Lufthansa Group Accelerating our Transformation

June 2021 Carsten Spohr, CEO Remco Steenbergen, CFO Disclaimer

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Page 2 Gradual market reopening has led to a sharp increase in bookings

Air travel has started to recover… …supported by increasing progress on …leading to the release of pent-up vaccine roll-out… demand

Global Airline Industry – Weekly ASK EU - World Share of people with at least one dose of COVID-19 Lufthansa Group weekly booking numbers In % of 2019 ASK vaccine Rebased to 100% for average weekly bookings in CW 8-16 As of 7 June 2021, sourced from Our World in Data Average weekly 59,6% Bookings CW 8-16 100

51,2% CW17 133 50

45,7% CW18 163

CW19 25 44,8% 165

43,7% CW20 195

41,3% CW21 202 CW1 CW10 CW20 Asia Pacific North America 37,3% CW22 226 Total Cont. Total Intercont.

Source: IATA, Our World in Data

Lufthansa Group: Accelerating our Transformation June 2021 Page 3 Lufthansa repositioned for the recovery

Potential capital Decisive actions Structural increase to re- taken to respond transformation establish to unprecedented supporting new sustainable and disruption targets efficient capital structure

. Cash drain more than halved . Targeted cost reduction of EUR 3.5 billion by . Authorisation of capital increase of up to EUR 2024 5.5 billion approved at AGM . Fixed cash costs reduced by 35% . 2024 targets: Adj. EBIT margin target of at . Proceeds would support repayment of . Capex reduced by two thirds least 8% and Adj. ROCE (excl. cash) of at remaining stabilisation package by ESF least 10% . EUR 4.5 billion raised from capital market in addition to the EUR 9 billion stabilisation package

Lufthansa Group: Accelerating our Transformation June 2021 Page 4 Crisis requires long-term restructuring to right-size business for future

Targeted cost reduction1 by 2024 compared to 2019: EUR 3.5 billion

A B C

Personnel cost Operational Fleet Main drivers reduction simplification & modernization & overhead reduction standardization

1 2024 versus 2019, based on 2024 CASK outlook for Group Airlines (low- to mid-single digit percentage decline versus 2019, see p. 23) and cost saving expectations for non-airline segments, amount refers to gross savings (before counter effects and excluding variable cost declines related to lower capacity/volumes), calculation excludes fuel and emission-related costs Lufthansa Group: Accelerating our Transformation June 2021 Page 5 Around half of personnel cost reduction already achieved A

Achieved headcount reduction Path to additional cost savings clearly defined in Germany

Lufthansa Group headcount 2020 2021 2022 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 ~26,000 137,000 Cabin: Long-term agreement with UFO for Lufthansa German Airlines (until end of 2023)

EUR 0.9bn1 111,000 Cockpit: Agreement with VC (until end of Q1 2022)2 Long-term agreement targeted of structural cost savings Ground staff: Agreement with ver.di (until end of 2021)3 Long-term agreement targeted achieved Voluntary leave programs for all employee groups4

Negotiation of several social plans / reconciliation of Forced dismissals interests (based on German Labor law)

Reduction of up to 10,000 positions or corresponding costs to be achieved through a Q1 2020 Q1 2021 combination of union agreements, voluntary leaves and forced dismissals

Structural annual cost savings of EUR 1.8 billion expected from 2023 onwards compared to 2019

1 excl. effects from divestment of LSG Europe 2 for Lufthansa German Airlines, LH Cargo, LH Aviation Training and Germanwings 3 covers all large German entities (Lufthansa German Airlines, LH Cargo, LH Technik) except Eurowings 4 first programs implemented for cabin crew & ground staff, cockpit program in negotiation Lufthansa Group: Accelerating our Transformation June 2021 Page 6 Operational simplification and overhead reduction across the Group B

Reduction of Closure of SunExpress Discontinuation of passenger organizational flight operations at Deutschland Closure of multiple complexity Germanwings other bases and sites

Improvement of Increased synergies Digitalization and Reduction in number of operational efficiency through harmonization of “cloudification” of IT systems in flight and aircraft maintenance and other operations steering & ground operations operational procedures planning by 50%

Rationalization of Lower overhead and other 30% reduction of Reduction of Renegotiation costs office space external consultancy of key supplier marketing fees contracts expenses

Lufthansa Group: Accelerating our Transformation June 2021 Page 7 Accelerated fleet restructuring will reduce complexity and costs C

