DOCSLIB.ORG

ANNUAL REPORT 2017 Letter from the Executive Board

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
ANNUAL REPORT 2017 Letter from the Executive Board ANNUAL REPORT 2017 lufthansagroup.com lufthansagroup.com/investor-relations Business segments NETWORK AIRLINES T002 NETWORK AIRLINES 2017 Change The Network Airlines segment comprises in % Lufthansa German Airlines, SWISS and Revenue €m 23,317 6.6 Austrian Airlines. With their multi-hub strategy, of which traffic revenue €m 21,538 6.6 the Network Airlines offer their passengers Adjusted EBIT €m 2,263 45.5 a premium product and a comprehensive route Adjusted EBIT margin % 9.7 2.6 pts network combined with the highest level of Adjusted ROCE % 17.1 6.0 pts travel flexibility. EACC €m 1,622 48.9 Segment capital expenditure €m 1,738 19.7 Employees as of 31.12. number 50,190 0.4 POINT-TO-POINT AIRLINES T003 POINT-TO-POINT AIRLINES 2017 Change The Point-to-Point Airlines segment is made in % up of the flight operations of the Eurowings Revenue €m 4,041 96.2 group (Eurowings, Germanwings, Eurowings of which traffic revenue €m 3,927 91.7 Europe) as well as Brussels Airlines and the Adjusted EBIT €m 94 equity investment in SunExpress. The Point- Adjusted EBIT margin % 2.3 7.3 pts to-Point Airlines provide an innovative and Adjusted ROCE % 4.2 12.2 pts competitive offering for price-sensitive and EACC €m – 63 – 49.2 service-oriented customers in the growing Segment capital expenditure €m 939 134.2 direct traffic segment. Employees as of 31.12. number 7,501 114.7 C01 Business segments’ share of Group external revenue in % Additional Businesses and Group Functions 0.8 Logistics 7.0 Catering 7.2 MRO 10.0 Point-to-Point Airlines 11.4 63.6 Network Airlines 2017 figures LOGISTICS T004 LOGISTICS 2017 Change Lufthansa Cargo is the logistics specialist in % 35.6 within the Lufthansa Group. The freighter fleet Revenue in EUR bn Revenue €m 2,524 21.1 consisted of five Boeing 777F and twelve Boeing of which traffic revenue €m 2,373 19.5 MD-11F aircraft as of the end of the financial Adjusted EBIT €m 242 year. Lufthansa Cargo markets capacities on Adjusted EBIT margin % 9.6 12.0 pts its own freighters and chartered cargo aircraft, Adjusted ROCE % 15.5 18.9 pts along with belly capacities on passenger aircraft 2,973 EACC €m 128 operated by Lufthansa German Airlines, Austrian Segment capital expenditure €m 39 34.5 Adjusted EBIT in EUR m Airlines and on Eurowings long-haul flights. Employees as of 31.12. number 4,511 – 1.2 3,005 Capital expenditure in EUR m MRO T005 MRO 2017 Change Lufthansa Technik is the world’s leading in % independent provider of maintenance, repair Revenue €m 5,404 5.1 and overhaul services (MRO) for civilian 2,253 of which external revenue €m 3,568 1.5 commercial aircraft. The portfolio covers Free cash flow Adjusted EBIT €m 415 1.0 a variety of different product structures and in EUR m Adjusted EBIT margin % 7.7 – 0.3 pts combinations, from the repair of individual Adjusted ROCE % 7.7 – 0.9 pts components to consultancy services and the EACC €m 147 3.5 fully integrated supply of entire fleets. Segment capital expenditure €m 233 7.9 Employees as of 31.12. number 21,502 3.2 11.6 Adjusted ROCE in % CATERING T006 CATERING 1,758 2017 Change EACC in EUR m The LSG group offers a complete portfolio in % of products related to in-flight service. Its Revenue €m 3,219 0.8 established LSG Sky Chefs brand, the world’s of which external revenue €m 2,556 0.2 largest network of catering facilities and its Adjusted EBIT €m 66 – 36.5 expertise make the group the market leader for Adjusted EBIT margin % 2.1 – 1.2 pts high-quality in-flight catering. The company 154.4 Adjusted ROCE % 3.9 – 2.1 pts is present at 205 airports around the world, Total Shareholder EACC €m – 17 13.3 with 198 plants and several partnerships. Return in % Segment capital expenditure €m 84 15.1 Employees as of 31.12. number 34,563 – 2.7 Key figures Lufthansa Group overview Lufthansa Group The Lufthansa Group is the world’s leading aviation group. Its corporate portfolio consists of Network Airlines, Point-to-Point Airlines and Aviation Services. T001 KEY FIGURES LUFTHANSA GROUP 2017 2016 Change in % Revenue and result Total revenue €m 35,579 31,660 12.4 of which traffic revenue €m 28,399 24,661 15.2 EBITDA €m 5,362 4,065 31.9 EBIT €m 3,310 2,275 45.5 Adjusted EBIT €m 2,973 1,752 69.7 Net profit / loss €m 2,364 1,776 33.1 Key balance sheet and cash flow statement figures Total assets €m 36,267 34,697 4.5 Equity ratio % 26.5 20.6 5.9 pts Net indebtedness €m 2,884 