25 Years - Lufthansa Group

Policy Brief 3/2015
For decision makers in politics, media and business
Lufthansa:
25
Years
Back in Berlin
Lufthansa Group’s renewed partnership with Berlin: 25 years and going strong
1
Pivotal junctures: 1926, 1945, 1990
3
Insights: Five Berlin employees share their views
5
Business environment: Germany in comparison with the Persian Gulf states
6
EU: Strategically align aviation policy
7
News:
Customer satisfaction: Air transport receives top ratings
Lufthansa Technik: Launch of operations in Puerto Rico
Eurowings: Countdown is on
New sustainability report: Lufthansa Group on course
8
8
8
8
Contact:
Your point of contact at the Lufthansa Group
9
Lead:
Analyses:
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Page 1
Policy Brief 3/2015 | September
Lufthansa Group’s renewed partnership with Berlin:
25 years and going strong
Berlin is booming. For years now, tourism in Berlin has been recording the strongest growth rates of all
European metropolises. The city is Germany’s “start-up mecca,” with exceptionally high GDP growth.
This year alone, 25,000 additional jobs are expected to be created. Air transport has long contributed
substantially to this trend – in which the Lufthansa Group also plays an increasingly important role.
Offering flight connections for 25 years
For 45 years, Lufthansa was not allowed to fly to Berlin because of the occupation statute with the Western Allies. It was
not until October 28, 1990, that today’s capital city of Germany
was back in the airline’s flight schedule. Over the past years,
the Lufthansa Group has invested 900 million euros in the
Berlin aviation hub. With some 3,000 employees, Lufthansa is
by far the city’s largest aviation employer. Roughly one in every
four air passengers takes off from Berlin in a Lufthansa Group
plane – whether it be with Lufthansa, Germanwings, Austrian
Airlines, Swiss, or Brussels Airlines.
The global airline for Berlin
There is hardly another city that benefits as much as Berlin from the strong presence of these five Lufthansa Group
airlines. Taken together, they offer a total of roughly 510 flights
weekly from Berlin-Tegel and directly connect the city with
about 40 destinations. This includes in particular the major
hubs in Frankfurt, Munich, Zurich, and Vienna, to which the
airlines fly in close intervals. Passengers flying from Berlin with
the Lufthansa Group can reach over 100 destinations outside
Europe with only one connection. Lufthansa’s strengths lie in
the diversity and sustainability of its engagement.
All business segments locally active
Yet the Lufthansa Group offers Berlin much more than attractive travel connections. All the Group’s business segments are
represented here, which is the case elsewhere only in Frankfurt. Here are four highlights:
– Maintenance, repair, and overhaul specialists in Tegel
and Schönefeld: Several hundred people work for
Lufthansa Technik at the Berlin site. Over the past years,
the company has invested many tens of millions of euros in
Schönefeld, for example, to build the maintenance hangar
completed in 2012. Four Airbus A320 aircraft can be serviced here simultaneously. In addition, Lufthansa Technik
operates the LBAS joint venture here for smaller business
jets, together with Bombardier and the Swiss ExecuJet
Group. Two hundred employees maintain the Bombardier
business jets here.
– Headquarters of Lufthansa InTouch: In late August, the
service centre of the Lufthansa subsidiary moved into the
Ullsteinhaus at Tempelhof Harbour. There, some 500 customer consultants offer passengers individualised service
by phone, email, chat, or on social media, performing
2.6 million transactions annually. The global service centre
network, with offices in Brno (Czech Republic), Dublin, Istanbul, Cape Town, Melbourne, and Peterborough (Canada)
Lufthansa:
Ambassador for Berlin
Berlin: Site of strong Lufthansa Group brands
Lufthansa
Lufthansa Technik
Lufthansa Cargo
Lufthansa Systems
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Page 1
Policy Brief 3/2015 | September
Tegel Airport
– Austrian Airlines
– Lufthansa WorldShop
– SunExpress
Rheinsberger Straße
– Lufthansa Innovation Hub
+135%
40
Reinickendorf
Pankow
Salzufer
– Albatros Versicherungsdienste
– Lufthansa Systems
17
Lichtenberg
Mitte
2005
F‘hainKreuzberg
Sachsendamm
– Lufthansa
– Brussels Airlines
– Germanwings I Eurowings
– SWISS
CharlottenburgWilmersdorf
TempelhofSchöneberg
Neukölln
TreptowKöpenick
SteglitzZehlendorf
Mariendorfer Damm
– Lufthansa InTouch
21,362
10,143
Job trend at the Berlin airports
Over 21,000 people work at the Berlin airports – the Lufthansa Group is
the largest employer.
