ONE article - Feb 2016

The DNA of taste
Fernando Balsano shares
his favorite recipe from
Mexico
Passion for volunteering
Heidi Wallner works
with the re service
in her spare time
Time is honey
Catering driver Fabio Gelotti
has the right recipe for
working under pressure
#PrideWhere does it come from and what can Lufthansa employees be proud of?
2-2016
ebase.dlh.de
LSG Group
The employee magazine of the LSG Group

DNA des Geschmacks
Fernando Balsano stellt
sein Lieblingsrezept aus
Mexiko vor
Retterin aus Leidenschaft
Nicht nur am Arbeits-
platz lässt Heidi Wallner
nichts 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?
2-2016
ebase.dlh.de
LSG Gruppe
Das Mitarbeitermagazin der LSG Gruppe
Eine Prise Charme
Wie der Business Class
Signature Service auf
Langstrecken ankommt
Zufallsziele
Strecken, Tricks, Termine:
So holen Sie das meiste
aus ID-Tickets heraus
Bag to life
Alte Schwimmwesten
bekommen eine zweite
Chance: als Taschen
2-2016
ebase.dlh.de
LHAG
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
Reiseinsider
Warum ein Kurztrip nach
Stockholm gerade jetzt
im Winter lohnt
Gewusst wie
Warum Wissens-
management wichtiger
denn je ist
2-2016
ebase.dlh.de
LCAG
Das Mitarbeitermagazin der Lufthansa Cargo
2-2016
ebase.dlh.de
LHT
Detektive unterwegs
Kollegen in der Geräte-
instandhaltung arbeiten
mit Feingespür
Fechter aus Leidenschaft
Björn Rüther hat ein un-
gewöhnliches Hobby, das
lebensgefährlich sein kann
MRO auf Karibisch
Der 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-familiar
After 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 logical
approach 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 contributorslook everywhere fortheir stories.
Let us know what you think at: one@dlh.de.
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
9
Chicago
Green
operations
9
London
LSG Group
boards the train
and Virgin Trains
36
39
Washington
Night shift with
6
New York
Short ribs in the JFK lounge
ChatTrainingContents
Stockholm
Meatballs
and 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 Group
focuses on
The LSG Group has
been a leading service
provider in the region
for 25 years
Multimedia
Contributors
Professor Peter
Walschburger
The professor of
biopsychology at the
Freie Universität Berlin
explains in an interview
how pride can turn
into arrogance.
Page 18
Barbara Mnich,
project manager for
strategic HR planning
at Lufthansa, works
with the technical
departments to identify
the critical gaps in
staff planning.
Page 24
Georg Theis,
Head of Strategy
at Lufthansa Cargo,
describes the freighter
strategies of airlines
throughout the world in
our industry barometer.
Page 33
22
19
20Bayreuth
Design accessories
and win
Making parachutes into
bags! Join in our employee
competition organized by
“Bag to Life”
Singapore
Bringing cultures
together
Benjamin Scheidel
improves teamwork
for Technik and
for customers
Frankfurt
Meals on hot
wheels
Catering driver
Fabio Gelotti
works against the
clock every day
Email Information
Standards
2-2016 one | 5

In the time machine
LH 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 anniversaries
at 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. LSG
Sky Chefs had created a surprise menu
and even had two ‘flying cooks’ working
on 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 Boeing
747-8 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 recently
contracted 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 of
New York, gathering inspiration from current trends.
Fresh, authentic and artisanal were the qualities
at 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: Lufthansa
Technik>Divisions>VIP & Special Purpose Aircraft Services
Behind the scenes:
www.lsg.sc/lounge
LSG SKY CHEFS
New York, New York
LUFTHANSA TECHNIK
747-8 converted to VVIP
PHOTOS:OLIVERROESLER,KATHARINASCHWERBER,AIGNERMEDIAGMBH
Never want to miss an anniversary again?
Visit our new website on our history via
http://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 premier
on March 1st, 2016 in the Naxos Theater in Bornheim,
Frankfurt am Main. Send an email to one@dlh.de.
Good luck (asc)
LUFTHANSA CARGO
PilotsEYE hits the screen
Take a look!
Claus Richter (right), Chief Pilot
for 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 in
a 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 developed
a 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
michael.norris@lsgskychefs.com. (hbe)
Read more on eBase.
Think global, act local
Is your
organization
ready?
Mission // In brief
Turnover
in the region has grown
and strengthened
2011
*Consolidated turnover in EUR millions
excluding joint ventures
2012
2013
2014
2015
forecast
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 are
Do 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 Schmidt
Contributors Sonja Seipke and Frank August
10 | one 2-2016
Cover story

