DOCSLIB.ORG

Expert Session Eurowings Management Presentation

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Expert Session Eurowings Management Presentation 10.06.2016 | London Disclaimer in respect of forward-looking statements Information published in this presentation concerning the future development of the Lufthansa Group and its subsidiaries consists purely of forecasts and assessments and not of definitive facts. These forward-looking statements are based on all discernible information, facts and expectations available at the time. They can, therefore, only claim validity up to the date of their publication. Since forward-looking statements are by their nature subject to uncertainties and imponderable risk factors – such as changes in underlying economic conditions – and rest on assumptions that may not occur, or may occur differently, it is possible that the Group’s actual results and development may differ materially from the forecasts. Lufthansa makes a point of checking and updating the information it publishes. However, the Company is under no obligation to update forward- looking statements or adapt them to subsequent events or developments. Accordingly, it neither explicitly nor implicitly accepts liability, nor gives any guarantee for the actuality, accuracy or completeness of this data and information. 3 Anwendungsbeispiele PowerPoint Agenda 1 Market environment and positioning of Eurowings 2 Commercial strategy 3 Organizational setup and financials 4 Growth opportunities through innovative Eurowings cooperation model 5 Summary and next steps 4 Expert Session Eurowings I 10.06.2016 Eurowings builds on the success of Germanwings Development of Eurowings in three phases New Eurowings Growth 1 Germanwings 2 Group 3 opportunities . Transfer of non-hub . CR9 conversion to . Organic growth: traffic from Lufthansa homogenous A320 fleet re-fleeting, additional to ‘New Germanwings’ aircraft and Lufthansa . Greenfield LCC operating from 2013 (30 aircraft) Group internal platform EW Europe consolidation . New fare concept . First base outside . External growth option: BASIC, SMART, BEST Germany in VIE various alternatives . Start of long-haul (strategic partnerships and M&A) . Financial turn-around / operations . Innovative cooperation break-even in 2015 . EW Group bundling model to foster profitable activities for all AOCs growth and benefit from . Eurowings as lead brand consolidation in Europe 5 Expert Session Eurowings I 10.06.2016 The business model has proven successful Financial turnaround achieved in 2015 EBIT development RASK / CASK development in m EUR in eurocents break-even RASK CASK 2012 2013 2014 2015 2015 vs. 2013 10.8 10.6 CASK -7% RASK -4% 10.0 excludes other operating income 9.9 9.9 (wetlease revenues, > +13pts. FX gains, etc.) EBIT-margin 9.5 ASK Share: Germanwings / Eurowings Lufthansa Lufthansa Direct Services Direct Services Germanwings / Eurowings > -200 m EUR 2013 2014 2015 . Successful turnaround despite increased LCC competition . CASK improvement overcompensates RASK decline . Constantly increasing load factor since 2013 6 Expert Session Eurowings I 10.06.2016 Eurowings holds #1 or #2 positions in all relevant German catchments Strong competitive position in Germany Cologne Hamburg = 14 = 21 HAM 23% 39% 44% = 55 = 90 62% 18% 17%7% = ~5.9m 15% = ~3.1m Stuttgart HAJ BER Berlin DTM = 14 DUS 11% = 8 33% 10% 50% = 59 57% = 30 6% CGN 32% 17% = ~4.4m = ~1.5m Düsseldorf Hanover 12% 25% = 30 = 1 20% 46% 7% = 77 STR 59% = 18 29% 29% = ~6.7m = ~0.7m Germany (non-hub airports) Eurowings operates from the heart of Europe Other EW • Decentral structure of German market; several large catchments = 89* 20% = 135 48% 11% LH • Premium position in high-yield markets with high purchasing power = ~22.5m* 21% • Shorter average sector length due to central geographic location in Europe AB Market shares based on offered outbound seats to Europe 2015; number of short- and long-haul fleet per base and number of destinations as of Jun 2016; *incl. Dortmund 7 Expert Session Eurowings I 10.06.2016 Eurowings leverages legacy advantages at lower cost Positioning of Eurowings within Lufthansa Group and LCC market Eurowings within LH Group Eurowings Positioning within the LCC Segment Eurowings leverages Ultra Traditional Modern LH Group advantages… Low Cost Low Cost Low Cost • LH status & corporate customer base . Single class, . Point-to-point . Point-to-point and • Frequent flyer program maximized seat network density . High frequency • Joint procurement . Leisure travelers and . Aggressive seat . Leisure travelers and price sensitive • Fleet management pricing, with strong price sensitive business travelers focus on ancillaries • Codesharing business travelers . Premium cabin, • Lounge access . Focus on leisure compromised seat travelers . Mainly primary und density … while maintaining secondary