Nina Becker - Technical Account Manager

 
Nina Becker started her professional journey in Germany. Today she lives and works at the shore of Lake Geneva: As a technical account manager at skyguide, she is in charge of the study “Digital Tower Geneva” among others.
 

Crossing borders in every respect

As a woman in a male-dominated environment, as a German in western Switzerland or as an industrial engineer at the intersection between technology and customers, Nina’s reality is in constant adjustment to different subjects, characters and challenges. «I actually don’t see how else it could be” is how she describes her professional life experiences until today. Particularly thrilled about what is to come, she thinks that at skyguide she keeps an eye on the complete supply chain from the data sources to their processing, up to the Human-Machine-Interface.

Getting a safe overview, without a view on the airport?

Currently, one of the most interesting topics for Nina resides in the study of a Digital Tower, which she manages at skyguide. In collaboration with her colleagues from the operational area and from the airport she is busy with the examination of remote technologies and answers to questions like:
What does a digital tower actually mean for skyguide?
Is a tower set up remotely an option to be considered – even without the controllers’ direct and human eye on the Airport activities?
What technical infrastructure is in fact necessary to provide the air traffic controller all the resources available for their tasks to be accomplished?

Well planned or simply went well?

Just like her innovative study, iterative is a term that perfectly fits Nina’s career. When she decided to learn French nine years ago, and thus completed a bilingual school program with this purpose in mind, she simply took that decision on instinct. At that moment, did she already suspect that her decision would later lead her to western Switzerland? “Absolut nicht” Nina replies in our tongue before laughing. And yet, for Nina, the circle is now closed at skyguide – and not only from a linguistic point of view.

«Our study Remote / Digital Tower Geneva deals with an innovative subject. We do not know in advance and with one hundred percent certainty where the results of the study will take us. For now, we can only define the first steps and learn agilely from the experience that we build from them.”
(Nina Becker)

Samuel Ellenberger - Head of Civil Regional Aerodromes

Samuel Ellenberger quickly took on significant responsibility at skyguide, as head of the civilian regional aerodromes. He is inspired in his work by the values of Korean sword fighting.

Mr Ellenberger, you were already a member of skyguide’s management at the age of 27. How did you make such quick progress?

I had already seen various aspects of skyguide in a relatively short time, and had gained experience in both the operational business and the technical area. I was then able to use my knowledge in some key projects, which increased my visibility. Of course, it also takes a little luck to be in the right place at the right time. I also have a healthy ambition and enjoy challenges.

What challenges did you face as a young leader?

Shortly after my promotion to team leader, I also took over management of all civil and military regional airports ad interim for a few months – an entire department with various projects and challenges. That was a key experience for me. I had to set clear priorities, delegate and make decisions. I’ve learned that you can never please everyone, but it’s essential to listen to employees, to involve them and to communicate well.

What influence does your sport, Korean sword fighting, have on your work and leadership style?

The martial art is a school of life and has many positive characteristics. The training provides strength and energy. My presence when I enter a room or lead a meeting has been strengthened. I also owe my ability to focus and concentrate on one goal to swordfighting. But it’s actually the philosophy behind the martial arts that guides me in my daily work. Core values such as dignity, respect and discipline in dealing with my environment are reflected in my management style, and are appreciated by my employees.

So martial arts and business can be combined well?

Absolutely. With my master Giuseppe Ferrandino I founded a school and teach there myself (www.kajzen.ch). This has taught me, for example, how to explain new concepts, to hold difficult conversations, and to speak in plenary sessions. Values such as patience, interest in people, the ability to listen – all these are imparted by sword fighting. This is why KajZen also offers business seminars in which martial arts and management are combined.

How do you create space for this sporting commitment?

I could actually work around the clock. But that’s not the goal. It is important that family and leisure time are not neglected. Even as a manager, I have to set my limits clearly and be able to leave the office in good time. Skyguide respects this and supports me with a flexible working  model, among other things.

