Air Berlin
| Company type | Public company (plc & Co. KG) |
|---|---|
| Industry | Airline |
| Predecessor | Air Berlin USA |
| Founded | 1978 |
| Founder | Kim Lundgren and American stakeholders |
| Defunct | 27 October 2017 |
| Fate | Insolvency and ceased operations |
| Headquarters | Berlin , Germany |
Area served | Europe |
Key people | Joachim Hunold (former CEO), Hartmut Mehdorn (former CEO) |
| Products | Passenger air transport |
Number of employees | Around 90 (1991) (1991) |
Air Berlin plc & Co. Luftverkehrs KG (), known commercially as airberlin or airberlin.com (operational from 28 April 1979 until 27 October 2017), was a prominent German airline. At its height, it was Germany's second-largest carrier after Lufthansa and ranked tenth in Europe by passenger numbers. The airline was based in Berlin and maintained primary hubs at Berlin Tegel Airport and Düsseldorf Airport. From 2012 until its financial collapse, Air Berlin participated as a member of the Oneworld alliance.
Established in 1978 by American stakeholders to serve the West Berlin market—where only West German airlines were permitted due to Cold War airspace restrictions—the company transitioned to German ownership in 1991 after reunification. Subsequently, it repositioned itself to challenge Lufthansa directly, evolving into one of Germany’s leading airlines. Despite this expansion, ongoing financial difficulties culminated in Air Berlin filing for insolvency in August 2017, with operations halting two months thereafter.
1978–1990: American charter airline operating in West Berlin
Initially incorporated as Air Berlin USA, the airline was created in 1978 as a fully owned subsidiary of Lelco, an American agricultural firm headquartered in Oregon. Its mission was to operate charter flights on behalf of German tour operators between Berlin Tegel Airport and Mediterranean vacation spots.
The founding team included:
- Kim Lundgren, a former Pan Am flight engineer stationed in Berlin;
- John MacDonald, previously station manager at US supplemental carrier Saturn Airways and later vice president at Modern Air’s Berlin Tegel base;
- Mort Beyer, ex-executive vice president of Modern Air and founder of aviation consulting firm Avmark.
Lelco represented Kim Lundgren’s family-owned agricultural enterprise. As a US-registered airline, Air Berlin gained access to West Berlin’s restricted aviation market during the Cold War era, when air corridors to Tegel Airport were limited exclusively to carriers registered in France, the United Kingdom, or the United States. The airline’s initial headquarters were located at Tegel Airport with Leonard Lundgren serving as its inaugural chairman.
After securing an operating license and acquiring two Boeing 707 aircraft from Trans World Airlines, Air Berlin USA commenced commercial flights on 28 April 1979, flying from Berlin-Tegel to Palma de Mallorca. Early plans also included launching long-haul services from West Berlin to Brussels and Florida through cooperation with Air Florida.
In 1980, the airline leased two Boeing 737-200 jets from Air Florida. By 1981, weekly Boeing 707 flights operated on the Tegel-Brussels-Orlando route; however, these aircraft were retired by 1982. Throughout the decade, operations predominantly utilized a single Boeing 737-200 or, starting in 1986, a Boeing 737-300. The fleet was further expanded with two Boeing 737-400s added in 1990 and 1991.
1990–2000: Ownership changes and growth
After German reunification, Air Berlin—then employing around 90 staff—was reorganized in 1991 as Air Berlin GmbH & Co. Luftverkehrs KG, adjusting ownership structures to comply with German regulations restricting foreign control by introducing several German investors alongside founder Kim Lundgren. Leadership was assumed by Joachim Hunold, formerly sales and marketing director at LTU International, who steered the company’s strategic direction.
The fleet grew with an order for ten Boeing 737-800 aircraft, reaching twelve by 1999. In 2001, Air Berlin became among the earliest airlines worldwide to fit its Boeing 737-800s with blended winglets, improving fuel consumption and lowering operational expenses.
