Long-Haul Low Cost Carriers

Total Page:16

File Type:pdf, Size:1020Kb

Long-Haul Low Cost Carriers Long-haul LCCs: what has changed from Laker Airways times? 26th of April, 2018 Long Haul LCCs exhibit some common features in their operating model, product characteristics and cost structure Common features for Long Haul Low Cost Carriers (LH LCC) Network-Fleet Model . Decentralized network with focus on point-to-point routes with an average stage length > 3,000 km . Homogeneous long-haul fleet focusing mostly on wide body aircraft . Standalone with no/not extended codeshare or affiliation Product Characteristics . Focus on all passenger groups including recurring business travelers . High seat density compared to traditional airlines . Economy/ Premium economy/ Business class service with included amenities (meals, entertainment, etc) . Lowest ticket price Cost Structure . Young and fuel efficient fleet . Preference for secondary airports (i.e. Level’s hub is at Paris-Orly, WOW Air connects Reykjavík–Keflavík Airport with New York (EWR) . About 30% lower cost base than legacy carriers 1)Paris-Orly Airport 2) Reykjavík–Keflavík Airport Long-haul LCCs: what has changed from Laker Airways times? 3 In 1977, Laker Airways pioneered the LH LCC concept, launching “no frill” air services between LGW and JFK for £59 Laker Airways estimated route network map out of main hubs First transatlantic routes Other routes . Laker Airways was founded in 1966 and became the . In its last year of operation, Laker Airways carried over 2 second company which operated on low-cost, long-haul million PAX, almost half of which was across the Atlantic “no frills” business model in 1977 . Laker Airways ceased operations on February 5th 1982 . In 1977 Laker Airways made £1M profit and by 1980 it was due to recession of US and UK in the early 1980s and stiff carrying one in seven transatlantic PAX competition from other airlines which cut their rates . The company utilized a fleet of 20 aircraft: 14 WB1 and 6 . Sir Frederick Laker started a new airline in Bahamas 10 NB2 as of 1982 years later based on the same business model . It connected Orlando with Glasgow and Manchester but went bankrupt in 1998 Source: NY Times, The Telegraph Note: network estimations are based on various open sources and are not exhaustive, 1 – wide-body jet, 2 – narrow-body jet. Long-haul LCCs: what has changed from Laker Airways times? 4 Although LH LCC is not a new phenomena, the trend has been growing over the last years, with new comers and major airlines establishing their own subsidiaries Development of LH-LCC airlines Asia Europe 2013 Americas Australia Air Canada sets up its LCC subsidiary, Air Canada rouge to compete on EU, US and Caribbean routes 2017 2012 Establishment of 1956 1989 2007 Singapore Airlines Level and Joon to Condor starts SkyExpress AirAsia X starts its establishes Scoot to 2014 serve competitive its operations was founded operations to mainly cater demand on Establishment of Azul, LCC routes with focus in Frankfurt serve Asian market low-fare travel Jin Air, Thai AirAsia X on young people 1956 1966 1989 2000 2010 2012 2013 2014 2015 2018 1966 2006 2012 2015 2016 Laker Airways is Development of Norwegian begins Start of WestJet Establishment of founded to serve first JetStar to serve Asia its operation with 2013 and Lion Air WOW Air and LH routes Pacific routes in focus on Development French Blue response to market transatlantic routes of Cebu entry of Virgin Blue Pacific Note: out of those companies on the timeline, only Laker Airways went bankrupt in 1982, and Virgin Atlantic remains the oldest of them with, however, negative profit margin of -1.8% as of 2017. It enjoyed almost 20 years of no competition on long-haul market prior to Wizz Air establishment Long-haul LCCs: what has changed from Laker Airways times? 