Deutsche Lufthansa is particularly in need of success reports.

That is why the group has prematurely disclosed some of its business figures.

In the second quarter, revenue has doubled year-on-year, there is an operating profit.

But he has flaws.

Money was made from freight and maintenance, not passengers.

Travelers are upset after chaos weeks.

The employees are also in a bad mood, as evidenced by a warning strike by the ground staff and the pilots' vote to go on strike. If the quarterly balance sheet had to reflect the mood, negative values ​​would remain.

Lufthansa stumbles out of the Corona valley.

The misconception of summer

Nevertheless, it remains a legend that aviation was overrun by crowds of passengers.

Yes, the number of travelers has skyrocketed.

No, it wasn't entirely unexpected.

Customers only book connections that airlines have previously released.

The industry was caught in another misperception.

It takes longer for the necessary number of staff to be available again.

In the lower income groups, staff have left and few are coming back.

Flight personnel are still in training, but these forces are now lacking in operation.

In addition, there is a high level of sick leave, not only due to corona.

After weeks of stress with insults from passengers and a lot of overtime, employees give in, they feel left alone.

With the problems of the summer, Lufthansa offers an open flank that unions are now exploiting.

Employee representatives can afford self-confidence.

You predicted more accurately than the employer what trouble a ramp-up of operations can cause.

Self-confidence harbors the danger of overshooting the mark.

Verdi's warning strike, which got out of hand, is a particularly negative example.

New togetherness needed

Lufthansa lacks a new cooperation between employees and group management for the upcoming tasks.

Distrust has been fostered for too long.

The current conflicts are only superficially about a few percent more salary, the future nature of Europe's largest airline company is on the unofficial agenda.

The management lacked prudence when ramping up operations, but it is different when it comes to industry trends.

It is difficult for employees who made concessions during the crisis and now demand appreciation.

But the long lines are not wrong.

At the lower end of the remuneration structure, Lufthansa will not be able to avoid large surcharges.

Otherwise the search for employees remains difficult, in the worst case the group would have to switch to service providers who have recently made no less mistakes.

In other places, however, saving is evasive.

The lost fifth star

The fact that the fifth quality star, which was recently lost, is not coming back quickly is not only due to the fact that the buffets in lounges are too thin.

Airlines from faraway countries care for travelers with more flight attendants, which is hardly affordable for Lufthansa in Germany's high-wage location.

The fact that the group is so eager to become more international with the Italian ITA is not only due to the fact that Italy is one of the most important foreign markets.

Dependence on Germany must be reduced.

In the past, Lufthansa has not been able to create a suitable climate for reforms.

The group pushed ahead to outsource business to subsidiaries with cheaper costs.

It was quickly convinced that nothing sustainable could be created in the existing structures.

The employees, who are praised as the best in the world, were thus accused of being unwilling to avert damage to the company.

That doesn't fit together and takes revenge.

Other people's plans

The management board's outsourcing projects are not without alternatives.

But as long as trade unions insist on "business as usual" with constantly rising salaries, Lufthansa should not give up on them.

That cannot be what the employee side wants.

British Airways is a case in point.

Society is increasingly limited to more lucrative long-haul routes.

The fact that the crane logo would disappear from intra-European traffic is still a nightmare vision for the group's board of directors.

She's not outlandish.

In times of historically high price increases, the pilot demand for automatic inflation compensation is far too expensive and should be dismissed.

Since the price of kerosene and climate protection will create new burdens, everyone involved will have to moderate themselves.

Otherwise, passengers could turn away because they lack reliability – also because of strikes.

In the medium term, the crane could be seen less frequently at airports.