He started his journalism career in 1992 as a freelance writer for Sueddeutsche Zeitung, Germany’s largest daily national newspaper and soon specialised in air transport. Jens joined Aviation Week and Aviation Daily in 2000 as one of the European correspondents. Later his role was expanded to cover international air transport. In 2013 he was named Managing Editor Commercial.
Jens frequently appears on radio and TV to comment on industry matters. In 2003, he received the Hugo Junkers Award of the German aviation press for his coverage of Fairchild Dornier’s bankruptcy. He was named the country’s top travel and air transport writer by the Travel Industry Club three times. Jens graduated from the Munich School of Journalism.
Air Berlin may now have a shareholder with strong financial backing, and it may now be a member of the Oneworld alliance. But Europe's sixth largest airline will have to make substantial changes in 2012 in order to become a viable business. The carrier posted a massive €271 million ($360.4 million) net loss in 2011, by far the worst year in its history. The airline's equity was reduced by more than half and stood at only €253 million at the end of December. The company will not be able to return to profitability until 2013 at the earliest.
Jens Flottau (Frankfurt), Leithen Francis (Singapore)
Many MRO providers have shied away from VIP completions in the past, concerned about the complexity involved and skills needed. But lately, several companies have determined that this potentially lucrative sector will prove worth the effort. Ameco Beijing, ST Aerospace and SR Technics are prominent examples of MRO specialists now in the process of entering or growing in the sector. All face long-established competitors such as Lufthansa Technik or Jet Aviation, which have held quasi-monopolies in this niche market.
FRANKFURT—Europe's airlines are under enormous economic stress. Some are to be sold and some—like Malev and Spanair—already have disappeared this year. The consequences for the MRO sector are likely to be more subtle, but that does not mean no changes. Those airlines that already have big MRO organizations in the region will have to look at how to make those operations more efficient. Those that do not will be forced to seek outsourced work for even less. And those that have some in-house capabilities are facing crucial choices: sell, combine or expand.