1993
2015
Friedrichstraße
– Lufthansa corporate policy
– Lufthansa Group
communication
– Deutsche Lufthansa
Berlin Foundation
Schönefeld Airport
– LSG Food & Nonfood Handel
– LSG Sky Chefs Berlin
– Lufthansa Bombardier
Aviation Services
– Lufthansa Cargo
– Lufthansa Flight Training Berlin
– Lufthansa Technik
– Lufthansa Technik Logistik
2014
Source: 2014 Workplace survey, Berlin Brandenburg Airport 2014
Workplace survey of Berlin Brandenburg Airport
and a total of 1,600 customer consultants, is also managed
from this new site.
– Air cargo for Berlin: With a market share of over 25 percent, Lufthansa Cargo is the most important cargo airline
for the capital city. Among the major goods transported are,
not least, the time-sensitive products of Berlin’s pharma
companies. The goods are primarily bound for the regions
of Asia and North America. Attractive flights are a key site
factor for the sector – which counts among the most important industries in Berlin. Nearly 90 percent of the pharma
companies nationwide in Germany say air transport is
important or very important to them.
– Point of attraction for pilots from all over the world: At
Berlin-Schönefeld, Lufthansa Flight Training (LFT) operates
13 flight simulators for the widest array of aircraft models
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open graphic
from Airbus, Boeing, and Canadair. That is why every year
thousands of pilots from over 50 airlines from all over the
world travel here to train in the Berlin LFT full flight simulators. No other simulator centre in Europe is as internationally
oriented.
Sharing tomorrow at the Innovation Hub
For many years, Berlin has thus ranked among the most important sites of the Lufthansa Group. And its commitment will
continue to grow with the importance of the city. In September
2014, the Group opened its Innovation Hub here. Its mission
is to link customer needs with Lufthansa research and tech
opportunities from the start-up world. The Innovation Hub
located at the famous start-up Factory campus thus represents
a new interface between the Group and the start-up scene – a
network that extends from Silicon Valley to Tel Aviv to Seoul
with Berlin at the centre.
Page 2
open graphic
Destinations to which the Lufthansa
Group directly flies from Berlin
Policy Brief 3/2015 | September
Pivotal junctures:
1926, 1945, 1990
Lufthansa is linked to Berlin in a special way: The company was founded here in 1926 during the
Weimar Republic. Operating out of Tempelhof Airport, it evolved into one of the world’s leading airlines
already during the 1920s and 1930s. Then, between 1945 and 1990, only Western-Allied aircraft were
permitted to land in the partitioned city. Nevertheless, Lufthansa always remained true to Berlin, and
the Group airlines today welcome a good quarter of the 28 million passengers to the capital city.
Berlin junction
Berlin of the 1920s was synonymous with the avant-garde. The
metropolis attracted scientists from all over the world as magically as it did literary figures, painters, and musicians. Countless movies, novels, feature reports, and poems dealt with the
hustle and bustle and the enormous mobility of the German
capital city. Traffic modes and infrastructure developed a hitherto unimagined dynamic. And in aviation: No other city was
as well suited to bundle the centrifugal forces of the nascent
aviation industry. Already early on, the airport in Tempelhof
was a junction of international flight routes.
1926: Founding of Luft Hansa
It was only logical, then, that Lufthansa was founded in Berlin.
The move was the result of a market shake-up: By rigorously
cutting millions in subsidies, the Reich government in late 1925
compelled the merger of the two competing airlines Deutsche
Aero Lloyd und Junkers Luftverkehr – to form Deutsche Luft
Hansa Aktiengesellschaft (as the name was officially written
until 1933). With that name, Lufthansa carried over the memory of old trade traditions to the burgeoning aviation sector.
The rising crane in the logo is traced back to the Deutsche
Luft-Reederei and today is the oldest trademark in aviation
worldwide.
1926
Berlin-Tempelhof
airport
1928
Passenger hangar
at Berlin-Tempelhof Airport
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Policy Brief 3/2015 | September
Berlin business and industry on board
Apart from the government and participating airlines, the
private sector – including Berlin companies such as AEG,
Siemens, Deutsche Erdöl, Schenker & Co., and the Berliner
Handels-Gesellschaft – was among the shareholders, with a
27.5 percent stake.
