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The DNA of tasteFernando Balsano shareshis favorite recipe from Mexico
Passion for volunteeringHeidi Wallner workswith the re servicein her spare time
Time is honey Catering driver Fabio Gelotti has the right recipe forworking under pressure
#Pride Where does it come from and what can Lufthansa employees be proud of?
2-2016ebase.dlh.deLSG Group
The employee magazine of the LSG Group
DNA des Geschmacks Fernando Balsano stellt sein Lieblingsrezept aus Mexiko vor
Retterin aus LeidenschaftNicht nur am Arbeits-platz lässt Heidi Wallnernichts anbrennen
Time is honey Cateringfahrer Fabio Gelotti hat das richtige Rezept für Arbeit unter Zeitdruck
#StolzWo kommt er her und worauf können Lufthansa-Mitarbeiter noch stolz sein?
2-2016ebase.dlh.deLSG Gruppe
Das Mitarbeitermagazin der LSG Gruppe
Eine Prise CharmeWie der Business Class Signature Service auf Langstrecken ankommt
ZufallszieleStrecken, Tricks, Termine: So holen Sie das meiste aus ID-Tickets heraus
Bag to lifeAlte Schwimmwesten bekommen eine zweite Chance: als Taschen
#StolzWo kommt er her und worauf können Lufthansa-Mitarbeiter noch stolz sein?
2-2016ebase.dlh.deLHAG
Das Mitarbeitermagazin der Lufthansa Group
Wo kommt er her und worauf können Lufthansa-Mitarbeiter noch stolz sein?#Stolz
Frachter oder Belly?Strategieleiter Georg Theis über die Gretchenfrage des Frachtgeschäfts
ReiseinsiderWarum ein Kurztrip nach Stockholm gerade jetzt im Winter lohnt
Gewusst wieWarum Wissens-management wichtiger denn je ist
2-2016ebase.dlh.deLCAG
Das Mitarbeitermagazin der Lufthansa Cargo
#StolzWo kommt er her und worauf können Lufthansa-Mitarbeiter noch stolz sein?
2-2016ebase.dlh.deLHT
Detektive unterwegsKollegen in der Geräte-instandhaltung arbeiten mit Feingespür
Fechter aus LeidenschaftBjörn Rüther hat ein un-gewöhnliches Hobby, das lebensgefährlich sein kann
MRO auf KaribischDer neue Standort in Puerto Rico nimmt Fahrt auf
Das Mitarbeitermagazin der Lufthansa Technik
At this point we actually wanted to tell you about all the stories you ll nd in this mag-azine and how much fun we had writing them But as this is only the rst issue of
ne, we didn t want to seem over-familiarAfter all, you don t introduce yourself to someone new by saying: Did you know ? So rst of all, we d like to pres-ent ourselves politely and unobtrusively by saying: Hello, we are ne
ne is a new form of communication be-tween you as employees and us as the ed-itorial team We want this to be a dialogue, which is why we have taken the logicalapproach of setting up a new community in the eTeaming social intranet at Lufthansa, alongside the magazine, and of updating eBase and the News app This makes N into a multimedia offering for the Lufthansa Group, with news, picture galleries, and videos Ten times a year we will be inform-ing, entertaining, and, most importantly, inspiring you with the best stories from the world of the Lufthansa Group
ne is a magazine for you, the employees of the Lufthansa Group, and its focus is on you, your biographies and interests, your ideas and successes We will be looking at the world of the Lufthansa Group from several different perspectives This is why we have designed four different versions of the cover page: one for each of the com-panies If you put all the covers alongside one another, you will see what we mean by ne
Now that you ve got to know us a little better after our modest and polite intro-duction, we can perhaps ask Did you know ? every now and then Did you know that you can be proud of something every day? ou can nd out about this from page 10 onwards We already know what we re proud of ou re holding it in your hands We hope you enjoy reading it as much as we enjoyed writing it
The One editorial team
Dear colleagues,
One 2.0
In the future, you
all the One stories
news on eBase in the new One
One app on your smartphone.
Alexandra Appel ... took part in a race
Claudia Jutte
for Lufthansa Technik
Anne Schafmeister
who is on the trail
Sonja Seipke... has written about
Between0 and 12,000 meters – our contributors look everywhere for their stories.
Let us know what you think at: [email protected].
Four for One
the Lufthansa
which is why we
ditorial
2-2016 one | 3
10 Cover story: #Pride is a feeling that’s
16 Model question
18 Arrogance is corrosive
19 7 to 1
20 Join in!
22 A day with...
24 Knowledge transfer
27 Welcome on board
28 Game of Drones
33 Industry barometer
9Chicago
Greenoperations
9London
LSG Group boards the train
and Virgin Trains
36
39Washington
Night shift with
6New York
Short ribs in the JFK lounge
ChatTrainingContents
Stockholm
Meatballsand cocoa
4 | one 2-2016
34 Last-minute choice How ID tickets work and the employees who travel around the world with them
36 Travel insider Tips for a visit to the Swedish capital in winter
38 #CookIt Chicken with chocolate? Our recipe for a genuine Mexican Mole Poblano
39 A private matter Why LSG Sky Chefs employee Heidi Wallner saves lives in her spare time
03 Editorial The members of the newly formed One editorial team introduce themselves
06 News Sky Chefs in New York, VVIP aircraft, the birth of an aircraft, retail, and train catering
38 Imprint Who we are and
One: We are family!Is that everything? No, of course not. Alongside One magazine, eBase and the One app also belong to our media family, which means that you can always stay up to date. No matter where you are – on the runway, in the air,
too. With the latest news, analyses and portraits.
8Hong Kong
LSG Groupfocuses on
The LSG Group has been a leading service provider in the region for 25 years
Multimedia
Contributors
Professor Peter WalschburgerThe professor of biopsychology at the Freie Universität Berlin explains in an interview how pride can turninto arrogance.Page 18
Barbara Mnich, project manager for strategic HR planning at Lufthansa, works with the technical departments to identify the critical gaps instaff planning.Page 24
Georg Theis,Head of Strategyat Lufthansa Cargo, describes the freighter strategies of airlines throughout the world in our industry barometer. Page 33
22
19
20Bayreuth
Design accessories and winMaking parachutes into bags! Join in our employee competition organized by “Bag to Life”
Singapore
Bringing cultures togetherBenjamin Scheidel improves teamworkfor Technik andfor customers
Frankfurt
Meals on hot wheelsCatering driver Fabio Gelotti works against the clock every day
Email Information
Standards
2-2016 one | 5
In the time machineLH AIRLINES GROUP
With 60 years since the first flight to New York, 60 years of first class travel and 60 years of Faszination Lufthansa,
in November we celebrated three anniversariesat once – and an entire jumbo celebrated with us.
The ‘Yankee Tango’, the 747-8 with 1970’s retro paintwork, carried the large birthday party from ‘Mainhattan’ to Manhattan. The guest of honor was Margot von Engelmann-Rohde (86),who flew over the Atlantic for the first time as a flight attendant on the Super Constellation on June 8th, 1955. Back then the flight took 17 hours – this time round it lasted less than half that. During the anniversary flight, the ‘King Kamehameha Club Band’ performed live in the cabin to great applause. LSGSky Chefs had created a surprise menuand even had two ‘flying cooks’ workingon board. A favorite subject for photos – both on board and at a subsequent photo shoot in
New York – were the flight attendants in their 1950’s uniforms. (sgh)
The Completion Center in the VIP & Special Purpose Aircraft Services division has converted two out of three Boeing747-8 to VVIP aircraft. Owing to the roughly 440 square meter cabin and the extensive customer requirements, tting out the two 747-8 aircraft proved to be one of the most complex jobs of its kind. Lufthansa Technik is the only center in the world to convert three Boeing 747-8 to VVIP aircraft in parallel. Each of the cabins has been designed individually and every component installed in the machines is custom-made and manufactured by hand. The cabins comprise a lounge, conference room, bedroom, dining room and several bathrooms with showers. (mre)
The Lufthansa lounges at JFK airport have recentlycontracted the services of the LSG Sky Chefs Lounge Team. The lounge area is spread over three levels and receives around 92,000 guests per year. To come up with their concept, the LSG team took to the streets ofNew York, gathering inspiration from current trends.Fresh, authentic and artisanal were the qualitiesat the top of their list. The signature dish in rst class is a 72-hour sous-vide cooked short rib, served on ne Hering Berlin porcelain. (aap)
Go to VIP World on eBase for further news: LufthansaTechnik>Divisions>VIP & Special Purpose Aircraft Services
Behind the scenes: www.lsg.sc/lounge
LSG SKY CHEFS
New York, New YorkLUFTHANSA TECHNIK
747-8 converted to VVIP
PH
OTO
S:
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IVE
R R
OE
SL
ER
, K
AT
HA
RIN
A S
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RB
ER
, A
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ME
DIA
GM
BH
Never want to miss an anniversary again?Visit our new website on our history viahttp://chronik.lufthansagroup.com/fe/timeline.php
In brief
6 | one 2-2016
From the rst screw to the rst ight: the new PilotsEYE lm A plane’s birth – Coming down to earth follows the birth
of Lufthansa Cargos’ fth Boeing 777F. Win a pair from a total of 100 tickets for an exclusive movie premieron March 1st, 2016 in the Naxos Theater in Bornheim, Frankfurt am Main. Send an email to [email protected]. Good luck (asc)
LUFTHANSA CARGO
PilotsEYE hits the screen
Take a look!