Source:

Universum, Life Careerism 2017

In the shoes of a student controller

Bastien Bonelli
Air traffic controller

September 2012: At last the time has come to begin my training as an air traffic controller. When I arrive in Dübendorf, there are several young people waiting in the reception area. They are speaking Swiss German, French and English and I like the multicultural atmosphere. There are 15 trainees in total from a range of different back grounds, including commercial pilots and, like me, private pilots. But most of us simply feel a strong attraction to this unusual and fascinating profession. Our trainers soon appear and members of the skyguide management team, including the CEO and COO, also come to welcome us.

Right from the beginning there is a friendly atmosphere and a strong team spirit.

After an introductory week, we start the actual training programme: flight plans, the organisation of airports, the principles of radar, the radio, meteorology and many of other subjects.

The trainers have varied experience and have worked in air traffic control in Australia, Finland, Spain and Africa, among other countries. Each trainer is responsible for a specialist subject area and they are all passionate about what they teach. We soon begin working in pairs to learn the terminology. It’s the most exciting moment of the day. Our future profession becomes real.

After a few weeks, we are given our timetable for the simulator sessions. Everyone is very excited! It’s the next step forward as ATCO students: irregular working hours, sleep management, long periods of concentration and, most importantly, the opportunity to put into practice everything that we have been learning each day.

Every week we take exams. The pass mark is 80%. If someone fails an exam, they can only retake it once to be able to continue with the course.

Six months have now gone by and the first module of our course is coming to an end. Sadly, one of our fellow trainees has had to leave the course during this phase. The complex airspace makes air traffic control in Switzerland a very difficult challenge. The students have now been divided into two groups, each of which is working on a different subject area.

After two weeks of theoretical training about air navigation services, we start on the simulations again. We become increasingly aware of how important teamwork is in air traffic control. A large team is what makes it all possible: the two ATCOs who are assigned to a sector – one communicates with the pilots and the other provides the air traffic data and coordinates the different sectors – the ATCOs who are responsible for air traffic control in the other sectors and, of course, our partners, the pilots.

We have now finished our first year of training! It has been very hard work and we have not only acquired new knowledge and skills, but also got to know interesting people. We feel at home in Dübendorf, but we will soon be moving to Geneva. We’re looking forward to meeting new people and becoming familiar with a different working environment, as well as coming to grips with the last phase of our training.

We have a month to learn all about our sectors in Geneva, so that we are ready to work as air traffic controllers there. We also need to know the names and codes of the airlines, all the types of aircraft and their features, together with the airport codes. We are more than ready to take on this new challenge!

Welcome to skyguide in Geneva! We receive a warm reception, just as we did on our first day. We take a tour of the new offices and become familiar with the control room. After months of hard work and a series of very complex exercises in the final evaluation week, we are finally allowed to work in the control room. But we are also very sad to have to say goodbye to another of our fellow trainees. At 7.00 in the morning on 23 March 2014, I meet my coach. I will at last be responsible for controlling real flights, but it hasn’t really sunk in yet. “KLM53M descend to FL100 to be level by OTKOL”. I’m almost trembling. I’ve just given my first aircraft the authorisation to descend.

Source:

Skyguide Annual Report 2014

Alex Bristol - Chief Executive Officer

“Teamworking is essential”

Head of skyguide since 2017, Alex Bristol values the team spirit of the company responsible for Swiss air traffic control.

M. Bristol, how do you encourage innovation in such a highly regulated sector?

At skyguide, we are going through a very exciting phase: we are currently designing the shape of our future! Most of the changes are linked to technological progress. At present, for example, we’re working on a cutting-edge project with the goal of “virtualising” our Geneva and Zurich centres. For the first time, it will be possible to control air traffic independently of the location! However, technology is not the only driver of innovation; it’s the ideas of our employees that make the difference. This is why we accord them a lot of freedom and encourage them to test and experiment.

How do you meet these challenges?

