OutlookMagazine 01/2012

Art Christie’s 16 | Non-Profit The International Red Cross 26 | Innovation Stromer e-bikes 32 | Event The Locarno Film Festival 36 | Gourmet Oona Swiss Caviar 42

ThE BMW GrouPFrom the aircraft engines of its early years to the cars and motorcycles of today, BMW has always focused on performance. Now the company is working to make its “sheer driving pleasure” sustainable in a changing world.

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3outlook 01/2012

Editorial

Dear business friends and colleagues,

Welcome to Houston, Texas, where we recently added a new Jet Aviation FBO at Hobby

Airport. With the acquisition of Enterprise Jet Center in February, we now offer services

to passengers, crew and aircraft at 14 FBOs within our global network of VIP handling

facilities, six of which are located in the U.S.

Houston is one of the largest and most modern handling facilities at Hobby Airport.

In the recent published 2012 AIN FBO survey, readers voted the location in the top

10% of top rated FBOs in the Americas. Offering fuel, catering, aircraft cleaning and

maintenance services, I invite you to visit our award-winning FBO and experience our friendly and committed staff first-hand on

your next trip through Houston.

Demand for staffing and benefit services and products through our Jet Professionals company has resulted in domestic and

international expansion too. In addition to increasing its service offerings to include, for example, Employer Benefits Consulting,

Employee Leasing, Outplacement Services and Executive and Senior Management Placements, we also strengthened its leadership

team as you can read in the Inside section of the magazine. Over the past year, the company added a branch office in Abu Dhabi

and began servicing the Asia market where we will soon open an office in Hong Kong.

We are continually upgrading and expanding our facilities to meet customer expectations. Currently, we are refurbishing the lobby

and customer and crew lounges at our two FBOs in Geneva and Zurich, as well as in our maintenance facility in Basel, Switzerland.

Our goal over the next few years is to upgrade all of our facilities to ensure a positive and unique customer experience at Jet Aviation

facilities around the world.

With a constant view to your safety and security, we also continue to invest in our OEM relationships to ensure we receive neces-

sary tooling and information, certifications, approvals and designations. I am pleased to say that we are now able to further reduce

aircraft downtime at two of our key locations in our global MRO network through new spare parts agreements with Bombardier and

Dassault Falcon. And earlier this year, Jet Aviation St. Louis was named a factory-authorized service center by Gulfstream Aerospace.

Elsewhere we continue to add more charter aircraft to our worldwide management fleet. Operated under our own U.S. Air Carrier

certificate and our Swiss AOC, we are always happy to facilitate a comfortable and hassle-free travel experience for our customers.

This first issue of our global client magazine in 2012 offers some very interesting articles. I hope that you will find the time to relax

and enjoy them.

Sincerely yours,

Dan Clare

President

4 outlook 01/2012 5outlook 01/2012

Contents

36 Event The Locarno International Film Festival

42 Gourmet Oona – Caviar from the Swiss Alps

50 Jet Aviation Inside News

58 Masthead and Advertisers

03 Editorial Dan Clare, President

06 The BMW Group A long-term approach to power and design

16 Art Christie’s – The auction is just the tip of the iceberg

26 Non-Profit International Committee of the Red Cross

32 Innovation Stromer e-bikes

Page 06 Page 42

Page 32

Page 16 Page 36Page 26

6 outlook 01/2012 7outlook 01/2012

The BMW GroupA long-term approach to power and design

T he BMW Group is headquartered in a building made of

four cylinders suspended from a central support tower.

Next to it is the BMW museum, which is in the shape

of a silver bowl. Nearby, the buildings in Munich’s Olympiapark

have a Mad-Max desert-tent look. It is a landscape of experi-

mentation.

Across the street from the BMW Group headquarters, on what was

once Munich’s first airfield, is the BMW Welt. The building repre-

sents a whirlwind with a cloud spread out behind it. It is made of

4,000 tons of steel and 1,154 panes of glass, and from the out-

side, there truly is something dynamic and powerful about it.

From the inside, the building is airy and light. And it sparkles.

It is almost a shrine to a lifestyle. Everything is well designed

and of high quality – like BMW cars.

The company describes the BMW Welt as the place to experi-

ence the brand. All of the car series are represented, as are the

motorcycles. Twice a day, a stunt rider takes his BMW G 450 X

motorcycle up and down the stairs to show off the potential of

the bikes.