2,701 6.8 Pension provisions €m 5,116 8,364 – 38.8 Cash flow from operating activities €m 5,035 3,246 55.1 Capital expenditure (gross) €m 3,005 2,236 34.4 Free cash flow €m 2,253 1,138 98.0 Key profitability and value creation figures EBITDA margin % 15.1 12.8 2.3 pts EBIT margin % 9.3 7.2 2.1 pts Adjusted EBIT margin % 8.4 5.5 2.9 pts ROCE % 12.8 9.0 3.8 pts Adjusted ROCE % 11.6 7.0 4.6 pts EACC €m 1,758 817 115.1 Lufthansa share Share price at year-end € 30.72 12.27 150.4 Earnings per share € 5.03 3.81 32.0 Proposed dividend per share € 0.80 0.50 60.0 Traffic figures 1) Flights number 1,130,008 1,021,919 10.6 Passengers thousands 130,040 109,673 18.6 Available seat-kilometres millions 322,821 286,555 12.7 Revenue seat-kilometres millions 261,156 226,639 15.2 Passenger load factor % 80.9 79.1 1.8 pts Available cargo tonne-kilometres millions 15,619 15,117 3.3 Revenue cargo tonne-kilometres millions 10,819 10,071 7.4 Cargo load factor % 69.3 66.6 2.7 pts Employees Employees as of 31.12. number 129,424 124,306 4.1 Average number of employees number 128,856 123,287 4.5 1) Previous year’s figures have been adjusted. Date of publication: 15 March 2018. CONTENTS 2 To our shareholders 2 Letter from the Executive Board 6 Report of the Supervisory Board 9 Lufthansa share 12 Combined management report 13 Principles of the Group 13 Business activities and Group structure 14 Goals and strategies 20 Fleet and route network 24 Employees 25 Research and development 25 Legal and regulatory factors 26 Economic report 26 Macroeconomic situation 27 Sector developments 29 Course of business 32 Earnings, assets and financial position 40 Target achievement and overall statement by the Executive Board on the economic position 42 Business segments 43 Network Airlines business segment 50 Point-to-Point Airlines business segment 53 Logistics business segment 56 MRO business segment 59 Catering business segment 62 Additional Businesses and Group Functions 64 Opportunities and risk report 78 Forecast 83 Corporate Governance 97 Notes to the individual financial statements of Deutsche Lufthansa AG (HGB) 101 Consolidated financial statements 201 Combined non-financial report 217 Further information 218 Ten-year overview 222 Glossary 224 Chart and table overview 226 Credits / Contact Financial calendar 2018 / 2019 and Disclaimer 2 TO OUR SHAREHOLDERS LUFTHANSA GROUP ANNUAL REPORT 2017 Letter from the Executive Board The Executive Board Deutsche Lufthansa AG HARRY HOHMEISTER DR BETTINA VOLKENS CARSTEN SPOHR ULRIK SVENSSON THORSTEN DIRKS Member of the Member of the Chairman of the Member of the Member of the Executive Board Executive Board Executive Board Executive Board and Executive Board Hub Management Corporate Human and CEO Chief Financial Officer Eurowings and Resources and Aviation Services Born in 1964, diploma in Born in 1966, industrial Born in 1961, B.Sc. Legal Affairs commercial air transport, engineer, Chairman of the in Economics, Born in 1963, chartered Executive Board member Born in 1963, lawyer, Executive Board and Executive Board member engineer, member of the since 2013, with the Executive Board member CEO since 1 May 2014, since 2017, with the Executive Board since 2017, Lufthansa Group since 2013, with the Executive Board member Lufthansa Group at the Lufthansa Group since 1985 Lufthansa Group since 2011, with the since 2017 since 2017 since 2012 Lufthansa Group since 1994 TO OUR SHAREHOLDERS LUFTHANSA GROUP ANNUAL REPORT 2017 3 Letter from the Executive Board Ladies and gentlemen, The Lufthansa crane that has always symbolised our brand celebrates its 100th anniversary in this year. Such a jubilee presents a good opportunity to reflect on the past and to look into the future. Behind us lies a long, often varied and always highly eventful past, which has been defined by continuous growth and our aspiration to combine tradition and innovation. We have driven change at all times and simultaneously held on to tried and tested practices. We took the 100-year anniversary of the crane as the opportunity to freshen up our image. This is perhaps the most visible sign of modernisation at the Lufthansa Group. In accordance with this, in 2017 we concluded the most successful year in the history of the Lufthansa Group. Never before as many passengers have flown with our Group’s airlines and never before have we generated as much revenue from special and express freight. Never before has Lufthansa Technik serviced as many aircraft and never before has our catering company LSG prepared as many meals.