Scheduled services began in 1997, initially linking secondary German airports with Mallorca. By 2002, direct ticket sales represented 35% of revenue, indicating a shift towards direct consumer engagement. That year marked a diversification beyond leisure travel as Air Berlin introduced low-cost "City Shuttle" routes connecting major European cities such as London, Barcelona, Milan, and Vienna. These flights operated from Berlin-Tegel along with six additional German airports—Dortmund, Düsseldorf, Hamburg, Münster/Osnabrück, Nuremberg, and Paderborn/Lippstadt—signaling targeted expansion into underserved markets.
Positioning itself as a "semi-low cost carrier," Air Berlin combined affordable fares with value-added amenities like free meals and seat reservations. This differentiated it from competitors including Buzz, Hapag-Lloyd Express, Ryanair, and Virgin Express and contributed to its increasing market share within Europe’s evolving aviation sector.
2000–2006: Establishing Position as Germany's Second Largest Carrier
In November 2001, Air Berlin's Boeing 737-800 achieved a non-stop flight milestone from Seattle to Berlin, showcasing the airline's operational strength.
By January 2004, Air Berlin bolstered its market footprint by acquiring a 24% share in Vienna-based airline Niki, reflecting a strategic approach to growth via partnerships.
In 2005, the company underwent restructuring by forming Air Berlin plc in the United Kingdom, into which Air Berlin GmbH & Co. Luftverkehrs KG and its subsidiaries were merged. This restructuring was likely intended to circumvent German co-determination regulations impacting corporate governance.
The airline debuted on the Frankfurt Stock Exchange in May 2006. Although the initial public offering experienced postponements due to escalating fuel prices and market challenges, it successfully raised substantial capital with share prices ranging from €11.5 to €14.5. This generated over €400 million in funds aimed at supporting expansion and aircraft procurement.
August 2006 saw Air Berlin acquire domestic carrier dba, operating it as a subsidiary until November 2008 when the brand was phased out following employee strikes; affected personnel were absorbed into Air Berlin’s workforce.
On 28 November 2006, Air Berlin placed a significant order for 75 Boeing Next Generation aircraft—comprising 60 Boeing 737-800s and 15 Boeing 737-700s—valued at $5.1 billion based on list prices. Deliveries commenced in 2007, with all planes equipped with winglets to improve fuel efficiency, aligning with the company’s strategy to modernize its fleet for enhanced competitiveness.
2007–2012: Acquisitions, Growth and Strategic Partnerships
In March 2007, Air Berlin acquired German leisure airline LTU, marking its entry into the long-haul sector and elevating it to Europe’s fourth-largest airline group by passenger volume. This acquisition expanded Air Berlin’s fleet with Airbus A321 and Airbus A330 aircraft. The LTU brand was retired on 1 May 2009.
On 7 July 2007, an order was placed for 25 Boeing 787-8 Dreamliner jets, with options for additional units; three more aircraft were leased from International Lease Finance Corporation.
Air Berlin took a 49% ownership stake in Swiss charter carrier Belair on 21 August 2007, transitioning Belair’s operations from long-haul flights to scheduled and charter services utilizing Airbus A320 family aircraft. In September of that year, plans were announced to acquire competitor Condor, with Condor’s parent company, Thomas Cook Group, acquiring a 30% stake in Air Berlin. However, due to surging fuel expenses, the deal was abandoned by July 2008.
January 2008 introduced a refreshed corporate identity featuring a white oval logo against a red background and lowercase "airberlin" branding. That year also saw CEO Joachim Hunold generate controversy over remarks concerning language policies related to Catalan usage onboard flights.
On 18 June 2008, Air Berlin revealed plans to reduce long-haul capacity by 13% and domestic services by 10% as part of efforts to enhance profitability. By September 2008, merger discussions commenced with rival TUIfly; these culminated in a strategic alliance agreement signed in March 2009. Although proposed reciprocal shareholdings were blocked by German regulators, TUI Travel PLC acquired a 9.9% stake in Air Berlin through a capital increase.