airports autonomy . Mainly secondary and . Frequently primary tertiary airports airports • P2P focus • Unbundled fares • Revenue management • Independent labour agreements • Non-legacy cost base • Separate IT system Cost Revenue (Navitaire) Position & Product 8 Expert Session Eurowings I 10.06.2016 Eurowings is able to retain LH Group customers and increase demand FFP data and travel profile of a frequent traveler Eurowings’ hybrid role Retain loyal Increase demand Raise purchase Lufthansa Group frequency and tap into new customer base target groups Example: flight travel pattern of a Miles&More Frequent flyer program Gold Status passenger from Hamburg Passengers with FFP-Membership Number of trips per year Lufthansa Eurowings Other Airlines 93% M&M 100 90 No FFP 76% 24% FFP 80 7% 70 Boomerang Club 60 Average revenue per segment 50 229 € 40 162 € 131 € 30 112 € 100 € 96 € 20 10 0 Non FFP Boomerang M&M FTL SEN HON Club Member 2011 2012 2013 2014 2015 FFP = Frequent Flyer Program; M&M = Miles&More; BC = Boomerang Club; FTL = Frequent Traveler (Silver Status); SEN = Senator (Gold Status); HON = Hon Circle Member (Platinum Status) 9 Expert Session Eurowings I 10.06.2016 Eurowings is one of the three pillars of the Lufthansa Group Stand-alone business within the leading Aviation Group First choice in aviation Premium network Eurowings Group Aviation Services carrier system #1 in Europe #1 in home markets* #1 worldwide • À-la-carte-concept • Point-to-point traffic • Pan-European and more * Germany, Austria, Switzerland and Belgium 10 Expert Session Eurowings I 10.06.2016 1 Market environment and positioning of Eurowings 2 Commercial strategy 3 Organizational setup and financials 4 Growth opportunities through innovative Eurowings cooperation model 5 Summary and next steps 11 Expert Session Eurowings I 10.06.2016 Eurowings serves more than 130 destinations High frequency domestic and European trunks plus attractive leisure routes Non-hub network 2011 Eurowings network 2016 LH+4U destinations ~110 EW destinations ~135 LH+4U seats offered ~24m EW seats offered ~26m • Primary European leisure destinations • High frequency on domestic and European served by Germanwings trunks (LON, PAR, MIL, BCN) • Primary domestic and European trunks • Touristic routes within central Europe served by Lufthansa (partly seasonal service) • 4U and LH networks not aligned • Leisure long-haul routes with a mix of „city“ and „beach“ destinations 12 Expert Session Eurowings I 10.06.2016 Eurowings strategy designed to fully exploit strong home market Domestic route network and KPI benchmark Domestic network 2016 Daily cycles, flight time and RASK 2015 Easyjet Comparable data for A320FAM aircraft Eurowings Vueling Wizz Air 9.5 7.2 6.5 5.9 5.6 5.7 5.0 4.2 1.6 1.9 1.3 1.5 Daily cycles Avg. flight duration RASK [flight hours] [eurocents / ASK] • High frequency domestic service • More daily cycles than competition and shorter (e.g. up to 10x daily CGN – TXL) average sector length • On average ~1,000 domestic • Structurally higher unit revenue than flights per week competitors plus additional premium • Domestic services account for ~30% • Potential to increase productivity with broader of total capacity European P2P network Source: Airbus; Annual Airline Reports 2015 13 Expert Session Eurowings I 10.06.2016 Network continuously enhanced to optimize schedule and mix Growth focus on leisure routes Our new Edinburgh European United Kingdom routes EDI NQT Faro Portugal Varna PSA PUY Bulgaria VAR BIA VLC FCO KVA SZF MAH BDS IBZ ALC CAG FAO Brindisi BJV Rhodos Antalya RHO AYT Gran Canaria Italy Greece Turkey Spain LPA 14 Expert Session Eurowings I 10.06.2016 Long-haul network serves leisure and selected city destinations Continuously growing long-haul network new new Miami Boston United States United States Bangkok Thailand BOS Phuket Thailand MIA HAV VRA Punta Cana CUN POP PUJ DXB Dominican BKK new Republic Havanna HKT Cuba new Port Louis Full charter destinations: Puerto Plata Mauritius Dominican Montego Bay, La Romana, Republic MRU Bridgetown, Salalah 15 Expert Session Eurowings I 10.06.2016 Eurowings serves price as well as value oriented customers Appealing to business and leisure passenger Eurowings customer segments Price-sensitive leisure travelers Value-conscious business travelers seeking lowest fares possible and corporate customers Upmarket leisure travelers, LH Groups most loyal customers willing to trade up for comfort traveling on non-hub routes Reason for ~75% Leisure/private ~25% Business travelling Clusters within 12% 28% 43% 12% 5% B2C segment Minimalistic One-time Recurring Long-term Frequent [Customer share] • Trip duration • Trip duration • Ø bookings per • Trip duration • Ø bookings per < 10 days < 7 days year > 2 >10 days year >10 • No frills / • Ancillaries
Recommended publications
  • Frequently Asked Questions (Faqs)

