Deutsche Lufthansa Aktiengesellschaft

Corporate brand

Germany's flag-carrier airline brand and the principal network-airline business of the publicly listed Lufthansa Group.

Last updated October 14, 2026

Overview

Deutsche Lufthansa Aktiengesellschaft, commonly known as Lufthansa or Lufthansa Group, is a German publicly listed aviation holding company whose principal airline is Lufthansa German Airlines. The group is headquartered in Cologne, while its main operating base and corporate aviation center are at Frankfurt Airport; Munich is its other principal hub. The Lufthansa brand is Germany’s best-known network-airline name and functions as the group’s flagship premium carrier, combining dense European connectivity with long-haul routes to North and South America, Asia-Pacific, Africa and the Middle East. The modern company was established in West Germany on 6 January 1953 as Aktiengesellschaft für Luftverkehrsbedarf, commonly shortened to Luftag. In 1954 it acquired the name and crane logo of Deutsche Luft Hansa, the pre-war German national airline founded in 1926. The post-war company claims continuity of brand and tradition with its predecessor, but it is legally distinct from the earlier airline, which was liquidated after the Second World War because of its association with the Nazi regime. Lufthansa began scheduled services in April 1955, initially connecting major West German cities, and opened international routes soon afterward. Lufthansa developed from a national flag carrier into a diversified aviation group. Its activities encompass passenger airlines, air cargo, aircraft maintenance and engineering, aviation information technology, flight training, consulting, logistics and travel-related services. The group’s airline portfolio has included or includes Lufthansa Airlines, SWISS, Austrian Airlines, Brussels Airlines, Eurowings, Discover Airlines, Lufthansa City Airlines, Air Dolomiti, Edelweiss and ITA Airways. Lufthansa Cargo provides freight capacity, while Lufthansa Technik supplies maintenance, repair and overhaul services to airlines, aircraft operators, governments and other aviation customers. Lufthansa Systems, Lufthansa Flight Training and other specialist businesses broaden the group’s aviation-services platform. The Lufthansa brand is positioned as a premium, full-service network carrier. Its customer proposition is built around hub connectivity, schedule breadth, intercontinental reach, multiple cabin classes, airport lounges, business-travel services and the Miles & More loyalty program. Frankfurt and Munich provide the core German transfer infrastructure, while the wider group uses additional hubs in Zurich, Vienna, Brussels and Rome. Lufthansa is also one of the founding members of Star Alliance, created in 1997, and maintains extensive codeshare and interline relationships. The company’s development has been shaped by aircraft technology and fleet renewal. It entered the jet age with Boeing 707 aircraft in 1960, became an early and important Boeing 737 customer, introduced Boeing 747 services in 1970, and adopted Airbus wide-body aircraft during the 1970s. It later operated Airbus A300, A310, A340, A350 and A380 aircraft alongside Boeing 747 and 787 families. Its current modernization program emphasizes Airbus A220 and A320neo-family aircraft for shorter routes and Airbus A350, Boeing 787-9 and Boeing 777-9 aircraft for long-haul operations. The Allegris cabin program represents a major investment in Lufthansa’s long-haul passenger product. Lufthansa has also used acquisitions and partnerships to reinforce its position in Europe. SWISS joined the group in 2005, Austrian Airlines in 2009, and Brussels Airlines was integrated through a staged process between 2009 and 2017. Eurowings provides a more price-sensitive point-to-point model, while Discover Airlines focuses on leisure traffic. In 2025, ITA Airways became a Lufthansa Group airline in which the group initially held a 41 percent stake; in May 2026 Lufthansa exercised an option to raise its holding to 90 percent, subject to completion and applicable conditions. The group also expressed interest in acquiring a minority stake in TAP Air Portugal in J…

