have destroyed the greatest part of rain
forests on the 7,000 islands of the Philippines: While 60 percent of the surface was
covered by rain forest about 40 years ago, this figure has plummeted to a mere 7
percent today. To help put an end to this demise of nature, Lufthansa supports the
pilot project “Rainforestation-Farming” – an initiative of the environmental foundation
Euronatur, Hohenheim University (Stuttgart) and Leyte State University – on the
Philippine island of Leyte. The project’s goal is to regenerate cleared rain forests by
planting species-rich secondary forest and thus to conserve unique biodiversity.
Besides, the future-oriented pilot project permits small farmers to apply methods
of sustainable agriculture in harmony with nature. The proof: In the northern part of
Leyte, the combination of close-to-nature forestry and agricultural production has
turned previous palm monocultures into natural forests in just a few years’ time.
These forests produce fruit, rattan, hardwoods and softwoods, all products that give
farmers an economic base without destroying the forest.
In 2005, the reforestation project on Leyte included 30 experimental areas; beyond
that, another 11,000 hectares of land were revitalized countrywide. Lufthansa hopes
that “Rainforestation-Farming” will take root all over southeast Asia and in other
tropical countries. “Natural disasters, such as the mudslides in February 2006 in the
southern part of Leyte, demonstrate just how important such projects are,” emphasizes Lutz Laemmerhold, Head of Lufthansa’s Environmental Sponsorship Program.
The reason: Reforesting cleared surfaces with species-rich woods is the key to
stabilizing soils over the long term and to preventing further erosions. The chances
are good here: At Hohenheim University, visiting scholars from Leyte State University
acquire the basic knowledge in the field of tropical ecology they later need to guide
small farmers in a targeted manner.
p www.euronatur.org
Balance 2006
Lufthansa in-flight video goes to battle for endangered species
Statistically, yet another animal or plant species is lost forever every 20 minutes.
This includes many species whose very existence is never known to humans.
The causes of this widespread extinction of species, however, are known: habitat
destruction, overfishing and commercial interests. Not least, tourism contributes to
this development as well, especially when it does not take the ecological characteristics of destination countries sufficiently into account. To make travelers more
sensitive to species protection, the Lufthansa Environmental Sponsorship Program
joined the environmental protection foundation Euronatur, Germany’s Federal
Ministry for the Environment and Nature Conservation, and the Bonn Convention
on the Conservation of Migratory Species (CMS) to produce a short video. Under
the title “Living Planet – Fascination Nature,” this seven-minute documentary,
which is shown on selected long-haul flights, promotes the respectful treatment
of natural resources in holiday regions – by showing fascinating shots of tropical
rain forests, underwater worlds and other natural landscapes. Thanks to numerous
High standards for animal protection
Lufthansa Cargo respects animals as feeling creatures – and therefore transports them only according
to the strictest of regulations. For starters, before each shipment shippers have to prove beyond a
doubt that animals are of legal origin. Since 2001, this Group company has been especially strict when
it comes to animals caught in the wild. If they are to be transported for purely commercial motives,
Lufthansa Cargo refuses the shipment. Whales and dolphins, as well as species covered by the
Washington Convention on International Trade in Endangered Species (CITES), are generally excluded
from carriage.
Tarsiers have become the symbol of the rain forest revitalization project “Rainforestation Farming.”
Whether animal shipments take place successfully depends above all on the conditions under which
they are performed. To this end, Lufthansa Cargo has been cooperating with international animal and
species protection organizations for many years.
practical tips and facts regarding environmentally-aware ways of behaving on
location, this film and the accompanying 16-page brochure create an excellent
medium for environmental education for people of all ages. It can be ordered at
http://responsibility.lufthansa.com.
CMS
Focus on migratory species
In 2004, the Convention on the Conservation of Migratory Species of Wild Animals
(CMS) celebrated its 25th anniversary. Since 1979, it has held a protecting hand
over 8,000 to 10,000 species, which include not only migratory birds – such as
the crane – but also whales, sturgeons, butterflies, bats, antelopes and elephants.
To mark this anniversary, Lufthansa and National Geographic Deutschland have
endowed an international dissertation prize. The “UNEP / CMS Thesis Award,”
which includes prize money of 10,000 euros, was given for the first time in 2005.
American biologist Dr. Zeb Hogan was honored for his work on the migratory
giant Mekong catfish: This freshwater fish, which can reach a length of 3 meters
and a weight of 350 kilos, is fighting for its survival in the southeast-Asian river
Mekong.
To support and promote the convention, Lufthansa also takes an active role in the
newly-founded support network “Friends of CMS.”
p www.cms.int
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Research at Lufthansa
Assessing the effects of air transport on the
environment objectively requires target-oriented
research. That is why Lufthansa supports a broad
range of scientific projects. The results such research
generates form the basis for effective environmental
care at the Aviation Group.
EU network AERONET
Network for the coordination of European research projects on
aviation issues
The network AERONET gathers together important players in European aviation:
the aircraft industry, airlines, airport operators, research institutions, public authorities and political representatives. The project’s goal is to facilitate the exchange of
experience and knowledge, and to smooth the path for the competitive and environmentally compatible development of Europe’s aerospace industry.
AERONET is particularly committed to advancing aircraft and engine technology.
Besides, the network is investigating measures related to traffic organization aimed
at lowering emissions of CO2 and other pollutants. In this context, AERONET has
not only adopted the “Vision 2020 for European Aviation,” but it also counts on
the related Strategic Research Agenda of the Advisory Council for Aeronautics
Research in Europe (ACARE). The latter has formulated concrete reduction goals:
CO2 emissions are to be cut by 50 percent by 2020, and nitrogen oxide emissions by even 80 percent.
p www.aero-net.org
En route every day: For the last 12 years, the MOZAIC sensors
have routinely supplied data for climate research.
EU research project MOZAIC
Atmospheric research on long-haul flights
In the context of MOZAIC (Measurement of ozone, water vapor, carbon monoxide
and nitrogen oxides aboard Airbus in-service aircraft), five long-haul Airbus A340300s did daily duty in 2005 – two of these at Lufthansa. These aircraft have been
equipped with highly sensitive sensors, which during flight continuously measure
the atmosphere’s content of ozone, water vapor, carbon monoxide and nitrogen
oxides. The results of this research have made an important contribution to increasing the accuracy of global climatic models, which are used in turn to calculate climate changes. About 2,300 flights per year have taken place since 1994.