At skyguide, decisions often have to be made instantly. And actions are performed directly in the service areas, not only at the level of management. As a result, teamworking is essential. Even under pressure, there is solidarity within the teams and mutual help is always available. Our employees exchange information continuously, which welds our teams together. My mission is to ensure the best conditions exist, so that the various activities can be performed as easily and efficiently as possible.

How do you personally manage the pressure during particularly intense periods?

Before becoming an air traffic controller, I was a teacher. Actually, standing in front of a difficult class seemed a lot more difficult (laughs). To become an ATC, I benefited from excellent specialist training. Later, by taking on more responsibility, I learned to trust my colleagues. Logically, continuous training is a given in my view. Moreover, if one is resistant to change, only stress can result. On a more practical level, I switch off when I get home in the evening: I go walking in the mountains, recharging my batteries in nature, I play football with my son, and enjoy nice moments in the company of my family and friends.

How would you describe your company culture?

We provide a very important service, which requires an absolute reliability. This is why our experts have the necessary competencies to act independently and take strategic decisions. Another key aspect is our “Just Culture” philosophy: we look at incidents as opportunities for learning, to improve ourselves constantly, and to increase safety.

What motivates you as CEO?

My work is very rewarding. It has everything I like: strategic thinking and decision making. There’s nothing better then knowing that if I reach my objectives, a lot of people will benefit.

Source:

Universum, Top 100, 2018

A company that fosters diversity

Skyguide is convinced that a variety of talents and profiles contributes to innovation. Promoting diversity and integration is therefore a key component, both of its corporate strategy and HR policy.

The company attaches great value to equal opportunities regardless of age, gender, ethnic or national background, sexual orientation, family status or disability. In 2013, we established a formal Diversity Management program, with initial priority given to gender equality. Skyguide aims to create favourable opportunities for women in a mainly male environment. Our objective is to further improve conditions for all employees, including part-time working, working from home and job sharing, so that we are attractive and competitive.

Over 35 nationalities are represented at skyguide, contributing to our cultural diversity. Women enjoy equal rights and opportunities in all areas and posts in the company. We welcome applications from individuals from all cultural and social backgrounds.

Marianne Alb - Air Traffic Controller and Head of ATC Buochs

Marianne Alb was born with a passion for aviation. At skyguide, she can live her dream and take the lead despite only working part-time.

You’re an air traffic controller and Head of Air Navigation Services Buochs at skyguide. Have you always had aviation in your blood?

My grandfather worked at the Emmen aircraft factory, and with my father I was often at the Belpmoos airfield. I found it incredibly exciting there. I came to skyguide by chance: after graduating from high school, I saw an advertisement for trainees. I applied even though I did no know exactly what the tasks of an air traffic controller were. But soon after the beginning of the basic training it was already clear to me: I wanted to do that!

As a woman, you’re still an exception in aviation.

Aviation is indeed still a male domain. During my training there were only five women among almost 50 people. In my job, however, I have never felt that my gender played a role, neither internally nor in contact with customers. It was always clear that the quality of my work and my qualifications were the decisive factor.

So does it make no difference whether you’re a man or a woman?

When it comes to conflict resolution, a team probably benefits most when it is gender-mixed. Women often take a different approach to these issues. However, we try to avoid clichés. A good example of this is multitasking, which is often attributed to women. From our viewpoint, a man must also be capable in this respect, because it is an integral part of the job. Conversely, a woman in this profession must have a pronounced spatial imagination, which is considered to be more of a male attribute, true to the cliché.

Are women really interested in aviation?

The interest in this profession is currently not so high among women. Many women don’t even think of looking for a job in this area.

You have a child, and you work part-time. Is part-time management possible?

Yes, althought if this depends on several factors. Even at 80 percent I am still often on site. The company has never put obstacles in my way or signalled to me that my motherhood has negative consequences for my employment. My team supports me very well, and I can rely on my colleagues even when I am not on site. This is important. Our work planning is flexible, so I can organize the care of childcare well. And in the private sphere, we have a broad support network. It’s certainly possible to manage part-time if the necessary qualifications and a certain passion for the task are present.