History

Lufthansa’s story has two overlapping layers: the history of the German flag-carrier name and the legal history of the modern Deutsche Lufthansa AG. The original Deutsche Luft Hansa was formed in Berlin on 6 January 1926 through the merger of Deutscher Aero Lloyd and Junkers Luftverkehr. It became Germany’s national airline and operated in an environment increasingly shaped by the state and, during the Second World War, by the Luftwaffe. Wartime activities included aircraft maintenance and repair, with forced labor used in parts of the organization’s operations. After Germany’s defeat, the Allied authorities seized aircraft and dissolved the company. Its remaining assets were liquidated on 1 January 1951. The post-war Federal Republic sought to rebuild a national airline, but its airspace remained subject to Allied restrictions. Aktiengesellschaft für Luftverkehrsbedarf, or Luftag, was established in Cologne on 6 January 1953 by personnel associated with the former airline. Before the company could begin flying, it ordered Convair CV-340 and Lockheed Super Constellation aircraft and established maintenance facilities. On 6 August 1954, Luftag acquired the Lufthansa name and crane emblem from the liquidated predecessor for 30,000 Deutsche Mark. This created a powerful sense of institutional continuity, but it also left the modern company with a difficult historical responsibility because the earlier airline had been involved with the Nazi state and forced labor. Lufthansa began scheduled domestic operations on 1 April 1955, linking Hamburg, Düsseldorf, Frankfurt, Cologne and Munich. International service followed on 15 May 1955 to London, Paris and Madrid, with New York service beginning in June and South Atlantic operations added in 1956. Political division prevented Lufthansa from serving West Berlin during the Cold War. Frankfurt consequently became the central hub, a decision that remained important even after German reunification and the later opening of Berlin Brandenburg Airport. The airline also used advertising and public-relations activity to present West Germany as a rebuilt, outward-looking country and to encourage international travelers to use Germany as a gateway. The 1960s were defined by jet expansion. Lufthansa ordered Boeing 707 aircraft in 1958 and started Frankfurt–New York jet service in March 1960. It expanded into East Asia and Africa, introduced the Boeing 727, and opened a polar route from Frankfurt to Tokyo through Anchorage in 1964. In 1965 it ordered 21 Boeing 737 aircraft, becoming the first foreign launch customer for the original 737-100 series. The company continued to modernize and increase range through the introduction of Boeing 747 aircraft in 1970, Douglas DC-10 aircraft in 1974 and Airbus A300 aircraft in 1976. Lufthansa and Swissair were launch customers for the Airbus A310 in 1979. During the 1980s Lufthansa pursued a large fleet-renewal program centered on Airbus A320-family aircraft, Airbus A300-600 aircraft and Boeing 737-300 aircraft. In 1987 it joined Air France, Iberia and Scandinavian Airlines in founding Amadeus, a travel-distribution technology company that allowed travel agencies to access multiple airlines through one reservation system. Lufthansa also strengthened its corporate identity and expanded the role of specialist operating units. After German reunification in 1990, Lufthansa restored Berlin to its network within weeks, but Frankfurt and Munich remained the principal hubs. During the 1990s the company reorganized important activities into more distinct operating companies, including Lufthansa Technik for maintenance, Lufthansa Cargo for freight and Lufthansa Systems for aviation information technology. Other businesses included catering, regional flying, flight training and consulting. On 14 May 1997 Lufthansa joined Air Canada, SAS, Thai Airways and United Airlines to establish Star Alliance, one of the most consequential developments in modern airline cooperation. The late 1990s also brought a more explicit confrontation with the company’s wartime past. Lufthansa acknowledged forced labor associated with Deutsche Luft Hansa and participated in a German compensation initiative. It commissioned historical research, but critics later argued that the study was not published promptly enough. The issue remains central to the interpretation of Lufthansa’s corporate memory because the modern firm is legally separate from the pre-1945 airline but deliberately adopted its name, emblem and claimed tradition. In the 2000s Lufthansa combined resilience with international expansion. It remained profitable after the aviation downturn that followed the 11 September 2001 attacks and became an early customer for Connexion by Boeing in-flight internet service. The group acquired SWISS in 2005, expanded its position in Brussels Airlines through a staged investment process beginning in 2009, and acquired Austrian Airlines in 2009. It also invested heavily in very large aircraft, receiving its first Airbus A380 in 2010 and becoming the launch customer for the passenger Boeing 747-8I, which entered Lufthansa service in 2012. The 2010s were more difficult. Recession, restructuring costs, labor disputes and strong competition pressured results. Lufthansa launched the SCORE program to improve operating profit, cut administrative positions and transferred portions of short-haul flying to the Germanwings brand, later reorganized within the group’s point-to-point model. Pilot strikes in 2014 caused extensive cancellations. In 2014 portions of the fleet were branded Fanhansa during the FIFA World Cup. In 2015 Lufthansa introduced a surcharge for bookings made through global distribution systems, a move that provoked criticism from travel intermediaries. The same year, the Germanwings Flight 9525 crash became one of the company’s deepest crises and exposed weaknesses in early communication and public disclosure. Lufthansa’s later expansion included the acquisition of aircraft from insolvent Air Berlin in 2017 and continued development of Eurowings and other group airlines. The company pursued premium differentiation, digital services and fleet renewal while managing engine inspections, aircraft-delivery delays, fuel-price volatility and recurring labor disputes. Lufthansa received Skytrax five-star certification in December 2017, reinforcing its premium positioning, although awards did not remove the operational and cost pressures facing the business. In the 2020s the group focused on recovery from the COVID-19 shock, restoring capacity, renewing aircraft and reorganizing its brand architecture. Eurowings Discover was renamed Discover Airlines in 2023, and Lufthansa City Airlines began operations in 2024 as part of a restructuring of regional and short-haul flying. ITA Airways joined the group in 2025 with Lufthansa initially acquiring 41 percent. In 2025 and 2026 the group also presented itself more clearly as an integrated aviation group, while keeping the individual airline identities of Lufthansa, SWISS, Austrian Airlines, Brussels Airlines, Eurowings, Discover and ITA Airways. By 2026 its strategic agenda combined premium-product investment, fleet modernization, stronger group integration, technology development, maintenance expansion and selective airline acquisitions.