When Lufthansa commenced its flight operations in early
April 1926, three of the eight routes began and terminated
in Berlin-Tempelhof. Among them was also the first foreign
route, leading to Zurich via Halle, Erfurt, and Stuttgart. Already
in the first year of business, the number of Berlin flights rose
to 20. Thus, Tempelhof emerged as Europe’s air hub. And
Berlin-Staaken was the base of the Lufthansa maintenance
operation. At the end of the 1920s, the site served roughly
170 aircraft. The replacement parts warehouse carried
40,000 specimens with which various aircraft types were
outfitted. Staaken was a precision operation which contributed
significantly to the safety of the aviation industry.
1960
Willy Brandt christens
a Boeing 707 “Berlin”
2014
Fanhansa plane for
maintenance in Berlin
Second World War and the end of the first Lufthansa
From 1933 to 1945, the rapidly growing state-owned enterprise became engulfed in political developments, as the Nazi
regime sought to claim aviation’s expertise and prestige for
itself. Yet there were also resistance fighters at Lufthansa. One
shining example was Klaus Bonhoeffer, the long-time attorney
and head of the Lufthansa legal department. He was executed
in Berlin in April 1945 for his knowledge and support of the
July 20, 1944, plot to assassinate Hitler. To commemorate his
courage, the Lufthansa Training and Conference Centre in
Seeheim was named after him in 1990. The year 1945 then
spelled the final end of this first Lufthansa: The Allies prohibited
German companies from engaging in any form of aviation.
Dual fresh start
Yet by 1953, the Aktiengesellschaft für Luftverkehrsbedarf was
able to be founded on urging by former Lufthansa employees
together with the government of German Chancellor Konrad
Adenauer. A year later, the company was renamed Deutsche
Lufthansa AG and commenced scheduled services on April 1,
1955. However, Berlin remained excluded, as only airlines of
the Western Allies – the U.S., Great Britain, and France – were
allowed to fly to West Berlin. Nevertheless, the company kept
a presence in the city: As early as May 1955, a sales office
was established at the Tempelhof airport. In 1958, the legendary Lufthansa city office on Kurfürstendamm followed. On
October 28, 1990, the new Lufthansa was able for the first time
to fly scheduled service to its home city – Lufthansa has been
at home again in Berlin for 25 years.
1990
Crew of the first
Lufthansa scheduled
flight to Berlin-Tegel
1936
Deliveries for the
Olympic athletes
from Athens to Berlin
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Policy Brief 3/2015 | September
Insights:
Five Berlin employees share their views
The Lufthansa Group employs some 3,000 people in Berlin. Who are the faces behind that figure?
Lufthansa employees say what they value about Berlin and their work.
“In the beginning, Lufthansa InTouch was an ideal opportunity for me to work abroad.
That turned into 14 years, with assignments in Brno, Melbourne, Cape Town, and now in Berlin.
I think it’s great that you can live so freely here. And the proverbial Berlin gruffness. When the
cake-seller heard where I had previously lived, he merely said: Well, if you survived all that, you’ll
survive Berlin.”
Michaela Kaim-Schoby
Site manager of Lufthansa InTouch Customer Service Centre, in the city since 2014
“From October 28, 1990 on, we were finally able to fly to Berlin again. Prior to that, even as Lufthansa
Cargo, we were only allowed to conduct road feeder service. Then virtually overnight, we had to
handle over 100 flights a day; business was hopping. We’ve been loading the most amazing things
here ever since: diplomatic mail for the Foreign Office, orchestra equipment for the Berlin Philharmonic, or pharma products made in Berlin.”
Michael Handke
Sales manager for major accounts at Lufthansa Cargo in Berlin nationwide, with Lufthansa Group since 1982
In the past half year, I’ve already seen half of Europe. We fly to dozens of destinations from Berlin.
And I have continuously experienced very wonderful things. For example, our crew presented a
boy who turned six on the day of the flight with a lovingly designed t-shirt as a voucher for the
Disneyland in Paris. And the pilot congratulated him from the cockpit. The boy was really ecstatic.”
Nicole Mosiniak
Native Berliner, started as a flight attendant with Germanwings along with eight other co-workers in February 2015
“Landing in Berlin is a joy. If you’re lucky, you get to fly around the entire city. The view is easily
comparable to London or Paris. Sitting in a Lufthansa cockpit also makes the experience even better.
