Lufthansa is one of the world's leading carriers and a proud member of the Star Alliance network. As an internationally-operating Aviation Group Lufthansa is active in five business fields: Passenger transportation, Logistics, Technology, IT-Services, and Catering. A further 400 subsidiaries and holding companies also belong to the Group. The airline offers 207 destinations in 81 countries using around 264 aircraft. More than 60 million passengers worldwide place their trust in us each year. The dedication, skills and excellent service of our employees is one of our greatest strengths.
Company portrait
Business activities Deutsche Lufthansa AG is a global aviation group. The Group operates in five business segments, each dedicated to high quality standards. The five units – the passenger airline business, logistics, MRO, catering and IT services – all play a leading role in the industry in which they operate. The Lufthansa Group includes a total of more than 400 subsidiaries and associated companies.
Organisation
Deutsche Lufthansa AG acts as the parent company with an Executive Board consisting of four members. The Executive Board is responsible for managing the Group, determining its strategy and ensuring a sustainable increase in its ´value. The Supervisory Board appoints and advises the Executive Board and monitors its activities. The Lufthansa passenger airlines as well as the individual business segments are each accountable for their business results. They are monitored by their own supervisory boards, on which members of the Group Executive Board and top management are represented.
Corporate structure
Strategy Foremost at Lufthansa are such attributes as quality and innovation, safety and reliability. We are well positioned strategically, operationally and financially to negotiate ups-and-downs in the economy. Our corporate strategy is geared to sustainable value creation and is expressed in our commitment to shareholder value. We attach priority to profitability over size.
Group strategy
The Lufthansa Group employed some 120,000 personnel at the end of 2011, and achieved total operating revenue of EUR 28.7 billion for the year.
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Gulf Air, the flag carrier of the Kingdom of Bahrain and the airline with the biggest network in the Middle East is also a people organisation. Our Focus is on building up an effective pool of human resources tuned to the airline business. Our Objective is to create one of the best working environments amongst the major companies in the Middle East and become an employer of choice. Our Strategy is to train and equip our staff with management, leadership and other essential skills so that they can contribute effectively to the success of the company and enjoy a long-term developing career.
The following details will assist you in completing the online application form and understanding our recruitment process. The information provided is for our general recruitment process. Certain recruitment areas such as Direct Entry Pilots, Flight Attendants, Sky Chefs, and the National Programme, have additional information concerning their specific selection process. Therefore, we have a dedicated section for each of these areas to include the supplementary information.
Applying online
Take a look at the vacancies listed on our Careers website.
Choose the position that matches your qualifications and experience.
Read the selected position requirements carefully.
When you decide on the position click on APPLY
Choose a user name and a password. Make sure you save your password somewhere safe in case you can’t remember it when you want to log onto the site again.
Complete the online application form with your personal details. Make sure you give a valid address and contact number.
Be precise with your qualifications and experience.
Attach your Curriculum Vitae (CV). Make sure it is understandable, well organised and up to date.
Make sure you make a note of the title of the position you’ve applied for.
If you want to amend or update your CV you can do so by logging onto the Careers website using your user name and password.
Shortlisted candidates
If you are shortlisted for a position, you will be contacted by a member of the Recruitment Team to attend an interview. You will be informed by email or telephone of the time and location and what to expect on the day of the interview.
Preparing for your interview
If you have been scheduled and confirmed to attend an interview, make sure you prepare yourself well for the day. The following tips could be helpful:
Have a comprehensive idea about the position you will be interviewed for.
Anticipate the kind of questions that could be asked on that day and prepare sufficient and reasonable answers.
Visit our web homepage (www.gulfair.com), to get more information about Gulf Air.
Review your CV.
Selection
If you are selected, you will be contacted by the Recruitment Team and provided with your offer. If you accept, you will be given advice regarding the recruitment formalities that need to occur prior to employment.