2023
Eurowings Discover becomes Discover Airlines
[3]Lufthansa Group History: Global Networkbusiness.lufthansagroup.com
The group’s leisure airline adopts the Discover Airlines name as part of its brand development.
2017
Air Berlin aircraft are acquired
[1]Lufthansaen.wikipedia.org
Lufthansa takes over 81 aircraft from Air Berlin’s insolvency estate and receives Skytrax five-star certification.
2015
SCORE restructuring and Germanwings crisis period
[1]Lufthansaen.wikipedia.org
The group continues SCORE restructuring while the Germanwings Flight 9525 crash becomes a major corporate crisis.
2014
Fanhansa campaign is introduced
[1]Lufthansaen.wikipedia.org
Selected Lufthansa aircraft receive temporary Fanhansa branding during the FIFA World Cup.
2012
The Boeing 747-8I enters service
[1]Lufthansaen.wikipedia.org
Lufthansa becomes the launch customer for Boeing’s passenger 747-8 Intercontinental.
2010
The Airbus A380 enters Lufthansa service
[1]Lufthansaen.wikipedia.org
Lufthansa receives its first Airbus A380 and deploys the aircraft on selected long-haul routes.
2009
Austrian Airlines and Brussels Airlines expand the group
[3]Lufthansa Group History: Global Networkbusiness.lufthansagroup.com
Austrian Airlines joins the group, while Lufthansa begins the staged integration of Brussels Airlines.
2005
SWISS joins the group
[3]Lufthansa Group History: Global Networkbusiness.lufthansagroup.com
Lufthansa acquires control of SWISS, strengthening the group’s position in Central European premium aviation.
1997
Star Alliance is founded
[1]Lufthansaen.wikipedia.org
Lufthansa joins four partner airlines in creating Star Alliance on 14 May.
1990
Berlin is restored to the network
[1]Lufthansaen.wikipedia.org
After German reunification, Lufthansa reconnects Berlin to its scheduled network within 25 days.

Showing the 10 most recent.

Products and positioning

Premium, full-service network airline with a large European hub-and-spoke system, extensive intercontinental connectivity, multiple cabin classes and a broader aviation-services ecosystem.

