Notes to the Annual Report 2022

Diversity and equal opportunities are central elements of the Lufthansa Group’s strategic orientation. They are indispensable for positioning the Group globally and across generations as an attractive employer - today and in the future. Society’s understanding of roles and attitudes of women and men have changed significantly. In addition, the equal treatment requirement has found expression in national and international legislation. Changing needs in the various phases of employees' lives and different family and employment models also demand answers from the Lufthansa Group in order to do justice to the diverse, individual situations as a responsibly acting employer. In this context, ensuring and further developing equal opportunities for women and men is important for the Lufthansa Group - both in thinking and acting, internally and externally.

Implementing equal opportunity in the workplace is the task of the personnel policy practiced, managers, employee representatives and individual employees. The function of the Manager Equal Opportunity exists in the central HR department to provide special support for development. The basis and areas of responsibility for this function have been defined in a  works agreement. This position develops concepts and proposes measures to enable a steadily improved work-life balance and to continuously expand the portfolio of offerings. In doing so, the Manager Equal Opportunity maintains a regular exchange with the social partnership bodies, in particular the Works Council.

In the area "Equality between men and women," increasing the proportion of women in management and improving the compatibility of work and family are central issues for Deutsche Lufthansa AG. Deutsche Lufthansa AG promotes equal pay for men and women and pursues this goal not least as a company bound by collective bargaining agreements.

Measures to promote equality between women and men

Focus: Increasing the proportion of women in management

The skills, perspectives and experience of employees are highly relevant to the Lufthansa Group's corporate success. The most productive and innovative workforce is one that is diverse and knows how to deal with this diversity competently and constructively. Concrete measures are being taken to develop a culture that promotes diversity. A special focus is initially on increasing the proportion of female managers. The Lufthansa Group aims for a share of at least 25 percent women across all management levels by 2025 and has established corresponding target quotas in the companies of the Lufthansa Group. Deutsche Lufthansa AG has set itself the goal of achieving a 30% share of women at management levels. To ensure that the goal is achieved, the Group-wide project "Female Leadership Boost" was set up to initiate and implement measures to promote the quota of women. This has already increased corporate awareness of the issue.

Focus: Compatibility of work and family

In order to better reconcile the professional and private demands of employees, Deutsche Lufthansa AG supports its employees in Germany with flexible work-time models, such as regulations on part-time employment and mobile work. In addition, there is the possibility of filling managerial positions in tandem (shared leadership) or taking temporary time off from work (sabbaticals). Employees and managers can get information on the entire portfolio of offers relating to an improved work-life balance on internal communication platforms (for example, proactive publications on the intranet or in the internal Yammer group "Work & Family").

In addition to German legal regulations (for example, parental leave) and options for flexible working hours, all employees are given the opportunity to devote themselves exclusively to caring for their children or other family members and then return to work. In the company agreement "Lufthansa and Family," the "Lufthansa Family Time" was therefore established as a further instrument that offers employees the possibility of an individual solution with time off of up to a maximum of 1 year and also opens up the possibility of returning to the original job.

Deutsche Lufthansa AG cooperates with various partners to provide possibilities for combining childcare and the care of relatives with one's job.. Deutsche Lufthansa AG has continued or expanded its commitment in this area even in times of crisis (for example, during the Corona pandemic). The "pme Familienservice" offers advisory and placement services in the areas of child care and nursing care throughout Germany, which can be used in personal contact or at any time via a "Self Service" portal. Reserved regular childcare places (daycare and kindergarten places) are offered to employees of Deutsche Lufthansa AG in Germany through the cooperation with Terminal4Kids GmbH. The portfolio was expanded to include additional kindergarten places despite the challenges in times of crisis. In the event of short-term childcare bottlenecks, employees have access to parent-child offices and the offer of ad hoc childcare places. The cooperation with the fathers' network "Conpadres" also supports men in their role as parents through, among other things, lectures, seminars, online vacation programs and an exchange among each other.

The topic of caring for relatives is continuously gaining in importance due to the aging population structure. Deutsche Lufthansa AG meets this challenge with comprehensive information for affected employees on the intranet, the placement of caregivers through the "pme Familienservice" and through the care hotline of the Federal Ministry for Family Affairs. In addition, the company has signed the "Charter for the Compatibility of Work and Care in Hesse" to clearly signal its voluntary commitment in this area.

Measures to achieve equal pay for women and men

Deutsche Lufthansa AG is a company that is bound by collective bargaining agreements and subject to co-determination.

The Lufthansa Group's goal is to conclude long-term and economically viable agreements with its collective bargaining partners and its Works Councils. This enables sustainable success as well as predictability and security for both the company and its employees. In this context, flexibility of working hours and location plays an increasingly important role for both the company and its employees.

For employees who are paid according to collective agreements, the collective agreements define gender-independent criteria for job evaluation and the corresponding remuneration, so that equal pay for men and women is already built into the collective agreement remuneration system.

Compensation and compensation development for non-tariff employees in Germany are defined in a company agreement. The evaluation of positions and remuneration determination for jobs in the non-tariff area is carried out independently of gender using the "Korn Ferry Hay" system.

Three "Leadership Circles" and, in the context of an expert career, the "Expert Circle" with corresponding compensation bands are transparently defined for senior executives. The evaluation of jobs and remuneration determination for jobs for senior executives is also carried out on a gender-independent basis using the "Korn Ferry Hay" system.

Employees of Deutsche Lufthansa AG in Germany in 2022

compared with 2016 (average value based on quarterly figures)



..of which men

..of which women



∆ Preliminary report


∆ Preliminary report


∆ Preliminary report



- 818 *


+ 1,867 **


- 2,685

... of which part-time


- 1,139


+ 288


- 1,427

... of which full-time


+ 321


+ 1,579


- 1,258

* During the Corona pandemic, volunteer programs were offered in all employee groups to help alleviate staffing surpluses caused by the crisis.

** In January 2020, more than 2,000 Lufthansa Technik employees were integrated into Lufthansa Airline as part of a transfer of operations. This led to a shift in the personnel structure in favor of male colleagues.