Claus Richter (right), Chief Pilotfor Lufthansa Cargo, and his colleague
Manfred Schridde, Technical Pilot of the B777F eet at Lufthansa Cargo, are the
lm’s (human) protagonists.
2-2016 one | 7
Image of the month
Holger Rosemann joined LSG Group as SVP Operational Excellence in October last year. Here he shares a little about himself and his plans for 2016.
Mr. Rosemann, you have worked with big sports brands like Puma and Adidas. What attracted you to change industries and join LSG Group?The airline industry and therefore LSG Group are in an exciting phase of change. Being an integral and active part of this change attracted me. Besides that, food has always
interested me, as I grew up ina family-owned food business. My childhood was characterized by the smell of fresh baked bread and roasted coffee!
of LSG Group? LSG Group is currently rede ning its future not only to defend its market leadership position but also to attract more new business. After talking to many colleagues from different areas and regions across the globe, I believe that LSG has the right ideas, the right people, and an outstanding dedication
to be successful in this new chapter of the company. What are your biggest priorities for 2016?It is too early to spell out a very speci c strategy for Operational Excellence. But what I can say is that our biggest opportunity is to learn from each other on both a regional and a global level in order to bring opportunities to the next level. Having spent the past ve years in Asia, I learned not only to understand local needs but also to see the big picture. My motto: ‘Think global, act local.‘ (hbe)
In the past, LSG Group has successfully applied its core competencies in the convenience retail business. However,some aspects of this market differ from airline catering, such as sanitation requirements or facility and equipment regulations. This is why the global con-venience retail team has developeda retail readiness checklist. “We are here to support anyone within the LSG Group community who sees opportunities in the market,” said Michael Norris, Vice Presi-dent Retail. You can contact the team at [email protected]. (hbe)
Read more on eBase.
Think global, act local
Is your organization ready?
Mission // In brief
Turnoverin the region has grown
and strengthened
2011
*Consolidated turnover in EUR millions excluding joint ventures
2012
2013
2014
2015
fore
cast
14,100 LSG Sky Chefs employees
60 %
million airline meals
5 million meals
Hong Kong
182
at a glance
288*
340*
350*
379*
435*
36 businesses
8 | one 2-2016
Today, airlines and high-speed train operators are competing for medium-haul journeys that take between three and ve hours. As a result, onboard services are increasingly coming into focus for train operators as key differentiators – and additional revenue generators. Just recently, LSG Sky Chefs and Oak eld Farms could further grow their train catering business activities by securing two major business wins in Europe – one with Deutsche Bahn Intercity 2 in Germany and a second one with Virgin Trains in the UK. Contracts vary from a full- edged concept including inseat service, equipment and crew management, to delivering tailor-made meal box solutions. (aap)
LSG Sky Chefs has opened the world’s rst LEED-certi ed (issued by the U.S. Green Building Council, “Leadership in Energy and Environmental Design”) airline catering facility near Chicago O’Hare International Airport. The facility’s eco-friendly design can be seen throughout the building – from abundant natural lighting to energy-ef cient equipment. Our colleagues in Chicago have also implemented extensive recycling and water conservation initiatives. With around 650 employees, the new Customer Service Center has become one of the largest facilities in the U.S. for LSG Sky Chefs. (jlo)
TRAIN CATERING
Rail business picking up speed
Stay tuned … wherever you areDo you want to know what is going on at LSG Group as it is happening? Download the News App to stay informed with daily news about our company, industry and parent company Lufthansa. Open “mobile.app.lufthansa.com” on your mobile device and login with “U101010” and password “Newsapp1.”
ENVIRONMENT
Chicago goes green
2-2016 one | 9
Proud as … Nantisa#Pride “You can be proud of yourself,” we often hear people say.
But according to an old German saying, pride and stupidity are cut from the same cloth. So should we feel pride? And if so, when?
Author Oliver SchmidtContributors Sonja Seipke and Frank August
10 | one 2-2016
Cover story
Nantisa SuwannapanChef at LSG Sky ChefsShe is the conductor of an orchestra of avors and has to hit the right notes in up to 600 meals every day. Achieving this feat makes her feel proud.
2-2016 one | 11
pride actually is. The dictionary de nes it as the joy of having achieved something. This is innate to us and can only be learned to a limited extent. Pride is a part of the basic con guration of the humanpsyche and it’s not easy to get an upgrade.Dr. Peter Walschburger, Professor of Biopsychology at the Freie Universität Berlin explains it in these terms: “Pride is the mechanism through which we express our own sense of self-worth – primarily after achieving something big. It involves mimic and gestural elements of expressions when we are happy about ourselves or our peer group. So that’s why only those who value themselves can really feel pride.” According to Walschburger, self-worth – and pride – is mainly in uenced by two things: personal performance and the sense of belonging to a strong social group. Pride can also be stimulated or destroyed from the outside through praise or criticism, especially when we are young. And external validation is also important to us in later years. It affects how we think about our own performance and self-worth. Performance, group af liation, and how others perceive us make up the triad that reinforces our sense of pride – not individually but all three as a collective.
Pride at LSG Sky Chefs: Nantisa SuwannapanAnyone looking for people with a strong sense of self-worth is bound to end up talking to Nantisa Suwannapan. In the LSG Sky Chefs kitchen in Frankfurt, the 25-year-old chef is cutting wafer-thin
ha Li had everything. A nice apartment ina fashionable district of Berlin, a large circle of friends, and a good job at a respected
pharmaceutical company. Despite that she still clicked on the little blue “Careers” link that led her to the list of vacancies on the Lufthansa website. She was actually looking for a ight back to her home city of Beijing. But what she found that October night was not a ticket home but rathera ticket for the start of a new chapter in her life. Two weeks later she was sitting in the Lufthansa Aviation Center (LAC) in Frankfurt, elegantly dressed, but “super nervous.” But she needn’t have been – she had prepared thoroughly and was offered a position as Revenue Manager soon after the interview. Sha Li did it! She got a job with the company many Chinese consider a perfect re ection of Germany as a whole: reliable, modern, and professional. Now there’s a reason to be proud. But Sha Li is not so sure: “Proud? Of what?”
Pride = personal performance + strong groupGood point: proud of what? What can we be proud of? Proud of a company or of having succeeded in getting a job there? Proud of colleagues? Or, dare we say it, proud of ourselves? Where does pride end and arrogance begin? And why does Sha Li and so many like her nd it so hard to be proud? The fact is, pride is one of the most dif cult emotions. Very few people are happy to admit that they’re proud. And it’s very dif cult to say exactly what
130,000people apply to
work for Lufthansaeach year.
There is no sign ofa skills shortage in large
parts of the company. The reason: Lufthansa is seen as a desirable
employer and is always highly placed in
the rankings.
If you ask Jürgen Jennerke what comes to mind when you mention “pride” and “Lufthansa,” the rst response is a furrowed brow. But something else is also going on behind those eyes. Jennerke has been at Lufthansa for 34 years. “Of course I was proud back then when I started at this prestigious airline,” he remembers. “I was proud then and I’m still proud now.”
Jürgen Jennerke has spent most of his working life in the Cargo division, rst in Operations, then on the Works Council, of which he is now the Chairman. Teamworkis really a hobby horse of his, he says. You can hear
the energy reverberating in his voice. “It’s the team, it’s the colleagues, it’s the unit as a whole that make me proud. They give everything, they’re fully engaged, and
they perform.” And not just during the good times – that’s important to him. He says it more than
once. Does his pride take a knock when they hit upon hard times? “No, it doesn’t. But it isa huge challenge because we’re tasked with helping to design change. Jobs, futures, and prospects are at stake. And we also need
to cope with changes as a team, in Cargo, within the Group, in the Works Councils.”Over the years Jürgen Jennerke has asked
himself a number of times whether the company is still the Lufthansa he once knew and loved. That energy reverberates again as he answers: “To be honest, if that pride and the deep bond weren’t there, our colleagues wouldn’t do the exceptional work they do.” (fau)
Jürgen Jennerke is the Chairman of the Group Works Council and knows better than most that working as a team is the only way to tackle big tasks
Changes bring challenges
12 | one 2-2016
Cover story
slices of glazed pork with surgical precision for the rst-class ight to Bangkok. Everything has to look
good and, most importantly, taste good too. It’s not enough just to follow the recipe and combine the ingredients. Nantisa Suwannapan sees herself as the conductor of an orchestra of avors. While one item on the Thai menu is steaming in a wok, she is busy putting the garnish on another dish. “If we are catering for two Thai Airways ights in a day, that means preparing 600 meals. So it’s important to keep track of everything.” She has the ability to do this and, as a result of careful planning, she nds it easy to stay in control. “I love the fact that
my job is so organized. You know which tasks you will be doing. And this sense of security gives you the freedom to be creative.” In her view that’s the
only way that everything will work. “We can only produce this many meals to such a high standard, if all the processes are clearly de ned.” That’s what she’s proud of: “Providing a service every day which exceeds expectations.” People like Nantisa Suwannapan are the backbone of Lufthansa.