Nantisa
Suwannapan
Chef at LSG Sky Chefs
She 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 human
psyche 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 Suwannapan
Anyone 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 in
a 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 rather
a 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 group
Good 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
130,000
people apply to
work for Lufthansa
each year.
There is no sign of
a 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. Teamwork
is 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 is
a 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 Li
Bachelor’s degree in
China, Masters and
PhD in Germany
But 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.
LSG
LHT
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:
292
bread 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 4200
coffee
cups
1416
portions of
coffee cream
cake
server
300
headsets
88
rolls of
toilet
paper
LSG Sky Chefs supplies
up to 958 meals
399 in Business Class, 54 in
Premium Economy, 24 in First Class.
„ „
Infographic: Teamwork
Problem-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 speedMax. takeoff weightPassenger capacity
76.3 m
68.7 m
19.4 m
554 m²
242 000 l
Mach 0.85442 t
360
LHAG
LCAGWide 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
16cabin 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 passengers
8 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 changed
One man who knows this group well and yet is still
Behind the scenes
How 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
Rieckert
Looking 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?
one@dlh.de
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 within
The 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: one@dlh.de
PHOTOS:MICHAELPASTERNACK(4),GREGORSCHLAEGER,INFOGRAPHIC:;ILLUSTRATION:ROLANDVORLAUFER
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 also
a 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.
7to1
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
LON
BRU
MXPORD
DFW
IST
DEL
ALA
PEK TYO
MOW
HAM
NYC
MIALAX
YM
DXB HKG
SIN
MEL
PHOTO:ZOELEONG
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
designs@ehrensache.biz
or by post to
ehrensache D/V GmbH & Co. KG
BAG TO LIFE
St. Georgen 15
95448 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
PHOTOS:MICHAELREITZ(2),EHRENSACHED/VGMBH&CO.KG(4)
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

00 01 02 03 04 05 06 07 08 09 10 11 12
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

13 14 15 16 17 18 19 20 21 22 23 24
05:45
60 trolleys and 44 boxes
are 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.
07:28
Fabio Gelotti carefully drives
A day with… you?
one@dlh.de
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 Haupenthal
Project 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,whichactsasalearningplatformandtransfers
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
Average age: 49.9
Overview of 2030
Average age: 47.2
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
Ageinyears
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.
PHOTO:MICHAELPASTERNACK
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 team
Christian Hartmann, project manager
Aslam 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.
PHOTOS:OLIVERROESLER(3),GETTYIMAGES
30 | one 2-2016

Finanzieller Schutz
für Ihre Familie.
Risiko-Lebensversicherung
Auch wenn niemand gerne
an das Schlimmste denkt:
Kümmern Sie sich rechtzeitig
um die Absicherung Ihrer
Angehörigen.
Fällt ein Einkommen in der
Familie durch Tod weg, reicht
die gesetzliche Hinterbliebe-
nenversorgung in den meis-
ten Fällen nicht aus, um den
bisherigen Alltag aufrechtzu-
erhalten.
Ausgezeichneter Schutz
Ganz gleich, ob Sie Ihre
Familie oder ein Immobilien-
Darlehen absichern wollen:
Die von uns angebotenen
Risiko-Lebensversicherungen
sind vielseitig einsetzbar und
mehrfach ausgezeichnet.
Einfach und schnell unter
www.albatros.de direkt ab-
schließen oder persönlich
beraten lassen.
Albatros
Bis
31.03.2016
vereinfachte
Gesundheits-
prüfung
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

1,400,000
HOURS
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
1,300SHIP CONTAINERS
NEW SEATS WERE
LONG-HAUL AIRCRAFT
Manila
Hamburg
Frankfurt
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 Europe
For 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
areductionintheearningsfromandthevolume
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 Theis
Head 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.
ILLUSTRATION:ROLANDVORLAUFER
2-2016 one | 33

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 online
or 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 standby
tickets 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 preparation
time should I plan?
Which destinations
are cheap?
Which tools
can I use
at LH?
Checklist:
TOP 5 standby destinations
for Lufthanseats
Intercontinental Continental
destinations 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 the
option of product flights you can also get
a 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 vacation
planning for you or your friends: With
FamilyPlus, Lufthanseats can offer tickets with
a 25 percent discount on just the ight fare
360 days in advance. And don’t forget the
Reisemarkt Specials.
What’s the cheapest
way to travel with
ID 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
ILLUSTRATION:ROLANDVORLAUFER
4
2-2016 one | 35

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
#TravelInsider 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:
one@dlh.de
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.
2
3
PHOTOS:PRIVATE(2),THINKSTOCK
2-2016 one | 37

Fernando Balsano
cooking in the test
kitchen. Preparing a mole
is time-consuming, but
well 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)
PHOTOS:PEDROMAIAABBUD
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do not necessarily re ect the views of the
editorial team. This publication is intended
for internal use only.
Imprint
One – The Lufthansa Group
employee magazine
Preparation:
Cook the chicken thighs and the rest of the ingredients
in 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 for
a 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 with
Mole Poblano
Serves 6
What is your favorite dish?
Send the recipe and the
background story to
one.lsg@lsgskychefs.com
The origins of mole
poblano are disputed.
about the two different
legends in eBase
under #OneLife.
Download the
recipe and share it
with friends.
38 | one 2-2016

PRIVATE LIFE
PHOTO:ACTIONPRESS
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
one@dlh.de
View more pictures
of Heidi Wallner’s
nightshift at Ashburn’s
Fire and Rescue
Department:
in eBase under
#OneLife
2-2016 one | 47

„Wir sind gewappnet für die Zukunft.
Die passende Pflegeversicherung sichert
unsere ganze Familie ab.“
Albatros
ohne
Gesundheits-
fragen
VERLÄNGERT
BIS
31.03.16
Jetzt unbedingt beraten lassen
und alle Vorteile sichern.
ohne Gesundheitsfragen
keine Wartezeiten
Demenz umfangreich abgesichert
Viele interessante Infos zum
Thema Pflege auf: www.albatros.de

ONE article - Feb 2016

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