Network airline · 1955
Lufthansa Airlines scheduled passenger service
The core Lufthansa offering is scheduled full-service passenger transportation from German hubs, especially Frankfurt and Munich. It combines short-haul European feeder flights with long-haul services to the Americas, Asia-Pacific, Africa and the Middle East. The product is designed around connecting traffic, multiple cabin classes, through-ticketing, airport lounges, loyalty benefits and connections with Star Alliance and partner airlines.
Passenger cabin · 1955
Economy Class
Lufthansa Economy Class is the group’s broadest passenger cabin product for intra-European and intercontinental travel. Depending on route and aircraft, the proposition includes assigned seating, checked-baggage options, onboard catering or buy-on-board service, digital booking and rebooking functions, and access to the wider Lufthansa hub network. Long-haul aircraft offer differentiated economy configurations and entertainment systems.
Premium passenger cabin · 1955
Business Class
Business Class is aimed at corporate travelers and passengers seeking additional space, flexibility and priority treatment. The offering typically includes priority airport services, lounge access, increased baggage allowances, onboard meals and enhanced seating. On long-haul aircraft, Lufthansa is progressively introducing redesigned premium seating through its Allegris program, including more differentiated seat choices and private-space options.
Premium passenger cabin · 1955
First Class
First Class is Lufthansa’s highest-tier passenger product on selected long-haul routes and aircraft. It emphasizes privacy, personalized airport assistance, premium lounges, refined dining, elevated service and spacious seating. Availability is limited by route and fleet configuration, making it a scarcity-based component of Lufthansa’s premium positioning rather than a universal product across the network.
Long-haul product generation · 2024
Allegris
Allegris is Lufthansa’s long-haul cabin modernization program. It introduces new seating concepts across Economy, Premium Economy, Business Class and First Class, with greater differentiation in privacy, bed length, personal space and direct-aisle access. The program is being deployed alongside new Airbus A350 and Boeing 787 aircraft and is intended to improve the group’s premium competitiveness and customer experience.
Loyalty program · 1993
Miles & More
Miles & More is Lufthansa’s principal frequent-flyer and loyalty program. Members earn and redeem miles or points through Lufthansa Group airlines, Star Alliance carriers and participating travel, hotel, rental-car and payment partners. The program supports customer retention, premium-tier recognition and ancillary revenue, and is being positioned increasingly as a group-level loyalty platform across Lufthansa’s airline portfolio.
Air cargo · 1994
Lufthansa Cargo
Lufthansa Cargo markets airfreight capacity using dedicated freighter aircraft and cargo space in passenger aircraft. It serves industrial, pharmaceutical, e-commerce, perishables and other time-sensitive supply chains through Frankfurt and its worldwide partner network. Cargo is a distinct logistics business within the Lufthansa Group and provides diversification from passenger demand cycles.
Aircraft maintenance and engineering · 1951
Lufthansa Technik
Lufthansa Technik provides aircraft maintenance, repair and overhaul, engine services, component support, engineering, modifications and cabin-related technical work. Although it originated as Lufthansa’s internal technical organization, it serves a broad external customer base including airlines, aircraft lessors, original equipment manufacturers, governments and VIP operators. It is one of the group’s principal industrial and technology businesses.

Controversies

2015
Germanwings Flight 9525 and crisis communication
The deliberate crash of Germanwings Flight 9525 in the French Alps killed all 150 people aboard. Lufthansa faced scrutiny over how its leadership communicated information about the co-pilot’s medical condition and the airline’s earlier public characterization of his fitness to fly. The event remains a major safety and reputational crisis associated with the Lufthansa Group.
Source
1999
Forced labor and the wartime history of Deutsche Luft Hansa
Lufthansa acknowledged the use of forced labor by its predecessor during the Nazi period and participated in a German initiative intended to address wartime labor abuses. The company also commissioned historical research. Critics later objected to the delayed publication of the resulting study and to the limited prominence given to the subject in corporate history narratives.
Source

2025Lufthansa Group umbrella-brand identity
Global
Lufthansa Group introduced a new umbrella identity designed to make the group’s shared ownership and service architecture more visible. The updated system uses the crane symbol without its surrounding circle, a new typeface, expanded colors and a Member of Lufthansa Group endorsement on participating airline assets.
Outcome. The campaign supports the strategic shift from a loose collection of airlines toward a more integrated multi-brand group while preserving the individual airline identities.
Source
2014Fanhansa
Germany · International markets
For the 2014 FIFA World Cup, parts of the Lufthansa fleet and related communications used the temporary Fanhansa name and visual treatment. The campaign linked the carrier to national sporting enthusiasm and gave the brand a highly visible, time-limited cultural presence.
Outcome. The temporary identity increased brand visibility during the tournament and was used as a distinctive sports-marketing activation.
Source
1955West Germany rebuilding and gateway promotion
Europe · North America · Global
In the post-war period Lufthansa promoted travel to West Germany and positioned its German hubs as gateways to Europe and the wider world. The communications work helped associate the restored airline with international openness, economic reconstruction and the normalization of West Germany’s global relationships.
Outcome. The campaign contributed to Lufthansa’s emergence as a visible symbol of West Germany abroad and supported the development of Frankfurt as a major international hub.
Source