At the beginning of 2004, ten years after the project’s launch, the EU’s financial
support for this project ran out. Given the project’s pivotal role for climate research,
the participating airlines and research institutes have decided to continue the
measurements under their own financing until 2007.
p www.fz-juelich.de
EU research program CARIBIC
Atmospheric measurement laboratory aboard the “Leverkusen”
Like MOZAIC, the European project CARIBIC (Civil Aircraft for the Regular
Investigation of the Atmosphere Based on an Instrument Container) serves basic
research on the atmosphere. Since December 2004, a container filled with scien-
Balance 2006
tific instruments weighing 1.6 tons has been regularly loaded into the cargo hold
of the Lufthansa Airbus A340-600 “Leverkusen.” During these flights, 20 scientific
instruments installed in the container measure numerous trace gases as well as
the concentration and distribution of aerosols.
For this purpose, ambient air is fed to the container by means of a dedicated air
inlet system on the aircraft’s fuselage. There, the air is analyzed online. In addition, 28 air samples are stored for later analysis in a laboratory. The schedule for
2005 comprised 32 flights. Emphasis was placed on the routes Frankfurt–Sao
Paulo–Santiago de Chile and Frankfurt–Canton–Manila. This approach allowed an
investigation not only of the differences between the northern and southern hemispheres but also of the effects from air pollution in Asia.
p www.caribic-atmospheric.com
EU research project IAGOS
Development of an infrastructure to observe the Earth’s atmosphere on a
global scale with support from civil aviation
IAGOS (Integration of routine Aircraft measurements into a Global Observing
System) is a further development of the MOZAIC project. Ten partners from the
research sector and the aviation industry participate in it. Launched in April 2005,
IAGOS is to make a substantial contribution to the creation of an atmospheremonitoring network by 2008. The goal is to set up a measuring infrastructure
that allows civil aircraft in flight to routinely record data on trace gases, aerosols
and clouds – worldwide and on a broad basis. At the center of these research
efforts are lightweight low-maintenance instruments that can be integrated into an
airline’s operations in an efficient manner. These newly developed instruments are
to be tested initially aboard Lufthansa aircraft. The data IAGOS is set to generate
will be of central importance for climate research and the Numerical Weather
Report.
p www.fz-juelich.de/icg/icg-ii/iagos
Nitrogen concentrations over Asia between January 2003
and June 2004, as measured by satellites: Such air mass
measurements made by satellites need to be validated. This
can be done ideally with measurements made by aircraft,
which, unlike satellites, measure on the spot.
Measuring the emissions of jet engines
Determining engine emissions characteristics over the long term
In 2001, Lufthansa Technik and the Institute for Meteorology and Climate Research
in Karlsruhe (imk-ifu) jointly launched a measuring program. Its goal was to obtain
accurate data on changes in emissions and the overall efficiency of engines,
depending on hours of operation, maintenance and flight cycles. For this purpose,
emissions components were measured in the exhaust jets of specific engines on
two Lufthansa Airbus A340-300s after every 1,000 hours of operation. The data
allowed scientists to formulate emissions indices that characterize the corresponding state of an engine. Data analysis has been concluded, and the final report is
currently being worked on.
p imk-ifu.fzk.de
EU research project TBCplus
Development of highly resistant ceramic coatings for engine combustion
chambers
In cooperation with renowned European aviation institutions, Lufthansa Technik
has developed an innovative ceramic protective coating for the combustion
chambers and turbine fan blades of aircraft engines. It remains stable under
extremely high temperatures and thus protects these components better against
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overheating. With the thermal barrier coatings (TBCs) used thus far, changes in
the surface of these materials have been observed repeatedly, particularly in hot
areas. Such changes might decrease heat insulation properties or lead to flaking.
The consortium expects that using the new-type TBCs will improve the component life span and performance of the engines in use today. After licensing by the
aviation authorities, the material’s improved protective properties are to be tested
and compared in operations for several years. Based on these findings, the new
TBCs are expected to influence new engine designs and contribute to increasing
efficiency and reducing emissions.
Interdisciplinary research network “Quiet Traffic”
Joint research projects to lower traffic-related noise emissions
To reduce traffic-related noise emissions, the research network “Quiet Traffic,”
initiated by the German Aerospace Center (DLR), counts on interdisciplinary
cooperation between industry, research institutions and transport industry. Within
the network, three working groups examine the specific issues from the areas of
road, rail and aircraft noise. Two other working groups analyze issues concerning
all modes of transport, such as noise effects, traffic management and noise optimization.
The program section “Aircraft Noise” is led by the Head of Group Environmental
Concepts at Deutsche Lufthansa AG. This working group coordinates the following
projects:
• The joint research project LEXMOS (Quiet engine nozzle systems and
advanced methods for the localization of noise sources) is headed by RollsRoyce Deutschland. Computer simulations and experimental settings are used
to investigate how sound is generated at the edges of engine nozzles.
• In the joint research project NASGeT (Innovative active/passive systems for
noise reduction on engines), researchers investigate how sound generation
can be influenced actively via adjustable engine components. This project is
headed by the EADS Corporate Research Center.
Wind tunnel trials aimed at determining the noise reduction
potential on landing gears
• The joint research project FREQUENZ (Research on reducing and determining the source noises on civil aircraft by experimental and numeric means)
is headed by Lufthansa and consists of three sub-projects following one from
the other. In a first step, new aero-acoustic calculation methods are developed;
these are subsequently verified in wind-tunnel experiments and finally used for
the development of exemplary retrofit measures to reduce noise at the source.
As well as Lufthansa and the DLR, the FREQUENZ consortium includes manufacturers and universities.
The project can build on existing work jointly conducted by Lufthansa, manufacturers, various authorities and the German Aerospace Center (DLR). This
includes noise measuring flights with a Boeing MD-11 of Lufthansa Cargo and
an Airbus A319 of the Lufthansa Passenger Airline. The goal of these flights was
the recording of the aircraft-specific characteristics of noise sources and the
formulation of appropriate noise-reduction measures.