5 LH LCCs which are affiliated with an airline group are also operating short- and medium-haul routes thus having a large share of narrow body fleet LH LCC pax and operating margin evolution LCC current fleet composition Traffic evolution, Mpax Order A330 B787 Condor SunExpress Narrow Body B767 B757 AirAsia X Scoot 7.4 WOW Air Thai AirAsia X 6.8 50 7.3 48 43 6.8 76 5.8 4.7 5.5 6.1 19 3.8 25 1.3 2.1 3.9 1.2 0.5 0.7 1.3 2.2 2.9 1.3 0.9 0.0 0.6 2.9 24 1.2 1.9 1.9 0.4 1.3 0.5 1.8 0.2 1.3 0.8 1.1 6 16 18 2012 2013 2014 2015 2016 2017 40 11 25 Operating margin, % 22 16 7 3.1% 2.1% 1.1% 19 16 1.7% 4.4% 4.8% 13 3.6% 3.7% 4.1% 4.5% 3.4% 2.2% 7 7 0.9% 1.1% 2.1% 0.9% 3 Condor AirAsia X WOW SunExpress Scoot Thai Air -0.8% -1.0% Air AirAsia X Canada Norwegian -3.8% -5.4% -5.9% rouge Condor -7.0% . Scoot has on order 39 narrow body jets (A320 NEO) -11.0% AirAsia X and 4 B787 Scoot -16.6% . Wow Air put an order for 6 A330-900 NEO 2012 2013 2014 2015 2016 2017 . AirAsia X expects to receive 66 A330-900 NEO and 10 Source: Flightglobal, Annual reports of the companies A350-900 Long-haul LCCs: what has changed from Laker Airways times? 6 Most Asian LH LCCs are focused on their home markets while those in Europe and North America have a far reaching route network Current route network of LH LCCs Condor SunExpress Air Canada Scoot AirAsia X rouge WOW Air Thai AirAsia X . As a part of commercial marketing agreement with Air Busan, AirAsia X passengers are allowed to connect to Jeju on Air Busan-operated service with discounted fares . AirAsia X is allowed to operate its long-haul services under a franchise agreement with AirAsia . Air Canada rouge is fully integrated into Air Canada, tickets are sold under AC flight numbers but flights are “operated by Air Canada rouge” . Scoot has a codeshare agreement with Singapore Airlines, SilkAir and Tigerair Mandala as well as entered into a commercial alliance with Cebu Pacific . Condor is in a codeshare agreement with Air Namibia, Thomas Cook Airlines Belgium, Air Seychelles as well as in a commercial alliance with Azul and Laudamotion Note: network with average stage length greater than 4,000 km Source: Flightglobal, IATA Airport-IS Long-haul LCCs: what has changed from Laker Airways times? 7 The analysis of cost per available seat kilometer (CASK), shows that LH LCC unit cost is on average 30% lower than FSNC and 10% lower than typical LCCs Relation of CASK from the average stage length of various types of airlines 20 Full service network carriers (FSNC) (CASK: 8.13) 18 Typical LCCs (Average CASK: 6.06) LH LCCs (Average CASK: 5.45 ) 16 14 12 Sun Express 10 8 Air Canada rouge CASK, U.S.CASK, cents 6 WOW Air Condor 4 Scoot 2 Thai AirAsia X AirAsia X 0 0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 Average stage length, km Note: top 40 legacy airlines and 20 typical LCCs in terms of pax volume were analyzed Source: Flightglobal, Annual reports of the airlines Long-haul LCCs: what has changed from Laker Airways times? 8 LH LCCs have several cost saving opportunities, however their cost advantage relative to full service carriers is marginal in some areas Cost saving potential Low Fleet utilization High Distribution Turnaround costs time Cost saving potential (Secondary) Crew airport charges utilization Crew costs Long-haul LCCs: what has changed from Laker Airways times? 