Load more

Recommended publications
  • IATA CLEARING HOUSE PAGE 1 of 21 2021-09-08 14:22 EST Member List Report
    IATA CLEARING HOUSE PAGE 1 OF 21 2021-09-08 14:22 EST Member List Report AGREEMENT : Standard PERIOD: P01 September 2021 MEMBER CODE MEMBER NAME ZONE STATUS CATEGORY XB-B72 "INTERAVIA" LIMITED LIABILITY COMPANY B Live Associate Member FV-195 "ROSSIYA AIRLINES" JSC D Live IATA Airline 2I-681 21 AIR LLC C Live ACH XD-A39 617436 BC LTD DBA FREIGHTLINK EXPRESS C Live ACH 4O-837 ABC AEROLINEAS S.A. DE C.V. B Suspended Non-IATA Airline M3-549 ABSA - AEROLINHAS BRASILEIRAS S.A. C Live ACH XB-B11 ACCELYA AMERICA B Live Associate Member XB-B81 ACCELYA FRANCE S.A.S D Live Associate Member XB-B05 ACCELYA MIDDLE EAST FZE B Live Associate Member XB-B40 ACCELYA SOLUTIONS AMERICAS INC B Live Associate Member XB-B52 ACCELYA SOLUTIONS INDIA LTD. D Live Associate Member XB-B28 ACCELYA SOLUTIONS UK LIMITED A Live Associate Member XB-B70 ACCELYA UK LIMITED A Live Associate Member XB-B86 ACCELYA WORLD, S.L.U D Live Associate Member 9B-450 ACCESRAIL AND PARTNER RAILWAYS D Live Associate Member XB-280 ACCOUNTING CENTRE OF CHINA AVIATION B Live Associate Member XB-M30 ACNA D Live Associate Member XB-B31 ADB SAFEGATE AIRPORT SYSTEMS UK LTD. A Live Associate Member JP-165 ADRIA AIRWAYS D.O.O. D Suspended Non-IATA Airline A3-390 AEGEAN AIRLINES S.A. D Live IATA Airline KH-687 AEKO KULA LLC C Live ACH EI-053 AER LINGUS LIMITED B Live IATA Airline XB-B74 AERCAP HOLDINGS NV B Live Associate Member 7T-144 AERO EXPRESS DEL ECUADOR - TRANS AM B Live Non-IATA Airline XB-B13 AERO INDUSTRIAL SALES COMPANY B Live Associate Member P5-845 AERO REPUBLICA S.A.