Brand decisions

2026
Exercise of option to acquire majority control of ITA AirwaysM&A
Background
Lufthansa sought to deepen its control of ITA Airways after the initial minority investment and make Rome a more integrated component of its European network.
Action taken
The group exercised an option to acquire an additional 49 percent, increasing its planned holding from 41 percent to 90 percent.
Aftermath
If completed as announced, the transaction would move ITA from a minority investment toward majority control while retaining its Italian national identity within the group’s multi-brand structure.
Additional ITA Airways stake and consideration. 41 percent Lufthansa stake → 90 percent planned stake; 49 percent additional stake for 325 million euros (Announced 12 May 2026)
Source
2026
Portugal maintenance expansion and TAP bidStrategy
Background
Lufthansa identified Portugal as an important location for aviation maintenance, employment and potential Atlantic network development.
Action taken
Lufthansa Technik began construction of a major facility near Porto, while Lufthansa Group submitted a bid for an initial minority stake in TAP Air Portugal.
Aftermath
The combined initiatives extend Lufthansa’s industrial footprint in Portugal and could strengthen Lisbon’s role as a gateway to South America, Africa and Portuguese-speaking markets.
Source
2025
Initial acquisition of a stake in ITA AirwaysM&A
Background
Lufthansa sought to add Italy’s national carrier, strengthen Rome as a hub and expand its access to Italian and Mediterranean markets.
Action taken
Lufthansa acquired an initial 41 percent stake in ITA Airways and integrated the airline into the Lufthansa Group’s network-airline strategy.
Aftermath
ITA Airways became an additional national airline platform within the group, with Rome complementing Frankfurt, Munich, Zurich, Vienna and Brussels as a major European hub.
Initial equity stake. 41 percent (2025 completion of initial transaction)
Source
2023
Renaming Eurowings Discover as Discover AirlinesGeneration change
Background
The group needed a clearer standalone identity for its leisure airline and a stronger distinction between its different passenger brands.
Action taken
Eurowings Discover was renamed Discover Airlines and continued to focus on leisure-oriented routes and holiday destinations.
Aftermath
The renaming clarified the group’s multi-brand architecture and gave the leisure carrier a more independent market identity.
Source
2017
Acquisition of Air Berlin aircraft and operationsM&A
Background
Air Berlin entered insolvency, creating an opportunity for Lufthansa to acquire aircraft and strengthen its position in the German and European market.
Action taken
Lufthansa acquired 81 aircraft from the insolvency estate for a reported purchase price of approximately 210 million euros.
Aftermath
The transaction supported the expansion of Lufthansa’s point-to-point and lower-cost activities, although competition authorities and market participants closely monitored the consolidation of German aviation.
Purchase price for shares acquired from Air Berlin insolvency estate. Approximately 210 million euros (2017 transaction)
Source
2015
Global distribution system surchargeOther
Background
Lufthansa wanted to steer customers toward direct digital and airport sales channels and reduce distribution costs associated with third-party reservation systems.
Action taken
The airline introduced a 16-euro surcharge for tickets booked through global distribution systems rather than Lufthansa’s direct channels.
Aftermath
Travel intermediaries criticized the measure as harmful to comparison and transparency. Lufthansa reported a short-term revenue decline but attributed it partly to strikes and seasonal effects.
Distribution surcharge. 16 euros per ticket in affected channels (Effective 1 September 2015)
- Amadeus — Amadeus publicly argued that the model could make fare comparison and transparency more difficult for travelers.
Source
2012
Launch of Boeing 747-8 Intercontinental serviceProduct launch
Background
Lufthansa wanted to renew its large long-haul aircraft fleet while retaining the capacity and brand value associated with the Boeing 747.
Action taken
The company became the launch customer for the passenger Boeing 747-8 Intercontinental and introduced it into scheduled service.
Aftermath
The aircraft became an important part of Lufthansa’s flagship long-haul identity and supported the company’s premium positioning on selected routes.
Source
2012
SCORE restructuring programStrategy
Background
Economic weakness, restructuring costs and changing European short-haul economics pressured profitability and increased the need for a lower-cost operating model.
Action taken
Lufthansa launched SCORE, reduced administrative positions and shifted portions of short-haul flying outside its principal hubs toward the Germanwings model.
Aftermath
The program accelerated the group’s separation between premium network operations and lower-cost or leisure-oriented point-to-point businesses, although labor and brand-integration issues continued.
Source
2005
Acquisition of SWISSM&A
Background
Lufthansa sought to consolidate its Central European position and add a premium airline with a strong Zurich hub and international brand.
Action taken
Lufthansa acquired control of Swiss International Air Lines and incorporated it into the Lufthansa Group.
Aftermath
SWISS retained its national identity while contributing a major additional hub, long-haul network and premium customer base.
Source
1997
Creation of Star AllianceStrategy
Background
Global passengers and corporate customers increasingly demanded coordinated schedules, reciprocal loyalty benefits and broader network access.
Action taken
Lufthansa joined Air Canada, SAS, Thai Airways and United Airlines to establish Star Alliance.
Aftermath
The alliance increased the effective geographic reach of Lufthansa and helped make alliance membership a core element of international airline competition.
Source

Showing the 10 most recent.