Balance 2006
• Joint research project LAnAb (Noise-optimized approach and departure
procedures) Using approach procedures such as “low drag/low power” or the
Continuous Descent Approach (CDA) can contribute significantly to reducing
aircraft noise in the vicinity of airports. Here, advanced simulation methods,
which have been further developed in the context of the project and allow the
greatest degree of accuracy thus far, are used to analyze the sound generation
of aircraft. A second set of fly-over measurements was recorded in June 2004,
using an Airbus A319, with the purpose of expanding and improving the database of the simulation tool.
An acoustic camera allows scientists to pinpoint noise
sources on an aircraft within a decimeter. In the process, the
aircraft’s position must be accurately recorded as well.
The joint project is set to end in December 2006. In addition to Lufthansa, the
LAnAb consortium includes Deutsche Flugsicherung, the DLR, the EADS Corporate Research Center and others.
All the joint research projects described here receive funding from Germany’s
Federal Ministry of Economics and Technology in the framework of numerous
programs.
p www.fv-leiserverkehr.de
EU research program SEFA
Investigation of possibilities to influence the tonality of aircraft noise
SEFA (Sound Engineering for Aircraft) is working to develop design criteria for
low-noise aircraft and provide instruments for the evaluation of these criteria. The
project works to identify those “noise signatures” in aircraft noise that are perceived as least annoying. To do so, the researchers evaluate the influence of the
sound spectrum and the direction in which noise is emitted. Deutsche Lufthansa
AG’s Head of Group Environmental Concepts is a member of a consulting panel
of experts, which accompanies and appraises the project’s work in a discerning
manner.
Epidemiological study of cosmic radiation
Continuation of a research project concerning possible mortality risks for
cockpit and cabin crews
As early as 1997, epidemiologists at Bielefeld University investigated whether
cosmic radiation has measurable health effects on flying personnel. Together with
the German Cancer Research Center and the Professional Association of Vehicle
Operators, they analyzed cases of death among all flying personnel who worked
for Lufthansa or LTU between 1960 and 1997. The study concluded that there were
no indications that work-related increased exposure to cosmic radiation leads to
a general significantly increased mortality risk due to diseases associated with
radiation. To further increase the validity of this study, the investigation period
will be extended in a follow-up project to the year 2003. The project’s scientific
supervision is shared by Bielefeld and Mainz Universities. Initial results are to be
presented in 2007.
73
74
Glossary
Glossary
ACARE Advisory Council for Aeronautics Research
in Europe. Created in 2001, the ACARE council consists of representatives from the EU member states,
EU Commission, Eurocontrol, EU aerospace industry,
EU research institutions and others. Its main task is to
develop and implement the strategic research agenda
(SRA) for Europe’s aerospace sector.
p www.acare4europe.org
AEA Association of European Airlines.
p www.aea.be
ASPI Advanced Sustainable Performance Indices.
Lufthansa is listed in these indices set up by Vigeo
and Stoxx; they comprise the 120 leading Eurozone
companies listed in the DJ Euro Stoxx indices.
Atmosphere The whole mass of air surrounding the
Earth. It is divided into various layers, distinguished
from one another by distinct differences in vertical
bands of temperature. Important for air traffic are
the two lower layers: the troposphere and the stratosphere, lying above that. The troposphere’s upper
boundaries vary depending on season and latitude.
They lie at altitudes of 16 to 18 kilometers above sea
level at the equator, and at 8 to 12 kilometers above
sea level at the poles. The temperature in the tropopause, the transition layer between troposphere and
stratosphere, drops to only about minus 60 degrees
Celsius. It rises again in the stratosphere. There the
concentration of water vapor is extremely low. The socalled ozone layer is also located in the stratosphere
at altitudes of about 25 to 30 kilometers. Today’s
commercial aircraft fly at cruising altitudes of between
8 and 13 kilometers. According to the latest research,
air traffic emissions do not have a direct impact on the
ozone layer.
B.A.U.M. Bundesdeutscher Arbeitskreis für Umweltbewusstes Management e. V. (Federal Working Group
for Environmentally-Aware Management). B.A.U.M.
was founded in 1984 as the first independent environmental initiative of German business. At currently
450 members, it is the largest of its kind in Europe.
Lufthansa has been a member of the Working Group
since 1997.
p www.baumev.de
business@school Educational initiative of the
international consultancy Boston Consulting Group, in
which Lufthansa has taken part since 2002. The goal
here is to improve business education at high schools.
Carbon dioxide (CO2) Gas resulting in nature from
the burning or decomposition of organic masses
(e.g. plant material) and from the breathing process
of humans and animals. CO2 is an important greenhouse gas in the atmosphere, where it remains for
about 100 years. Scientists attribute the increase
of atmospheric CO2 over the last 100 years to the
burning of fossil fuels (e.g. coal, oil, natural gas) by
humans. Per ton of fuel, 3.154 tons of CO2 result from
the combustion process. Currently, about 2 percent of
man-made CO2 emissions are due to air traffic.
Carbon monoxide (CO) Chemical compound consisting of one carbon and one oxygen atom, formed
in the incomplete combustion process of substances
containing carbon. For aircraft engines, the level of
CO emissions depends greatly on the thrust level:
The emissions per kilogram of fuel burned are higher
at idle settings, while taxiing and on approach than
during the climbing and cruising phases.
Catering Internationally used term for the supplies
loaded aboard an aircraft, including in-flight meals and
service items.
CDA Continuous Descent Approach. Procedure for a
flight’s approach phase that reduces noise emissions
20 to 40 kilometers ahead of the runway threshold
(Frankfurt). At Frankfurt Airport, it can only be used at
night due to capacity restrictions.
Change Management Change Management comprises all the measures a company uses to introduce
or adapt to change. The more intensively employees
are informed about and involved in the processes of
change, the more successful these changes will be.