    [Show full text]
  • Key Data on Sustainability Within the Lufthansa Group Issue 2012 Www
    Issue 2012 Balance Key data on sustainability within the Lufthansa Group www.lufthansa.com/responsibility You will fi nd further information on sustainability within the Lufthansa Group at: www.lufthansa.com/responsibility Order your copy of our Annual Report 2011 at: www.lufthansa.com/investor-relations The new Boeing 747-8 Intercontinental The new Boeing 747-8 Intercontinental is the advanced version of one of the world’s most successful commercial aircraft. In close cooperation with Lufthansa, Boeing has developed an aircraft that is optimized not only in terms of com- fort but also in all dimensions of climate and environmental responsibility. The fully redesigned wings, extensive use of weight-reducing materials and innova- tive engine technology ensure that this aircraft’s eco-effi ciency has again been improved signifi cantly in comparison with its predecessor: greater fuel effi - ciency, lower emissions and signifi cant noise reductions (also see page 27). The “Queen of the Skies,” as many Jumbo enthusiasts call the “Dash Eight,” offers an exceptional travel experience in all classes of service, especially in the exclusive First Class and the entirely new Business Class. In this way, environmental effi ciency and the highest levels of travel comfort are brought into harmony. Lufthansa has ordered 20 aircraft of this type. Editorial information Published by Deutsche Lufthansa AG Lufthansa Group Communications, FRA CI Senior Vice President: Klaus Walther Concept, text and editors Media Relations Lufthansa Group, FRA CI/G Director: Christoph Meier Bernhard Jung Claudia Walther in cooperation with various departments and Petra Menke Redaktionsbüro Design and production organic Marken-Kommunikation GmbH Copy deadline 18 May 2012 Photo credits Jens Görlich/MO CGI (cover, page 5, 7, 35, 85) SWISS (page 12) Brussels Airlines (page 13) Reto Hoffmann (page 24) AeroLogic (page 29) Fraport AG/Stefan Rebscher (page 43) Werner Hennies (page 44) Ulf Büschleb (page 68 top) Dr.
    [Show full text]
  • Onboard Retail LSG Sky Chefs – Catering And
    LETTER FROM THE EXECUTIVE BOARD AN INDUSTRY-LEADING NETWORK THE LSG GROUP - POSITIONING04 A GLANCE AT THE OPERATIONS 30 MARKET ENVIRONMENT06 CULINARY EXCELLENCE 32 PRODUCT PORTFOLIO08 ENVIRONMENTAL MANAGEMENT 34 STRATEGIC TRANSFORMATION10 PROVEN EXCELLENCE 38 COURSE OF BUSINESS18 OUTLOOK 40 FINANCIAL PERFORMANCE20 CONSOLIDATED INCOME STATEMENT 42 WORLDWIDE PRESENCE24 44KEY FIGURES 25 45 We look forward LETTER FROM THE EXECUTIVE BOARD to exploring with Dear reader, Once again, we gratefully look back at another year of growth Significant steps have been taken in the transformation of the for our industry. Despite looming turbulence over the world‘s LSG Group. Today, we are able to offer a complete portfolio of you. economy, developments in our key areas of activities – air and products and services for a variety of industries. In the backend, rail travel, as well as convenience retail – were positive around we are changing our operational landscape to become even more the globe. This has certainly laid a solid foundation for the flexible through a market-oriented mix of production modules continued good performance achieved by our company. and tailored logistics. And, most importantly, the processes throughout our value chain are progressively growing in The relative stability of our environment has allowed us to focus consistency, leading to higher efficiency. on the improvement of our processes in terms of standardization, sharing of best practices and learning from each other. Thus, Moving forward, we will concentrate on taking advantage of in addition to a satisfying financial result, we have also attained the multiple opportunities offered by digitalization in creating a remarkable operational standard underlined by quality and new products and applications, facilitating our workflows and sustainability.
    [Show full text]
  • A Conceptual Framework for Measuring Airline Business Model Convergence Working Paper Series