Women who are proud of their achievements are regarded as having better leadership skills. However, if they appear cheerful they are less likely to be seen as good leaders. Those were the results of a study by the Technische Universität München.
Sha LiBachelor’s degree in China, Masters and PhD in GermanyBut is she proud? “In Asia the group is more important than the individual. That makes pride a dif cult subject.”
“Exceeding expectations every
day makes me proud.”Nantisa Suwannapan Chef at LSG Sky Chefs
2-2016 one | 13
Flight: LH506
Distance: 6.092 miles (9.804 km)
Aircraft can only depart after receiving the go-ahead from Lufthansa Technik. In addition to the ramp check, a service check is carried out every week during an overnight stop or a turnaround. This involves topping up the oil, water, and air and a comprehensive inspection of the cabin.
A major logistical achievement: when the 106 trolleys with meals and hundreds of other items are delivered, the team has already been working for up to 48 hours. The preparation and portioning of fresh products such as starters and salads begins at 5:00 in the morning. All of this arrives at the loading ramp together with the newspapers, equipment, toys, and many other things.
LSGLHT
Every
2 days LHT carries out a ramp check, which includes monitoring the tire pressure,
extinguishers, and oxygen system
Take-off in Frankfurt FRA
21.45 local time
The cargo manifest lists 990 items with around 35,000 indi-vidual components, including for example:
292bread rolls
Terminals: 3 Time zone: CET
Passengers/year: 59.7 million Longest runway: 4000 m
Air freight: 2.13 million metric tons Aircraft movements/year: 487.162
1 4200coffee cups
1416portions of
coffee creamcake server
300headsets
88rolls of toilet paper
LSG Sky Chefs supplies
up to 958 meals
399 in Business Class, 54 in Premium Economy, 24 in First Class.
„ „Infographic: TeamworkProblem-free ights from Frankfurt to S o Paulo are only possible if the members of the LHT, LSG, LHAG, and LCAG teams work closely together.
Few passengers know, how many steps and how much logistical planning is necessary before everything is in place for the service aboard a 747-800, and the passenger can enjoy their meal.Nantisa Suwannapan, 25, chef
When I hand over a 747-8 to its crew, I know that they can rely on us. That’s a really good feeling.Ralf Stöckner, 46, aircraft mechanic
And if you’re looking for the pride of Lufthansa, you also have to look for the pride of the company’s staff. Their self-image determines the image of the airline as a whole. And that appears to attract skilled people like Sha Li and Nantisa Suwannapan. Highly quali ed staff whose skills are in demand in today’s
“war for talent” are keen to work with Lufthansa. Business students put the Lufthansa Group in sixth place (the highest position for a non-automotive company) in the respected employer rankings “Deutschlands 100.”
The company is also attractive for engineers.
Cover story
Speed: 813 km/h Flight duration: 12:05 h
747-8 Intercontinental
Length Wingspan Height
Wing area Tank capacityCruising speed Max. takeoff weight Passenger capacity
76.3 m 68.7 m 19.4 m 554 m² 242 000 l Mach 0.85 442 t
360
LHAGLCAGWide awake: while the passengers relax, the LCAG crew has
to be ready to respond at any time to events inside and outside the aircraft. These range from unforeseen turbulence to passengers’ health problems. This is why 11 beds, each with a set of bed linen, are available for pilots and crew.
Inbound and outbound consignments for the pharmaceutical and automotive industry are particularly important for
Germany are exotic fruit such as papayas (up to 20 metric
The crew of a 747-8 consists of:
3pilots
16 cabin crew
Terminals: 3 Time zone: GMT-2
Passengers/year: 39.5 million Longest runway: 3700 m
Air freight: 339.828 metric tons Aircraft movements/year: 304.586
Landing in São Paolo GRU
4.55 local time
Around
50 percent of the freight transported all over the world by Lufthansa Cargo travels in the holds of the
There is room for
360 passengers8 First Class, 80 Business, 32 Premium, and 240 Economy
„„I’m fascinated by the complex processes in our freight business. I enjoy learning something new every day Jan Wegner, 27, transport engineer and trainee
While I’m ying the aircraft, the ight attendants and the purser are my eyes and ears in the cabin. We make a perfect team. Katja Rossi, 31, pilot
Lufthansa Technik is eighth in the same ranking, above Airbus and below traditional industrial com-panies such as the car manufacturers, Bosch, and Siemens. Lufthansa Cargo was number one in the logistics sector in the “Fachkraft 2020” ranking, for which 20,000 students are surveyed annually.
All these rankings were compiled last year, with the strikes and the Germanwings disaster already taken into account. 130,000 people apply to work with Lufthansa each year – there is certainly no sign of a skills shortage. What are the reasons behind the company’s popularity? The nancial aspect
able to venture a glimpse from the outside is Heinz Rieckert. The 65-year-old is a former captain who used to y long-haul routes and who has remained loyal to the company. These days he guides visitors around the Lufthansa base in Frankfurt, still exuding the composure of a professional pilot. There is no room in the cockpit for self-doubt and a natural pride emanates from him that his visitors can feel. He looks like a professor on educational television, his hair gray, his eyes bright. A man you would trust, who is serious and playful at the same time. When he explains why an airplane ies, he pulls a piece of paper from his jacket and blows on it. “High pressure and low pressure – it’s all a matter of physics,” he says. What he nds less easy to explain logically is the intensity of the current debates, the strikes, and the disputes. “For me, the ongoing internal discussions are a sign of everyone’s determination to keep the company
can only play a limited role since other companies – especially the car manufacturers – pay signi cant-ly more. It may be this external estimation, which Professor Walschburger sees as an element in the development of pride. The Lufthanseats as a group convey an image of a strong community, to which many applicants want to belong. To Lufthansa’s team of pilots and cabin crew who wear pride like a part of their uniform. To the engineers whose ex-pertise is codi ed in countless patents and licenses. To the planners and doers of Cargo, who carry out even apparently impossible transport operations. Or to the catering staff of LSG Sky Chefs, who deser-vedly enjoy an excellent reputation in the industry for their delicious creations.
The Lufthansa pride has changedOne man who knows this group well and yet is still
Behind the scenesHow were the
Lufthanseats chosen for the cover? What else does Prof. Walschburger
know about pride? And what do the
featured employees have to say about
the matter?Read more about our cover story on eBase
under #OneMission
Are there things that Lufthanseats can be proud of?Katja Rossi: I wouldn’t work at any other airline, but whether I’m proud or not? Hard to say.Nantisa Suwannapan: I feel a sense of pride in myself for having succeeded in getting a job here. But not proud of Lufthansa itself.Jan Wegner: I do think you can be proud of the com-pany itself because although we’re facing a crisis right now, Lufthansa is still regarded as an important and competitive airline.
Is it important to be proud of your work?JW: Absolutely. If you’re not interested in your work you won’t be motivated or you’ll just be working because you have to.
When does pride become dangerous?NS: When you go too far in showing that you’re proud and you think you’re great. When I’m proud of something I tend not to show that too blatantly because pride, as they say, comes before a fall.JW: You have to hold on to a certain degree of realistic assessment and also accept other opinions.
So is modesty now part of the Lufthansa DNA?KR: I do think they were prouder and more con dent in the past. These days you have to consider, even as a pilot, whether to tell people what you do for a living because you often have to defend yourself even though you might not want to be identi ed with that in your private life.
Can you regain a lost sense of pride?JW: Yes, you can. By being successful. If the planned restructuring is carried out well, the pride will come back and the cohesion will be stronger than ever. You have to trust the Board and refuse to ght internally against every decision – that only plays into the hands of the competition.
One reporter Oliver Schmidt in conversation
with Nantisa Suwannapan, Jan
Wegner, and Katja Rossi (f. l.). The big question: what are you proud of?
“I feel a sense of pride in myself.”#Pride What do the employees featured in the first issue of One think
about pride? We met up with them at LAC.
Cover story
competitive. We will only succeed if we all remember the team spirit that has been an important aspect of working at Lufthansa for a long time.” Nevertheless the sense of pride at Lufthansa has changed. “When I started my commercial pilot’s course in Bremen in 1972, they said to us: ‘You’re Lufthanseats. You’ve made it and you can be proud of yourselves.’ Today things are different. We have become more modest.”What does this modesty mean? Is it good for a company to live its successes without arrogance? Take off to the skies, sure, but keep your feet firmly on the ground? After all, pride not only has positive associations but negative ones as well. Research publications distinguish between positive and negative pride. Positive pride arises from one’s own performance, negative pride from projected performance which you claim for yourself. This negative pride can quickly degenerate into arrogance and a sense of superiority that is lacking
in honest consideration and humility. A human phenomenon that was explored in the tragedies of ancient Greece, where it was called hubris. Icarus ignored his father’s warning. His arrogance led him to y too close to the sun before he literally came crashing back down to earth. Business is another eld where a number of mistakes can be attributed
to arrogance and unsound assessments of the situation. Examples include Daimler’s takeover of
Heinz RieckertLooking back over my shoulder: The former captain now only gets into “his” cockpit when he takes visitors on a tour of the base.
“They used to say: ‘You’re pilots, walk
with pride.’ We’re more modest now.”
Heinz Rieckert
Not a big fan of pride?