Chapter-4 aircraft Aircraft that meet the regulations
of the strictest noise protection standard currently in
force – the Chapter-4 noise standard. The Environmental Committee (CAEP) of the ICAO agreed on this
standard in September 2001. As a result, all aircraft
newly certified from 2006 must remain cumulatively
below the Chapter-3 noise levels by 10 decibels
or more. The maximum noise emission values for
aircraft were introduced by the ICAO under Annex
16 to the convention on international civil aviation.
Noise levels are measured at three measuring points:
at 6,500 meters from the beginning of the runway
(break-release point) and 450 meters to the side of the
runway for takeoffs (sideline), and at 2,000 meters in
front of the runway threshold (approach) for landings.
The latter corresponds to a flyover altitude of about 120
meters. The permitted values depend on the aircraft’s
maximum take-off weight and number of engines.
Corporate Social Responsibility (CSR)
A company’s responsibilities toward society at large,
or “corporate citizenship.” CSR refers to a company’s
voluntary efforts in the areas of society and the environment.
Corporate university Corporate education institution
for professionals and managers. See also Lufthansa
School of Business (LHSB)
Decibel (dB) Measuring unit for the intensity and
pressure of sound. The difference in intensity between
the softest sound the human ear can perceive and the
pain threshold is 1:10 billion. To depict this enormous
range objectively, acoustics uses the logarithmic
decibel scale. On this scale, the value “0” is assigned
to the perception threshold (for a sound of 1,000
Hz) and the pain threshold at the value “130.” An
increase of 10 dB corresponds to a tenfold increase
in the sound’s intensity. For the perceived volume,
a difference of 10 dB corresponds to half or double
the volume. However, the human ear is not equally
sensitive across the entire range of frequencies. Low
and high sounds are not perceived as being equally
loud even at the same intensity. For measurements,
this difference is equalized and noted accordingly. The
best known such notation is the “A value,” marked by
the index dB(A). To measure aircraft noise, the EPNdB
(Effective Perceived Noise Decibel) unit is used internationally.
Deicing An aircraft cannot take off with ice and
snow on its wings and horizontal stabilizers. Such
accumulations alter the aerodynamics and thus imply
an enormous safety risk. For this reason, aircraft are
forbidden to take off when they are covered by hoarfrost, snow or ice. Under wintry weather conditions,
an aircraft’s critical surfaces must be deiced with a
mixture of water, propylene glycol and alcohol, which
also protects them from icing over again (deicing/antiicing). On average, about 900 liters of deicing fluid are
required to deice a Boeing 747 each time. By comparison, only 300 liters are needed for a Boeing 737. This
deicing fluid is almost completely biodegradable and
poses no danger for the environment. On an average
winter day, about 65,000 liters of deicing fluid are
used at German airports. On dry days with freezing
temperatures, this figure is significantly lower. It is even
entirely possible that on dry days with very cold temperatures, such as those occurring at Russian airports,
no deicing is required at all as no ice builds up due to
the cold, precipitation-free weather conditions.
Deutsches Netzwerk Wirtschaftsethik (dnwe) German Network for Business Ethics. dnwe is a nonprofit
organization, in which Lufthansa has been a member
since January 1998 (Lufthansa double membership in
dnwe and EBEN since January 1998). dnwe has about
450 current members, including many from German
business, politics, religion and science. At the same
time, dnwe is a national association of the European
Business Ethics Network (EBEN).
p www.dnwe.de
Diversity In a corporate context, diversity refers to
all characteristics that distinguish employees from one
another. Diversity management offers approaches for
handling human differences for the benefit of company
and employees alike.
DLR German Aerospace Center. The DLR serves
scientific, economic and social purposes. It maintains
30 institutes, testing facilities and operational sites.
Its goal is to help – using the means of aviation and
Balance 2006
Glossary
space flight – to secure and shape the future. In its
work, the DLR also seeks cooperation and allocation
of research tasks among European partners.
p www.dlr.de
econsense econsense – Forum for Sustainable
Development of German Businesses is an association
of globally active corporations and organizations in
German industry that have integrated the guiding principle of sustainable development into their corporate
strategies. Lufthansa has been a member of this crossindustry network since its foundation in 2000.
p www.econsense.de
Elder Care Term for giving care to older next of kin.
Elder care is part of Diversity Management. When needed, the Lufthansa Family Service advises employees
on care options for family members in need.
EMAS Environmental Management and Audit
Scheme, colloquially referred to as EU eco-audit regulations. European regulations concerning environmental management and certification.
Employee shares Employee shares are usually
offered to staff at preferential prices and with favorable
terms of payment. Ordinarily, they are subject to a
blocking period, during which they may not be sold.
Ethibel Sustainability Index (ESI) Lufthansa is
listed in this index, which was set up by the eponymous not-for profit consulting and research firm active
in the fields of Socially Responsible Investing (SRI) and
Corporate Social Responsibility (CSR).
p www.ethibel.org
Export guarantees Known in Germany as “Hermes
guarantees.” They serve to open up difficult markets
and protect German companies from losses due to
default by business partners abroad. The country
where the exporting company has its headquarters
assumes part of the export risk through its Export
Credit Agency.
Freight performance (FTKO / FTKT) Airlines distinguish between freight performance offered (FTKO,
freight ton kilometers offered) as part of its total performance offered and its sold freight performance (FTKT,
freight ton kilometers transported) as part of its total
performance sold. See also ton kilometers.
FTSE4Good Index introduced in 2001 by the Financial Times and the London Stock Exchange. FTSE4Good lists only those companies with an above-average performance in the areas of human rights, social
standards and environmental protection. Lufthansa has
featured here since 2001.
Fuel dumps Dumping of fuel in-flight due to emergency situations. A procedure used on long-haul
aircraft (Airbus A340, Airbus A330, Boeing 747, Boeing
767, MD-11) before unscheduled landings (e.g. in the
event of technical problems or serious passenger illness) to decrease the aircraft’s weight to the maximum
permissible landing weight. In the event of a fuel dump,
special airspace is assigned to the aircraft, if possible
above unpopulated or thinly populated areas. Fuel is
usually dumped at altitudes of 4–8 kilometers. A minimum altitude of 1,500 meters and a minimum speed of
500 km/h are required. The aircraft may not fly a fully
closed circle. The dumped kerosene forms a fine mist
in the turbulence behind the aircraft. Despite the use of
highly sensitive methods of analysis, no contamination
has been determined so far in plant or soil samples
after fuel dumps.