    A Conceptual Framework for Measuring Airline Business Model Convergence Working Paper Series DEPARTMENT OF BUSINESS POLICY AND LOGISTICS Edited by Prof. Dr. Dr. h.c. Werner Delfmann Working Paper 110 A Conceptual Framework for Measuring Airline Business Model Convergence Authors Jost Daft Sascha Albers University of Cologne Faculty of Management, Economics and Social Sciences Daft, Jost; Albers, Sascha: A Conceptual Framework for Measuring Airline Business Model Convergence. Working Paper 110 of the Department of Business Policy and Logistics, University of Cologne, Cologne, 2012. Authors Jost Daft University of Cologne Dept. of Business Policy & Logistics Albertus Magnus Platz 50923 Köln, Germany Tel. +49 221 470-4318 [email protected] Dr. Sascha Albers University of Cologne Dept. of Business Policy & Logistics Albertus Magnus Platz 50923 Köln, Germany Tel. +49 221 470-6193 [email protected] All rights reserved. © The authors, Cologne, 2012. A Conceptual Framework for Measuring Airline Business Model Convergence Contents 1 Introduction ....................................................................................................................... 5 2 Business Model Concept ................................................................................................... 6 3 A Framework for devising Airline Business Models ...................................................... 9 3.1 Corporate Core Logic ..................................................................................................... 10 3.2 Configuration
    [Show full text]
  • Technical Presentation Abstract and Speaker Bios Operations Study Group
    Operations 2020 How to restore and recover airline operations at minimal cost and with maximum efficiency as quickly as possible Online Conference 01 – 05 June 2020 Agifors Airline Operations Study Group Meeting 2020 AGIFORS Operations and Maintenance Conference Schedule 2020 01. Jun 02. Jun 03. Jun 04. Jun 05. Jun Time Slot Monday (HOLIDAY) Tuesday Wednesday Thursday Friday Time Slot Prof. Dr. Christoph Brützel, International Airline Updates Anna Hess, FZI Research Center for 14:45 - 15:30 (CEST) 14:45 - 15:30 (CEST) University Bad Honnef Cathay Pacific, Patton Chan Information Technology Airline Updates 07:45 - 08:30 (CDT) 07:45 - 08:30 (CDT) Impact of Outsourcing Flight Operations Oman Air, Ziad Abuawad The Weight and Balance Optimization 05:45 - 06:30 (PDT) 05:45 - 06:30 (PDT) on Operations Control Management Journey Conference Start Jose Ramirez-Hernandez, American Airlines 15:30 - 16:00 (CEST) Valentin Weber & Mohamed Rbaia,, Airline Updates 15:30 - 16:00 (CEST) 15:45 (CEST) Maintenance Planning with Center of 08:30 - 09:00 (CDT) Amadeus American Airlines, Tolou Esfandeh Lufthansa Consulting 08:30 - 09:00 (CDT) more time zones. moretime 08:45 (CDT) Excellence (CoE) Stations: A simulation 06:30 - 07:00 (PDT) Robust and Practical Tail Re-allocation GoIndigo, Jason Herter M2P Consulting 06:30 - 07:00 (PDT) Technical presentations offered twice to cater for tocater offeredtwice 06:15 (PDT) Approach ELP Aviation Sebastian Heger, m2p Tata Consultancy Services Davide Bardelli, Lufthansa Systems and Tim 16:00 - 16:45 (CEST) Keynote Is the
    [Show full text]
  • Valuation Of
    Valuation of and the Changing Market Environment Following the Insolvency of Airberlin Program: MSc Applied Economics and Finance Authors: Karen Patricia Steffe (Student number: 106981) Maria Frederiksen (Student number: 57417) Supervisor: Bo Danø Date of submission: 15th of May, 2018 Master Thesis Copenhagen Business School 2018 Number of pages: 114 Executive Summary This master thesis is a valuation of Lufthansa Group as of December 31st, 2017 in light of the changing market environment driven by the insolvency of airberlin Group. Objective The airline industry is at constant change § The objective of this Some structural challenges increasingly define the business master thesis is to environment for Lufthansa with large implications on the corporate evaluate the share price of Lufthansa Group within agenda. Since the liberalization of the EU flight market, competition its current market position significantly increased. The entry of Low Cost Carriers as well as and to give an outlook on ongoing consolidation in the sector puts high pressure on ticket industry changes prices, while costs are driven by fuel expenses as well as following the insolvency employees’ salaries and wages. of airberlin. Insolvency of airberlin strengthens Lufthansa’s market position Lufthansa at a Glance Through the insolvency of airberlin, Lufthansa’s market share on § Founded in 1926, intra-German flights increased from 69% to 87%, making it the Lufthansa Group is based dominant player in this country. It also helped Lufthansa to report a in Germany and is record high net income in 2017 and made the share price increase currently the largest by almost 150% during that year.