9 The ideal LH LCC aircraft should combine long range with high density cabin and low fuel consumption level Comparison of long haul fleet average characteristics Ideal LH B737 MAX A321 NEO B787 A350 A330 NEO LCC aircraft Category Narrow body Narrow body Wide body Wide body Wide body ? Max range 6,595 km 7,400 km 13,220 km 14,875 km 13,000 km ? MTOW 84 tones 97 tones 245 tones 295 tones 247 tones ? Number of 2 2 2 2 2 ? engines Seats 138-230 206-240 242-406 325-387 257-440 ? Cabin Eco/ Premium Eco/ Business Eco/ Business Eco/ Business Eco/ Business ? configuration Eco/ Business Fuel 2.9 kg/km 3.3 kg/km 6.01 kg/km 6.55 kg/km 5.7 kg/km ? consumption Crew factor 2 Cockpit crew/ 2 Cockpit crew/ 2 Cockpit crew/ 2 Cockpit crew/ 2 Cockpit crew/ ? (min) 3-5 Cabin crew 4-5 Cabin crew 5-9 Cabin crew 7-8 Cabin crew 6-9 Cabin crew Source: Airbus, Boeing, EASA Long-haul LCCs: what has changed from Laker Airways times? 10 The share of ancillary revenue for LH LCC reaches 16% in total revenue which makes it slightly higher comparing with average legacy LCCs (12%) Samples of the range of services provided by LH LCCs . The range of services that LH LCCs are suggesting is similar to typical LCCs: . Baggage/ luggage . Priority boarding . Lounge access . Seat selection . Extra seat space . Meal onboard . Onboard entertainment, including Internet Access . Amenity kits . Dates flexibility . In addition, standard list of additional services is available to purchase along with the flight: . Insurance . Hotels . Car rental, etc. Source: annual reports, LH LCC airlines websites, Cartrawler Long-haul LCCs: what has changed from Laker Airways times? 11 Russian aviation market: Is it the right time for LH LCC? Where is the potential for LH LCC development? . There is no LH LCC airline in Russia yet: could this unexplored market niche provide growth opportunities? .
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]
  • 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]
  • 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]
  • It's All About Revenue for Airlines,Airports and Partners
    Africa IT’S ALL ABOUT REVENUE FOR AIRLINES,AIRPORTS AND PARTNERS 30 June- 1 July 2015 | Sandton Convention Centre | Johannesburg | South Africa FEATURING POST SHOW REPORT Title Sponsor: Created by: STATS AT A GLANCE “Very well organized, good 5267 networking and good presentations Attendees- up 30% from 2014 by the speakers.” Christophe Penninck, CEO, Murtala Muhammed Airport 13 000 Square meters- up 53% from 2014 820 Buyers from across Africa “Very Informative and a wonderful place to network.” Castro Mafale, Managing Director, Masindi Group Holdings 160 Exhibitors- up 20% from 2014 HUNDREDS OF MEETINGS BETWEEN EXHIBITORS “ Totally relevant to the issues we are AND VISITORS WERE FACILITATED THROUGH facing as Airlines in Africa right now.” THE NETWORKING TEAM AND APP Kate du Toit, GM Airport Services, Air Namibia THANKS TO OUR SPONSORS EXECUTIVE SUMMARY TITLE SPONSOR PLATINUM SPONSORS Show name Aviation Festival Africa 2015 About The 6th annual Aviation Festival Africa is part of Africa’s largest transport & infrastructure show. The Aviation Festival Africa is all about revenue for airlines, airports, government and their partners. Sponsors Airports Company South Africa GOLD SPONSORS SILVER SPONSOR Nedbank Capital Boeing ATNS Huawei Technologies Thales Z T E AECOM LG ELECTRONICS SA Gunnebo Turkish Airlines Parsons BUSINESS HUB SPONSOR BRONZE SPONSORS Date 30 June- 1 July 2015 Venue Sandton Convention Centre Show size 13,000m2 EXHIBITORS Sponsors and Exhibitors Over 150 companies representing 16 countries Attendees 5267 attendees from
    [Show full text]