Girls’ Day The project Girls’ Day – focusing on the
future careers of young women – is jointly organized
by Germany’s Federal Ministry for Education and
Research, the Federal Ministry for Families, Seniors,
Women and Youth, as well as numerous associations
and organizations. Since 2001, the event has given
girls the opportunity once a year to gather information
about and establish contacts with technically-oriented
companies, training courses, universities and research
centers.
p www.girls-day.de
Global Compact Global network in whose context
the United Nations cooperates with private-sector
corporations and civil action organizations to advance
human rights, labor standards, environmental protection and anti-corruption measures.
p www.unglobalcompact.org
Greenhouse gases Gaseous substances that
contribute to the greenhouse effect and have both
natural and human (anthropogenic) causes. The most
important natural greenhouse gases are water vapor,
carbon dioxide and methane; the most important
anthropogenic greenhouse gas is carbon dioxide from
the combustion of fossil fuels. It accounts for about 60
percent of the greenhouse effect attributable to human
activities. Methane, primarily generated by agriculture
and large-scale animal husbandry, contributes about
20 percent to the anthropogenic greenhouse effect.
Other artificial greenhouse gases are disulfur oxide,
fluorocarbons (FCs and HFCs), sulfur hexfluoride (SF6)
and chlorofluorocarbons (CFCs).
IATA International Air Transport Association. The
general organization of international commercial
aviation.
p www.iataonline.com
ICAO International Civil Aviation Organization. A
United Nations agency that develops internationally
binding norms for civil aviation.
p www.icao.int
ICC Deutschland German chapter of the International Chamber of Commerce. The ICC was founded in
1919 as the World Business Organization. More than
1,500 business organizations and over 5,000 corporations are organized in the worldwide framework of
the ICC.
p www.icc-deutschland.de
Initiative Pro Recyclingpapier Founded in 2000, the
initiative unites various industries and aims at improving the acceptance of recycling paper. Lufthansa is one
of the initiative’s founding members.
p www.papiernetz.de
Intermodal transport Transport system that uses
at least two modes of transport – such as train and
plane – integrated in a transport chain to carry people
and goods from door to door. Thanks to a global
approach, existing transport capacities can be used
more efficiently.
IPCC Intergovernmental Panel on Climate Change.
An international UN panel of experts on climate
change, founded in 1988 by the World Meteorological
Organization (WMO) and the United Nations Environmental Program (UNEP).
p www.ipcc.ch
ISO 14001 International environmental management
system. It allows companies to anchor environmental
protection in their organization in a systematic manner.
Kerosene Fuel for jet and propeller engines that
is chemically similar to petroleum. Like diesel fuel or
gasoline, kerosene is produced by distilling crude oil;
unlike these fuels, kerosene does not contain halogenated additives. Due to its manufacturing process, it
does not contain benzene hexachloride either. Worldwide, aircraft currently consume almost 170 million
tons of kerosene per year. This represents about 5–6
percent of the world’s total crude oil production.
Kyoto Protocol Codifies binding goals for reducing
emissions of greenhouse gases. It was passed in 1997
as an amendment to the protocol concerning the formulation of the United Nations Framework Convention
on Climate Change (UNFCCC) and was ratified in
February 2005.
Lufthansa School of Business (LHSB) Germany’s
first corporate university. It has received multiple
awards for the worldwide standards it establishes for
the development and training of professionals and
managers. The LHSB supports processes of change
within the Group and promotes a shared management
culture.
Managing volatility (“Fit for change”) Lufthansa
initiative that supports managers and employees in
reacting swiftly and flexibly to unexpected events, e.g.
through workshops that teach and develop relevant
methods.
75
76
Glossary
Mentor Experienced specialist or manager who
passes on his or her know-how to a junior employee
and facilitates contacts.
Mentee Junior employee who is supported by an
experienced mentor in his or her personal and professional development.
Mentoring Instrument for targeted support of junior
employees. Focuses on regular personal contacts
between mentor and mentoree.
MRO Acronym standing for maintenance, repair and
overhaul of aircraft.
Nitric oxides (NOX) Chemical compounds consisting of one nitrogen and several oxygen atoms. NOX
is defined as the sum of NO and NO2 compounds.
Natural sources include lightning and microbes in the
soil. Nitric oxides are also generated in combustion
processes under high pressures and temperatures.
Both of these parameters have been increased in
modern aircraft engines to significantly reduce fuel
consumption as well as emissions of carbon monoxide and unburned hydrocarbon. However, future
combustion chambers of an advanced design could
help reduce NOX emissions by 85 percent. Depending
on the type of aircraft and operational conditions, this
value varies between 6 and 20 kilos per ton of fuel
burned. Air traffic has a share of 2–3 percent in manmade NOX emissions. Climate models show that nitric
oxides have increased the concentration of ozone at
cruising altitudes by a few percentage points.
OHSAS 18001 Occupational Health and Safety
Assessment Series. Job safety management system,
developed by the British Standards Institution in cooperation with international certification organizations.
Ozone (O3) Molecule consisting of three oxygen
atoms formed in the stratosphere. The ozone layer
located in the stratosphere has an important protective
function, as it absorbs harmful ultraviolet light. While
ozone at higher altitudes is broken down massively
by chlorofluorocarbons (CFCs), it develops close to the
ground under the influence of sunlight from numerous
precursor substances (“summer smog”) and irritates
the mucous membranes. At current levels, nitric oxide
emissions from air traffic at cruising altitudes cause
an increase in atmospheric ozone, analogous to the
generation of summer smog, estimated by scientists at
3–4 percent on the heavily-flown North Atlantic routes.
Partners for Innovation Lufthansa has been a
Partner for Innovation since 2005. More than 200 companies, associations and institutions participate in this
initiative. Its goal is to bundle the scientific and strategic
know-how of its members and to translate innovative
ideas into marketable products.
p www.innovationen-fuer-deutschland.de
Passenger kilometer (PKT) Measure for transport
performance in passenger carriage (number of
passengers multiplied by distance flown). Here one
distinguishes between available transport performance
(PKO, passenger kilometers offered or synonymously
SKO, seat kilometers offered) and actual transport performance (PKT, passenger kilometers transported)
Senior professional
methane, nitrous oxide, etc.) but which are of great
significance for the Earth’s climate and the chemical
processes in the atmosphere.
