Metrics and targets

S1-5 – Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

The Lufthansa Group derives its targets from both the Group strategy and its Human Resources strategy. In Germany, the targets set are presented to the co-determination bodies, such as the Group Works Council and the Group Economic Committee. Key performance indicators are iteratively developed and defined at the Group level by the responsible specialist departments, the strategy departments, and the Lufthansa Group Executive Board. The Group strategy department monitors these targets and reports on them to the Group Executive Board.

In the employee survey, employees may submit suggestions for improvement, which are then evaluated for feasibility.

The Lufthansa Group has defined the following Group-wide targets:

In 2025, Lufthansa Technik was awarded the Helga Stödter Prize for “Mixed Leadership”. The Hamburg Chamber of Commerce and the Helga Stödter Foundation recognised the Company for its clear strategies and demonstrable success in promoting women into leadership positions. Following the women@LHT programme (2022–2024), the proportion of female managers at leadership levels increased significantly, from an initial 9% to over 23%.

The award underscores the Lufthansa Group’s commitment to a modern, inclusive leadership culture and highlights the strategic importance of diversity within the organisation.

S1-6 – Characteristics of the undertaking’s employees

The total number of employees who left subsidiaries or the parent company during the reporting period was 6,532 (previous year: 6,826), and the employee turnover rate for the reporting period was 6.1% (previous year: 6.4%).

In 2025, 98.2% of Lufthansa Group employees were employed on permanent contracts (previous year: 97.7%). This high percentage reflects the Group’s commitment to sustainable employability and job security. In addition, the part-time employment rate stood at 35.1% (previous year: 34.6%), reflecting the use of flexible working time models. These measures support the reconciliation of work and family life and promote a healthy work-life balance. Job security and flexible working models are key drivers of employer attractiveness and demonstrate the Lufthansa Group’s social responsibility.

S1-8 – Collective bargaining coverage and social dialogue

Employees covered by collective bargaining agreements in countries in the European Economic Area (EEA) alone make up 65% (previous year: 64%) of the Lufthansa Group’s total worldwide employees. Below is an additional presentation of coverage by collective bargaining and employee representatives for EEA countries with significant employment (i.e. >10% of the total workforce).

The Lufthansa Group is subject to the so-called Euro Info Agreement. The agreement involves employee representatives from the various European companies and locations of the Group who are briefed by management on structural, economic and financial matters.

S1-9 – Diversity metrics

S1-14 – Health and safety metrics

In the 2024 financial year, the Lufthansa Group introduced an occupational safety management system that covers all companies and is based on the Group policy approved by the Group Executive Board. 100% of the Company’s own workforce (previous year: 100%) is covered by a management system.

The Lufthansa Group recorded no fatalities as a result of workplace accidents in the reporting year (previous year: 1) and one fatality due to work-related illness (previous year: 1).

Across all companies, a total of 1,324 (previous year: 1,357) workplace accidents occurred that resulted in at least one calendar day of absence. This corresponds to a rate of 8.2 (previous year: 9.4) workplace accidents per 1 million working hours.

S1-16 – Remuneration metrics

The Lufthansa Group aims to ensure comparable pay for comparable work and is continuously working to advance this objective. Nevertheless, the present report shows a gender pay gap. This is primarily due to structural differences among our groups of employees, which largely result in a difference in average total pay for female and male employees across the workforce.

The gender pay gap shown here represents the difference between the average total remuneration of female and male employees. It is calculated by deducting the gross hourly wage of female employees from the average gross hourly wage of male employees and dividing this figure by the average gross hourly wage of male employees.

The gender pay gap calculation is based on a comparison of total remuneration, accounting for all components such as fixed and variable payments and benefits. It is based on the overall comparison of all remuneration figures regardless of employee group, position, subsidiary or country. In the reporting year, the gender pay gap amounted to 24% (previous year: 27%) in favour of male employees. This is an unadjusted figure, in line with the calculation requirements of ESRS S1–16, and therefore does not reflect structural differences, such as professional experience or occupational groups. The characteristics of large groups of employees in the Lufthansa Group mean that the figure is of minimal relevance. At the end of 2025, for example, out of around 34,000 (previous year: 34,200) flight attendants at the Lufthansa Group, including pursers, approximately 80% (previous year: 80%) were female and 20% (previous year: 20%) were male. Among the 11,400 pilots (previous year: 11,300) at the Lufthansa Group, 7% (previous year: 7%) were female and 93% (previous year: 93%) were male.

This shows that the above figure does not necessarily indicate a lack of fairness in remuneration.

The annual total remuneration ratio expresses the ratio of the highest paid individual’s annual total remuneration to the median annual total remuneration of all employees. To reach this figure, the annual total remuneration of the highest paid individual is divided by the median annual total remuneration for all employees (excluding the highest-paid individual). In the reporting year, the highest paid individual was the Chairman of the Executive Board of Deutsche Lufthansa AG. The annual total remuneration ratio for the Lufthansa Group came to 1:94 in the reporting year (previous year: 1:86). All components of remuneration – fixed and variable payments as well as benefits received during the 2025 financial year – were included in the calculation.

S1-17 – Incidents, complaints and severe human rights impacts

The Lufthansa Group’s Human Rights Office received complaints from internal and/or external stakeholders across all operations on the following grounds:

The total amount of fines, penalties and compensation payments is recognised in the income statement under other operating expenses. In the Notes to the financial statements, this item is disclosed under auditing, consulting and legal expenses. ↗ T104 Other operating expenses.