  • Annual Report 2016 Lufthansa Group
    Annual Report 2016 Lufthansa Group The Lufthansa Group is the world’s leading aviation group. Its portfolio of companies consists of network airlines, point-to-point airlines and aviation service companies. Its combination of business segments makes the Lufthansa Group a globally unique aviation group. T001 Key figures Lufthansa Group 2016 2015 Change in % Revenue and result Total revenue €m 31,660 32,056 – 1.2 of which traffic revenue 1) €m 24,661 25,506 – 3.3 EBIT €m 2,275 1,676 35.7 Adjusted EBIT €m 1,752 1,817 – 3.6 EBITDA €m 4,065 3,395 19.7 Net profit / loss €m 1,776 1,698 4.6 Key balance sheet and cash flow statement figures Total assets €m 34,697 32,462 6.9 Equity ratio % 20.6 18.0 2.6 pts Net indebtedness €m 2,701 3,347 – 19.3 Cash flow from operating activities €m 3,246 3,393 – 4.3 Capital expenditure (gross) €m 2,236 2,569 – 13.0 Key profitability and value creation figures EBIT margin % 7.2 5.2 2.0 pts Adjusted EBIT margin % 5.5 5.7 – 0.2 pts EBITDA margin % 12.8 10.6 2.2 pts EACC €m 817 323 152.9 ROCE % 9.0 7.7 1.3 pts Lufthansa share Share price at year-end € 12.27 14.57 – 15.8 Earnings per share € 3.81 3.67 3.8 Proposed dividend per share € 0.50 0.50 0.0 Traffic figures 2) Passengers thousands 109,670 107,679 1.8 Available seat-kilometres millions 286,555 273,975 4.6 Revenue seat-kilometres millions 226,633 220,396 2.8 Passenger load factor % 79.1 80.4 – 1.4 pts Available cargo tonne-kilometres millions 15,117 14,971 1.0 Revenue cargo tonne-kilometres millions 10,071 9,930 1.4 Cargo load factor % 66.6 66.3 0.3 pts Total available tonne-kilometres millions 43,607 40,421 7.9 Total revenue tonne-kilometres millions 32,300 29,928 7.9 Overall load factor % 74.1 74.0 0.1 pts Flights number 1,021,919 1,003,660 1.8 Employees Average number of employees number 123,287 119,559 3.1 Employees as of 31.12.
    [Show full text]
  • Issue 138 - September 2018 TABLE of CONTENTS
    Issue 138 - September 2018 TABLE OF CONTENTS AIR TRANSPORT MARKET INSIGHTS 3 ARAB AIR TRAVEL MARKET 4 INTERNATIONAL TRAFFIC WITHIN THE ARAB WORLD 7 INTER-REGIONAL TRAFFIC UPDATES 10 FLEET 16 CAPACITY 18 AIRPORTS 20 TOURISM 23 AVIATION MARKET IN FOCUS 25 AEROPOLITICAL & WORLD NEWS 30 PARTNER AIRLINES 32 INDUSTRY PARTNERS 42 TRAINING CALENDAR & AACO MEETINGS 66 AACO COMMUNITY 68 AIR TRANSPORT MARKET INSIGHTS ARAB AIR TRAVEL MARKET MONTHLY INTERNATIONAL PASSENGER TRAFFIC GROWTH TO/FROM, WITHIN THE ARAB WORLD 20% To/From 15% 10% 5% Total Growth 0% -5% Within Int'l -10% -15% -20% -25% Source: AACO,IATA * ESTIMATED LATEST HIGHLIGHTS Saudia carries more than 3 million guests in July with a 16 per cent growth in international traffic and more than 20 million guests since the beginning of the year Saudia achieved a new leap in operating performance averages during the month of July compared to the same period last year. The July performance report showed that more than 3.13 million guests were transferred to 18,616 domestic and international flights with a growth of (9%) in the number of guests and (6%) in the number of flights. July’s 2018 daily average recorded operating more than (600) flights and transferring more than (100) thousand guests per day, bringing the total number of guests since the beginning Year to the end of July to more than (20) million guests and the number of flights to (124,716). The number of guests transferred to the domestic sector exceeded 1.52 million during the month of July (10,565) and international guests reached more than (1.61) million visitors, achieving a big leap of 16% ) Through more than (8) thousands of international flights.