And among the crews, Berlin is, of course, the most popular city in all of Germany because of the
fabulous nightlife. We pilots enjoy flying for Lufthansa very much and are proud of the Group.”
Andreas Claudius
Lufthansa pilot since 1991, residing in Berlin and flying out of Munich
“In Berlin, we specialise in short- and medium-haul aircraft. That is why, time and again, we service
the planes of the federal government. It’s really something special to be able to work on these flying
offices. I am also the point person for the Special Air Mission Wing of the German Air Force and
coordinate all work with our technicians. It’s nice as a woman to be successful in this male-dominated
field.”
Katrin Heinrich
In Berlin since the age of 2, project manager at Lufthansa Technik since 2001
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Page 5
Policy Brief 3/2015 | September
Business environment:
Germany in comparison with the Persian Gulf states
In most countries of the world the government remains or is even increasingly involved in air transport.
That is why, despite broad liberalisation, the sector is not part of the World Trade Organisation (WTO).
It is therefore all the more important that governments ensure fair market behaviour within the context
of traffic rights negotiations.
In the 1990s, it was assumed that fair competition could be
ensured through air services agreements. Under these agreements, the only “real/hard” measure available when violations
of competition occur is revocation of traffic rights, which, given
the political implications, is rarely possible in reality.
The reality today is that truly fair, cross-national competition
exists only within the markets that have general competition
law – the EU, the U.S., and in the EU/U.S. Open Sky. In these
cases, government protection and discrimination also are forbidden or tightly regulated. Not true, however, in the countries
of the Persian Gulf and Bosporus region, which are striving to
Airlines
Taxes
Fees
Environment
Labour market
gain global dominance in the air transport sector. Given the
political mandate for massive expansion of those countries’
state-run carriers, the EU and Germany – which according to
the OECD index are among the five states with the freest air
transport market access – must urgently rethink their liberal
aviation policies towards those countries.
In negotiations with other states, the EU and Germany must
link market access to rules for fair competition. A comparison
between Germany and the United Arab Emirates (UAE) shows
that the airlines operate within considerably different business
environments.
Germany
UAE
Billions of subsidies*
No
Yes
Market behaviour consistent with air services agreements
Yes
No
Private-sector structure
Yes
No
Air travel tax
Yes
No
Tax on earnings
Yes
No
Employee income taxes
Yes
No
Value-added tax on national flights
Yes
No
Airport charges
High
Low
Air traffic control charges
High
Low
Aviation security charges
High
Low
Emissions trading
Yes
No
Noise abatement
Yes
No
Noise-based fees
Yes
No
Bans on night flights
Yes
No
40-hour workweek
Yes
No
Job protection
Yes
No
Unions
Yes
No
Right to strike
Yes
No
*$42 billion in government advantages, aid, and capital infusions based on calculations by American Airlines, Delta, United Airlines
open graphic
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Policy Brief 3/2015 | September
EU:
Strategically align aviation policy
The European Commission is currently developing a comprehensive aviation policy package for Europe.
Europe’s airlines are supporting the project: In mid-June, the CEOs of the five largest EU airlines presented a joint position paper.
Strengthen competitiveness
In the late 1990s, Europe largely liberalised its air transport
market – with great success. Yet – in contrast to other regions
of the world – Europe lacks an overarching strategic aviation
policy that includes all parts of the value chain. At the same
time, particularly network airlines like the Lufthansa Group,
Air France/KLM and IAG (British Airways/Iberia), which serve
Europe with thousands of intercontinental flights, are experiencing increasing competition from state-run corporate
groups, mainly from the Persian Gulf region, that receive
billions in government support.
Along with EasyJet and Ryanair, the network airlines are not
calling for subsidies but for a policy that strengthens EU competitiveness through an improved policy framework:
– Cut infrastructural costs: Airport expenses account for
8 to 20 percent of the costs at the five largest EU airlines.
Air France/KLM CEO Alexandre de Juniac is therefore calling on the EU to finally subject the major airports to effective, market-based regulation. In particular, it cannot be accepted that airports are financing infrastucture less through
their own earnings and saddling the airlines with higher
costs. Airport charges, for example, have significantly risen
in past years despite rising passenger volumes and falling
capital costs. Additional capacity should therefore also only
be created if demand is in fact foreseeable and can be
financed on both a current and a sustainable basis.
