Strategic development of the company
Lufthansa applies the principle of sustainability to strategic decisions regarding business development as well. In this area, the Group has always acted with farsightedness, as numerous examples can substantiate: In 1997, Lufthansa was the driving force for and cofounder of the world’s first global airline alliance, as it recognized early on the necessity of being able to offer passengers a globe-spanning network. Today, the Star Alliance counts 27 members and 21,900 daily flights to 1,329 destinations worldwide. Thus, it is not only the largest network by far, but also a decisive reason for Lufthansa’s success. These cooperations allow swift access to markets while limiting investments and market entry risks.
Where it makes strategic and economic sense to do so, Lufthansa is willing to invest in more profound partnerships. In this vein, the Group demonstrated similar farsightedness with regard to the acquisition and successful integration of SWISS: Today, the transaction is considered exemplary for acquisitions in the air transport industry, as the two companies complement each other outstandingly and farreaching synergies are being realized.
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