Transparency International Anti-corruption organization, of which Lufthansa has been a member since
1999.
p www.transparency.de
Older, experienced employee.
Seat kilometer (SKO) Measure for the transport
capacity available (SKO, seat kilometers offered).
Seat load factor Passenger-related measure of
utilization of aircraft: The ratio of transport performance
(PKT, passenger kilometers transported) to capacity
(PKO, passenger kilometers offered).
Single European Sky (SES) Unified European
airspace. This initiative of the European Union aims at
optimizing traffic flows, standardizing licenses for air
traffic controllers, harmonizing technology and thus
maintaining safety, capacities and punctuality in growing air transport.
Slot Designated point in time at which an airline may
use an airport’s runway for takeoff or landing.
Stakeholders Groups or individuals who formulate
their demands on a company (e.g. attainment of
corporate goals) and pursue these either personally or
through representatives. This includes shareholders,
employees, customers, suppliers and others.
Sustainable development According to the guiding
principle of sustainable development formulated in
1987 by the World Commission for Development and
the Environment (Brundtland Commission), “sustainable development is a form of development that meets
the needs of today’s generation without jeopardizing
the abilities of future generations to satisfy their own.”
For businesses, this means acting responsibly not
only in economic matters but also in environmental
and social issues in order to secure growth long-term.
All three aspects – economic, ecological and social
– must be kept in balance.
Telework Transfer of the workplace, e.g. to the home.
Access to corporate data is provided via the Internet.
Ton kilometers (TKT) Measure of transport
performance (payload multiplied by distance). One
distinguishes between available transport performance
(TKO, ton kilometers offered) and the actual transport
performance (TKT, ton kilometers transported). In calculating payloads, passengers are taken into account
by means of a statistical average weight.
Unburned hydrocarbons (UHCs) Organic mixture
of carbon and hydrogen that results from the incomplete combustion of fuels containing hydrocarbons or
from the evaporation of fuel.
UN Global Compact
see Global Compact.
UNEP The United Nations Environmental Program.
p www.unep.org
UN World Decade “Education for Sustainable
Development” Proclaimed by the UN plenary
session in 2002 for the period 2005 to 2014. Its goal
is to anchor the principles of sustainable development
worldwide in the national educational systems.
p www.dekade.org
Volatile Organic Compounds (VOCs) Volatile
organic substances that are characterized by high
steam pressure and thus evaporate easily into the
atmosphere at room temperature. VOCs are present in
solvents, cleaning agents, fuels and other substances.
In the presence of nitrogen oxides and intense sunlight, VOCs lead to the generation of ozone.
Water vapor Water vapor is the most important
greenhouse gas, even ahead of carbon dioxide.
Without water vapor from natural sources, the Earth’s
surface would be around 22 degrees Celsius cooler.
This makes water vapor responsible for two-thirds of
the natural greenhouse effect (33 degrees Celsius). For
each kilo of kerosene burned, 1.24 kilos of water vapor
are released. Concerns that air traffic might increase
the concentration of water vapor in the stratosphere
and thus change the climate have been refuted by scientific research. The German Aerospace Center (DLR)
concluded that even a one hundred-fold increase in
the quantity of water vapor emitted by air traffic would
not result in a detectable climatic signal.
Work-Life balance Refers to a healthy equilibrium
between work and private life.
Trace gases Gases of which there are only very
small amounts present in the atmosphere (e.g. ozone,
Balance 2006
iii
At a glance
At a glance
2004
million €
18,065
16,965
+
6.5 %
million €
13,904
12,869
+
8.0 %
Fuel consumption
million €
719
954
– 24.6 %
million €
453
404
+ 12.1 %
Operating result
million €
577
383
+ 50.7 %
Emissions
Capital expenditure
million €
1,829
1,783
+
2.6 %
million €
1,956
1,881
+
4.0 %
Total assets
million €
19,272
18,070
+
6.7 %
million €
4,522
4,014
Change
2005
Revenue
+ 12.7 %
2005
2004
tons
6,751,355
6,607,762
+
2.2 %
l/100 pkm
4.39
4.36
+
0.7 %
g/ tkm
185
186
–
0.4 %
21,293,772
20,840,883
+
2.2 %
kg/100 pkm
11.07
11.0
+
0.7 %
tons
97,281
97,609
–
0.3 %
g/100 pkm
50.8
50.6
+
0.3 %
tons
15,303
15,601
–
1.9 %
g/100 pkm
8.4
8.5
–
1.5 %
tons
1,871
2,252
g/100 pkm
1.0
1.0
Key personnel data
2005
2004
92,303
90,673
61,012
59,396
31,291
31,277
million €
4,853
Revenue/employee
€
Staff costs/revenue
Change
+
1.8 %
4,813
+
0.8 %
198,000
182,000
+
8.7 %
percent
26.9
28.0
–
1.1 % pts.
Number of flights
years
40.1
39.6
percent
24.6
24.6
±
0.0 % pts.
Freight carried
tons
percent
13.0
13.9
+
0.9 % pts.
percent
41.1
40.4
+
0.7 % pts.
percent
12.7
13.3
–
0.6 % pts.