    Frequently Asked Questions (Faqs)

    Frequently asked questions (FAQs). 020 bookings on ANA Joint Venture routings. (Status: November 2014) General information. These FAQs are applicable for joint venture flights on LH and ANA and contain general information as well as specific eBooking information. What benefits do I have as a customer? Increased frequencies on routings from Japan to Europe and a wider range of choices. In addition, you can now book direct flights from Tokyo Haneda (HND)/Tokyo Narita (NRT) to London Heathrow (LHR), Paris Charles de Gaulle (CDG) and Düsseldorf (DUS). What routings are bookable on ANA flights? Bookings are possible on flights from Japan to Europe, including feeders and de-feeders within Japan and Europe. Which stations will be offered? Within Japan: Tokyo Haneda (HND), Tokyo Narita (NRT), Nagoya (NGO) and Osaka (KIX). Within Europe: all transit/import stations currently open for cargo. Which products and services can be booked on ANA flights? Standard cargo (td.Services) with td.Pro and td.Flash priority can be booked on ANA flights. Specials such as dangerous goods, animals or temperature-sensitive goods are excluded in a first step. Are my rates also valid for ANA flights? LH Cargo TACT, SRS and SRA rates can be booked on ANA flights. The shipment will receive access to an ANA flight if the booked revenue rate meets the access criteria defined by ANA. Additionally, ad hoc rates (spot quotations) can be requested for both LH Cargo and ANA flights. Is it possible to book 205(NH)-AWBs via Lufthansa Cargo? No, only 020(LH)-AWB bookings are possible in Lufthansa Cargo systems, e.g.
  • 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

    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.
  • Lufthansa German Airlines Announcement

    Lufthansa German Airlines Announcement

    Lufthansa German Airlines Announcement Message to all interested in a flight on Friday, July 10, 2020 from Dammam to Frankfurt Main (Germany) with possible connections to Europe, Canada, the USA, Mexico and Brazil. GENERAL INFO Lufthansa German Airlines is planning a commercial special flight on Friday, July 10, 2020 at 01:55 AM in order to provide further travel possibilities within the given restrictions due to the ongoing Corona-crisis. Announcements about this flight will be shared via the respective embassies and business councils. Lufthansa German Airlines is bookable for regular, scheduled flights to/from Dammam as of August 2020. This however continues to depend on the lifting of the air travel restrictions to/from Saudi Arabia. DISCLAIMER As much as Lufthansa wants to support in connecting people around the world with their beloved friends and relatives, we can only operate this flight once sufficient demand is given and all the regulatory approvals are granted. We kindly ask you to check all the travel rules and regulations with regards to your travel plans with the respective embassies/consulates. It is each passenger's responsibility to comply with all visa, quarantine and transit regulations, other forced travel regulations and current enforced travel restrictions. DESTINATIONS Departing King Fahd International Airport in Dammam (DMM) to Frankfurt Main (FRA) with connection possibilities to Europe, Canada, the USA, Mexico and Brazil. Destinations in Europe From Frankfurt Main (FRA) there are connecting flights to following
  • PRESS RELEASE Frankfurt, May, 20, 2021