Following this alliance, Air Berlin assumed control of TUIfly’s German domestic routes along with services to Italy, Croatia, and Austria, integrating TUIfly’s 737-700 aircraft into its fleet. TUIfly shifted focus exclusively towards charter operations.
In March 2009, Turkish firm ESAS Holding A.S. purchased nearly 15% of Air Berlin’s voting shares. The same year saw former Deutsche Bahn CEO Hartmut Mehdorn join Air Berlin’s supervisory board.
| Company | Stake |
|---|---|
| airberlin technik GmbH | 100 % |
| airberlin Holidays GmbH | 49 % |
| Belair | 100 % |
| Niki | 100 % |
In April 2010, codeshare agreements with Russia’s S7 Airlines were extended to include flights via Moscow connecting cities such as Irkutsk, Perm, and Rostov. By July of the same year, Air Berlin increased its holding in Austrian airline Niki from 24% to nearly half at 49.9%, providing a €40.5 million loan subject to repayment or equity conversion options.
July also marked Air Berlin's announcement of joining the global airline alliance Oneworld. Prior to official membership, codeshare partnerships were established with Finnair and American Airlines. The company intended to develop a hub at Berlin Brandenburg Airport, although delays impeded this plan due to insufficient infrastructure at Tegel Airport.
September 2010 saw Air Berlin co-found Follow Me Entertainment GmbH alongside kick-media ag to promote media products and events.
On 1 April 2011, the integration of LTU was finalized and technical operations consolidated under airberlin technik GmbH. Route networks were expanded alongside increased long-haul flights from Düsseldorf. In June that year, a codeshare agreement was launched with British Airways, covering over forty European destinations.
CEO Joachim Hunold stepped down on 1 September 2011; Hartmut Mehdorn served as interim CEO until January 2013.
November 2011 witnessed the launch of Air Berlin Turkey, a joint venture with Turkey’s Pegasus Airlines targeting charter markets between Germany and Turkey; Pegasus is partially owned by ESAS Holding AS. This operation was fully merged into Pegasus Airlines by March 2013. In Q3 of that year, revenue increased by 11% to €1.4 billion while operating profit declined nearly fifty percent to €97 million; capital was further raised through bond issuance.
Also in November, Air Berlin gained full ownership of NIKI after settling outstanding loans while retaining the brand name and appointing founder Niki Lauda to its board.
On 19 December 2011, Etihad Airways elevated its ownership stake in Air Berlin from below three percent to nearly one-third at 29.1%, investing €73 million and becoming the largest shareholder—enhancing financial stability and broadening Etihad's European network access through Air Berlin’s routes.
2012–2015: Organizational Overhaul Amid Persistent Financial Losses
In March 2012, Air Berlin revealed a partnership between its loyalty program, topbonus, and Etihad Guest, which was further expanded in June to incorporate business points tailored for small and medium-sized enterprises. On 20 March 2012, the airline officially became a member of the Oneworld alliance, unlocking access to more than 800 destinations across 150 countries. Simultaneously, Air Berlin introduced the Platinum tier within the topbonus program and unveiled a revamped fare system called "Your Fare" in July of the same year. Additionally, in May 2012, the airline launched triweekly nonstop service connecting Berlin and Los Angeles, thereby strengthening its transatlantic network.
By December 2012, Air Berlin sold a majority share of topbonus to Etihad Airways, retaining a minority stake of 30%, while also broadening codeshare partnerships with Etihad. In January 2013, the airline introduced the Airbus A330-200 equipped with fully flat business class seats and appointed Wolfgang Prock-Schauer as CEO, succeeding Hartmut Mehdorn.