2-2016 one | 17
Chrysler and Porsche’s failed attempt to acquire VW. Hubris is a disease other European airlines often fall prey to. Coming from a tradition of state-owned companies, they often – in some cases still partly nanced by the state – do not adapt quickly enough to competition in the private sector. The Hungarian company Air Malev experienced that rst hand. The Hungarian state had kept the airline a oat by giving it subsidies that ran into the millions. When the EU’s Competition Commission denounced that and forced Hungary to claim back the money, the airline had to close after 66 years in operation. Spanair had gone the same way just weeks before, after hoped-for investment from Arab nanciers and the Catalan regional government
failed to materialize. Both airlines failed to cope with the growing pressure of competition and to adapt to a changing economic environment that included rising fuel prices. And also because necessary reforms were not implemented thoroughly and the company’s strengths were overestimated. The Icaruses of European aviation all have something in common: their failure was due in part to arrogance.
Pride comes from withinThe Lufthansa crane is no Icarus. Wage disputes, friction, and reorganization are all signs that there is life in a company. That it is changing to survive. And this transformation is dif cult exactly because Lufthansa is an evolved company, with an evolved sense of self-worth, and with employees who have witnessed and pioneered this evolution. What can you take pride in as a Lufthansa employee? Everyone must answer that question for themselves. Pride in the work you do, like Nantisa Suwannapan. Pride in the perception of the company from outside, which Heinz Rieckert knows so well. Or pride in the community of Lufthanseats, to which Sha Li is happy to belong. Whatever the answer, pride comes from within. And from self-worth.Sh
“Pride is a matter of upbringing.”
“Pride and stupidity are cut from the same cloth.” Is that true?As with so many sayings there is a grain of truth to that. But “stupidity” is a morally charged term and when you’re analyzing a behavior you should hold back with the morals. What we can say is that people sometimes do things from an in ated sense of pride that appear to others as stupidity.
proud”?Because there is in pride an element of excessive enjoyment of one’s own achieve-ment. That makes us open to attack. We Germans nd it particularly hard to say “I’m proud to be German,” because our collective sense of self-worth was severely damaged because of the horrors committed under the Third Reich.
Are people modest by nature?A lot of people, mainly our more modest contemporaries, have a “dominance aver-sion.” They avoid appearing dominant in a group at all costs. That’s often down to upbringing. If you’re only rarely praised as a child you’re more likely to develop low self-esteem. If you then receive a lot of praise unexpectedly it’s easy to experience negative emotions.
What about the opposite? When is there a danger of someone becoming arrogant?
People who are given a lot of positive feed-back within a short period of time might be in danger of overestimating their capabili-ties. In that kind of situation you need good friends who tell you the truth from time to time. Or colleagues who are on the same level. However, there should be a good reason for making any criticisms.
What are the consequences of arrogance?There are often grave consequences. Arrogant behavior can lead to the other party breaking off contact and communi-cation because they feel hurt and insulted. A negative, hostile dynamic develops. Others put up their shields.
Why do we like to hear that others are proud of us?That makes you happy and uncritical at the same time because the feedback con rms that all is well. If, on the other hand, you’re criticized, you need a strong self-image. The weaker your self-image, the harder it is to cope with criticism.
Are you proud?I have been accused of that, yes (laughs). I’m not vain but I am proud. If someone tells me I’m proud, it’s because they’ve noticed that I have a strong sense of self-worth and I like to express my own views. If I was a politician I would simply say: “That’s for others to judge.”
#Pride Professor Peter Walschburger’s research concerns the development of the human psyche.
Pride, for him, is more than just an object of research.
EXPERT OPINION
Peter Walschburger Professor of Biopsychology at the Freie Universität Berlin
Proud as…you?What are you proud of? Of your work, your team, or
and send it to us! We’ll publish the photos on eBase as a record of Lufthanseats’ pride. We look forward to seeing your photos!Our address: [email protected] P
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18 | one 2-2016
Cover story
7 TO 1
You have been working on behalf of Lufthansa Technik in Asia since 2013. Why did you decide to switch to this region?I was attracted by the speed, the growth and the unbelievable dynamics of the Asian market. The surrounding cultural environment is also extremely interesting.
What are the duties of a “Corporate Key Account Manager” (CKAM)?When assembling strong teams for our customers, we follow a common strategy which serves the best interests of both the customers and the Lufthansa Group. This goes far beyond the individual interests of our business areas and subsidiary companies. Thanks to at hierarchies, as a CKAM, I bene t from being very close to senior management. This ensures transparency and allows us to make decisions quickly in critical situations.
How are the CKAM-managed teams composed?
Thanks to WE GROW, we have staff from the various business areas on location in Asia. Nevertheless, we also work very closely with our Lufthansa Technik colleagues in Europe. Then there are our subsidiary companies in Asia, and Lufthansa Technik Shenzhen and Lufthansa Technik Philippines. The team spirit is supported by exchanges and face-to-face meetings. We’re an extremely international setup, which is something our customers also view as very positive.
With AirAsia and Nok Air, you have two large airlines as customers. How do these two airlines differ from one another?AirAsia is heavily in uenced by its founder and CEO Tony Fernandes. His employees are just as important to him as the customers and shareholders. This is why the airline’s management team is very self-assured. Nok Air is notably in uenced by the Thai culture – Thailand may be the “Land of Smiles,” but it is alsoa country in which political decisions play an important role in day-to-day business.
International teamwork
#7to1 Benjamin Scheidel mediates between two cultures in Asia.
As Corporate Key Account Manager, in Singapore he acted as the
intermediary between Lufthansa Technik and customers Nok Air and AirAsia.
Author Kai Raudzus
Full details on WE GROW can be found on Lufthansa Technik’s intranet: Corporate Sales & Marketing (HAM TS) > Departments >
Benjamin Scheidel (center) liaises with Tasja Prior (right) from Area Development Singapore, and Aaron Chiu, Lufthansa Technik Philippines Sales and Marketing.
7 to 1
1 aim: to be number one for customers, employees and shareholders.
New concept for growth The global
Lufthansa Technik – in the cities marked on this map, Corporate Key Account Managers look after the company’s top customers.
WE GROW is a project of the Lufthansa Technik Group that is contributing to the increase in the company’s total turnover from 5 billion Euros to 8 billion Euros over a period of ve years (2013-2018). Among other things, this is to be achieved by strengthening regional sales through customer-speci c contact persons (Corporate Key Account Managers). WE GROW contributes to the 7-to-1 eld of action “New concepts for growth.”
Sales Of ce Lufthansa Technik
Sales Of ce Lufthansa Technik with Corp. Key Account Manager
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2-2016 one | 19
1
1 Kerstin Rank and Thomas Gardeia were awarded the “Culture and Creativity Pilots”
award by the German government.
2 All the “Bag to Life” products are
manufactured in a sewing workshop in central Bosnia –
sustainably and fairly.3 Ideas for bags and
accessories made of maize-yellow
plastic are developed at the company
headquarters in Bayreuth.
Discarded life jackets and parachute silk are used as the upper material in this rucksack.
The whistles are used as decoration.
The straps of the rucksack are made from the life jacket’s straps.
T he latest in spring fashion? There’s no question about it: tweed in combination with life jackets. Or chic vanity bags made
of parachute silk! Finding that hard to imagine? Designer Kerstin Rank doesn’t. She’s not afraid of these “dif cult” materials. Her company “Bag to Life” breathes new life into what is usually thought of as waste products from the aviation industry. And Kerstin Rank is on the lookout for a temporary design assistant: you!
It all began ve years ago. Rank was on a plane waiting to take off for London. As the cabin crew carried out the safety demonstration, she asked herself how long the life jackets ew around the world in their compartments, and what happens
to them when they’re thrown away. Could they somehow be recycled?
Rank founded the “Bag to Life” company shortly afterwards. The life jackets no longer end up in land ll after their ten years of ying are up – they are given a new lease of life. Upcycling is the buzzword: waste products and apparently useless materials are transformed into new products.
Ideas for bags and accessories made of maize-yellow plastic are developed at the company headquarters in Bayreuth. “The great thing is that we re-use every part, including the mouthpiece, the whistle, and the ashlight,” says Rank. In 2014, more than 5,000 life jackets were repurposed in this way. Sustainability and uniqueness are
Bringing life jackets “bag to life”!
#CreativeCompetition The One editorial team and “Bag to Life” are launching a creative competition
Author Sonja Seipke
20 | one 2-2016
“The Bag to Life design competition is open to all Lufthansa Group employees. We’re looking for the most creative and practical ways to extend our range, which currently includes rucksacks, travel and handbags, and accessories such as key rings and purses,” explains designer Thomas Gardeia. The only rule is that it must be possible to use parts from life jackets, seatbelts, or parachute silk to make the product, and the design must be viable. The jury, which is made up of Daniel Knies, Head of Design at the LSG subsidiary Spiriant, and Kerstin Rank, Creative Director of Bag to Life, will be selecting the winner from all the entries.Ten percent of the proceeds from every bag sold based on the winning design will go to support the Lufthansa aid organization Help Alliance.
Designs should be submitted either as drawings made by hand or as digital drawings, complete with a short description. The only important thing is to make sure that the basic idea is clearly expressed. You don’t need to be a technical illustrator. From cellphone cases to trolleys – anything goes!
