Chair of the Supervisory Board, Compagnie Générale des Établissements Michelin SCA (Michelin Group)
"Leading in uncertain times" avec Barbara Dalibard, CEO de SITA
Vidéo en FR et EN Dans cette capsule "Leading in uncertain times", j'ai le plaisir de recevoir Barbara Dalibard, la CEO de SITA ...
Transcript (10 segments)
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Host0:31
Hello and welcome to these new capsules. My name is Alexandre Hadet, Managing Director of Lille III. Today I have the great pleasure of welcoming Barbara Dalibard, who since July 2016 has been the CEO of SITA, the global leader in information technology for air transport, present in over 170 countries. She is also a member of the Supervisory Board of Michelin Group and the French Academy of Technologies. Barbara has 30 years of experience in technology, holding senior roles at France Telecom Orange, Alcatel International, and SNCF. She is passionate about innovation and led major projects like the first internet network in France in 1989, first WiFi networks in 2002, and the first low-cost TGV. We are going through an unprecedented time with the COVID-19 crisis. Can you share the main challenges this represents for you as a woman, mother, and leader of a global company?
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Barbara Dalibard2:20
First, I took care of my own family. My husband and I each have our own space to work. On the business side, we are at the heart of the crisis because SITA supports airlines and airports worldwide. Our first priority was protecting our employees in airports. We learned from our Asian teams and implemented measures early, like hand sanitizers, masks, and disinfecting screens. In Singapore, we followed strict guidelines. When the crisis hit Europe, we already had experience. I put measures in place before governments, moving at-risk employees to remote work and then everyone. The key was communication: daily contact with management, weekly meetings with 400 leaders, and information sessions for every employee. When we needed cost reductions, I asked my executive team to propose salary cuts. They offered 25%, and I cut even more. Then we implemented reduced working hours globally, ensuring that lower-paid workers in developing countries were not disproportionately affected. This approach was well received.
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Host10:05
You also mentioned the creativity of your team. Can you give us a concrete example of that energy, passion, and incredible engagement?
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Barbara Dalibard10:23
They were very creative. For example, we managed to run our operations centers remotely, which was previously unimaginable. We also coached remote teams for major projects in Seoul. But what really amazed me was their mutual support. They used a platform to identify colleagues with kids at home who needed breaks, and others covered for them, ensuring everyone could focus on work while still being supportive.
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Host11:30
What opportunities or positive dimensions do you see emerging from this crisis?
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Barbara Dalibard11:33
A crisis like this fosters collaboration. Everyone is engaged, so ideas that were previously unacceptable become acceptable. People find new ways of working, which becomes a new pillar of management: how to change for greater efficiency. Opportunities include improving client service, reducing costs, and developing new information exchanges, such as health status for travelers, to ensure safe travel. We will innovate our products to meet new norms.
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Host12:58
Governments are increasingly implementing lockdown strategies. How do you see the return to work?
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Barbara Dalibard13:10
We started working on this country by country. I told our employees clearly that I, not governments, decide when to return. Safety comes first. For example, I made masks mandatory from the start. We will progressively return, respecting the most conservative measures, also considering our clients' needs. We will use new habits like staggered office attendance. We are implementing this worldwide across 170 countries to ensure employee health and client interests.
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Host14:52
In conclusion, what key recommendations would you give to leaders and entrepreneurs for managing uncertain times?
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Barbara Dalibard15:02
I believe the fundamental thing is to be extremely close to your teams through communication. Share both good and bad news transparently. Take care of your employees and clients. Manage the crisis daily with a control tower to catch any issues. Be flexible. My personal advice: take care of yourself to increase resilience. I do physical activity like walking for 1.5 hours a day. I recommend this to my teams as well. Have fun and find moments of joy; that is important in management.