If you are unsuccessful, you will receive a regret letter from the Recruitment Team. Your CV will remain in our database for up to six months and you may be considered for another vacant position if your qualifications and experience meet the criteria of the vacancy. You may also apply for other positions at any time.
Employment
After completing the recruitment formalities, you will be contacted by the Recruitment Team regarding your start date. Upon joining you will be taken through the induction process by a member of the HR Team.
With a legacy of more than 55 years, Gulf Air is committed to recruiting the best possible staff while offering nationals of the Kingdom of Bahrain the opportunity to work with one of the region's most experienced airlines.
A crucial part of the human resources function at Gulf Air is the implementation of programmes that will accelerate the employment and career progress of nationals of the Kingdom of Bahrain. It is our aim to be the employer of choice for the broad base of diversely skilled and educated young people in Bahrain. Gulf Air is committed to providing a nurturing and supportive environment in which these individuals are recruited, trained and empowered to take up positions of leadership in the airline while fulfilling their personal aspirations.
The Graduate Entry Management (GEM), Cadet and Ab-Initio Pilot programmes, Apprentice Engineer and Summer Training/Internship programmes have been developed to fulfill this commitment.
These programmes aim to create meaningful and rewarding employment for qualified nationals in accordance with the nationalisation policy, and are designed to allow young people to gain exposure to the diverse disciplines within the airline, while simultaneously ensuring that qualified and competent individuals are inducted into Gulf Air at the grass-roots level to be developed to a high quality management
Ab-Initio Pilots
The programme covers type rating training for Bahraini nationals who already have a Pilot's licence. When the course is complete the Pilots enter employment as Second Officers.
With no less than 11 new destinations under its belt so far in 2012 with another five more to commence before the year is out, one has to wonder just where growth from Emirates comes from and whether this behemoth will ever stop expanding.
New services to Washington DC, Phuket, Adelaide, Lyon and a resumption of flights to Tripoli, with Warsaw just one of the new destinations for 2013, Emirates is not exactly short of ideas on where to fly to next.
And it’s precisely this targeted expansion policy that sets it apart from both its peers, rivals and critics.
Since the turn of the year, Emirates has launched flights to Dallas, Seattle, Rio, Ho Chi Minh, Barcelona, Lisbon, Lusaka, Harare, Buenos Aires and Dublin and has eyes on more US cities from next year onwards.
Even with record fuel prices that pummelled profits down by 72 per cent, Emirates still managed its unique feat of staying profitable by over $400 million. It is hard to pinpoint a single item relating to their success to date, but the cultured, experienced and in some ways, unmatchable management team has continued to be the catalyst for the airlines growth.
While not far to compare apples to oranges, Emirates’ recent growth has been partnered with that of the relentless expansion seen at flydubai.
Where Emirates is arguably the fastest growing full service carrier, flydubai holds that same accolade for the low-cost carrier market and between their partnership and interline arrangements, passengers flying to, through and in the GCC are benefiting immensely from this lucrative partnership.
Emirates has a current fleet of some 168 airplanes, dominated by the 777-300ER, which without a shadow of a doubt forms the backbone of all of its long haul operations.
The airline is phasing out its ageing A330-200s, in part due to increased maintenance and fuel costs and also because of the poor resale values for A330s in general, afflicted by the introduction of the revolutionary Boeing 787 Dreamliner. Emirates still has some 220 airplanes on order.These comprise as follow:
50x A350-900
20x A350-1000
68x A380-800
69x 777-300ER
As the flagship of its fleet, the A380 has come under scrutiny for cracked wings, forcing Emirates to stand down each of its A380s for days and weeks at a time to inspect and now to repair the broken brackets for which Airbus will not deliver a permanent fix until 2014, much to the ire of Emirates management.
Questions have in recent years been asked about where Emirates would eventually place all of these airplanes. Most usually from critics like European airlines and industry observers who know nothing about the way the GCC market works, much less understand how Emirates works.