    [Show full text]
  • Annual Report 2016 Lufthansa Group
    Annual Report 2016 Lufthansa Group The Lufthansa Group is the world’s leading aviation group. Its portfolio of companies consists of network airlines, point-to-point airlines and aviation service companies. Its combination of business segments makes the Lufthansa Group a globally unique aviation group. T001 Key figures Lufthansa Group 2016 2015 Change in % Revenue and result Total revenue €m 31,660 32,056 – 1.2 of which traffic revenue 1) €m 24,661 25,506 – 3.3 EBIT €m 2,275 1,676 35.7 Adjusted EBIT €m 1,752 1,817 – 3.6 EBITDA €m 4,065 3,395 19.7 Net profit / loss €m 1,776 1,698 4.6 Key balance sheet and cash flow statement figures Total assets €m 34,697 32,462 6.9 Equity ratio % 20.6 18.0 2.6 pts Net indebtedness €m 2,701 3,347 – 19.3 Cash flow from operating activities €m 3,246 3,393 – 4.3 Capital expenditure (gross) €m 2,236 2,569 – 13.0 Key profitability and value creation figures EBIT margin % 7.2 5.2 2.0 pts Adjusted EBIT margin % 5.5 5.7 – 0.2 pts EBITDA margin % 12.8 10.6 2.2 pts EACC €m 817 323 152.9 ROCE % 9.0 7.7 + 1.3 pts Lufthansa share Share price at year-end € 12.27 14.57 – 15.8 Earnings per share € 3.81 3.67 3.8 Proposed dividend per share € 0.50 0.50 0.0 Traffic figures 2) Passengers thousands 109,670 107,679 1.8 Available seat-kilometres millions 286,555 273,975 4.6 Revenue seat-kilometres millions 226,633 220,396 2.8 Passenger load factor % 79.1 80.4 – 1.4 pts Available cargo tonne-kilometres millions 15,117 14,971 1.0 Revenue cargo tonne-kilometres millions 10,071 9,930 1.4 Cargo load factor % 66.6 66.3 0.3 pts Total available tonne-kilometres millions 43,607 40,421 7.9 Total revenue tonne-kilometres millions 32,300 29,928 7.9 Overall load factor % 74.1 74.0 0.1 pts Flights number 1,021,919 1,003,660 1.8 Employees Average number of employees number 123,287 119,559 3.1 Employees as of 31.12.
    [Show 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.
    [Show 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.
    [Show full text]
  • Weekly Aviation Headline News
    3 ISSN 1718-7966 February 18, 2019/ VOL. 678 WEEKLY AVIATION HEADLINES www.avitrader.com ...continued from page 1 United isWeekly also committed to improving Aviationthe entertainment options for include EnglishHeadline closed captioning. Select DIRECTVNews channels also include customers with disabilities. Earlier this year, the airline began offering closed captioning when the TV station makes it available. United con- a new main menu category on seatback on-demand that is labelled Ac- tinues to add additional accessible entertainment and screening op- WORLDcessible Entertainment. NEWS This new section makes it easier for custom- tions across its fleet. Etihaders with deploys hearing 787s and on vision all Chinachallenges to find accessible entertainment flightsoptions, grouping all of the titles that are either audio descriptive or Unique highlights of United’s personal device entertainment program- Etihadclosed Airways captioned will inintroduce one main the menu category. Seatback on-demand is ming include: an exclusive partnership with VEVO, delivering new, cu- Boeingone 787-9 of United’s Dreamliner entertainment on its daily options available on 757, 767, 777 and rated music video playlists each month; relaxation content including service787 fromaircraft. Abu DhabiThe carrierto Chengdu, currently offers approximately 20 different Headspace, a popular meditation app and Moodica, which takes the effectivemovies and1 July TV 2019,shows replacing that are audiothe descriptive and more than 50 that brain on a much-needed vacation using
    [Show full text]