The company presents its new technology here. There is the

head-up display, for example, which is not only interesting from

a practical standpoint, but also kind of exciting because it looks

so much like the screens we see fighter pilots use in the movies.

The display puts information in the lower part of the driver’s

field of vision. The driver sees his speed and cruise control

settings, as well as a navigation screen. There can also be

warnings from one of BMWs many safety systems. These could

involve night-vision pedestrian recognition, rear-end collision

warning or lane departure warning.

01 BMW G 450 X02 The BMW logo uses

the colors of the German state of Bavaria

03 BMW 1 Series Coupe 04 A BMW 328 from 1936

01

02

0403

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8 outlook 01/2012

More than two million guests come each year to get a look at all that

is new at BMW, and the most enthusiastic visitors are definitely

those who come to pick up their brand-new car. All BMW custom-

ers have the option of picking up their car here. About 80 percent

of the customers do this are German, the other 20 are from around

the world. Some Americans pick up a car, drive it around Europe

and then have it shipped to the US. The no-speed-limit sections of

the German Autobahn are particular favorites for those who have

just gotten behind the wheel of a new BMW.

When customers arrive at the BMW Welt, they take the VIP

elevator to a private lounge. When the time comes to get their

car, a personal attendant escorts them down a staircase,

towards the round platform supporting the car. As they descend,

flood lights go on to illuminate the car, and the platform begins

to rotate. The attendant will then explain various features of the

vehicle before the client drives down a sweeping driveway and

out of the building.

Design for aircraft interiors

DesignworksuSA, a creative con-

sultancy that is wholly owned by the

BMW group, does about half of

its work for its parent company, the

BMW Group, and the other half

for external clients. Sometimes the

company designs aircraft interiors.

Aircraft owners often pilot their own

planes, so the designers create an

environment in the cockpit that is as

luxurious as in the back. The cockpit

is an area where the designers’

experience with the BMW Group

comes in handy – BMW pays a lot of

attention to the optimal positioning of

driver controls.

Niko von Sauma, director of the

company’s Munich studio, is inter-

ested in the design potential of more

thoroughly embracing the essence

of an aircraft. “Most people try to

replicate places that are on earth, that

are fixed,” he says. “I am surprised

that you rarely see interiors that have

a different attitude towards flying –

the romance of our parents.” he is

interested in finding an aesthetic that

represents what it means to be “in

a room that moves at a considerable

speed over the ocean.”

Some of the designers’ recent com-

missions have included interior design

for the Dassault Falcon 7X and 2000S

as well as color scheme development

and materials selection for the Pilatus

PC12 and one of the BMW Group’s

own corporate jets, a Gulfstream 550.

The BMW Group brings this jet,

together with another Gulfstream 550

and a Dassault Falcon, to Jet Avia-

tion’s Basel facility for maintenance.

The BMW Group has been relying on

Jet Aviation for aircraft maintenance

since 1994.

rendering of a Boeing 787 interior The bedroom

01 The BMW Welt as seen from the museum

02 New cars await their owners at the BMW Welt

01 02

10 outlook 01/2012 11outlook 01/2012

On the day they pick up their car, most customers also visit the

BMW Museum and tour the local factory. At the museum, they

see many of the cars that shaped the company’s history. There

is a BMW 3/15 PS, based extremely closely on the Dixi, the

German version of the Austin 7. This was the first car manufac-

tured by BMW, beginning in 1929. Three years later, the com-

pany began to produce its first sports car, the BMW 328 road-

ster. Visitors can see this car and then follow BMW’s long

history of competition in car and motorcycle racing. Guests can

also see how various BMW series have changed over the years

and get a feel for where the company has put its priorities.

“What you see is that the focus has been on the driving experi-

ence,” says Florian Moser, a historian at the BMW Group.

“Comfort and spaciousness have not been the first priority. It

has been about handling and vehicle dynamics.”

BMW was not always an automobile manufacturer, and visitors

can also see the engine that got the company started. The first

product manufactured by Bayerische Motoren Werke, in 1917,

was a 19-liter, 6-cylinder aircraft engine, the BMW IIIA. Two

years later, Franz Zeno Diemer flew to 9,760 meters with a

redeveloped version of this engine, setting a world altitude

record.