    [Show full text]
  • Deutsche Lufthansa Aktiengesellschaft in Respect of Non-Equity Securities Within the Meaning of Art
    Base Prospectus 17 November 2020 This document constitutes the base prospectus of Deutsche Lufthansa Aktiengesellschaft in respect of non-equity securities within the meaning of Art. 2 (c) of Regulation (EU) 2017/1129 of the European Parliament and of the Council of June 14, 2017 (the “Prospectus Regulation”) for the purposes of Article 8(1) of the Prospectus Regulation (the “Base Prospectus”). Deutsche Lufthansa Aktiengesellschaft (Cologne, Federal Republic of Germany) as Issuer EUR 4,000,000,000 Debt Issuance Programme (the “Programme”) In relation to notes issued under this Programme, application has been made to the Commission de Surveillance du Secteur Financier (the “CSSF”) of the Grand Duchy of Luxembourg (“Luxembourg”) in its capacity as competent authority under the Luxembourg act relating to prospectuses for securities dated 16 July 2019 (Loi du 16 juillet 2019 relative aux prospectus pour valeurs mobilières et portant mise en oeuvre du règlement (UE) 2017/1129, the “Luxembourg Law”) for approval of this Base Prospectus. The CSSF only approves this Base Prospectus as meeting the standards of completeness, comprehensibility and consistency imposed by the Prospectus Regulation. Such approval should not be considered as an endorsement of the economic or financial opportunity of the operation or the quality and solvency of the Issuer or of the quality of the Notes that are the subject of this Base Prospectus. Investors should make their own assessment as to the suitability of investing in the Notes. By approving this Base Prospectus, the CSSF does not assume any responsibility as to the economic and financial soundness of any issue of Notes under the Programme and the quality or solvency of the Issuer.
    [Show full text]
  • Titel Zur Ansicht RZ.Indd
    Issue 2013 Balance Key data on sustainability within the Lufthansa Group www.lufthansagroup.com/responsibility You will fi nd further information on sustainability within the Lufthansa Group at: www.lufthansagroup.com/responsibility Order your copy of our Annual Report 2012 at: www.lufthansagroup.com/investor-relations 1 Source: Lufthansa Annual Report 2012 2 For the reporting year 2012 the following companies are included: Lufthansa (including Lufthansa CityLine, Air Dolomiti, Eurowings, Contact Air, Augsburg Airways), Lufthansa Cargo, Germanwings, SWISS (including Edelweiss Air) and Austrian Airlines. Excluding the services of third parties as the company can infl u- ence neither performance nor the equipment operated (see also table “Share of third parties” on page 70). 3 Types of fl ights taken into account: all scheduled and charter fl ights. 4 See also table “Fuel consumption” on page 70. 5 Companies referred to as in 2, but including the services of third parties, as these contribute to the Group’s results. Types of fl ights as in 3, but including ferry fl ights, as these represent costs. 6 Balance: segments (operational perspective); Annual Report: distance (customer perspective); one distance can include several segments, e.g. in the event of stops en route. 7 Balance: on the basis of all passengers aboard; Annual Report: on the basis of all revenue passengers. At a glance Business performance data1 2012 2011 Change Revenue million € 30,135 28,734 + 4.9 % of which traffic revenue million € 24,793 23,779 + 4.3 % Operating result million
    [Show full text]
  • LSG Group Labor Dispute Escalating in Key US Market
    1 October 2019 Michael Hachey Deputy Director, Research (703) 344-4778 UNITEHERE! [email protected] LSG Group labor dispute escalating in key US market Summary As Deutsche Lufthansa AG (DLAKF) is negotiating a partial or complete sale of LSG group, labor troubles in its airline catering business segment are mounting in the key US market. • LSG Sky Chefs and North American labor union UNITE HERE are far apart on economic issues in ongoing contract negotiations covering all US employees • Tightness in the US labor market and political pressure could drive wages and benefits costs higher • US employees of LSG Sky Chefs voted to authorize strikes and petitioned for release from federal mediation which, if granted, would enable them to strike • North America is LSG Sky Chefs’ largest market, accounting for 53% of external catering revenue in first half-year of 2019 Labor and Management are Far Apart in Ongoing US Labor Negotiations The Master National Agreement with North American labor union UNITE HERE, which covers all of LSG Sky Chefs’ 11,162 employees in the US, is currently amendable. UNITE HERE proposed a $15/hour minimum wage floor, higher annual raises for all employees, and increased spending on health benefits, which Sky Chefs rejected. Currently, hourly wages range from $8.40 - $28.50 with 57% of employees earning less than $15. Workers pay expensive premiums for health insurance, at a cost of over $500/month for family coverage. As of 2018, only 34% of LSG Sky Chefs’ US employees had any employer-provided health insurance coverage and only 9% had coverage for a family member or child.