Average age
–
Change
tons
Staff costs
Contact partners
Contact partners
2004
489
454
+
35
714,775
706,089
+
1.2 %
65,344,048
65,268,016
+
0.1 %
1,735,771
1,752,900
–
1.0 %
million pkm
187,284
181,753
+
3.0 %
million tkm
11,217
11,263
–
0.4 %
million tkm
29,520
28,987
+
1.8 %
million pkm
155,192
150,100
+
3.4 %
7,053
7,399
–
4.7 %
million tkm
22,368
22,209
+
0.7 %
Economic issues
Dr. Karlheinz Haag
Telephone: +49 (0)69/696 - 949 74
[email protected]
Dr. Martin Schmitt
Telephone: +49 (0)69/696 - 23 28
[email protected]
Michael Göntgens
Telephone: +49 (0)69/696 - 673 38
[email protected]
Monika Rühl
Diversity
Telephone: +49 (0)69/696 - 283 00
[email protected]
Change
Telephone: +49 (0)40/5070 - 27 50
[email protected]
Dr. Andreas Waibel
Emissions/Climate
Telephone: +49 (0)69/696 - 938 16
[email protected]
Bernd Schröder
Telephone: +49 (0)40/5070 - 20 95
[email protected]
Jürgen Briese
Cosmic Radiation
Telephone: +49 (0)69/696 - 939 64
[email protected]
HelpAlliance e. V.
Lutz Laemmerhold
Telephone: +49 (0)69/696 - 63 51
[email protected]
Employee Safety
3.2 %
2005
Passengers carried
Dr. Gerd Saueressig
Noise Research
Telephone: +49 (0)69/696 - 908 90
[email protected]
– 16.9 %
–
Environment
Jan-Ole Jacobs
Telephone: +49 (0)69/696 - 269 34
[email protected]
Rita Diop
Chairwoman
Telephone: +49 (0)69/696 - 696 70
[email protected]
Stefan Schaffrath
Telephone: +49 (0)69/696 - 949 69
[email protected]
1
2
3
@
@
4
At a glance i
ii
Published by:
© July 2006
Project management:
F&L Plus GmbH,
Photo credits:
Internet
ISSN 1612-0906
iii
At a glance
At a glance
2004
million €
18,065
16,965
+
6.5 %
million €
13,904
12,869
+
8.0 %
Fuel consumption
million €
719
954
– 24.6 %
million €
453
404
+ 12.1 %
Operating result
million €
577
383
+ 50.7 %
Emissions
Capital expenditure
million €
1,829
1,783
+
2.6 %
million €
1,956
1,881
+
4.0 %
Total assets
million €
19,272
18,070
+
6.7 %
million €
4,522
4,014
Change
2005
Revenue
+ 12.7 %
2005
2004
tons
6,751,355
6,607,762
+
2.2 %
l/100 pkm
4.39
4.36
+
0.7 %
g/ tkm
185
186
–
0.4 %
21,293,772
20,840,883
+
2.2 %
kg/100 pkm
11.07
11.0
+
0.7 %
tons
97,281
97,609
–
0.3 %
g/100 pkm
50.8
50.6
+
0.3 %
tons
15,303
15,601
–
1.9 %
g/100 pkm
8.4
8.5
–
1.5 %
tons
1,871
2,252
g/100 pkm
1.0
1.0
Key personnel data
2005
2004
92,303
90,673
61,012
59,396
31,291
31,277
million €
4,853
Revenue/employee
€
Staff costs/revenue
Change
+
1.8 %
4,813
+
0.8 %
198,000
182,000
+
8.7 %
percent
26.9
28.0
–
1.1 % pts.
Number of flights
years
40.1
39.6
percent
24.6
24.6
±
0.0 % pts.
Freight carried
tons
percent
13.0
13.9
+
0.9 % pts.
percent
41.1
40.4
+
0.7 % pts.
percent
12.7
13.3
–
0.6 % pts.
Average age
–
Change
tons
Staff costs
Contact partners
Contact partners
2004
489
454
+
35
714,775
706,089
+
1.2 %
65,344,048
65,268,016
+
0.1 %
1,735,771
1,752,900
–
1.0 %
million pkm
187,284
181,753
+
3.0 %
million tkm
11,217
11,263
–
0.4 %
million tkm
29,520
28,987
+
1.8 %
million pkm
155,192
150,100
+
3.4 %
7,053
7,399
–
4.7 %
million tkm
22,368
22,209
+
0.7 %
Economic issues
Dr. Karlheinz Haag
Telephone: +49 (0)69/696 - 949 74
[email protected]
Dr. Martin Schmitt
Telephone: +49 (0)69/696 - 23 28
[email protected]
Michael Göntgens
Telephone: +49 (0)69/696 - 673 38
[email protected]
Monika Rühl
Diversity
Telephone: +49 (0)69/696 - 283 00
[email protected]
Change
Telephone: +49 (0)40/5070 - 27 50
[email protected]
Dr. Andreas Waibel
Emissions/Climate
Telephone: +49 (0)69/696 - 938 16
[email protected]
Bernd Schröder
Telephone: +49 (0)40/5070 - 20 95
[email protected]
Jürgen Briese
Cosmic Radiation
Telephone: +49 (0)69/696 - 939 64
[email protected]
HelpAlliance e. V.