    PRESS RELEASE Frankfurt, May, 20, 2021

    PRESS RELEASE Frankfurt, May, 20, 2021 Summer 2022: Seven additional long-haul tourist connections from Frankfurt and Munich − Directly from Munich to Punta Cana, Cancún and Las Vegas − Four additional destinations from Frankfurt: Fort Myers, Panama City, Salt Lake City and Kilimanjaro − All destinations for summer 2022 bookable as of May 26 The Lufthansa Group now already offers exciting vacation destinations on long- haul tourist routes for summer 2022. In addition to four more routes from Frankfurt, the Munich hub will again be integrated more strongly into the Lufthansa Group's long-haul tourist offering. From March 2022, flights will once again depart from Munich to the sunny destinations of Punta Cana in the Dominican Republic and Cancún in Mexico. Each destination will be served twice a week. Moreover, there will be two flights per week from the Bavarian capital to Las Vegas in the United States. Departing from Frankfurt, travelers can look forward to four dream destinations. Back on the flight schedule: Starting in March 2022, the Lufthansa Group will offer three flights a week to Fort Myers in the sunny state of Florida as well as to Panama City in Central America. In addition, Salt Lake City in the western United States will be on the flight schedule for the first time starting in May 2022 - with three flights per week. The Lufthansa Group is also expanding its services to East Africa and will be flying from Frankfurt to Kilimanjaro twice a week for the first time from June 2022. This summer, the flight schedule already includes Mombasa (Kenya) with onward flights to the dream island of Zanzibar (Tanzania).
  • Annual Report 2015

    Annual Report 2015

    Consistently safeguarding the future Annual Report 2015 Lufthansa Group The Lufthansa Group is the world’s leading aviation group. Its portfolio of companies consists of hub airlines, point-to-point airlines and aviation service companies. Its combination of business segments makes the Lufthansa Group a globally unique aviation group whose integrated value chain not only offers financial synergies but also puts it in a superior position over its competitors in terms of know-how. Key figures Lufthansa Group 2015 2014 Change in % Revenue and result Total revenue €m 32,056 30,011 6.8 of which traffic revenue €m 25,322 24,388 3.8 EBIT1) €m 1,676 1,000 67.6 Adjusted EBIT €m 1,817 1,171 55.2 EBITDA1) €m 3,395 2,530 34.2 Net profit / loss €m 1,698 55 2,987.3 Key balance sheet and cash flow statement figures Total assets €m 32,462 30,474 6.5 Equity ratio % 18.0 13.2 4.8 pts Net indebtedness €m 3,347 3,418 – 2.1 Cash flow from operating activities €m 3,393 1,977 71.6 Capital expenditure (gross) €m 2,569 2,777 – 7.5 Key profitability and value creation figures EBIT margin % 5.2 3.3 1.9 pts Adjusted EBIT margin % 5.7 3.9 1.8 pts EBITDA margin 1) % 10.6 8.4 2.2 pts EACC €m 323 – 223 ROCE % 7.7 4.6 3.1 pts Lufthansa share Share price at year-end € 14.57 13.83 5.3 Earnings per share € 3.67 0.12 2,958.3 Proposed dividend per share € 0.50 – Traffic figures 2) Passengers thousands 107,679 105,991 1.6 Freight and mail thousand tonnes 1,864 1,924 – 3.1 Passenger load factor % 80.4 80.1 0.3 pts Cargo load factor % 66.3 69.9 – 3.6 pts Flights number 1,003,660 1,001,961 0.2 Employees Average number of employees number 119,559 118,973 0.5 Employees as of 31.12.
  • Recommended Best Practices for Commercial Operators