You’ll nd detailed competition instructions and helpful tips at:www.bag-to-life.com/ DesignchallengeLufthansa
Submit your design by March 25 by email to [email protected] or by post toehrensache D/V GmbH & Co. KGBAG TO LIFESt. Georgen 1595448 Bayreuth
Winners will be announced in April.
The winning design will be implemented, produced, and included in the “Bag to Life” range. The second and third placed designers will both win one sample of their own designs.
Legal: The prize is not redeemable in cash. Winning participants cede all usage rights of the design to “Bag to Life.”
The competition
The task
The prizes
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always the priority. “Our products are made in a family-owned sewing workshop in central Bosnia, which we visit regularly. Handmade, central, sustainable, and fair. And we offer the women there an opportunity to work under fair conditions, in a country that is being rebuilt but where the signs of war are still visible.” Less waste in the aviation industry is another positive effect.
Working in a fair and sustainable way recently paid off for the young company. Kerstin Rank and Thomas Gardeia, her business partner and fellow designer, were given the “Culture and Creativity Pilots” award by the German government in November. They also got the chance to present their products in the Chancellor’s Of ce in Berlin.
This is the sixth year running in which 32 company leaders who represent Germany’s cultural and creative sector are awarded the title “Germany’s Culture and Creativity Pilots.” Rank, Gardeia, and their “Bag to Life” company were selected from 700 applicants.
Now you too can be a part of this sustainable idea and become a designer yourself. Here’s how you can take part in the competition.
2-2016 one | 21
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Against the clock#JustInTime Catering driver Fabio Gelotti
has only one goal every day: to avoid any delays for his customers.
Author Alexandra Appel
A DAY WITH...
04:52 The beep on the time
Gelotti is on duty from
this moment.
The loading of the upper deck has to be completed by 09:10, or else a delay will be reported to the center. Gelotti skillfully removes the used trolleys, units for glasses, and boxes from the galleys and replaces them with new ones.
05:32
Erkan Mete is the operator coordinating the loading
cellphone: loading an A380, upper deck, front.
08:49 A brief panic – two trolleys are missing! The driver contacts the catering agent and solves the
16 minutes before the allotted
his assignment and undock again.
10:20 Gelotti starts preloading LH450 to Los Angeles: 33 trolleys and 51 boxes for the main and upper decks of the 747-8. The dry ice goes in the trolley drawers, to keep the meals chilled.
07:47
22 | one 2-2016
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05:45 60 trolleys and 44 boxesare standing on the outbound
06:18 The operations center announces
12:51 Fabio Gelotti is in a hurry,
13:00 Thumbs up!
14:08 End of the working day.
07:28Fabio Gelotti carefully drives
A day with… you?
Find out even more
on eBase under #OnePeople
2-2016 one | 23
Knowing how#KnowHow Whether it’s a case of retirement, a change of job, or outsourcing,
the valuable experience of individuals can only be retained within an organization with the help of a professional knowledge transfer process.
Author Anne Schafmeister
D ietmar Gemmer is well-known as the expert in operational security at Lufthansa Cargo in Frankfurt. Eleven years ago, Gemmer, who is
now 60, helped to establish the department, which is currently known as SC/P4. Until 29 January 2016, he also managed the team that now consists of 45 people. Without the checks his department carries out and without its go-ahead, no packages would reach the freight area or the aircraft holds. The team is also responsible for monitoring the entire cargo site at gate 25. You can hear the pride in his voice when he talks about the 39 years that he has spent at Lufthansa Cargo. “When you build up a business unit, it’s a bit like building a house.” But the challenges involved have left their mark on the departmental architect. He has been diagnosed with stress-related high blood
pressure and diabetes and partial retirement has been recommended, with the aim of helping him to achieve “inner peace.”
Learning something new everyday
“When you build a house, you make sure that it doesn’t fall down,” says Gemmer. Or you make sure there’s someone who will do that for you. One man, who, together with the team, will help to ensure that all goes well is Dominik Reitzug. Over the past two years, as Senior Manager Operational Security at Lufthansa Cargo, Reitzug, who is only 28, has been Gemmer’s deputy in the eld of operational security, and, most importantly, has been constantly at his side. Every day Gemmer has passed on more of his expertise to Reitzug, who is already popular with his colleagues.
An “Aha!” moment: Dietmar Gemmer (left) and Dominik Reitzug in the Lufthansa Cargo security center.
“Knowledge management is not a subject that
is speci c to one area of business.
It is relevant to every department.”
Frank HaupenthalProject Manager for
Strategic HR Planning at Lufthansa Passage
24 | one 2-2016
A development plan agreed with the HR department sets the pace for the process. Seminars on technical subjects and management skills and the handover of an increasing number of tasks and responsibilities are documented on the timeline. Many of these activities are already ticked off. Then comes the ne-tuning. As Gemmer’s deputy, Dominik Reitzug is responsible for employee appraisals and is included in all manage-ment level activities. He needs to know his manager’s main counterparts in the German police and customs service, at the airport and all the other interfaces.
“The long handover phase means that I don’t just get given a list of a few names and subject areas,” explains Reitzug. “Dietmar involves me in everything, whether it’s drawing up the budget or making deci-sions about staff. He is happy to pass his knowledge on to me.” He says that initially the challenges seemed considerable. But “you grow into it,” he explains, in the same way as you do into the specialist job itself. After a year, he feels that he is fully familiar with the majority of highly specialized areas. And where he lacks the experience that comes with age, which his gray-haired manager has plenty of, his colleagues are happy to help too. “Dominik is easy to get along with and very capable. You can rely on him. But he also relies on us and our experience,” says shift manager Udo Senzel.
Planning for demographic change
How things work and what is important when are the ner points of the implicit knowledge that cannot be
summarized in a handover mail or a “how to” manual. Around the start of the new millennium, there was a lot of hype about knowledge management. New technologies, online databases, and unlimited stor-age promised to make each individual’s knowledge available to everyone. It would be stored permanently and also be accessible at any time.
But storage and availability aren’t everything. The human factor had not been included in the equation. “This technical perspective is now very outdated,” says Christian Keller, CEO of ck2 Wissensmanagement, a German knowledge man-agement consultancy. According to him, you should rst prioritize the speci c aspects of the knowledge
and then use a wide variety of methods to trans-fer it, including peer-to-peer training, mentoring, and coaching. Knowledge comes from a variety of sources and takes a number of different forms,
which range from a personal network, the corporate culture, and the processes and systems within the organization to technical, project, and manage-ment experience. “The method used for the transfer must match the type of knowledge in question if everything is to function effectively,” explains the consultant.
Keller and the members of the HR departments at Lufthansa understand the importance of expe-rienced employees like Gemmer. Their departure represents a major loss for the company. Gener-ally it’s not a surprise, because “you can plan for demographic change,” as Keller explains. He adds that the risk is manageable and that it’s all about minimizing it. The German population is shrinking and ageing. This nationwide trend is re ected in the employee structure at Lufthansa. ASTRA stands for age structure analysis at Lufthansa and it is a cause for concern: “From 2018 onwards, we must be prepared for increasing numbers of managers to leave the company. By 2025, the average age across all job families and all areas of the business will have risen to more than 54 from its current level of 49. We are expecting the number of employees retir-ing to have doubled by then,” says Barbara Mnich, explaining the diagrams and statistics that she uses as project manager for strategic HR planning at the Lufthansa Group.
No uniform strategy
Is the departure critical because the person in ques-tion has a great deal of expertise? Or is it a positive development, because the job family will soon no longer be needed? “The aim of strategic HR plan-
Every morning there is a joint team discussion, in this case with shift manager Udo Senzel (center).
“The aim of strategic HR planning is to work with the departments to identify critical gaps between their requirements and their resources and to respond accordingly.”
Barbara Mnich Project manager for strategic HR planning at Lufthansa
2-2016 one | 25
ning is to work with the departments to identify critical gaps between their requirements and their resources and to respond accordingly,” says Mnich. “Knowledge management is not a subject that is speci c to one area of business. It is relevant to every department,” adds her colleague Frank Haupenthal from Lufthansa Passage. But this area is not yet a priority in the eld of HR planning. For capacity reasons or because of urgent requirements relat-ing to the organization of the departments, other projects that make up the current HR functional strategy are seen as being more important. But according to Haupenthal, it is still essential “to pro-vide departments with the methods they need” and to help them to help themselves. This is all about “preventing an uncontrolled and non-standardized approach within the company.” Because “many
Double demographic change
areas of the organization are not currently actively involved in promoting and directing knowledge management,” he says. “The departments often go it alone and do not make use of what is on offer, such as the programs at the Lufthansa School of Business. Instead they prefer to look information up on the web or get tips from their local HR departments.”
There are many agship projects, but no uniform strategy. Different approaches to knowledge transfer are used and many more examples of this can be found in the Lufthansa Group, including the Aircraft Modification Academy at Lufthansa Technik in Hamburg, which acts as a learning platform and transfers internal expertise and best practices in the eld of aircraft maintenance to employees. Or the feedback room of LCCneo, which, as well as storing chrono-logical project documentation over a period of ve years, also records the experiences and recommen-dations of individual employees. Or the knowledge management department at Lufthansa Global Business Services, which stores internal expertise in the eld of cost-driven outsourcing.
