Employees


  • The volatile market environment made human resources activities particularly challenging in 2011.
  • Major projects were launched to increase flexibility and diversity.
  • The Management Landscape 2020 project addresses the demands of the future.
  • Wide-ranging wage agreements create perspectives.
  • International employer attractiveness further improved.

Employees as of 31.12.*

 

 

2011 

2010

Change
in %

*

Excl. bmi.

Group employees

number

116,365

113,406

2.6

of which Passenger
Airline Group

number

55,361

53,544

3.4

of which Logistics

number

4,624

4,517

2.4

of which MRO

number

19,975

20,159

–0.9

of which IT Services

number

2,820

2,935

–3.9

of which Catering

number

29,586

28,499

3.8

of which Other

number

3,999

3,752

6.6

Revenue per employee

thousands €

249

233

6.7

Revenue per full-time equivalence

thousands €

285

269

5.9

Flexibility to cope with the demands of a volatile market environment

Prompted by the growth of the Lufthansa Group, the human resources department successfully secured the necessary staff capacities in the financial year 2011. This entailed offering 8,866 new employees a platform to develop their careers. These new jobs were created primarily at the Frankfurt site, in operational in-flight and ground areas at Lufthansa Passenger Airlines. Human resources management was able to deal successfully with these additional requirements in the reporting year with the help of proven, internet-based processes. The successful recruitment of qualified service professionals enables Lufthansa to assure the customary high service quality levels of its airlines.

In the first half of 2011 the focus was on coping with the human resources aspects of unexpected external events, whereas the second half-year was dedicated to deciphering and correctly interpreting the harbingers of far-reaching changes in our industry.

Revenue per full-time equivalence Lufthansa Group (bar chart)

Initially it was operating topics that took centre stage in response to events in Japan and the Middle East and the flooding in Bangkok. A number of specific safety measures were taken, such as transferring Lufthansa’s activities in Japan from Tokyo to Osaka at short notice to protect employees. In the acute phase, changes to the flight routes of the Lufthansa group airlines also made it possible to protect cockpit and cabin staff from potential dangers. During the disastrous and long-lasting flooding in Bangkok, Lufthansa provided accommodation for staff affected by the floods and helped actively by providing funding for rebuilding work.

Faced with the changes in the economic environment that tested the Lufthansa Group in the second half of 2011, human resources management used its leverage efficiently to respond at short notice. We did not alter our recruitment strategy for the operating areas, however, in order to ensure that the quality promise made to customers could be kept. The Company thus remains true to its strategy of sustainable corporate development.

At year-end 2011 we ran through a number of potential crisis scenarios. The extent to which further steps will have to be taken in the field of human resources policy will largely be determined by the course of economic developments in the financial year 2012.

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