    Recommended Best Practices for Commercial Operators

    OPERATIONS IN AIRSPACE CLASS E IN GERMANY BELOW FL100 RECOMMENDED BEST PRACTICES FOR COMMERCIAL OPERATORS The following best practices have been developed by flight safety officers and experts to enhance the safety of operations in airspace Class E below FL100 to prevent collisions between controlled and uncontrolled aircraft in a mixed traffic environment. Recommendations for training departments and pilots • IMPROVE AIRSPACE AWARENESS Train pilots to be aware of shortfalls in the existing airspace structure – annual training and NOT only by bulletin using two components: o Generic briefing on airspace Class E in Germany o Dedicated airport briefing documents o Include risk and threats in unprotected airspace in individual departure and arrival briefing • OPERATING RECOMMENDATIONS o FLY DEFENSIVELY! o Maintain Minimum Clean Airspeed or as slow as reasonable o Request to use protected airspace – minimise time in airspace Class E and refuse shortcuts if necessary. Most standard departures and approaches/transitions will facilitate this. o Descend according to airspace structure on arrival. Steep/expedited climb through airspace Class E on departure. o Consider airspace structure for engine out procedures o Consider delaying take-off if conflict with other aircraft is anticipated • USE OF AUTOMATION IN AIRSPACE CLASS ECHO o Minimise visual approaches – they require additional attention and increase flight time in unprotected airspace o Maximise lookout capacity through use of automation (FMS/task sharing) • SEE AND AVOID o Maximise lookout
  • 551 236 33,43% 3 172 095 29,48% 872 040 52,89% 5 927 313 55,09

    551 236 33,43% 3 172 095 29,48% 872 040 52,89% 5 927 313 55,09

    Domestic and international scheduled operations - passenger traffic by carriers in the fourth quarter of 2019 and 2020 2020 2019 market market Carrier number passengers share number passengers share LOT Polish Airlines 1 514 194 31,18% 1 3 018 259 28,05% Ryanair 2 490 672 29,76% 2 2 960 873 27,52% Wizz Air 3 351 334 21,31% 3 2 342 228 21,77% KLM Royal Dutch Airlines 4 74 096 4,49% 7 167 647 1,56% Lufthansa 5 62 945 3,82% 4 533 641 4,96% Enter Air 6 36 871 2,24% 8 153 836 1,43% EasyJet 7 12 439 0,75% 5 243 676 2,26% Norwegian Air Shuttle 8 11 388 0,69% 6 201 750 1,88% British Airways 9 11 210 0,68% 12 79 209 0,74% Air France 10 10 186 0,62% 11 84 697 0,79% Belavia 11 10 026 0,61% 30 17 273 0,16% Emirates 12 10 022 0,61% 14 61 242 0,57% SAS 13 9 676 0,59% 9 114 174 1,06% Swiss International Air Lines 14 8 601 0,52% 13 63 360 0,59% Turkish Airlines (THY) 15 8 581 0,52% 26 24 692 0,23% TAP Portugal 16 3 986 0,24% 22 28 676 0,27% Austrian Airlines 17 3 791 0,23% 18 49 944 0,46% Aegean Airlines 18 3 107 0,19% 24 25 665 0,24% Eurowings (Germanwings) 19 2 675 0,16% 21 44 874 0,42% Finnair 20 2 621 0,16% 15 58 297 0,54% Transavia Airlines 21 2 493 0,15% 23 27 163 0,25% Air China 22 2 486 0,15% 33 15 270 0,14% SunExpress 23 1 749 0,11% 37 2 471 0,02% Jet2.com 24 929 0,06% 20 46 394 0,43% Qatar Airways 25 922 0,06% 10 86 279 0,80% Other carriers 1 890 0,11% 307 289 2,86% Polish carriers* 551 236 33,43% 3 172 095 29,48% LCC** 872 040 52,89% 5 927 313 55,09% Total passengers 1 648 890 10 758 879 Source: Civil Aviation Authority of Republic of Poland, data obtained from Polish airports, Warsaw, May 2021 *Polish carriers: LOT Polish Airlines, Enter Air, Smartwings (d.
  • The Restructuring of Berlin's Airport System and the City's Position In