Sources11 sources

Cite this profile: Cite the canonical profile. /brand-wiki/deutsche-lufthansa-aktiengesellschaft · Editorial policy · How profiles are compiled

Overview

History

2023
Eurowings Discover becomes Discover Airlines
[3]Lufthansa Group History: Global Networkbusiness.lufthansagroup.com
The group’s leisure airline adopts the Discover Airlines name as part of its brand development.
2017
Air Berlin aircraft are acquired
[1]Lufthansaen.wikipedia.org
Lufthansa takes over 81 aircraft from Air Berlin’s insolvency estate and receives Skytrax five-star certification.
2015
SCORE restructuring and Germanwings crisis period
[1]Lufthansaen.wikipedia.org
The group continues SCORE restructuring while the Germanwings Flight 9525 crash becomes a major corporate crisis.
2014
Fanhansa campaign is introduced
[1]Lufthansaen.wikipedia.org
Selected Lufthansa aircraft receive temporary Fanhansa branding during the FIFA World Cup.
2012
The Boeing 747-8I enters service
[1]Lufthansaen.wikipedia.org
Lufthansa becomes the launch customer for Boeing’s passenger 747-8 Intercontinental.
2010
The Airbus A380 enters Lufthansa service
[1]Lufthansaen.wikipedia.org
Lufthansa receives its first Airbus A380 and deploys the aircraft on selected long-haul routes.
2009
Austrian Airlines and Brussels Airlines expand the group
[3]Lufthansa Group History: Global Networkbusiness.lufthansagroup.com
Austrian Airlines joins the group, while Lufthansa begins the staged integration of Brussels Airlines.
2005
SWISS joins the group
[3]Lufthansa Group History: Global Networkbusiness.lufthansagroup.com
Lufthansa acquires control of SWISS, strengthening the group’s position in Central European premium aviation.
1997
Star Alliance is founded
[1]Lufthansaen.wikipedia.org
Lufthansa joins four partner airlines in creating Star Alliance on 14 May.
1990
Berlin is restored to the network
[1]Lufthansaen.wikipedia.org
After German reunification, Lufthansa reconnects Berlin to its scheduled network within 25 days.

Showing the 10 most recent.

Products and positioning

Premium, full-service network airline with a large European hub-and-spoke system, extensive intercontinental connectivity, multiple cabin classes and a broader aviation-services ecosystem.

Network airline · 1955
Lufthansa Airlines scheduled passenger service
The core Lufthansa offering is scheduled full-service passenger transportation from German hubs, especially Frankfurt and Munich. It combines short-haul European feeder flights with long-haul services to the Americas, Asia-Pacific, Africa and the Middle East. The product is designed around connecting traffic, multiple cabin classes, through-ticketing, airport lounges, loyalty benefits and connections with Star Alliance and partner airlines.
Passenger cabin · 1955
Economy Class
Lufthansa Economy Class is the group’s broadest passenger cabin product for intra-European and intercontinental travel. Depending on route and aircraft, the proposition includes assigned seating, checked-baggage options, onboard catering or buy-on-board service, digital booking and rebooking functions, and access to the wider Lufthansa hub network. Long-haul aircraft offer differentiated economy configurations and entertainment systems.
Premium passenger cabin · 1955
Business Class
Business Class is aimed at corporate travelers and passengers seeking additional space, flexibility and priority treatment. The offering typically includes priority airport services, lounge access, increased baggage allowances, onboard meals and enhanced seating. On long-haul aircraft, Lufthansa is progressively introducing redesigned premium seating through its Allegris program, including more differentiated seat choices and private-space options.
Premium passenger cabin · 1955
First Class
First Class is Lufthansa’s highest-tier passenger product on selected long-haul routes and aircraft. It emphasizes privacy, personalized airport assistance, premium lounges, refined dining, elevated service and spacious seating. Availability is limited by route and fleet configuration, making it a scarcity-based component of Lufthansa’s premium positioning rather than a universal product across the network.
Long-haul product generation · 2024
Allegris
Allegris is Lufthansa’s long-haul cabin modernization program. It introduces new seating concepts across Economy, Premium Economy, Business Class and First Class, with greater differentiation in privacy, bed length, personal space and direct-aisle access. The program is being deployed alongside new Airbus A350 and Boeing 787 aircraft and is intended to improve the group’s premium competitiveness and customer experience.
Loyalty program · 1993
Miles & More
Miles & More is Lufthansa’s principal frequent-flyer and loyalty program. Members earn and redeem miles or points through Lufthansa Group airlines, Star Alliance carriers and participating travel, hotel, rental-car and payment partners. The program supports customer retention, premium-tier recognition and ancillary revenue, and is being positioned increasingly as a group-level loyalty platform across Lufthansa’s airline portfolio.
Air cargo · 1994
Lufthansa Cargo
Lufthansa Cargo markets airfreight capacity using dedicated freighter aircraft and cargo space in passenger aircraft. It serves industrial, pharmaceutical, e-commerce, perishables and other time-sensitive supply chains through Frankfurt and its worldwide partner network. Cargo is a distinct logistics business within the Lufthansa Group and provides diversification from passenger demand cycles.
Aircraft maintenance and engineering · 1951
Lufthansa Technik
Lufthansa Technik provides aircraft maintenance, repair and overhaul, engine services, component support, engineering, modifications and cabin-related technical work. Although it originated as Lufthansa’s internal technical organization, it serves a broad external customer base including airlines, aircraft lessors, original equipment manufacturers, governments and VIP operators. It is one of the group’s principal industrial and technology businesses.

