Lufthansa Faces Turbulent Skies: 4,000 Jobs Axed Amid Economic Headwinds
German airline giant Lufthansa announced a significant restructuring plan on Monday, revealing its intention to cut 4,000 jobs, representing nearly four percent of its global workforce. This decision comes in response to a substantial slump in profits and a series of mounting challenges, which have seen the airline's earnings tumble by a fifth in 2024 and its profitability lag behind key European competitors.
The factors contributing to Lufthansa's financial downturn are multifaceted, including disruptive walkouts by staff, persistent aircraft delivery delays, and escalating operational costs. This internal struggle is set against a challenging economic backdrop in Europe's largest economy, Germany, which is currently grappling with a prolonged downturn affecting many of its leading companies.
The announced job reductions are slated to occur by 2030, with a primary focus on administrative roles within Germany, rather than front-line positions such as pilots and cabin crew. Lufthansa, which oversees a vast portfolio including Eurowings, Austrian, Swiss, and Brussels Airlines, and holds a stake in Italy's ITA, aims to achieve substantial savings of approximately 300 million euros ($350 million) between 2028 and 2030 through these measures.
A core component of the group's strategy involves increasing cooperation across its sprawling operations. Furthermore, Lufthansa highlighted that "profound changes brought about by digitalisation and the increased use of artificial intelligence will lead to greater efficiency in many areas and processes." The group currently employs around 103,000 people.
In response to the airline's announcement, trade union Verdi, which represents Lufthansa office staff, swiftly condemned the "drastic cuts," vowing to contest the plans. The union attributed the need for such measures to rising costs impacting the broader aviation sector, citing factors ranging from increased airport charges to new environmental regulations.
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