    The Restructuring of Berlin's Airport System and the City's Position In

    Missed Opportunities: The Restructuring of Berlin’s Airport System and the City’s Position in International Airline Networks Authors: Heike C. Alberts Department of Geography and Urban Planning University of Wisconsin-Oshkosh 800 Algoma Boulevard Oshkosh, WI 54901 Tel: (920) 424 7109 Fax: (920) 424 0292 Email: [email protected] John T. Bowen, Jr. Department of Geography and Urban Planning University of Wisconsin-Oshkosh 800 Algoma Boulevard Oshkosh, WI 54901 Tel: (920) 424 4103 Email: [email protected] Julie L. Cidell Department of Geography and Environmental Studies California State University San Bernadino 5500 University Parkway, SB 327 San Bernadino, CA 92407 Tel: (909) 538 3777 [email protected] 1 Missed Opportunities: The Restructuring of Berlin’s Airport System and the City’s Position in International Airline Networks Abstract After its history as a divided city, Berlin was expected to become a major world city following reunification. While the city has grown in terms of investment and social capital, it has not attained the preeminent status on the global stage that was expected. One important reason for this is that Berlin remains no more than a secondary hub in the global airline industry. In this article, we measure the city’s importance in airline networks at four points from 1989 to 2006. We then explain the city’s stature in those networks today as a product of both larger forces in the airline industry and circumstances more specific to Berlin. The former include liberalization and the development of airline alliances. In Berlin, meanwhile, the fractured airport system, which the city inherited from the Cold War, has been an obstacle to Berlin’s aspirations for centrality in the airline industry.
  • Capital Markets Day 2019

    Capital Markets Day 2019

    Capital Markets Day 2019 24th June 2019 Frankfurt Agenda Capital Markets Day 2019 11.00 am – 11.05 am 12.30 am – 01.30 pm 02.35 pm – 03.00 pm Welcome by Dennis Weber, Lunch Presentation Ulrik Svensson, Head of Investor Relations Chief Financial Officer 01.30 pm – 02.10 pm 11.05 am – 11.55 am Presentation Thorsten Dirks, 03.00 pm – 04.00 pm Presentation Carsten Spohr, Chief Executive Officer Eurowings Q&A Chairman of the Executive Board & Chief Executive Officer 02.10 pm – 02.35 pm 04.00 pm – 06.30 pm Presentation Dr. Detlef Kayser, First-hand Product Experience, 11.55 am – 12.30 am Chief Officer Airline Resources Simulator Experience / Cabin Training / Presentation Harry Hohmeister, & Operations Standards Product Stands / Networking Chief Commercial Officer Network Airlines 06.30 pm End of event Capital Markets Day 2019 Group Strategy Carsten Spohr, Chairman of the Executive Board and CEO 24th June 2019 Frankfurt #1 for all stakeholders – committed to drive sustainably higher returns . ROCE doubled since 2014; further improvement through the cycle . Free Cash Flow to exceed EUR 1bn medium-term Shareholders . Dividend payout increased to 20% to 40% of net income #1 #THEREISNOBETTER Customers Employees #THEREISNOBETTER WAYTOFLY PLACETOWORK CMD 2019 Group Strategy Page 2 Lufthansa Group has become a structurally more profitable company 7to1 program Key achievements Adj. EBIT margin & Adj. ROCE started 2014 Customer centricity and quality focus Lufthansa: Europe’s first 5 Star Airline New concepts 14.2% for growth Eurowings: #3 P2P carrier in Europe ~ x2 Effective and lean organization Removal of an entire management level 7.9% Innovation and Digitalization of key operational and 7.1% digitalization customer processes Culture and Performance culture: 3.9% leadership Bonus 100% linked to financials Value based steering Doubling of Adj.
  • Prof. Paul Stephen Dempsey