– Increase the efficiency of air navigation services: Member states and the air traffic controller unions have for many
years been thwarting efforts to create an efficient cross-border air surveillance system. The lack of a Single European
Sky (SES) costs the airlines some five billion euros every
year – that’s money that would be better invested in aircraft
with cutting-edgde efficiency
– Reduces taxes and levies: All across Europe, airlines have
been saddled with taxes over the past years – see the unilateral action taken by Germany in imposing the air travel
tax or the go-it-alone move by the EU to introduce emissions
trading for intra-European flights. IAG CEO Willie Walsh has
criticised this policy as anti-growth and anti-innovation,
because it diminishes the impact of investments domestic
carriers have made in fuel-efficient aircraft and stymies the
momentum to create urgently needed additional jobs in
Europe.
“Europe needs a uniform and comprehensive plan for its aviation
sector. Other regions are already much, much further along in this
effort. If together, we – airlines and policy makers – agree on the
right strategy and also implement it, we will create hundreds of
thousands of jobs.”
12.6 %
Germany decoupled from air transport growth
Germany has every reason to support the EU in
developing a growth-oriented aviation strategy.
2014 Airline growth in passenger kilometres sold:
7.1 %
6.4 %
Domestic air transport is an important engine for Europe
1
5.8 %
Billion euros contributed to GDP
per day
2.7 %
Asia/
Pacific
Latin
America
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Europe
North
America
Million
jobs
770
Destinations in
152 countries
2.3 %
0.3 %
Middle
East
5.5
Germany
Africa
Further information
open graphic
open graphic
Page 7
Source: Association of European Airlines
Soucre: IATA, Association of the German Aviation Industry
Carsten Spohr
Chairman and CEO Deutsche Lufthansa AG
Policy Brief 3/2015 | September
open graphic
News
Customer satisfaction:
Air transport receives top ratings
Lufthansa Technik:
Launch of operations in Puerto Rico
New sustainability report:
Lufthansa Group on course
Consumer protection rightfully
plays an important role in the
EU. The representative survey
of Forschungsgruppe Wahlen
shows that aviation is living up to
its responsibility: 91 percent of air
passengers were satisfied or very
satisfied with their last flight – that’s
the highest rating in the survey,
which has been conducted for
three years in a row now. Even
in direct comparison with other
modes of transport, aviation performed outstandingly well:
Just 11 months after breaking
ground in August 2014, Lufthansa
Technik began operating its facility
in Aguadilla, Puerto Rico, at the
end of July. The staff is expected to
grow from currently 140 employees
to 400 over the coming two years.
Governor Alejandro García-Padilla
said: “We will be able to watch how
this site evolves into an economic
engine of the region, both through
jobs that will be created here and
from international cooperation.
Results like these will guarantee
that Puerto Rico is able to overcome
its current and inherited economic
situation and achieve sustainable
growth.”
Global air links are key to economic
growth, employment, and individual
mobility. Worldwide, air transport
is predicted to grow more than
5 percent annually in the coming
two decades. The Lufthansa Group
has a clear strategy to design traffic
growth to be as environmentally
sustainable as possible and for
over 20 years has been giving an
account of these efforts in its sustainability report.
“Which mode of transport
offers the best value?”
13 %
Source: Association of the German Aviation Industry; Deviations up to 100 % = no data
Rail
%
24 % 25 % 27
Car
Bus
“Which mode of transport
is most reliable?“
Plane
49 %
30 %
9
Rail
%
7%
Car
Bus
“Which mode of transport
do you prefer for
longer routes?”
Plane
54 %
21 % 21 %
2%
Rail
Car
Bus
Plane
Eurowings:
Countdown is on
One environmental highlight from
the latest edition: In 2014, the
Lufthansa Group airlines consumed
only 3.84 litres of kerosene per
100 passenger kilometres – a new
record of efficiency. Moreover,
between 2015 and 2025, the Group
will acquire a total of 272 modern,
fuel-efficient aircraft, presaging
further drops in average fuel consumption.
Beginning with the 2015/2016
winter flight schedule, the Lufthansa
Group will go further on the offensive. The new Eurowings – whose
operating costs will lie approx. 40
percent below those of Lufthansa
– will, in addition to German and
European destinations, also offer
intercontinental flights to places
such as Bangkok, Phuket, and
the Caribbean. The fleet is to be
expanded to 100 aircraft.