Aircraft engines remained a strong part of BMWs business until

the end of World War II. In 1944, the company even began

making jet engines. After the war, BMW was forbidden to build

anything but items necessary for everyday life or the rebuilding

of the country. The company spent three years manufacturing

cooking pots, dough mixers, agricultural machinery and con-

struction fittings, before it returned to motorcycle production

and then later also car manufacturing.

BMW never went back to the production of aircraft engines,

though today, through its subsidiary BMW DesignworksUSA,

the group keeps its history alive with design projects for aviation

interiors. DesignworksUSA is a creative consultancy that is

wholly owned by the BMW Group.

Manufacturing

BMW Group production takes place in 14 locations around the

world. The most important of these facilities are the German

factories in Munich, Dingolfing, Leipzig and Regensburg; the

South African factory in Rosslyn; the US factory in Spartanburg;

and a joint-venture in Shenyang, China.

The BMW Group does not only produce cars under the BMW

brand. The group has owned the Mini brand since 1994 and

the Rolls-Royce brand since 1998. The BMW Group also purchased an additional

motorcycle brand, Husqvarna, in 2007.

The oldest BMW plant is in Munich, just meters away from the museum and the Welt.

When the factory first began production, in 1922, it was surrounded by green fields.

Now the city has grown up around it, and the plant must work within many limitations.

In order to avoid traffic problems, about 70 percent of the cars are transported by train

and forty-seven buses bring workers to the plant each day. There are only two shifts

at the plant, with no production between midnight and 6 a.m., so as not to disturb the

neighbors. The company has also purchased a new metal press that causes signifi-

cantly less vibration than the previous press.

The factory is now producing the new 3-series car. Four-hundred million euros were

invested to get the factory ready to make the new car. Due to limited space in the

urban setting, the manufacturing takes place on five floors.

Along with its 9,000 employees, the Munich plant has 750 robots. One of the most

striking things about these robots is how much their movements can look like

those of human beings – or creatures from Jurassic Park, or maybe giant birds.

They hover over things, seeming to look down at them. They pick things up and

move them. For some reason, one of the things that makes the greatest impression

on visitors is when the robots open and close car doors in the paint shop. The

robots are an interesting combination of power and precision. Sometimes they

pick up part of a car and spin it around so quickly it looks like a carnival ride. Other

Jet Aviation implements BMW

design in Falcon 7X

In late 2008 and early 2009,

Jet Aviation did the completions

work for a Falcon 7X aircraft interior

designed by Designworks uSA, a

subsidiary of the BMW Group.

Vincent rongier, head of Jet Aviation

Basel’s Falcon completions center,

calls the design “a quiet revolution”

with a rich and colorful interior,

which creates a feeling of well-being.

The designers used interesting

combinations of wood, leather and

metal for cabinet inlays, gave seats

increased elegance through

subtle use of stitching and created

an illuminated fake window in the

bathroom.

The completion was a success.

Jet Aviation engineers not only

found technical solutions, but also

stayed in dialog with the designers

to ensure compliance with certifi-

cation requirements.

01 The robots are both powerful and precise

02 Inside the museum

01 Early BMW manufacturing

02 BMW made a few adjust ments to the Dixi and produced it as the BMW 3/15 PS

03 Isetta Standard cabin scooters, 1955

04 BMW IIIA 6-cylinder aircraft engine

01

01

02

04

03

02

12 outlook 01/2012 13outlook 01/2012

times they pick up a piece and hold it in front of a camera that will register various

points as part of quality control.

The BMW Group sold almost 1.67 million vehicles and over 113,000 motorcycles in

2011. It was the group’s strongest year ever. Both the revenue of 68.8 billion euros

and the net profit of 4.9 billion euros were the highest in the group’s history.

Like all companies, BMW has had its ups and downs, and in 1959, BMW was almost

taken over by Daimler-Benz. BMW had been losing money for years and at a share-

holder meeting, management proposed selling to the competing car-maker. There

was an offer on the table, and a sale seemed imminent. Then two shareholder repre-

sentatives who opposed the sale found an error in the books that allowed them to

block the sale until the deadline for the bid had passed.

Soon after, one of the largest shareholders, Herbert Quandt, decided to increase his

stake to over 40 percent. Today, 46.7 percent of the BMW Group remains in the

hands of the Quandt family.