Controversies

2015
Germanwings Flight 9525 and crisis communication
The deliberate crash of Germanwings Flight 9525 in the French Alps killed all 150 people aboard. Lufthansa faced scrutiny over how its leadership communicated information about the co-pilot’s medical condition and the airline’s earlier public characterization of his fitness to fly. The event remains a major safety and reputational crisis associated with the Lufthansa Group.
Source
1999
Forced labor and the wartime history of Deutsche Luft Hansa
Lufthansa acknowledged the use of forced labor by its predecessor during the Nazi period and participated in a German initiative intended to address wartime labor abuses. The company also commissioned historical research. Critics later objected to the delayed publication of the resulting study and to the limited prominence given to the subject in corporate history narratives.
Source

Marketing campaigns

2025Lufthansa Group umbrella-brand identity
Global
Lufthansa Group introduced a new umbrella identity designed to make the group’s shared ownership and service architecture more visible. The updated system uses the crane symbol without its surrounding circle, a new typeface, expanded colors and a Member of Lufthansa Group endorsement on participating airline assets.
Outcome. The campaign supports the strategic shift from a loose collection of airlines toward a more integrated multi-brand group while preserving the individual airline identities.
Source
2014Fanhansa
Germany · International markets
For the 2014 FIFA World Cup, parts of the Lufthansa fleet and related communications used the temporary Fanhansa name and visual treatment. The campaign linked the carrier to national sporting enthusiasm and gave the brand a highly visible, time-limited cultural presence.
Outcome. The temporary identity increased brand visibility during the tournament and was used as a distinctive sports-marketing activation.
Source
1955West Germany rebuilding and gateway promotion
Europe · North America · Global
In the post-war period Lufthansa promoted travel to West Germany and positioned its German hubs as gateways to Europe and the wider world. The communications work helped associate the restored airline with international openness, economic reconstruction and the normalization of West Germany’s global relationships.
Outcome. The campaign contributed to Lufthansa’s emergence as a visible symbol of West Germany abroad and supported the development of Frankfurt as a major international hub.
Source