Or the mentoring program in the operational security department of Lufthansa Cargo. Dietmar Gemmer is taking a relaxed approach to his early re-tirement because his department is in the safe hands of Dominik Reitzug and his colleagues.
The German population is shrinking and aging according to WifOR, the institute of economic research in Darmstadt. In 2014, around 80.9 million people lived in Germany. Their average age was 44.2 and around 50 million of them were economically active. But by 2030 the population will only be 77.3 million, the average age 47.2, and the number of economically active people will have fallen to approximately
42 million. In 2060, there will be 64.7 million people and only 33 million of them will be economically active. The forecast shows that by then the average age of the overall population will have risen to 49.9. In the German state of Hessen in particular, the number of skilled workers available on the labor market across all disciplines will fall by almost 6 percent over the next ve years.
Overview of 2014
Population: 80.9 million Average age: 44.2
Economically active population: around 50 million
Overview of 2060
Population: 64.7 million Average age: 49.9
Economically active population: around 33 million
Overview of 2030
Population: 77.3 millionAverage age: 47.2
Economically active population: around 42 million
X-ray machines are used to ensure that the freight is safe.
and information about
Setting a good example• At Deutsche Bank,
their more experienced
information and
know-how tandem program. Around 600
together management
and experience of corporate culture.
• IBM’s impressive approach: Every one
their knowledge and
have the opportunity
Social Everywhere.
• The Frankfurt-based IT consultancy company Infomotion
on knowledge management.
annual Competence Days. Every employee
each year to participate in them.
Figures in 1,000s Men
200 200 200200 200 200
Age
in y
ears
600 600 600600 600 600
20 20 20
40 40 40
60 60 60
80 80 80
26 | one 2-2016
WELCOME ON BOARD
Click for happiness #WelcomeOnBoard Sha Li was merely trying to book a flight. She
wound up finding a new job – and is very pleased with this turn of events.
Here she talks about her first day with Lufthansa.
Author Frank August
Personal details
Place of residence: Frankfurt
Age: 35
Profession/Department: Project manager/Revenue Management Strategy & Development
Hobbies: Politics, animal welfare, dancing, travel, culinary adventures
My greatest success: As one project ends, the next begins/ I am still waiting for it
People do not realize that I...
in my Chinese culture.
Why Lufthansa? Because Lufthansa, as a German airline, builds bridges to other cultures.
espite the date, April 1, 2015 was a serious day for Sha Li. “I still have a clear image in my mind of my rst day at work: typical April
weather, it was cold, and I was there just after eight o’clock.” The welcome that this Chinese woman received at her new employer, Lufthansa, was much warmer. “All my colleagues were so helpful.” Although she initially did not know very much about the airline business, she says, her colleagues showed a lot of con dence in her – not something she would have expected automatically. Also, she found her new job only by accident. “I was merely trying to book a ight home.” However, as she looked on the Lufthansa website in October 2014 for ights to Beijing, she says, she “got stuck in the careers portal and stumbled upon an advertisement there that seemed tailor-made for me.” She was in no way looking actively for a job, because, at this point, her career had already developed very well. Sha Li has been living in Germany since 2006. She studied business management in Kassel and graduated with a doctorate in the same eld. Her academic path was not always easy. “As a foreigner, you have no connections to help you. You simply have to work hard.” She laughs loudly and heartily. After a period working at the university, she had stints with a management consultancy and in the pharmaceutical industry. “I have really been lucky in Germany.” Then she saw the job advertisement. “That was dangerous: I felt that it was addressing me directly.” She gives another relaxed, hearty laugh. But, even so, she did not apply immediately. “After all, I was happy as I was.” However, she could not forget the advertisement. One week passed, and then she sent her application in. “Lufthansa is very well known in China. Lufthansa is like a symbol
of the German nation.” She knew nothing about the airline sector, she says, and so she did some research in order to get to know her potential new employer, at least somehow. “Lufthansa is a top airline, with an international focus, it has lots of subsidiaries, is one of the DAX 30, and is a large group with many opportunities.” Sha Li had become curious about the company. “The recruitment process was demanding,” she says. Then came a telephone call inviting her to an interview with her future boss, Christian Popp, in Frankfurt. “I had a good gut feeling from the very beginning.” After all, she says, Lufthansa is seen as a good employer, which looks after its workers. Her gut feeling proved to be justi ed: she has been a member of the Revenue Management Strategy and Development team for six months now. The good feedback on her commitment to her work is something that she nds motivating, she says. “And here is something extremely interesting: I hardly noticed that there was also a probationary period – the time passed so quickly. I have gradually learned more and broadened my horizons. And it is a lot of fun – every day.”
A navigation error, yet still
reaching for the skies: Sha Li
has worked at Lufthansa since
April 2014.
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2-2016 one | 27
a drone? Then now is your chance! In February you can spend a day as a drone pilot, because we are giving away 100 places on pilot training courses in Frankfurt and
conditions of entry and other information about the competition in eBase under ebase.dhl.de.
28 | one 2-2016
Game of Drones
#Drones Light in weight and highly maneuverable with a high-resolution
camera fitted underneath: drones can spot things that no one else can see, such as damage to an aircraft
fuselage or wind turbine.
Author Maximilian Schneider
t looks like a huge spider, shining in the mor-ning sun on the asphalt of the north-west runway in Frankfurt. The octocopter belonging to
Lufthansa Aerial Services (LAS) heralds the start of a new era. Weighing only eight kilos and with eight powerful arms, it is equipped with state-of-the-art technology.
The new machine is the result of months of preparations, numerous test ights, and many approval procedures. When the project began in the summer of 2015, LAS was nothing more than an innovative idea. Now the acronym conceals a highly structured team which is part of Lufthansa Consulting and has an ambitious objective: the “market launch of the business model for a range of UAV-based inspection, measurement, and monitoring services for large infrastructure customers” or, to put it another way, earning money with drones.
LAS has made a major step towards achieving this objective by entering into a partnership with DJI, one of the world’s leading manufacturers of private and commercial drones, which is based in the Chinese city of Shenzhen. The octocopter standing on the runway, which is known as the S1000+, was manufactured by DJI. It has now been wired up and tted with batteries by the pilot. The Chinese company originally produced the machi-nes for customers from the lm, television, and leisure industries. However, the demand for drones for other commercial applications is constantly growing. For example, the LAS team plans to use
Practical test: The Matrice 100 quadrocopter will carry out material checks on a wind turbine.
2-2016 one | 29
The parents of the drones: the LAS teamChristian Hartmann, project managerAslam Khadaroo, groups the applications for drone operations by industry sector, develops an internal test case with Lufthansa Technik (involving lightning strikes on aircraft), and keeps up to speed with regu-latory developments on the global commercial market for drones.Mikhail Andriyanov, converts the applications and their sales potential from market analyses into technical so-lutions and identi es the related requirements in order to prioritize development activities on the basis of po-tential earnings.
The drones can take pictures from perspectives that would be impossible for a helicopter.
I’ve been interested in remote-controlled planes since I was 16. I began by building them myself on my own platform. When my first unmanned aircraft crashed, I realized that the platform probably wasn’t very user friendly and that it might be res-tricting the potential of the plane. I began to understand that if I could make this tech-nology more stable and easier to control it would take us to places which had always been out of our reach and give us new perspectives on the world we live in. So the subject of my dissertation at university was the development of an intelli-gent ight control system which would allow
a plane to y independently. And that was the beginning of DJI.
drones, while the Chinese gover-
The applications for air-borne robots are be-coming increasingly advanced. There are many examples of how this technology can make the world a better
place. For instance, our aircraft are used to save
time, resources, and lives in emergency situations. In only
a few minutes, drones can give an overview of a region that has been struck
by an earthquake. This allows emergency teams to identify safe and unsafe zones quickly and to
plan their missions in such a way that they focus rst on the hardest hit areas. As a result, effec-tive damage assessments can be carried out.
At DJI, ying is our passion. One of the things that DJI and Lufthansa have in common is the ability to look at new worlds from different perspectives. In some situations, including specialist inspections, for example, it is safer, cheaper, and more cost-effective to use un-manned rather than manned aircraft. This is why we are very pleased to be the partner of Lufthansa Aerial Services.
We are looking forward to working with Luft-hansa to identify and develop the market for commercial applications for unmanned aerial vehicles. Our skills complement each other per-fectly and will help us to achieve joint success.
the eight-armed airborne robot to inspect indust-rial facilities, such as power lines and wind farms.
This is why the team and the manufacturer cho-se the construction site of a wind turbine as the ideal place to hold test ights for drone-based material checks. The maneuverability and com-pact size of drones, together with the cameras
tted under their bellies, give them a perspective which would not be possible for a helicopter or an industrial climber and which involves signi cantly lower costs and fewer material resources than the alternative solutions. A team of engineers, pilots, and project managers spent a day ying the dro-ne over all the areas of the construction site. It
DJI-Chef Frank Wang talks to Sonja Seipke about the opportunities for unmanned aerial vehicles.
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measured parts of the site, inspected rotor blades that had been delivered and tted, and moved equipment by air from A to B. At the end of the day it had done everything expected of it and more.
The octocopter in Frankfurt is performing a different role today. Together with Fraport and the DFS, Germany’s air traf c control service,
Dr. Benjamin Löhr, develops test cases for external customers (in elds including airports and wind farms), evaluates strategic partnerships with drone manufactu-rers, and works on ne-tuning the LAS business model.