Lutz Laemmerhold
Telephone: +49 (0)69/696 - 63 51
[email protected]
Employee Safety
3.2 %
2005
Passengers carried
Dr. Gerd Saueressig
Noise Research
Telephone: +49 (0)69/696 - 908 90
[email protected]
– 16.9 %
–
Environment
Jan-Ole Jacobs
Telephone: +49 (0)69/696 - 269 34
[email protected]
Rita Diop
Chairwoman
Telephone: +49 (0)69/696 - 696 70
[email protected]
Stefan Schaffrath
Telephone: +49 (0)69/696 - 949 69
[email protected]
1
2
3
@
@
4
At a glance i
ii
Published by:
© July 2006
Project management:
F&L Plus GmbH,
Photo credits:
Internet
ISSN 1612-0906
iv
al
in EPNdB
– 13.9
A330-200 DLH
– 18.7
A330-300 DLH
– 18.9
A330-200 DLH
– 24.3
A340-600 DLH
A330-200 TCX
– 12.7
B 747-400 DLH
– 9.4
– 13.4
MD-11F GEC
4.10
A340-300 DLH
4.02
A340-600 DLH
4.21
B 747-400 DLH
4.27
3.48
B 767-300ER CFG
– 11.4
– 14.1
A319-100 DLH
4.44 l/100 pkm
Continental
– 14.1
A319-100 GWI
A320-200 CIB
– 10.4
A300-600 DLH
A320-200 DLH
– 10.2
A319-100 DLH
A320-200 GWI
2.77
A330-300 DLH
Continental
Balance
4.08 l/100 pkm
4.40
Intercontinental
– 21.1
A340-300 DLH
4.39 l/100 pkm
Total average
A330-200 TCX
A300-600 DLH
The Aviation Group
Issue 2006
Intercontinental
B 767-300ER CFG
al
A320-200 CIB
– 11.5
4.94
6.40
3.18
5.59
A320-200 TCW
– 13.6
A320-200 DLH
A320-200 TCX
– 13.6
A320-200 TCW
3.09
A320-200 TCX
2.94
– 15.0
A321-100 DLH
– 13.3
A321-200 DLH
A321-100 DLH
4.81
4.61
B 737-300 DLH
– 10.3
A321-200 DLH
B 737-500 DLH
– 10.8
B 737-300 DLH
B 757-200 CFG
– 21.5
B 757-200 TCX
– 17.3
B 757-300 CFG
8.56
B 757-200 CFG
3.26
B 757-200 TCX
3.06
B 757-300 CFG
– 17.3
B 757-300 TCX
7.57
B 737-500 DLH
– 12.9
B 757-300 TCX
3.28
2.78
Regional
ATR42-500 DLA
– 31.4
Regional
ATR42-500 KIS
– 31.3
ATR42-500 DLA
ATR72-500 DLA
ATR72-500 KIS
– 25.9
ATR42-500 KIS
– 25.9
ATR72-500 DLA
ATR72-500 KIS
– 17.1
Avro RJ85 CLH
BAe 146-200 EWG
– 17.8
ATR72-200/500 EWG
BAe 146-300 DLA
– 17.9
– 17.9
Avro RJ85 CLH
BAe 146-300 EWG
– 28.9
CRJ200 EWG
– 21.2
– 24.1
DHC8-400 AUB
9.89
6.98
6.01
6.09
9.59
12.76
12.15
BAe 146-300 EWG
8.83
10.62
CRJ200 DLA
9.76
CRJ200 EWG
7.62
CRJ700 CLH
7.80
DHC8-300 AUB
7.34
DHC8-400 AUB
9.19
BAe 146-300 DLA
CRJ200 CLH
– 16.3
CRJ700 CLH
DHC8-300 AUB
8.91
BAe 146-200 EWG
– 28.0
CRJ200 CLH
8.82 l/100 pkm
= Augsburg Airways
= Condor Flugdienst
= Condor Berlin
= Air Dolomiti
= Eurowings
= Lufthansa Cargo
= Germanwings
= Contact Air
= Thomas Cook UK
MD-11F GEC
174
Development
Issue 2006
AUB
CFG
CIB
CLH
DLA
DLH
EWG
GEC
GWI
KIS
TCW
TCX
iv
al
in EPNdB
– 13.9
A330-200 DLH
– 18.7
A330-300 DLH
– 18.9
A330-200 DLH
– 24.3
A340-600 DLH
A330-200 TCX
– 12.7
B 747-400 DLH
– 9.4
– 13.4
MD-11F GEC
4.10
A340-300 DLH
4.02
A340-600 DLH
4.21
B 747-400 DLH
4.27
3.48
B 767-300ER CFG
– 11.4
– 14.1
A319-100 DLH
4.44 l/100 pkm
Continental
– 14.1
A319-100 GWI
A320-200 CIB
– 10.4
A300-600 DLH
A320-200 DLH
– 10.2
A319-100 DLH
A320-200 GWI
2.77
A330-300 DLH
Continental
Balance
4.08 l/100 pkm
4.40
Intercontinental
– 21.1
A340-300 DLH
4.39 l/100 pkm
Total average
A330-200 TCX
A300-600 DLH
The Aviation Group
Issue 2006
Intercontinental
B 767-300ER CFG
al
A320-200 CIB
– 11.5
4.94
6.40
3.18
5.59
A320-200 TCW
– 13.6
A320-200 DLH
A320-200 TCX
– 13.6
A320-200 TCW
3.09
A320-200 TCX
2.94
– 15.0
A321-100 DLH
– 13.3
A321-200 DLH
A321-100 DLH
4.81
4.61
B 737-300 DLH
– 10.3
A321-200 DLH
B 737-500 DLH
– 10.8
B 737-300 DLH
B 757-200 CFG
– 21.5
B 757-200 TCX
– 17.3
B 757-300 CFG
8.56
B 757-200 CFG
3.26
B 757-200 TCX
3.06
B 757-300 CFG
– 17.3
B 757-300 TCX
7.57
B 737-500 DLH
– 12.9
B 757-300 TCX
3.28
2.78
Regional
ATR42-500 DLA
– 31.4
Regional
ATR42-500 KIS
– 31.3
ATR42-500 DLA
ATR72-500 DLA
ATR72-500 KIS
– 25.9
ATR42-500 KIS
– 25.9
ATR72-500 DLA
ATR72-500 KIS
– 17.1
Avro RJ85 CLH
BAe 146-200 EWG
– 17.8
ATR72-200/500 EWG
BAe 146-300 DLA
– 17.9
– 17.9
Avro RJ85 CLH
BAe 146-300 EWG
– 28.9
CRJ200 EWG
– 21.2
– 24.1
DHC8-400 AUB
9.89
6.98
6.01
6.09
9.59
12.76
12.15
BAe 146-300 EWG
8.83
10.62
CRJ200 DLA
9.76
CRJ200 EWG
7.62
CRJ700 CLH
7.80
DHC8-300 AUB
7.34
DHC8-400 AUB
9.19
BAe 146-300 DLA
CRJ200 CLH
– 16.3
CRJ700 CLH
DHC8-300 AUB
8.91
BAe 146-200 EWG
– 28.0
CRJ200 CLH
8.82 l/100 pkm
= Augsburg Airways
= Condor Flugdienst
= Condor Berlin
= Air Dolomiti
= Eurowings
= Lufthansa Cargo
= Germanwings
= Contact Air
= Thomas Cook UK
MD-11F GEC
174
Development
Issue 2006
AUB
CFG
CIB
CLH
DLA
DLH
EWG
GEC
GWI
KIS
TCW
TCX

Key data on sustainability at Lufthansa Issue 2006

Transcription

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