The fact remains that the three key alliances today, the Star Alliance, Oneworld Alliance and SkyTeam would pretty much bend over backwards to have Emirates amongst their ranks. Emirates, however, has other plans.
Emirates has wisely avoided any of these alliances. All it would do is lead to customers flying on other carriers, driving traffic to other hubs and leave Emirates less well off and perhaps even slow or regress the current growth strategy that the carrier has. These three alliances need Emirates more than Emirates needs them. Emirates is better off without them. Strategic codeshares, such as the one struck with US low cost airline JetBlue is the way forward.
There’s less complication because of fewer parties involved and there’s a greater propensity to expand the codeshare across networks with relative ease as a result of that lessened complexity, as well as lower costs of implementation.
Dubai International Airport is firmly on track to smash through the 50 million passenger barrier mark for 2012, eclipsing the record year last year and that is in large part down to Emirates continued global reach and new services, complemented at the regional level by the expansion witnessed at flydubai — which incidentally is now the second biggest airline at the airport.
Emirates has used the progressive UAE and Dubai Government-backed aviation policy to its advantage. Where the likes of Europe continually and needlessly bleat on about how Emirates somehow has a mythical “subsidising support” behind it, the reality is that these critics, wherever they may be, are simply unfit to compete with Emirates agility.
A great case in point here is the ailing airline Qantas. It has sounded like a broken record when levelling charges at Emirates, yet it doesn’t have a single city in the GCC on its network to try and even compete with Arabian airlines, much less directly with Emirates.
The fact remains that Emirates is not afraid of competition. Its products, while perhaps not five-star rated by SkyTrax, simply blows that of its rivals out of the water. And Emirates fares, in some instances, aren’t even the cheapest, yet people still keep flocking to them to fly on.
Emirates’ plans to expand in North and Latin America is its next obvious push. New airplanes like the A380 and the 777-300ER is allowing the airline to initiate services that perhaps were not once reachable. Maximising the economic and technological performance out of these new jets is giving them a great competitive edge. After all, how many US airlines have reacted to Emirates’ flights to Dallas or Seattle by launching their own to Dubai? That in and of itself speaks volumes about not only the state of the US industry but also how airlines are not able to compete effectively against Emirates but instead pay low value lip service to the “subsidy” myth that has never ever been substantiated, despite the openness of Emirates financial workings available for everyone to peruse.
Like it or not, Emirates potential to growth further is matched not just by its planned fleet of around 300 airplanes by the turn of the decade. As Airbus gets to grips with the A380 wing issue, the airline will likely order more.
If the airline opts to shift or split operations between Dubai International Airport and Al-Maktoum International Airport, it will need even more capacity to placate that demand. Dubai is the true nexus of global air travel and Emirates is leveraging its position in the city to thrust forward its reach to all parts of the globe using its one-stop mantra.
Where the A380 is giving Emirates added capacity to destinations capped by restrictions, such as London Heathrow, it’s clear that Emirates growth today could not have come about had it not at the 777 in its fleet.
So its stands to reason that by mid-decade, the airline will be amongst the first, if not the first to order the 777-8X and 777-9X families.
Just as the 777-200ER pushed Emirates onto the world stage in the mid-to-late 1990s, it’s the 777X family that will propel Emirates to even greater heights at the turn of the next decade.
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Bernanke Warns That "Money Market Mutual Funds Not 100% Safe"
Federal Reserve Chairman Ben Bernanke was unusually candid yesterday at a Senate hearing when he admitted there were “still more risks” of a “run” in money market mutual funds” owned by investment giants such as Fidelity, Putnam and T. Rowe Price. “It’s not true that money market mutual funds are 100% safe,” he told a Senate committee hearing.