BDL consumer report
The results underline that the
investments made by the airlines
are generating more customer
satisfaction. Over the past three
years, Lufthansa alone has invested
1.5 billion euros in its cabin design
and service.
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Complete informations
about sustainability
at the Lufthansa Group
Page 8
Policy Brief 3/2015 | September
Your point of contact
at the Lufthansa Group
Imprint
Published by:
Barbara Schädler
Head of Lufthansa Group
Communications
Barbara Schädler
Head of Lufthansa Group
Communications
+49 69 696-3659
barbara.schaedler@dlh.de
Andreas Bartels
Head of Media Relations
Lufthansa Group
Deutsche Lufthansa AG
FRA CI, Lufthansa Aviation Center
Airportring, D-60546 Frankfurt
Editor in Chief:
Wolfgang Weber
Andreas Bartels
Head of Media Relations
Lufthansa Group
+49 69 696-60345
andreas.bartels@dlh.de
Editorial Staff:
Dr. Horst Bittlinger, Ivy Böhm,
Andreas Claudius, Mirjam Eberts,
Thomas Erich, Michael Göntgens,
Martin Hähnel, Wolfgang Handke,
Katrin Heinrich, Alexander Holzrichter,
Jan-Ole Jacobs, Kim Jucknat,
Michaela Kaim-Schoby, Karola Kapitza,
Nicole Mosiniak, Boris Ogursky,
Uta Richter, Dominique Schmitt-Bohlender,
Nadja Schoser, Sonja Seipke,
Claudia Walther, Heike Wanner
Thomas Kropp
Senior Vice President
Head of Corporate International
Relations and Government Affairs
+49 30 8875-3030
thomas.kropp@dlh.de
Prof. Dr. Regula Dettling-Ott
Vice President
EU Affairs Brussels
+32 2 627-4033
regula.dettling-ott@dlh.de
Jan-Philipp Görtz
Director
Political and Government Affairs
+49 30 8875-3040
jan-philipp.goertz@dlh.de
Press Date:
September 22, 2015
Agency partners:
Köster Kommunikation
GDE | Kommunikation gestalten
Disclaimer
http://presse.lufthansa.com/de/
service/disclaimer.html
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Explore more!
www.lufthansagroup.com/en/press/policy-brief
Write us!
lufthansa-policybrief@dlh.de
Page 9
21,362
10,143
Source: 2014 Workplace survey, Berlin Brandenburg Airport 2014
2014
“Which mode of transport
offers the best value?”
Destinations to which the Lufthansa
Group directly flies from Berlin
+135%
40
17
2005
2015
Domestic air transport is an important engine for Europe
1
5.5
Million
jobs
Destinations in
152 countries
per day
tributed to GDP
Billion euros con-
jobs
Million
152 countries
Destinations in
Billion euros contributed to GDP
per day
1
5.5
770
770
Source: Association of the German Aviation Industry; Deviations up to 100 % = no data
1993
13 %
Rail
%
24 % 25 % 27
Car
Bus
“Which mode of transport
is most reliable?“
Plane
49 %
30 %
9%
Rail
7%
Car
Bus
“Which mode of transport
do you prefer for
longer routes?”
Plane
54 %
21 % 21 %
2%
Rail
Car
Bus
Plane
Airlines
Taxes
Fees
Environment
Labour market
Germay
UAE
Billions of subsidies*
No
Yes
Market behaviour consistent with air services agreements
Yes
No
Private-sector structure
Yes
No
Air travel tax
Yes
No
Tax on earnings
Yes
No
Employee income taxes
Yes
No
Value-added tax on national flights
Yes
No
Airport charges
High
Low
Air traffic control charges
High
Low
Aviation security charges
High
Low
Emissions trading
Yes
No
Noise abatement
Yes
No
Noise-based fees
Yes
No
Bans on night flights
Yes
No
40-hour workweek
Yes
No
Job protection
Yes
No
Unions
Yes
No
Right to strike
Yes
No
Soucre: IATA, Association of the German Aviation Industry
*$42 billion in government advantages, aid, and capital infusions based on calculations by American Airlines, Delta, United Airlines
12.6 %
7.1 %
6.4 %
5.8 %
2.7 %
2.3 %
0.3 %
Middle
East
Asia/
Pacific
Latin
America
Europe
North
America
Germany
Africa