    [Show full text]
  • Feasibility Study Air Cargo Development at Windsor International Airport
    Feasibility Study Air Cargo Development at Windsor International Airport Phase 1: Market Potential Analysis Submitted on September 04th, 2009 by: Lufthansa Consulting GmbH Von-Gablenz-Str. 2-6 50679 Köln Germany Registration: Local Court of Cologne Commercial Register HRB 17788 Managing Director: Werner Schuessler Market Potential Analysis for Windsor International Airport 2 Content 1. Executive Summary .................................................................... 9 2. Introduction .............................................................................. 14 3. Methodology ............................................................................. 15 3.1 Research .................................................................................................... 15 3.2 Determine Relevant Air Cargo Market ........................................................ 16 3.3 GDP driven base forecast for the Relevant Market ..................................... 17 3.4 Definition of Market Share for Windsor International Airport and creation of base forecast .............................................................................................. 18 3.5 Consider impacts of influence factors on YQG ........................................... 20 3.6 Use Forecast Model to project YQG Cargo Volumes .................................. 20 4. Economic Environment ............................................................ 23 4.1 Economic characteristics of Canada ........................................................... 23 4.1.1 Gross
    [Show full text]
  • Retail Inmotion Expands Agreement with Sunexpress Germany
    Retail inMotion expands agreement with SunExpress Germany By Rick Lundstrom on December, 19 2017 | Partnerships, Collaborations & Acquisitions Retail inMotion, the onboard retail specialist of the LSG Group, has extended its existing contract with SunExpress Germany, one of the largest scheduled and charter airline carriers between Europe and Turkey. The new contract is valid for three years and covers full onboard retail management for the airline. Retail inMotion is responsible for designing and managing the airline’s onboard retail program, including category management and the implementation of Vector, their proprietary onboard retail software. The SunExpress onboard retail program consists of around 30 food and beverage items and nearly 70 boutique and duty free articles, which are offered to passengers on board. “The LSG Group is proud to continue the partnership with SunExpress Germany for three more years. We will not only provide our industry leading Retail inMotion technology and take care of the last mile, but Retail inMotion will also further manage the onboard retail program of SunExpress. This is a great sign of trust in our capabilities”, said Lars Redeligx, Chief Commercial Officer Europe at LSG Group. During the airline’s winter schedule, Retail inMotion manages the service of approximately 150 flights per week, which increases to nearly 330 flights per week during the summer schedule. “We are very happy that we could extend our partnership with Retail inMotion as we very much appreciate the flexibility, support and operational reliability of the team,” added Jens Bischof, Managing Director SunExpress. 1 Copyright DutyFree Magazine. All rights reserved. Retail inMotion has been partnering with SunExpress since the airline introduced its onboard retail program in 2014.
    [Show full text]
  • LSG GROUP 2014 ENVIRONMENTAL REPORT PART 1 Company Information
    THINKING GREEN LSG GROUP 2014 ENVIRONMENTAL REPORT PART 1 Company Information THE LSG GROUP is the world’s largest provider of in-flight services – COMPANY catering, onboard retail, in-flight equipment and logistics, consulting and lounge services. INFORMATION The company’s extensive culinary excellence and logistics know-how has enabled it to move successfully into adjacent markets, such as train services and retail. LSG Sky Chefs delivers 578 million meals a year, mainly for over 300 airlines at 214 airports in 51 countries. For more information, please visit our website at www.lsgskychefs.com. 2 THINKING GREEN – LSG Group Environmental Report 2014 | 3 PART 2 Environmental Management System ENVIRONMENTAL A SYSTEMATIC APPROACH FOR CONTINUOUS IMPROVEMENT Over the past 20 years, LSG Sky Chefs has developed what is today MANAGEMENT considered the in-flight service industry’s most structured and expansive approach to Environmental Care. SYSTEM This approach permeates everything we do to ensure wide-scale environmental awareness and continuous improvement throughout our worldwide organization, and is designed to meet customers‘ and shareholders‘ environmental expectations. 4 THINKING GREEN – LSG Group Environmental Report 2014 | 5 PART 2 Environmental Management System SYSTEMATIC APPROACH THE LSG GROUP’S APPROACH TO ENVIRONMENTAL RESPONSIBILITY Our whole Environmental Management System is based on the 1 2 Plan-Do-Check-Act principles of ISO 14001. PLAN DO At LSG Group, the Plan-Do-Check-Act cycle lasts three years, after which it is evaluated and adjusted to meet any changing requirements. 4 3 ACT CHECK 6 THINKING GREEN – LSG Group Environmental Report 2014 | 7 PART 2 Environmental Management System OUR POLICY IS THE BASIS OF OUR ENVIRONMENTAL ACTIVITIES ENVIRONMENTAL and contains the mission, guidelines and key elements of our Environmental Management System.
    [Show full text]