March 2013 marked the commencement of Berlin-Chicago flights; however, seasonal routes to Las Vegas, San Francisco, and Vancouver were discontinued. The airline also shut down its seasonal leisure base at Nuremberg Airport, maintaining only ten year-round direct connections.
As part of its restructuring strategy, Air Berlin canceled outstanding orders for Boeing 787 and Boeing 737-800 aircraft in September 2014. The German aviation regulator refused approval for 34 Etihad codeshare routes in October due to bilateral traffic rights constraints. That same month, Air Berlin ceased operations at Bremen and Dortmund airports by terminating Palma de Mallorca flights.
From a financial perspective, Air Berlin recorded a net loss of €376 million in 2014 with revenues remaining flat at €4.16 billion. By September 2015, the airline retired its last owned Boeing 737-700s and announced plans to phase out all Boeing 737-800s by 2016, shifting focus exclusively to the Airbus A320 family to optimize cost efficiency. In November 2015, it was announced that the Palma de Mallorca hub would close by April 2016; simultaneously, new long-haul routes from Düsseldorf to Boston, San Francisco, and Havana were planned. However, a proposed Dallas/Fort Worth service was later canceled due to insufficient demand.
In December 2015, a German court ruled against Air Berlin’s codeshare agreements with Etihad on 31 routes, mandating their termination by mid-January 2016 on grounds of breaching bilateral air traffic accords. This judicial decision posed an additional challenge to Air Berlin’s restructuring initiatives.
2016–2017: Continued Restructuring Measures
In April 2016, Air Berlin disclosed a record loss amounting to €446 million for fiscal year 2015 alongside a decline in revenue to €4.08 billion. Contributing factors included over €800 million in outstanding debt, frequent strategic revisions coupled with multiple CEO turnovers, delays associated with Berlin Brandenburg Airport's opening, unsuccessful fuel cost negotiations, and heightened competition within the sector. By July 2016, the airline had executed a sale-and-leaseback transaction covering its entire fleet. Negotiations with Lufthansa began regarding potential acquisition of select routes outside the Berlin and Düsseldorf hubs as well as arrangements involving personnel and aircraft leasing. The carrier also expanded its U.S. services from 55 to 78 weekly nonstop flights planned for 2017 by adding destinations such as Los Angeles, San Francisco, and launching a new Düsseldorf-Orlando connection. Shortly thereafter, Air Berlin introduced business class cabins on short- and medium-haul flights.
In December 2016, CEO Stefan Pichler resigned after serving two years; he was succeeded by Thomas Winkelmann, formerly head of Germanwings.
The "new Air Berlin" initiative
On 28 September 2016, Air Berlin unveiled its restructuring strategy entitled The new airberlin, aiming to reduce its network from roughly 140 destinations to around 70. The plan emphasized strengthening hubs in Berlin and Düsseldorf, maintaining smaller operations in Stuttgart and Munich, while shutting down six additional bases. Targeting primarily business travelers, the airline intended to concentrate on domestic German routes and connections to Italy, Scandinavia, and Eastern Europe, alongside expanding its long-haul services. The restructuring also involved workforce reductions of up to 1,200 positions.
The carrier and its affiliates Belair and Niki proposed trimming their narrowbody fleet by 40 aircraft from a total of 118, preserving a core fleet of 75 planes. This consisted of 17 Airbus A330-200s dedicated to long-haul flights, alongside 40 Airbus A320 family jets and 18 Bombardier Q400s serving European destinations. Additionally, a separate leisure-focused division with 35 aircraft was planned for operation independently or through sale/partnership with companies such as TUIfly. In December 2016, Air Berlin announced it would wet lease 38 Airbus A319/A320 aircraft—33 to Eurowings and 5 to Austrian Airlines within the Lufthansa Group—for a six-year period starting February 2017.