New Normal Fleet renewal and harmonization reduce costs

1 380 New generation of aircraft with up to 30% lower fuel 748  748 Fuel efficiency Very LargeVery consumption per ASK 744 779 Large  773 773 Low maintenance cost in initial years of service and MRO 772 benefits from standardization

Medium 346  359  359

789 Standardized crew training procedures and increased Intercontinental Staff 343 staffing flexibility

333  333 Small 332 763   Aircraft Larger sub-fleets and modern aircraft with high 77F 77F productivity reliability increase productivity MIF Freighter 

1 A380 in long-term storage Lufthansa Group: Accelerating our Transformation June 2021 Page 8 Ongoing fleet modernization despite reduced investment to strengthen free cash flow

Reduction of fleet size before resumption of moderate growth… …with CAPEX far below pre-crisis levels

Number of aircraft in Group Lufthansa Group Gross Investments2 in EUR billion

July 2023 July 2019 New operating 1 Fleet size Reduction deliveries Fleet Moderate fleet growth from 2024 onwards CAPEX in line with D&A

~650 3.6 Short-haul ~800 ~60 ~20 Long-haul & freighter 2.5 2.5 (230) 2.2 1.3 ~1.5 -150 aircraft

2019 2023 2024 2025 2019 2020 2021e 2022e 2023e 2024e

1 Total fleet containing asset fleet and wet-leases, 2 Excluding cash-outs from equity investments Lufthansa Group: Accelerating our Transformation June 2021 Page 9 Group transformation accelerated – Lufthansa Group is well positioned to seize opportunities ahead

Capturing Market Opportunities Enhancing Customer Centricity

Enhancing our offering to secure share in Delivering an individual and seamless customer experience to strategic markets and capitalize on stimulate demand and loyalty the shape of the recovery

Accelerating Underlining Commitment Optimizing our Ways of Digitalization to Sustainability Working

Digitalizing the Group to drive superior Driving technological innovation to Streamlining our processes and portfolio customer experience, make aviation sustainable revenue quality and efficiency

Lufthansa Group: Accelerating our Transformation June 2021 Page 10 Market opportunities Customer centricity Digitalization Sustainability Ways of working Multi-hub strategy caters to the unique structure of the Group’s home markets

Decentralized home markets… …require high share of feeding Unique characteristics

Inhabitants in million, who reach airport within . Economically strong and regionally diversified 60 min 90 min home markets – the regional dispersion of GDP Transfer-Share requires the bundling of traffic flows in multiple FRA 70% hubs . Long-haul requires short-haul – best-in-class feeder network with strong market presence in LHR Transfer-Share Europe FRA 20 . 13 9 CDG 50% For the benefit of customers – crisis-related fall 5 in passenger volumes favors hub over point-to- point traffic, adds to existing advantages of hub 3 6 CDG 11 3 model in terms of connectivity and customer 6 Transfer-Share 14 MUC choice ZRH LHR 30%

Lufthansa Group: Accelerating our Transformation June 2021 Page 11 Market opportunities Customer centricity Digitalization Sustainability Ways of working Well exposed to Transatlantic recovery - supplemented by future Asian growth potential

Passenger Recovery by Region North America to Ramp-Up Quicker Longer Term Asian Growth Potential

Expected Passenger Recovery by Region (IATA) . Demand on North American routes . Participation in long-term Asian passenger PAX (% of 2019) expected to benefit from fast vaccine recovery ensured through established JVs rollout in the US with leading APAC partners, supported by 122% Star Alliance leadership 114% . Joint Venture with United and Air Canada enhances presence and increases exposure . Significant mid to long-term upside 108% 2019 level 106% to high-yielding US point of sale and potential driven by structural growth corporate travel rebound

2019 Europe / North Atlantic Market Share1 2019 Europe / Asia Market Share1

28% Global Europe 22% 11% Asia Pacific North America 18% 7% 5%

2021 2022 2023 2024 Lufthansa Group Competitor 1 Competitor 2 Lufthansa Group Competitor 1 Competitor 2

1 Including JVs. Lufthansa Group: Accelerating our Transformation June 2021 Page 12 Market opportunities Customer centricity Digitalization Sustainability Ways of working Global joint venture network supports coordinated re-start in long haul

Established network of Joint Ventures with leading global partners Clear strategic benefits in the New Normal

2019 figures Joint distribution strategy

Revenue sharing

Mutual market access A++ J+ Joint capacity management

Joint pricing C+

. Improved customer offering with greater connectivity, optionality and ease of transfer JV share of long-haul revenues S+ . Coordinated frequencies and capacity ramp up to support 70% yields and profitability with restart EUR 13bn 28 Airlines . Greater exposure to recovery and growth in attractive ~195 Countries markets >19,000 daily departures