“Some of the tools we used in 2008 to arrest the run on funds are no longer available,” Bernanke explained to an inquiring Senate committee hearing. He singled out the inability of the Fed to guarantee 100% of the public’s holdings in these funds, or in other short term investments such as commercial paper, which was guaranteed in 2008 gto allow corporations to roll over their short term debts. Bernanke also mentioned the requirement included in the proposed rules to Dodd-Frank Bill that would require investors to leave 3% of their holdings in money market funds when they liquidate their positions. Bernanke and others have suggested this new rule may dissuade some investors from leaving their money in these funds, which today hold $3 trillion in assets. Until the Lehman bankruptcy and the resulting meltdown in the financial markets the public has always considered 100% safe and secure.
Just last week SEC chairwoman Mary Schapiro also warned that a run on a single money market fund “could trigger a broad and destabilizing “ follow-on in the $3 trillion money market funds that hold the short-term savings and deposits of individual investors and are often considered their safety funds in case of an emergency.
Bernanke was more sanguine about the Fed’s proposal to keep interest rates near zero until well into 2014. As only 10% of household wealth is in fixed income securities, both short and long term, Bernanke suggested that any trend to higher rates won’t damage much of household wealth. “It’s better to have 90% (of household wealth, the value of homes, equities, small businesses) go up in value” rather than the price of bonds, Bernanke suggested.
“The benefits of lower interest rates until 2014″ should help economic activity” including the value of commodities, the Fed chairman said in making the case for his policy. His theme was that the private economy should benefit more from lower interest rates than any damage they might doi to savers and retired pensioneers.
Open-source bigwig Red Hat is eyeing the red-hot cloud computing market with OpenShift, an open source application platform in the cloud that lets enterprises deploy applications quickly.
The platform-as-a-service, or PaaS, supports apps written in slew of programming languages such as Ruby, Python, PHP, Perl, and of course, Java. It can also be extended to support other languages such as Cobol, which is widely used in mainframe applications.
“The idea behind OpenShift is to allow people to write apps quickly without having to set up servers,” said Harish Pillay, chief technology architect at Red Hat Asia-Pacific, in an interview with Techgoondu.
OpenShift is hosted on Amazon Web Services and is available in two tiers. The free tier, FreeShift, comes with three gears comprising different memory and disk configurations. More gears can be added if an app requires more resources, but that means you would have to subscribe to Megashift, the paid tier at US$42 per month that offers up to 16 gears.
A key feature of OpenShift is its ability to automatically “scale up”, or increase the number of gears to meet any surge in demand for your app. So, if you’re reaching 90 percent of your peak capacity, another gear will be added. If demand falls to 50 percent of your peak capacity for several minutes, a gear is removed.
As an open source project, Pillay said, the source codes for OpenShift are also free for download. That means developers can run a copy of OpenShift on their own machines and move it to the cloud and back whenever they want. “There’s no lock in, and that’s our mantra,” Pillay said.
Pillay noted that adoption of PaaS is still in its infancy. “PaaS represents a change in approach and will work best in new projects. If you have a plan on what needs to be in place such as security and access controls when you move to the cloud, then this becomes easier,” he said.
Besides enterprises, cloud service providers can also tap on OpenShift to provide PaaS services for developers. As cloud suppliers typically prefer open source products that can be customised to their own needs, OpenShift gives Red Hat an advantage over similar offerings from IBM and Oracle.
Red Hat, however, is not the only player in the open-source PaaS market. VMware’s Cloud Foundry has been gaining traction among developers since its launch last April. To better compete with other PaaS players, VMware is reportedly planning to spin off its Cloud Foundry business and parent company EMC’s GreenPlum assets into a separate company.
According to IDC, the worldwide public PaaS market is expected to grow at a compound annual growth rate of 32.3 percent to reach US$9.1 billion by 2015, from US$2.2 billion in 2010.
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Red Hat eyes PaaS market with OpenShift Techgoondu Open-source bigwig Red Hat is eyeing the red-hot cloud computing market with OpenShift, an open source application platform in the cloud that lets enterprises deploy applications quickly. The platform-as-a-service, or PaaS, supports apps written in ... See all stories on this topic »