Source:

Universum, Life Careerism 2016

Klaus Meier - Chief Information Officer

At skyguide, Klaus Meier has set himself the goal of eradicating the röstigraben from the Swiss sky. To this end, he needs engineers, technicians and computer scientists.

Mr Meier, at skyguide you’re leading the “Virtual Centre” initiative. What challenge are you facing?

Skyguide has two control centres, one in Geneva and the other in Zurich. Each site manages its airspace differently, respectively Western and Eastern Switzerland. One can speak of a röstigraben in the Swiss sky. The idea is now to unify these two airspaces within a more modern, unified system.

How does the programme work?

The programme uses new technologies to simplify the current complexity of airspace. With digitalisation, technology is becoming increasingly sophisticated and the aircraft are also becoming moreadvanced. We cannot afford to drop behind. The current digitalisation offers us the opportunity to participate in the development of the safe and efficient management of Swiss and European airspace. The Virtual Centre programme offers new, more flexible solutions.

What profiles do you need for these complex technologies?

25 percent of our employees are engineers, computer scientists or technicians. We are going to need more of these specialists because we are relying on increasingly advanced technologies. Machines become crucial day and night, rain or shine.

This seems like a big change.

Yes, it’ll be exciting. We are contributing to a paradigm shift. Few areas like, such as air navigation, are undergoing such transformations. This will lead to new operating models. Digitalisation will become increasingly important, also in the field of air navigation. I want to accompany our employee on the journey to this digital future.

And who would you like to take into this future?

Some of our employees stay with us for decades. They are talented and stable, and I can count on them. Howerver, we need to attract people with new ways of thinking; people who can bring their skills and enable transformation. This seems contradictory, but that is precisely the challenge for us: we must accelerate evolution within a secure system. Professionals who wish to join us must be innovative and see change as an opportunity rather than a danger.

Source:

Universum, Top 100, 2016

Urs Lauener - Chief Operating Officer

Urs Lauener began his career at Skyguide almost 20 years ago. He is now COO and his goal is to transform the business using new technologies.

Mr Lauener, you have worked at Skyguide for almost 20 years, and have been the new COO since July. Which task is at the top of your agenda?

We are measured within the European framework, and this leads to changes that can make employees insecure. Our task at management level is to free them from the resulting pressure so that they can keep their minds clear and concentrate on fulfilling their mission. We must also show them how the changes will affect them personally and explain how the current measures contribute to our long-term goals.

How do you see Skyguide’s future?

We want to position ourselves within Europe as an innovative provider in air traffic control and contribute to the improvement of the system. Many other providers are managed by the state and are therefore not very dynamic, and we have a great advantage here. For example, we have our own software company, which enables us to develop new technologies that can transform the market.

Can you give us an example?

In Switzerland, with our Virtual Centre, we are implementing quite a revolutionary system. We virtually merge our two control centres in Zurich and Geneva. At the technical and operational level, the two sites will work together as a single centre. This model could be interesting for the whole of Europe, harmonising air traffic control and, moreover, reducing costs. Digitalisation has also changed our work a lot. Air traffic controllers have all the information about an aircraft on their radar screens and can, for example, give the pilot permission with a click of a mouse. In addition, our new training simulators operate with voice recognition systems.

Good training is essential to ensure a high level of safety. What does Skyguide offer in this regard?

When recruiting future air traffic controllers, we make sure that we hire people with the right skills. You need good spatial representation skills, the ability to manage several tasks at once, teamwork and stress management. Among the thousand applications received each year, we only retain about thirty people. They follow a training course of about three years at our university and are prepared step by step for their future tasks, accompanied by a coach. After graduation, they undergo annual training to maintain their knowledge and skills at the highest level – this investment in our people is very important to us.

Source:

Universum, Top 100, 2017