Lufthansa Aerial Services aims to demonstrate that an unmanned aircraft is compatible with the infrastructure and processes of a major airport. The drone has the runway to itself for an hour.
The plan is to test the functioning of the dro-ne’s mode S transponder which converts radar pulses into precise data concerning the height, speed, and identity of the aircraft and sends the information to air traf c control. This technology is usually only available to large commercial air-liners. In addition, the octocopter will be used to locate small metallic components strewn across the taxiway. Then it will survey a building on behalf of the Fraport re service. And as the camera is already tted and the sky is blue, the octocop-ter will move on to a joint photo shoot with an A340-300. LAS and Lufthansa Technik intend to use UAVs to identify damage caused to aircraft fuselages by lightning strikes.
The day’s program has come to an end and the ying spider oats gently down onto the runway.
As if saying goodbye, it ashes once brie y before it is packed away. It won’t be long until it is in operation again. The future starts here.
2-2016 one | 31
1,400,000HOURS
35,200
350,000 DOCUMENTS
From autumn 2015, Lufthansa passengers on all our long-haul ights can enjoy a state-of-the-art cabin with new seats, and use the internet on board with “FlyNet.” In a mammoth program, Lufthansa Technik has re tted all classes in the long-haul eet in just two-and-a-half years. (kni)
The long-haul fleet is (retro)fit
1,300 SHIP CONTAINERS
NEW SEATS WERE
LONG-HAUL AIRCRAFT
Manila
HamburgFrankfurt
Malta
1/4
13
10
24
15
18
27,6007,000600
900,000
500,000
32 | one 2-2016
INDUSTRY BAROMETER
The freighter question#IndustryBarometer Lufthansa is one of the five largest cargo airlines in the world. One half of its freight is transported in the holds of passenger aircraft, while the other half travels in Boeing 777F
and MD-11F freighters. But how long will it be before that ratio changes? Author Georg Theis
W hen you look at the develop-ments taking place in many major European airlines, you get
the impression that the era of the freighter might be coming to an end. British Airways no longer operates any 747 freighters. The capacity of its frequent passenger ights is suf cient for the relatively small London cargo market. And Air France/KLM is in the process of signi cantly reducing its freighter eet by selling off the majority of its 747 and
MD-11 freighters.Will we be saying farewell to the win-
dowless freighters? No. Or to put it more accurately: not quite.
What is true is that this picture varies all over the world. For example, airlines from the Middle East, Russia, and the Far East are modernizing and expanding their eets of cargo aircraft. The business models are also different. The airlines that are enlarging their freighter eets include freight carriers such as AirBridgeCargo, Silk Way, and Cargolux. But many airlines that transport both cargo and passengers, knwon as combi airlines, such as Cathay Paci c, atar Airways, Air China, and China Southern, are also updating their eets.
FRA is the most attractive market in EuropeFor Lufthansa the most important aspect of these changes is the need to maintain its position in both nancial and geographical terms as its new competitors expand.
However, Lufthansa Cargo does not have a monopoly in the city. On the contrary, a total of 20 freight carriers have around 180 weekly departures from Frankfurt in their timetables. These include airlines with passenger ights also landing and taking off in Frankfurt, including Emirates, atar Airways, Cathay Paci c, and Air China, but also specialist cargo airlines, such as AirBridgeCargo.
Modern freighters increase
If Lufthansa were to give up its freighters, its competitors would step in to ll the gap. These airlines would be very likely to use larger and more modern freighters on the routes in and out of Frankfurt, and many of them are already equipped to do so. This would not only result in the loss of the air freight that was previously transported by the Lufthansa Cargo freighters, but also a reduction in the earnings from and the volume of cargo traveling in the holds of pas- senger planes. In addition to the pro ts that they make themselves, freighters also safe-guard the revenues from passenger ights.
On the basis of the market growth that is expected and the increase in hold capacities, it seems clear that by 2025 customers on the main intercontinental routes between Europe and Asia, Europe and North America, and Asia and North America, will still be needing freighter capacity.
Frankfurt airport is the major freight hub for Lufthansa Cargo. This is where all the freight transport companies have their warehouses to where they consolidate their central European air cargo. Frankfurt is the number one freight airport in Europe, as London is for passengers.
Georg TheisHead of Strategy at Lufthansa Cargo
Georg Theis has a doctorate in economics and heads the strategy department of Lufthansa Cargo, FRA F/CE. Alongside eet planning, the daily challenges he faces include the Lufthansa Cargo 2020 program, the strategic positioning of the company, strategic market planning, and
competitive analyses.
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Last minute: Always a good ID-a
#IDTravel Lufthanseats take a chance on the pyramids of Teotihuacán.
Author Susanne D‘Aloia
P lan and book a journey in advance? “Too mainstream for us!” thought Lufthanseats Jochen Österreicher and his best friend Peter Wunsch. They took a more uncon-
ventional approach to planning their trip. One cool autumn day around a year ago they played their version of ID travel roulette under the display board in Departure Hall A of Terminal 1 at Frankfurt Airport. They had with them a dice with 20 sides, a tablet PC and their yellow Lufthansa IDs. On their trolleys they had everything from ip- ops to thermal underwear. Just in case.
Every few minutes new destinations clattered down on the display board so they had to be fast. The rules of the game were simple. The number on the dice determined the line and therefore the destination on the display board. They were looking for a standby ight in Business Class through myTravelEx, ideally to warm and sunny climes, a maximum of one to two-and-a-half hours before departure.
They rolled the dice on the tablet, rst from the left and then from the right. “Fifteen, sixteen, … LH 400 to New York JFK, departure in two hours,” muttered Österreicher, checking myTravelEx on his tablet to see whether the ight had free seats.“Overbooked! Okay, next round.” After a couple of other non-starters they nally found a destination. Fate would
lead them to Mexico City and luck was on their side – there were empty seats in Business Class.
On their way to the departure gate they still had time to pick up a Mexico travel guide. And as they enjoyed their welcome drink in the new Business Class seats, they searched for a last-minute hotel and a rental car on Lufthansa’s Reisemarkt and other online portals. Their ID travel tickets were booked just two hours after kicking off their game and in good time for “gear up.”
34 | one 2-2016
How much time you need to buy fully automated ID tickets depends on the processing times at the airport. If you’re checking in onlineor on your mobile and are only taking hand luggage, you can buy a last-minute ticket through myTravelEx up to one hour before departure. Travel on the spur of the moment!
Destinations you can y to with standbytickets are cheap, especially airports we y to a number of times day. And then of course the odd ight to Ancona in Italy (AOI).
For private use you can access the service via privateBase. You can also choose and book all Lufthansa ights on myTravelEx.You can select from more than 120 other airlines using the myIDTravel tool also via privateBase.
How much preparationtime should I plan?
Which destinationsare cheap?
Which toolscan I useat LH?
Checklist:
TOP 5 standby destinations for LufthanseatsIntercontinental Continentaldestinations destinations
1. New York
2. Miami
3. Los Angeles
4. Bangkok
5. Singapore
1. London
2. Vienna
3. Zürich
4. Barcelona
5. Amsterdam
1 2
3 It’s important to consider what exactly it is you want to do. Standby tickets may not always be the best solution. If you have theoption of product flights you can also geta cheap ticket that way in the seven days before departure. The annual vacation ight option is recommended for vacations – this can be booked 180 days before departure through myTravelEx. One more tip for long-term vacationplanning for you or your friends: WithFamilyPlus, Lufthanseats can offer tickets with a 25 percent discount on just the ight fare 360 days in advance. And don’t forget theReisemarkt Specials.
What’s the cheapest way to travel withID tickets?
If you fancy a similarly spontaneous ID travel adventure,
on eBase > Work & Life > Private ID travel under
products valid for your ID travel tickets on eBase: eBase.dlh.de > Work & Life > Travel > Employee private travel
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n Stockholm, the “fikapaus” is sacred. As soon as the rst rays of sunlight bring the clear northern light into the city in February, they also
empty the coffee shops. Sun-starved Swedes sit outside at small bistro tables to savor the cold, pure air of the North – and their coffee. “It is drunk here at any time of the day and night. The kapaus, or coffee break, is truly something that is celebrated.” Anka Dengel should know. She has been working for Lufthansa Cargo in the Swedish capital since 1999.
Born in Kiel and brought up in Neuss on the Rhine, she was actually on her way to Spain at the turn of the millennium after completing her stu-dies. Then, however, life happened. Dengel fell in love – with a Swede, and eventually with Sweden, too. “Stockholm is a very easy-going city: open, family-friendly, and very relaxed,” says the mother of two sons, describing her adopted home. “I enjoy the mix of nature, culture, and architecture, and the contrast between the traditional and the modern.”
This contrast is seen especially clearly in the old town itself: in the narrow lanes of Gamla Stan (the Old Town), high Kontorhaus of ce buildings with their brick facades from the Hanseatic period are squeezed tightly together. When the last snow co-vers the cobbles, it is only the modern residents of Stockholm that remind you that you are not in a Dickensian novel.
Venice of the North
Dengel lives with her partner and sons just 15 minu-tes away from this setting – in a house straight out of Astrid Lindgren’s Bullerby stories. Like everybody in Stockholm, Dengel, 45, is happiest being on the move in the open air and on the water. “This city is actually always bubbling. As soon as the rst rays of sunlight appear, the people of Stockholm are outside.” They then meet up to go walking or cycling simply, to get moving.