To keep its strong position, the BMW Group invests heavily in research and develop-

ment. The group has a research network of eleven locations in five countries, led by

the Research and Innovation Center (FIZ) in Munich. FIZ is home to 9,000 employees,

including engineers, scientists, designers, managers and technicians. The extensive

infrastructure includes crash-test facilities and a wind tunnel.

The design team at FIZ has 450 people, including designers,

modelers, design engineers and a wide range of other special-

ists. It takes several years and the input of hundreds of people

to create a new BMW car.

One of the most interesting aspects of the design process is

the competition involved. At one stage in this process, the

designers are briefed about the new project. Design charac-

teristics as well as legal and technical requirements are

given to five to ten designers who are asked to do first

sketches of their ideas. About four of the sketches are then

chosen to move on to the next round, which is the modeling

phase.

BMW is one of very few companies that still create full-scale

models from clay. The designers also work with computer 3-D

modeling. They will go back and forth between the clay and the

computer.

“We keep craftsmanship parallel, because a lot of feeling goes

into the way the designer uses his hands,” says Thomas Plath,

head of model and design technique for BMW’s group design

division. “I believe in the power of touch.”

The models are covered with a foil that resembles silver metal-

lic paint. This allows the designers to assess lines and surfaces

in varying light conditions.

Each competing designer who is working on the car’s exterior is

paired with an interior designer. “The interior design is more

complicated in a way,” says Plath. “It is more like industrial

design.” While exterior designers shape large surfaces, consid-

ering not only aesthetics but also aerodynamics and crash per-

formance, the interior designer’s job is very technology driven.

The interior designer must also give weight to ergonomics. The

biggest challenge is placing things in an optimum location in

order to maximize comfort and safety.

In the final stage of the selection process, two designs compete in

a final showdown. The winning design will be chosen about three

years before the scheduled production launch of the new car.

Sustainability

In 2011, for the 7th year in a row, the Dow Jones Sustainability

Index rated the BMW Group as the world’s most sustainable

automaker. For years, the company has received top rankings

in all major sustainability indexes, including the Carbon Disclo-

Motorsports at BMWThe BMW Group has a long

history in motorsports.

The company left Formula 1 in

2009 and is now focused on

production car racing with

its BMW M3. The center of the

company’s racing activities

is the Deutsche Touring Masters,

though the M3 is also being

raced in various GT sport races.

Minis have been a hit in rally

racing, and both BMW Motorrad

motorcycles and husqvarna

motorcycles continue to do well

in international racing.

01 Clay molding02 Sketching is part of

the design process03 Some manufacturing

is done by hand04 other aspects

of production are automated

01 Chassis are rotated 360° in a chemical bath to treat the metal

02 robots paint the chassis

03 Workers often have an average of one minute per car to complete their task

04 The cars gleam when they leave the factory

0302

0401

02

04

01

03

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14 outlook 01/2012

sure Project’s Global 500 Ranking and the FTSE4Good index.

These organizations usually look for a combination of ecologi-

cal, economic and social sustainability.

The BMW Group is praised for its long-term thinking and its

investment in employees. The group provides more training than

most car manufacturers and has a low employee turnover rate.

To move towards ecological sustainability, the company has

taken many measures to reduce the resource consumption and

emissions that occur both when the car is being manufactured

and when it is in use. Some of the company’s most interesting

current efforts include a system that changes a car’s perfor-

mance in various situations in order to conserve fuel. The next

step in that program has been to create a real-time system to

let drivers know what actions they could be taking to save fuel.

To further reduce the environmental impact of its vehicles, the

BMW Group is looking to electric drive trains. The first time the

company put electric motors into a car was for vehicles to accom-

pany marathon runners in the 1972 Olympic Games. In 1991, the

company developed its first true electric vehicle. At the time, how-

ever, battery technology was not sufficient to make the car practical.

In 2007 the company took a big step and established three

programs to develop technologies for electric drive trains. In

2009, the BMW Group set loose a fleet of about 600 electric-

powered Mini cars to gather information on user behavior. This

past year the company did the same with a fleet of 1000 BMW

Active E electric vehicles based on the BMW 1 Series Coupe.

The big step on the horizon is the production of BMW i cars. For

these vehicles, BMW has created an aluminum chassis and a

passenger cell made from carbon-fiber-reinforced plastic. The

light weight of the car body will help compensate for the heavy

batteries its electric drive train will require. In 2013, series pro-

duction of the electric BMW i3 should begin. BMW has referred

to this car as “the megacity vehicle.”