By October 2016, the restructuring blueprint included shutting down four out of seven airberlin Technik maintenance centers and cutting approximately 500 jobs. In December of the same year, Air Berlin agreed to divest its entire 49% shareholding in Austrian subsidiary Niki to minority shareholder Etihad Airways. As part of the joint venture arrangement, Niki took over several leisure routes previously operated by Air Berlin. The transfer involved Niki receiving all 21 Airbus A321-200s from Air Berlin’s fleet, while Niki’s Airbus A319-100s and A320-200s were integrated into Air Berlin’s operations; concurrently, the wet lease agreement with TUIfly was discontinued.
In January 2017, most leisure routes were either reassigned to Niki or discontinued altogether; certain domestic and European city services were also eliminated to sharpen focus on the hubs at Berlin-Tegel and Düsseldorf. On 28 April 2017, Air Berlin disclosed a net loss of €781.9 million for fiscal year 2016 on revenues amounting to €3.79 billion. Later that month, the company confirmed establishing a subsidiary named Air Berlin Aeronautics GmbH, possessing its own operating license to oversee wet lease contracts with Eurowings and Austrian Airlines—enabling the parent airline to concentrate on its core branding activities. In May 2017, Air Berlin completed the acquisition of full ownership of Luftfahrtgesellschaft Walter, having maintained a controlling interest since 2009.
Insolvency
Following Etihad’s withdrawal of financial backing, Air Berlin filed for insolvency protection on 15 August 2017. On 9 October 2017, due to deteriorating financial conditions, the airline declared it would terminate all flights operating under its own AB flight codes. Subsequently, on 12 October, Lufthansa agreed to purchase 81 aircraft along with employing approximately 3,000 former Air Berlin staff members for €210 million; this transaction also included subsidiaries Niki and Luftfahrtgesellschaft Walter, accounting for around 1,700 employees combined. On 24 October, Leisure Cargo Düsseldorf and its workforce of 60 were acquired by the Berliner Zeitfracht Group with creditor approval. Three days later, airberlin Technik was sold to a consortium formed by maintenance provider Nayak Aircraft Services GmbH & Co. KG and Zeitfracht Group, securing jobs for over 300 personnel.
Air Berlin’s final long-haul service—from Miami to Düsseldorf—occurred on 15 October 2017. The ultimate flight bearing the Air Berlin brand departed Munich on 27 October and arrived at Berlin Tegel Airport. On the following day, EasyJet announced plans to expand within Germany by hiring approximately 1,000 former Air Berlin employees and leasing 25 Airbus A320 aircraft based at Berlin Tegel for €40 million.
More than six years after ceasing operations due to bankruptcy proceedings, ownership of the Air Berlin trademark was transferred to Marcos Rossello, founder of Sundair; however, he has no intentions of integrating the brand into his current airline business.
Head office
Air Berlin's main administrative center was located in the Airport Bureau Center within Berlin's Charlottenburg-Wilmersdorf district.
Flight school
Beginning in 2007, Air Berlin ran its own pilot training program through a partnership with TFC Käufer flight school. This commercial pilot course, spanning approximately two years, became Germany’s first to receive certification under the Multi-Crew Pilot Licence framework in 2009, aligning with the airline’s strategic emphasis on cultivating its workforce.
Technical services
The airline operated an in-house maintenance unit named airberlin technik, with service centers situated in key German cities such as Berlin, Düsseldorf, Munich, Stuttgart, Frankfurt, Hamburg, and Nuremberg. As of October 2016, this division employed roughly 1,300 personnel and held EASA Part-145 certification, providing maintenance for both Air Berlin’s fleet and external European clients. Additionally, it maintained approvals from international aviation authorities including FAA-145 and Canadian CAA-145. In October 2016, a restructuring process led to the shutdown of technical bases in Stuttgart, Frankfurt, Hamburg, and Nuremberg, resulting in the dismissal of 500 employees.