Lufthansa Group: Accelerating our Transformation June 2021 Page 13 Market opportunities Customer centricity Digitalization Sustainability Ways of working Capturing the varying speed of the recovery with a segmented offering

Aircraft retirements adapt premium offer Expected growth in Premium Economy will Leisure and VFR lead recovery to slower corporate recovery be accretive for earnings

Expected Demand Recovery by Segment Number of Business and First Class seats Contribution margin per sqm RPK (% 2019) in € +39% -30%

105% 110% 2019 level 110% 100% 2019 After retirements Business Premium Economy

80% Premium leisure demand has started to Leisure offer increased by two thirds to recover well cater to pent-up leisure demand

Number of premium passengers1 Number of leisure destinations Leisure +58% Corporate 101 64

2020 2021 2022 2023 2024 2025 04/20 07/20 10/20 01/21 August 2019 August 2021

1 Passengers travelling in First Class and Business Class

Lufthansa Group: Accelerating our Transformation June 2021 Page 14 Market opportunities Customer centricity Digitalization Sustainability Ways of working Edelweiss and Eurowings Discover serve premium leisure markets

Edelweiss well established in Switzerland EW Discover launching in German market Home Integrated into Home Integrated in Lufthansa base SWISS feeder & base German Airlines feeder Zurich global sales Frankfurt & global sales Average Adj. EBIT margin Start of flight Focus on leisure 2017-2019: Focus on leisure operations traffic ex Switzerland traffic ex Germany 7.7% in summer 2021 Operative fleet of 3 Airbus A330 ~ 1,100 14 aircraft ~ 350 growing to employees employees 11x A330 & 10x A320 10x A320, 4x A340 as of March 2021

Lufthansa Group: Accelerating our Transformation June 2021 Page 15 Market opportunities Customer centricity Digitalization Sustainability Ways of working A transformed Eurowings to drive profitable recovery

Robust yield premium Significant restructuring progress Strategic focus areas

Yield  Standardized, modern fleet of 75 a/c Further strengthen position as € per passenger Touristic 93  Reduction to only one AOC in Germany Germany’s largest touristic 87 segment 13 carrier outside of the hubs 9 77 69  Reduction of overhead cost by >30% 17 Ancillary 56 31 Increase in a/c and crew productivity Expand network to capture VFR 19 strong VFR travel flows out of 78 81 traffic 60 Fare Optimization of network and earnings capacity Germany 36 38 Expected CASK reduction €-cent 2019 2021 -18% Pan Exploit pan-European growth ACT FCT European potential post-crisis FY 2019 6.1 5.0 Growth . Route network and Eurowings’ value positioning support sustainable yield premium versus LCC peers 2019 2024e

Lufthansa Group: Accelerating our Transformation June 2021 Page 16 Market opportunities Customer centricity Digitalization Sustainability Ways of working Stimulating demand and driving customer satisfaction through innovation

Customer Journey

Inspiration Compare Book Plan & Get to airport Take flight Connect Arrive at Get to & stay Get to airport Take Arrive at Get to Stay & planning & select travel prepare & await flight destination at destination & await flight return flight home airport home involved

Personalized offers Digitally enhanced customer experience Sustainability

Personalized Biometrics for entries, Digital check-in Sustainable offers & New premium seats Digital customer service (ancillary) offers boarding & bag drops & baggage services waste reduction

Real-time information New Economy class Future digital inflight CO Compensation via Onboard retail via ONE (Customer) ID 2 & inspiration F&B experience IFE & App experience online channels

Lufthansa Group: Accelerating our Transformation June 2021 Page 17 Market opportunities Customer centricity Digitalization Sustainability Ways of working Consistent customer experience through digitization and Miles & More

Development of a seamless customer experience… …integrated into Europe’s largest frequent flyer program

2019 figures One customer interface Alignment of booking platforms and websites Leading loyalty across Group Airlines to make booking a flight 35m program for intuitive and easy members 9 airline partners Central profile management M 79bn One ID profile to be used throughout the Group miles issued More than allows for efficient and central data management 140 and creates additional customer value 51% Non-air partners higher spend than Personalized offers non-members More than Centralized data management enhances servicing opportunity to provide customers with the right 1.5m 450 E-commerce offers at the right point in time Branded credit partners cards issued

Lufthansa Group: Accelerating our Transformation June 2021 Page 18 Market opportunities Customer centricity Digitalization Sustainability Ways of working Direct distribution enhances market reach and allows to individualize the offer