The expression, “the Venice of...”, is used all
Location: The Swedish capital Stockholm is the country’s economic and cultural center and offers its residents a high quality of life.
Stockholm, A winter’s tale
#Travel Insider Escape the winter – why do that? We reveal why the capital of Sweden is worth a visit especially at the coldest time of year
Author Katharina Krappmann
TRAVEL INSIDER
1 Anka Dengel has been living and working
in the Swedish capital since 1999. Born in Kiel, she has found
her true home here.2 Sunrise over the old
town, Gamla Stan.3 Anka Dengel lives in
this Bullerby house with her partner and
their two children.
Are you a travel insider or do you know a
place well? Write to: [email protected]
1
36 | one 2-2016
Tips on ...
Sleeping• The hotel
ship Mälardrottning is anchored off Gamla Stan.
• On the tiny island of Skeppshol-men, the hotel of the same name is an oasis in the city. (www.hotelskepps- holmen.se/de)
• The best hot chocolate can be found in the Café Chokladkop-pen in the heart of the old town, Gamla Stan. (www.chokladkoppen.se)
• From herring and meatballs to reindeer steaks, typical Swedish dishes can be found at Kvarnen in Södermalm. (www.kvarnen.com)
• The royal warship Vasa is on display in the museum of the same name. (www.vasamuseet.se)
• Photographic art from all over the world is hanging on the
Shopping• Swedish
interior design is about more than just IKEA, as Designtorget demonstrates. (www.designtorget.se/storelocator)
• Trendy boutiques can be found in the Bruno Galerie on Götgatan. (www.brunogotgats- backen.se)
too often to say that a city is built close to water. In describing Stockholm, it would be negligent not to make this comparison. The city has 14 islands in all, connected by 53 bridges: a maritime jigsaw puzzle stretching from the Baltic Sea to the coast. True, the Swedish capital cannot compete with La
Serenissima in Italy at these temperatures, but the light re ected in the sea around the islands pro-jects a clear, crisp image onto the mix of traditional and modern architecture. “As long as you are well wrapped up, there are wonderful walks that you can take here,” Dengel explains. And on the frozen Lake Mälaren, which extends over some 1,000 square kilometers from Stockholm to Sigtuna, you are well advised to join in with the skating Swedes.
And when, after so much activity, the day is already nearing its end in the late afternoon, and warm lights are brightening up the windows, you need no excuse to retreat to the heated indoors with a clear conscience. Then, over hot choco-late and cinnamon buns, you will soon forget all dreams of the Caribbean. During a kapaus in good company, one thing becomes clear: the place of longing in winter is very clearly to be found in the far North.
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Fernando Balsanocooking in the testkitchen. Preparing a moleis time-consuming, butwell worth the effort.
What’s for dinner?#CookIt Gravy with chocolate may
sound strange, but this Mexican dish will convince you otherwise.
T he traditional mole poblano is one of the most well-known mole dishes and is seen as being typically Mexican. The
word mole comes from the Aztec language and means something like gravy. According to legend, this chocolate brown dish was created in Mexico between the 14th and the 16th centuries. Today many chefs, gourmets, and restaurant critics regard it as being the epitome of Mexican cuisine. Fernando Balsano, director of culinary excellence for Brazil and Latin America, is an expert on mole dishes. “This recipe has several different types of chilies and spices combined with chocolate. You should try it at least once!” (hbe) P
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PublisherDeutsche Lufthansa AGGroup communications FRA CIMatthias Eberle (editorial responsibility)
Responsibility for the main sectionand for advertsFrank August, Sonja SeipkeDeutsche Lufthansa AGCorporate & Internal CommunicationsFRA CI/I, Lufthansa Aviation CenterD-60546 Frankfurt am MainTel.: +49 69 696 47356Email: one-editorialof [email protected]
Responsibility for the additional sectionLSG Group: Alexandra Appel/Hannah Beier LSG Lufthansa Service Holding AGCorporate CommunicationsFRA ZC/C, Dornhofstr. 38D-63263 Neu-IsenburgTel.: +49 6102 240 716 or +49 6102 240 883Email: [email protected]
Editorial team for this issueAlexandra Appel, Frank August,Hannah Beier, Madison Castillo,Susanne D’Aloia, Stefanie Ghanawistschi, Katharina Krappmann, Jordan Locke, Katjana Nikoleit, Kai Raudzus, Mirja Reh, Anne Schafmeister, Georg Theis
Picture editorRolf Bewersdorf
Address managementEmail: [email protected]
Advertising salesGrunert Medien & Kommunikation GmbHTel.: +49 621 7178 602Fax: +49 621 7178 603Email: [email protected]
Publishing houseAxel Springer Corporate Solutions
Printing and distributionNeef & Stummepremium printing GmbH & Co. KGSchillerstraße 2D-29378 Wittingen
Editorial team [email protected] [email protected] [email protected] [email protected]
FrequencyOne is published ten times a year in print and daily in digital form at ebase.dlh.de. The information can only be reproduced or used with the authorization of the editorial team. No liability is accepted for unsolicited manuscripts and photos. Articles with a byline do not necessarily re ect the views of the editorial team. This publication is intendedfor internal use only.
ImprintOne – The Lufthansa Group employee magazine
Preparation: Cook the chicken thighs and the rest of the ingredientsin water in a large pan for an hour. Remove the chicken. Strain the stock and put it to one side.
For the mole:
them. Steep them in the stock for a few minutes, remove them, and then puree them. Sweat the onions, garlic, and tomatoes in the pan and put them to one side. Heat a little oil in the pan, fry one tortilla with the breadcrumbs, and then puree with the tomato mixture. Fry the almonds,
and then puree them. Heat some oil in a large cooking pot and add the pureed chilies, the tomato mixture, and the mix of spices and cooking bananas. Bring to the boil with the rest of the stock, season, and then simmer for an hour. Mix in the brown sugar and the chocolate and boil fora few minutes. Serve the chicken thighs with white rice and the mole. Garnish with golden-brown sesame seeds and the tortillas.
Chicken: • 6 chicken thighs• 10 g salt• 3 peeled garlic cloves
• 80 g diced onion• 200 g diced carrots• one bunch each of thyme,
bay leaves, and marjoram
Mole Poblano: • 5 ancho chilies• 9 mulato chilies• 4 pasilla chilies
• 150 g chopped onion• 5 crushed garlic cloves• 100 g green tomatoes• 250 g red tomatoes• 50 g breadcrumbs• 100 g corn oil• 150 g almonds, shelled• 200 g green cooking
bananas• 150 g raisins• 150 g walnuts
• 150 g peanuts, shelled• 150 g stoned prunes• 50 g sesame seeds• 1 g coriander seeds• 1 g anise seeds• 1 cinnamon stick• 3 cloves• 5 allspice berries• 3 liters stock• 300 g panela or
brown sugar• 100 g dark chocolate• 10 g salt• 7 corn tortillas
Chicken withMole PoblanoServes 6
What is your favorite dish? Send the recipe and the
background story to [email protected]
The origins of mole poblano are disputed.
about the two different legends in eBaseunder #OneLife.
Download therecipe and share it
with friends.
38 | one 2-2016
PRIVATE LIFE
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Heidi Wallner watches over the city at night.
As a fire service medic, she regularly
saves lives.
Saving Lives Day and Night #Volunteering LSG Sky Chefs employee Heidi Wallner goes above and
beyond to ensure safety at work and outside of work
W hen Heidi Wallner isn’t working at Washington-Dulles International Airport (IAD) as a Safety Supervisor,
she volunteers weekly as a firefighter and Emergency Medical Technician (EMT) at Ashburn Volunteer Fire and Rescue Department in Ashburn, Virginia. Every Wednesday, Heidi begins her 12 hour shift with her duty crew at 6 PM in the evening, ending at 6 AM Thursday morning - just in time for her job at LSG Sky Chefs. “Wednesdays and Thursdays are long days for me, but it’s so worth it,” says Heidi enthusiastically. During their shift, the crew may respond to anything from a medical emergency or a car accident to a house fire. “The majority of our calls are medical,” reports Heidi, “and the most important thing is to make sure everyone feels safe.” Heidi actually joined the Ashburn
Volunteer Fire and Rescue Department six years ago as an administrative member, but every time she saw the fire engine responding to a call, it seemed so much more exhilarating to her. “I talked to a few people and decided I would give it a shot, go to fire school and see if I could become a firefighter. I graduated in the fall of 2010,” she remembers. In July 2014, Heidi completed additional courses to become an EMT. According to Heidi, volunteer Fire and Rescue takes on a whole life of its own and needs a lot of dedication: “It’s definitely not for everyone, but I believe, however, that volunteering, in any capacity, is important for everyone. Each of us can spare a little bit of time and has a talent to offer. It is a way to give back to the community and help the world become a nicer, kinder place.” (aap/mca)
Do you know someone who gives something back to society? Or perhaps you have an interesting and unusual hobby? Write to us at [email protected]
View more pictures of Heidi Wallner’s nightshift at Ashburn’s Fire and Rescue Department: in eBase under #OneLife
2-2016 one | 47
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