Ownership
Shares of Air Berlin PLC were publicly listed on Xetra and the regulated market of the Frankfurt Stock Exchange, with further trading available on exchanges in Berlin, Düsseldorf, Hamburg, Munich, and Stuttgart. Since December 2011, Etihad Airways held the position of largest shareholder. By December 2015, principal investors were:
| Name | Interest |
|---|---|
| Etihad Airways PJSC | 29.21% |
| ESAS Holding AS (owners of Pegasus Airlines) | 12.02% |
| Other shareholders | 58.77% |
| Total | 100.00 % |
Business trends
Over several years, Air Berlin recorded financial deficits. The following data for the Air Berlin Group (including Niki) from 2006 until its closure (fiscal year ending December 31) illustrate patterns in revenue, profitability, workforce size, passenger volume, and aircraft numbers:
| Year | 2006 | 2007 | 2008 | 2009 | 2010 | 2011 | 2012 | 2013 | 2014 | 2015 | 2016 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Turnover (€m) | 1,575 | 2,537 | 3,401 | 3,240 | 3,850 | 4,227 | 4,312 | 4,147 | 4,160 | 4,081 | 3,785 |
| Net profit (€m) | 40.1 | 21.0 | −75.0 | −9.5 | −106.3 | −420.4 | 6.8 | −315.5 | −376.7 | −446.6 | −781.9 |
| Number of employees | 4,108 | 8,360 | 8,311 | 8,278 | 8,900 | 9,113 | 9,284 | 8,905 | 8,440 | 8,869 | 8,481 |
| Number of passengers (m) | 19.7 | 27.9 | 28.6 | 27.9 | 34.9 | 35.3 | 33.3 | 31.5 | 31.7 | 30.2 | 28.9 |
| Passenger load factor (%) | 75.3 | 77.3 | 78.4 | 77.5 | 76.8 | 84.5 | 83.6 | 84.9 | 83.5 | 84.2 | 84.3 |
| Number of aircraft (year-end) | 117 | 124 | 125 | 152 | 169 | 170 | 155 | 140 | 149 | 153 | 144 |
These statistics demonstrate Air Berlin’s variable financial outcomes and operational magnitude amid competitive challenges within the airline sector prior to its insolvency and market withdrawal.
Destinations
Prior to ceasing operations, Air Berlin offered both scheduled year-round and seasonal flights throughout Europe, alongside intercontinental routes connecting to North and Central America, North Africa, and the Caribbean region.
To broaden its international presence and operational network, Air Berlin established codeshare partnerships with numerous airlines. Its primary collaborators included:
- Air Serbia
- Air Seychelles
- airBaltic
- Alitalia
- American Airlines
- Austrian Airlines
- Bangkok Airways
- British Airways
- Bulgaria Air
- Czech Airlines
- Darwin Airline
- Etihad Airways
- Eurowings
- Finnair
- Flybe
- Hainan Airlines
- Iberia
- Japan Airlines
- Jet Airways
- Lufthansa
- Meridiana
- Niki
- Pegasus Airlines
- Royal Jordanian
- S7 Airlines
- SriLankan Airlines
- Swiss International Air Lines
- Virgin Australia
Fleet at closure
When operations ended, Air Berlin's fleet comprised 112 aircraft, predominantly Airbus and Bombardier models, aligned with its strategic business objectives:
| Aircraft | In service | First class (C) | Economy (Y) | Total | Notes |
|---|---|---|---|---|---|
| Airbus A319-100 | 11 | 4 | 146 | 150 | Leased to Eurowings |
| Airbus A320-200 | 64 | — | 165 | 165 | 21 leased to Eurowings |
| 4 | 176 | 180 | |||
| Airbus A330-200 | 17 | 19 | 271 | 290 | |
| Bombardier Dash 8 Q400 | 20 | 3 | 70 | 73 | Operated by LGW |
| Total | 112 |
Historic fleet
Throughout its four decades of service, Air Berlin operated a varied fleet totaling 391 aircraft from manufacturers such as Airbus, Boeing, Bombardier, Embraer, and Fokker. Significant fleet changes corresponded with the airline’s expansion and evolving market demands:
| Aircraft | Total | Introduced | Retired | Notes |
|---|---|---|---|---|
| Airbus A319-100 | 21 | 2006 | 2017 | Operated on behalf of Eurowings. |
| Airbus A320-200 | 117 | 2005 | 2017 | Included aircraft acquired from LTU; multiple units transferred or sold to Lufthansa, easyJet, and Austrian Airlines. |