Focus on growing >50% 75% share of direct 30% 45% distribution

channels 2015 2018 2019 Target 2024

Enhanced customer experience Increased revenues Reduced distribution cost

Owning the customer journey Enabling flexible offers Eliminating external costs & surcharge

Modern retail experience Dynamic pricing GDS cost savings . Offer control Tailored prices between booking . Continued rollout of direct distribution . Seamless payment classes channels avoids GDS fees . Increased competitiveness Multi-channel landscape Ancillary revenues . Elimination of surcharge (DCC) Offering in customer’s preferred Personalized and targeted channel product offers at the right time

Lufthansa Group: Accelerating our Transformation June 2021 Page 19 Market opportunities Customer centricity Digitalization Sustainability Ways of working Target to halve carbon emissions over the next decade

1 -50% Net CO2 by 2030 : Avoid – Reduce - Compensate

Key drivers Contribution to target reduction

. (Early) retirement of older aircraft Fleet renewal . Addition of new efficient aircraft 10-15% . Technical innovation (example: AeroSHARK)

. Group ready to lead collaboration across the entire value Sustainable Aviation Fuels chain 5-10% . 5-10% share of SAF targeted by 2030, dependent on availability and price

Operational and Air Traffic . Operational efficiency improvement projects 5-10% Management efficiency . Single European Sky: Direct flight paths instead of detours

. Compensation and CO2 certificates . Corporate contracts with built-in compensation 15-30% Offsetting (Greenfares) . Compensaid platform

1 Compared to 2019 Lufthansa Group: Accelerating our Transformation June 2021 Page 20 Market opportunities Customer centricity Digitalization Sustainability Ways of working Development of the Group’s organization and governance to drive faster decision-making, reduce complexity and foster more efficient cooperation

Integrated Aviation Group Airline Group with functional holding Deutsche Lufthansa AG Deutsche Lufthansa AG Lufthansa German Airlines & Group Functions Group Functions

LH LH Other LH LH Other Cargo Technik Cargo Technik

Airlines Aviation Airlines Aviation Services Services

. Organizational separation of Group and Lufthansa German Airlines functions . Matrix organization focused on core airline functions to ensure maximum synergies . Business units carry full entrepreneurial and P&L responsibility . Group Management Board focused on strategy, capital allocation and driving improved capital returns

Lufthansa Group: Accelerating our Transformation June 2021 Page 21 Market opportunities Customer centricity Digitalization Sustainability Ways of working Streamlining Lufthansa Group to a focused Airline Group

Core business

Evaluation of partial Divestiture targeted divestiture options once fair value can be ongoing realized

Lufthansa Group: Accelerating our Transformation June 2021 Page 22 Lufthansa Group mid-term targets for the New Normal

Assumptions Drivers 2024 Targets

Capacity (ASK) Revenues Adjusted EBIT margin Low single digit RASK decline at 90-95% of pre-crisis levels by 2024 Group Airlines; Aviation Services above 2019 levels At least 8% Recovery by region CASK (excl. fuel1)

Recovery led by European short-haul Low to mid single digit reduction in and Transatlantic traffic Group Airlines at 90-95% capacity Adjusted ROCE (excl. cash)

Recovery by customer segment Capex Faster recovery expected for leisure At least 10% and VFR traffic – Corporate travel to ~EUR 2.5 billion in 2023 / 2024 recover to 2019 levels by 2025 2024 Figures compared to 2019 where applicable 1 Fuel cost expectation based on oil price of USD 57.0 / bbl, based on forward curve as of June 8, 2021. Lufthansa Group: Accelerating our Transformation June 2021 Page 23 Balance sheet strengthening rests on three key pillars

STRENGTHENING OF BALANCE SHEET

Return to profitability Repayment of stabilization measures Divestments

Achieve cost reductions to ensure Replace state aid funds through long- Divest non-core assets in part or in quick return to profitability and to term debt and equity refinancing full once fair value can be realized drive strong free cash flows measures Preparations of capital increase ongoing

Return to investment grade rating

Adj. Net debt incl. pensions/Adj. EBITDA < 3.5

Provision of sufficient liquidity as crisis protection

Lufthansa Group: Accelerating our Transformation June 2021 Page 24 Accelerating our Transformation

Decisive action taken to ensure Ongoing innovation drives convenient, liquidity and respond to industry individual and sustainable disruption product

Key restructuring actions taken to Disciplined financial management create a stronger, more resilient to strengthen the balance sheet business and drive attractive returns

A structural winner in the New Normal

Lufthansa Group: Accelerating our Transformation June 2021 Page 25 Q&A

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