The flight, lasting a total of 66 hours, is operated in cooperation with Air New Zealand. The service is also the first for Lufthansa Cargo across the South Pacific. In the aftermath, security regulations were rigorously tightened. In subsequent years, the cost of security measures rose tenfold. Sale of the aircraft is completed by the end of The Boeings are replaced by a new fleet consisting of 14 MD freighters and five converted MD aircraft.
With its 25 per cent stake in Jade Cargo International, Lufthansa Cargo is well set to expand its network significantly, since the China-based carrier serves destinations in Asia as well as numerous others in Europe and the USA with brand-new Boeing s.
Within the context of the IATA initiative Simplifying the Business, Lufthansa Cargo oversees the introduction of e-freight in Germany and, ultimately, as Lead Carrier heralds the start of the paperless airfreight era in Germany with a shipment from Frankfurt to Seoul in Aside from better data quality, e-freight enables Lufthansa Cargo to offer a more efficient supply chain, as well as better customer service at lower cost. In addition, the new service benefits the environment by reducing paper consumption.
At weekends, they augment Lufthansa Cargo's services. The two partners are also responsible for sales and warehouse handling. Aerologic forms the industry's biggest operational alliance between an express and courier company and a cargo carrier. The construction of a new runway also reduces the external areas of Lufthansa Cargo, which is why processes are being adapted accordingly.
On new paths With the start of the winter flight schedule, Tel Aviv will be approached by freighter for the first time. The return flight will be via Instanbul.
Only one week after its first commercial flight, the second brand-new "Triple Seven", "Jambo Kenya", also arrives in Frankfurt.
The "Triple-Seven" is one of five modern, efficient cargo aircraft that will join the Lufthansa Cargo fleet this year. The chairman of the company during the s, Rolf Bebber, must be credited for Lufthansa's success in ending the hijacking peacefully.
He established a crisis management procedure which enlisted the diplomatic influence of the West German government. Through this procedure, the company could respond quickly to terrorist demands in order to resolve a crisis. In addition, security at all Lufthansa airports was significantly upgraded. The airline experienced considerable problems with German air traffic controllers who staged a "go-slow" from May to November The controllers, who were civil servants, had been demonstrating their displeasure with working conditions in this manner since Lufthansa tried to persuade the federal government to change the status of the controllers in an effort to avoid future slowdowns but was unsuccessful.
Lufthansa received its first A jetliner in from Airbus, the French-German-British-Spanish aircraft consortium. The A was the first commercial aircraft to be built primarily by Germans in over 30 years. The German member of the Airbus group, Messerschmidt-Bolkow-Blohm MBB , continued to contribute to the development of more advanced Airbus jetliners and Lufthansa continued to add them to its fleet.
In , the airline commissioned its first A and later purchased the consortium's A, A, A, and A jumbo jets. MBB was particularly willing to involve Lufthansa in the Airbus projects.
Since both companies were German, they were encouraged by the Federal government to coordinate and serve each other's economic interests. As a result, Airbus was especially sensitive to Lufthansa's design requirements. Moreover, because Lufthansa was a highly respected modern air carrier, the jetliners built to its specifications were, in turn, more marketable to other airline companies.
In , 80 percent of Lufthansa's stock was owned by the West German government. The board of directors, however, was appointed by Lufthansa's private investors. On June 22 of that year, the board of directors narrowly elected a new chairman to succeed Herbert Culmann. Culmann was a popular chairman, but he retired two years early to save his company embarrassment over allegations of kickbacks to travel agents.
His appointment generated an unusual amount of concern because many feared the ruling Social Democrats were attempting to politicize the airline. Ruhnau was an undersecretary in the Transport Ministry and a former chief assistant to the head of West Germany's largest trade union, IG Metall. He did not, however, have experience in private enterprise, and Lufthansa was being prepared for a further privatization of its stock. In , the federal government held Ruhnau assumed his post on July 1, , in a smooth transition of leadership.
Ruhnau's immediate tasks were to improve Lufthansa's thin profit margin and win the support of the company's 30, skeptical employees.
The company's performance in was impressive and resulted in its selection as airline of the year by the editors of Air Transport World. The early to mids was a period of enormous change in Europe, change that proved extremely challenging for Lufthansa.
Most obvious was the reunification of Germany, a difficult process that nonetheless afforded Lufthansa the opportunity to fly to Berlin under its own colors for the first time since the Allied occupation. The period also featured steadily increasing competition which forced down ticket prices worldwide and cut into Lufthansa's market share.
The company was particularly vulnerable because of its cumbersome bureaucracy and its relatively high-wage workforce, with the workers traditionally protected by the company's state-run status. Other forces reshaping the operating environment for Lufthansa included the gradual deregulation of the airline industry in Europe, the trend toward privatization sweeping the continent, and the planned economic integration of Europe during the s.
By the turn of the 21st century, Lufthansa had made numerous changes in response to these challenges, emerging as a very different company. Leading Lufthansa through most of the s was Jurgen Weber, who became chairman in September The company was hemorrhaging at the time amid fierce competition and the first decline in European air travel in history in with the Gulf War a major catalyst for the drop. For the first time since , Lufthansa lost money, posting a net loss of DEM Starting in mid, Weber began working feverishly to bring the company's costs in line.
By , job cuts totaling 8, had been made, and Weber got workers to agree to an unprecedented one-year wage freeze in He also dumped unprofitable routes and cut some services, such as first class within Europe.
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When embedding Share prices and charts, further cookies will be set. The majority of the issued capital is in German hands Lufthansa is obliged by the Aviation Compliance Documentation Act to publish its shareholder structure by nationality every three months and after convening the Annual General Meeting in order to prove, as required by bilateral air traffic agreements and EU directives, that the Company is under German or European control. Overview Issued capital EUR 3,,, Based in Alicante, Spain.
Mark Finlay Journalist - Mark is an experienced travel journalist having published work in the industry for more than seven years. More great Simple Flying content:.
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