| Airbus A321-200 | 23 | 2008 | 2017 | Some sourced from LTU. |
| Airbus A330-200 | 17 | 2008 | 2017 | Acquired from LTU; portions leased or sold to other carriers. |
| Airbus A330-300 | 3 | 2008 | 2013 | Originally from LTU. |
| British Aerospace BAe 146-200 | 3 | 2003 | 2004 | |
| Boeing models (707, various 737 series) | Various totals | 1980s–2010s | Various | Mainly operated by Air Berlin USA and affiliated partners. |
| Bombardier Dash 8 Q400 | 20 | 2008 | 2017 | Operated by LGW. |
| Embraer 190 | 3 | 2013 | 2013 | Transferred from Niki; operated by LGW. |
| Fokker 100 | 18 | 2004 | 2010 | |
| Total | 391 |
Long-haul flights
On its long-haul routes, Air Berlin configured aircraft with business and economy cabins. In early 2012, the airline refreshed its interiors with upgraded seating and enhanced in-flight entertainment systems. Business class seats reclined up to a near-flat angle of 170 degrees and featured massage functions along with adjustable headrests. Economy seating provided increased legroom and slimmer seat backs. Each seat was equipped with an individual touchscreen measuring 8.9 inches, offering access to movies, TV series, music, audiobooks, and games. By January 2013, a redesigned business class was launched featuring single full-flat seats with massage capabilities and larger 15-inch screens, improving passenger comfort and privacy significantly.
Short- and Medium-Haul Services
Business class was launched on short- and medium-distance flights in August 2016. The foremost row was equipped with business class seats that featured enhanced amenities, including an intentionally vacant middle seat to increase passenger comfort.
Passenger Amenities
In contrast to many European budget airlines, Air Berlin offered free snacks and beverages until September 2016. Domestic flights provided access to newspapers and magazines, while complimentary full hot meals were served on long-haul journeys. Flights lasting over an hour featured gourmet dishes crafted by chefs from "Sansibar," a famous restaurant located in Sylt. Additional benefits included in-flight entertainment systems, reserved seating assignments, and assured connecting flights. Basic fare tickets were non-refundable and could not be altered, resulting in a total loss if unused.
Frequent Flyer Program
Air Berlin's topbonus allowed travelers to accumulate miles when flying with Air Berlin, Niki, Oneworld alliance members, and certain other airlines. These miles could be exchanged for award tickets or upgrades to business class. The program featured membership levels—Classic, Silver, Gold, and Platinum—that corresponded with Oneworld status categories. Additional offerings comprised a Service Card as well as a paid Credit Card option. In 2012, Etihad Airways acquired a 70% ownership stake in topbonus for €184 million. After Air Berlin declared insolvency, topbonus itself filed for insolvency on 25 August 2017.
See also
Notes
- Notes
Bibliography
- (various backdated issues relating to Air Berlin, 1979–2007)
External links
- Articles with short description
- Air Berlin
- Defunct airlines of Germany
- Airlines established in 1978
- Airlines disestablished in 1990
- Airlines established in 1991
- Airlines disestablished in 2017
- American companies established in 1978
- American companies disestablished in 1990
- German companies established in 1991
- German companies disestablished in 2017
- Defunct airlines of the United States
- 1978 establishments in the United States
- 1978 establishments in West Germany
- 1990 disestablishments in the United States
- 1991 establishments in Germany
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- Companies based in Berlin
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