    Prof. Paul Stephen Dempsey

    AIRLINE ALLIANCES by Paul Stephen Dempsey Director, Institute of Air & Space Law McGill University Copyright © 2008 by Paul Stephen Dempsey Before Alliances, there was Pan American World Airways . and Trans World Airlines. Before the mega- Alliances, there was interlining, facilitated by IATA Like dogs marking territory, airlines around the world are sniffing each other's tail fins looking for partners." Daniel Riordan “The hardest thing in working on an alliance is to coordinate the activities of people who have different instincts and a different language, and maybe worship slightly different travel gods, to get them to work together in a culture that allows them to respect each other’s habits and convictions, and yet work productively together in an environment in which you can’t specify everything in advance.” Michael E. Levine “Beware a pact with the devil.” Martin Shugrue Airline Motivations For Alliances • the desire to achieve greater economies of scale, scope, and density; • the desire to reduce costs by consolidating redundant operations; • the need to improve revenue by reducing the level of competition wherever possible as markets are liberalized; and • the desire to skirt around the nationality rules which prohibit multinational ownership and cabotage. Intercarrier Agreements · Ticketing-and-Baggage Agreements · Joint-Fare Agreements · Reciprocal Airport Agreements · Blocked Space Relationships · Computer Reservations Systems Joint Ventures · Joint Sales Offices and Telephone Centers · E-Commerce Joint Ventures · Frequent Flyer Program Alliances · Pooling Traffic & Revenue · Code-Sharing Code Sharing The term "code" refers to the identifier used in flight schedule, generally the 2-character IATA carrier designator code and flight number. Thus, XX123, flight 123 operated by the airline XX, might also be sold by airline YY as YY456 and by ZZ as ZZ9876.
  • EASA NPA 2016-12 EFB EFB Admin Remarks

    EASA NPA 2016-12 EFB EFB Admin Remarks

    EASA NPA 2016-12 EFB 1/3 EFB Admin Remarks From: Hans-Conrad Stamm (SWISS / OFI) in coordination with Lufthansa EFB Hamonisation Group representing EFB Administrators from AUA Austian Airlines, Brussels Airline, Eurowings/Germanwings, Lufthansa Passage, Lufthansa Cityline, Lufthansa Cargo, SWISS) Date: Dez 2016 Feedback from LH EFB Hamonisation Group & SWISS regarding proposed “EASA NPA 2016-12 Transposition of provisions on electronic flight bags from ICAO Annex 6” (RMT.0601 — 4.10.2016) Executive Summary of the NPA 2016-12 EFB The NPA is published to maintain a high level of safety with regard to the use of EFBs by ensuring a harmonised implementation of the current provisions of AMC 20-25. It includes a proposal for an operational approval for the use of EFB applications by commercial air transport (CAT) operators. General Remarks LX The proposed NPA 2016-12 has the goal to harmonize the implementation of the AMC 20-25 and to give EFB system providers, application developers, operators and regulators guidance how to implement an EFB solution. The 138 page NPA is very detailed and covers all relevant areas. It supports the basic principle that an EFB system should support the pilots and should support a safe operation. Nevertheless in some parts the guidance is very specific, restrictive and complex. This could lead to: - It will increase complexity, manpower needed and time to implement an EFB solution for system suppliers, operators and regulators. - It is questionable if a regulation this complex and specific can cope in all cases with technology innovations especially in the IT- and EFB-Area.
  • Global Aviation Monitor (GAM)

    Global Aviation Monitor (GAM)

    Institute of Air Transport and Airport Research Global Aviation Monitor (GAM) Analysis and Short Term Outlook of Global, European and German Air Transport June 2018 Institute of Air Transport and Global Aviation Monitor (GAM) Airport Research June 2018 Main Results of Global Air Transport Supply Analysis and Outlook Background: Covers about 3,500 airports worldwide Covers about 850 airlines worldwide Air transport supply of 2017: More than 37 M flights (non-stop) worldwide, new record value Busiest month so far in 2018: June with 3.3 M flights Air traffic increases slowly since April 2013 Forecasting methodology: Time series analysis The mean absolute forecast error over a twelve month period typically lies in a range of between 0.5 and 1.5 percentage points for a forecast horizon of 1, 2 & 3 months. Analysis: July 2017 – June 2018 Global History: About 5 % growth per year before financial crisis 2008/2009, then a rapid decline of more than 9 % between February 2008 and February 2009, followed by a rather slow recovery until 2011 (7.2 % increase between February 2009 and February 2011). Since 2011, the number of flights grows only very slowly; stagnation between September 2012 and March 2013, small growth rates since April 2013; growth rates of around 3 % since March 2015, 3.0 %- 6.3 % between December 2015 and June 2018 March 2018: 3.3 M flights supplied (+5.1 %) Airports: Heterogeneous development of no. of flights offered; strong growth e.g. at Jakarta and Frankfurt (10 % and more) Airlines: Heterogeneous development of no. of flights offered; strong growth e.g.