Brand decisions

2026
Exercise of option to acquire majority control of ITA AirwaysM&A
Background
Lufthansa sought to deepen its control of ITA Airways after the initial minority investment and make Rome a more integrated component of its European network.
Action taken
The group exercised an option to acquire an additional 49 percent, increasing its planned holding from 41 percent to 90 percent.
Aftermath
If completed as announced, the transaction would move ITA from a minority investment toward majority control while retaining its Italian national identity within the group’s multi-brand structure.
Additional ITA Airways stake and consideration. 41 percent Lufthansa stake → 90 percent planned stake; 49 percent additional stake for 325 million euros (Announced 12 May 2026)
Source
2026
Portugal maintenance expansion and TAP bidStrategy
Background
Lufthansa identified Portugal as an important location for aviation maintenance, employment and potential Atlantic network development.
Action taken
Lufthansa Technik began construction of a major facility near Porto, while Lufthansa Group submitted a bid for an initial minority stake in TAP Air Portugal.
Aftermath
The combined initiatives extend Lufthansa’s industrial footprint in Portugal and could strengthen Lisbon’s role as a gateway to South America, Africa and Portuguese-speaking markets.
Source
2025
Initial acquisition of a stake in ITA AirwaysM&A
Background
Lufthansa sought to add Italy’s national carrier, strengthen Rome as a hub and expand its access to Italian and Mediterranean markets.
Action taken
Lufthansa acquired an initial 41 percent stake in ITA Airways and integrated the airline into the Lufthansa Group’s network-airline strategy.
Aftermath
ITA Airways became an additional national airline platform within the group, with Rome complementing Frankfurt, Munich, Zurich, Vienna and Brussels as a major European hub.
Initial equity stake. 41 percent (2025 completion of initial transaction)
Source
2023
Renaming Eurowings Discover as Discover AirlinesGeneration change
Background
The group needed a clearer standalone identity for its leisure airline and a stronger distinction between its different passenger brands.
Action taken
Eurowings Discover was renamed Discover Airlines and continued to focus on leisure-oriented routes and holiday destinations.
Aftermath
The renaming clarified the group’s multi-brand architecture and gave the leisure carrier a more independent market identity.
Source
2017
Acquisition of Air Berlin aircraft and operationsM&A
Background
Air Berlin entered insolvency, creating an opportunity for Lufthansa to acquire aircraft and strengthen its position in the German and European market.
Action taken
Lufthansa acquired 81 aircraft from the insolvency estate for a reported purchase price of approximately 210 million euros.
Aftermath
The transaction supported the expansion of Lufthansa’s point-to-point and lower-cost activities, although competition authorities and market participants closely monitored the consolidation of German aviation.
Purchase price for shares acquired from Air Berlin insolvency estate. Approximately 210 million euros (2017 transaction)
Source
2015
Global distribution system surchargeOther
Background
Lufthansa wanted to steer customers toward direct digital and airport sales channels and reduce distribution costs associated with third-party reservation systems.
Action taken
The airline introduced a 16-euro surcharge for tickets booked through global distribution systems rather than Lufthansa’s direct channels.
Aftermath
Travel intermediaries criticized the measure as harmful to comparison and transparency. Lufthansa reported a short-term revenue decline but attributed it partly to strikes and seasonal effects.
Distribution surcharge. 16 euros per ticket in affected channels (Effective 1 September 2015)
- Amadeus — Amadeus publicly argued that the model could make fare comparison and transparency more difficult for travelers.
Source
2012
Launch of Boeing 747-8 Intercontinental serviceProduct launch
Background
Lufthansa wanted to renew its large long-haul aircraft fleet while retaining the capacity and brand value associated with the Boeing 747.
Action taken
The company became the launch customer for the passenger Boeing 747-8 Intercontinental and introduced it into scheduled service.
Aftermath
The aircraft became an important part of Lufthansa’s flagship long-haul identity and supported the company’s premium positioning on selected routes.
Source
2012
SCORE restructuring programStrategy
Background
Economic weakness, restructuring costs and changing European short-haul economics pressured profitability and increased the need for a lower-cost operating model.
Action taken
Lufthansa launched SCORE, reduced administrative positions and shifted portions of short-haul flying outside its principal hubs toward the Germanwings model.
Aftermath
The program accelerated the group’s separation between premium network operations and lower-cost or leisure-oriented point-to-point businesses, although labor and brand-integration issues continued.
Source
2005
Acquisition of SWISSM&A
Background
Lufthansa sought to consolidate its Central European position and add a premium airline with a strong Zurich hub and international brand.
Action taken
Lufthansa acquired control of Swiss International Air Lines and incorporated it into the Lufthansa Group.
Aftermath
SWISS retained its national identity while contributing a major additional hub, long-haul network and premium customer base.
Source
1997
Creation of Star AllianceStrategy
Background
Global passengers and corporate customers increasingly demanded coordinated schedules, reciprocal loyalty benefits and broader network access.
Action taken
Lufthansa joined Air Canada, SAS, Thai Airways and United Airlines to establish Star Alliance.
Aftermath
The alliance increased the effective geographic reach of Lufthansa and helped make alliance membership a core element of international airline competition.
Source

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Overview

History

Products and positioning

Controversies

Marketing campaigns

Brand decisions

Related entries

Sources11 sources