In 2014 the company plans to begin production of the BMW

i8. This sports car has a plug-in hybrid drive train and also

a fuel engine. It will have the performance of a sports car

with the fuel consumption and emissions levels of a com-

pact car.

The BMW Group is also active in looking for traffic solutions

in urban areas, investigating new ways to optimize parking

and developing systems that will improve the way cars

receive information from their environment. The group

recently launched a car sharing program with premium

vehicles that allows greater flexibility than classic car-shar-

ing programs.

The BMW slogan is “Sheer driving pleasure.” The company has

a business built around making it possible for clients to find

enjoyment through personal mobility. Being able to preserve

this feeling in a world with increasingly crowded cities and lim-

ited resources will require some serious strategic planning. The

BMW Group is on it.

01 The I series vehicles: i3 and i8 02 EfficientDynamics is BMW’s

program to reduce fuel consumption and emissions

03 The i8 sports car

0201

03

16 outlook 01/2012 17outlook 01/2012

Art | Christie’s

On the evening of Christie’s February

Impressionist and Modern Art Evening

Sale, the main auction room was packed.

About five-hundred guests had been

assigned seats, while others crowded

in the doorways or sat in a side room.

Clothing was elegant, though not quite

as fancy as the evening before, when

many of the same guests had attended

Christie’s cocktail party.

The walls of the main room were almost

bare. The works by Picasso, Chagall,

Degas, Van Gogh and other great mas-

ters, which had been exhibited just hours

before, were now in the back room. They

would be brought out one after the other,

by white-gloved attendants, and placed

on the large display easel.

In the front of this room at Christie’s

headquarters on London’s King Street

was a rostrum modeled after the original

made for James Christie by his friend

Christie’s:The auction is just the tip of the iceberg

Thomas Chippendale. Behind this ros-

trum was Jussi Pylkkanen. In his hands

was the sale of art worth hundreds of

millions of dollars.

On either side of Pylkkanen were Chris-

tie’s employees, squeezed shoulder to

shoulder behind long counters. These

employees took telephone bids from cli-

ents. They had been flown in from around

the world to take these calls.

The pace and tone of the auction were

very civilized. Far from the mile-a-minute

chatter of a cattle auction, this was a calm

environment. Pylkkanen addressed the

Christie’s employees by name and fre-

quently waited while their client decided

whether to increase a bid. Sometimes

the representative just raised a paddle

to signify a bid, but more often, he would

call it out, followed by “please, sir.”

Bids also came from the room. This could

be a subtle nod or the movement of a

paddle. Occasionally this was followed by

some shuffling and murmuring, as the oth-

ers in the room tried to figure out who had

just bid. Many people knew each other, and

everyone was interested in who was buying.

Sometimes there was a rapid-fire bidding

war between two people. Other times, sev-

eral parties would be involved in bidding,

and then, just when it seemed the highest

bid had been placed and the sale was

clear, a new bidder would appear.

Occasionally, the highest bid would not

exceed the reserve price set by the seller

and, after the bids were done, Pylkkanen

would say, “That’s a pass.”

The Impressionist and Modern Art

sale was followed immediately by the

Art of the Surreal sale. When the two

auctions were completed, in two hours

and 32 minutes, over $213 million in

art had been sold. The highest price

was paid for the Henry Moore sculpture

Reclining Figure: Festival, 1951. After

an unusually long bidding battle of eight

minutes and five seconds, with eight

phone bidders and one in the room,

the piece sold for over $30 million.

The room had watched in amazement

as the price rose and rose. The high

estimate for the work had been less

than $9 million. The sale set a new

world record for a Moore at auction.

Christie’s February Impressionist and Modern Art Evening Sale

01 During the cocktail party, guests drink champagne near art soon to disappear into private collections

02 Bidding for a client03 Christie’s employees from

around the world, taking telephone bids

01 02

03

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18 outlook 01/2012 19outlook 01/2012

Art | Christie’s

Juan Gris’ “Le Livre”, on the other hand,

sold for a “mere” $16.35 million. The

piece had been seen as a star of the

show. It had been chosen for the cover

of the sale catalogue. Yet it came in

below the pre-sale estimate of $19 mil-

lion to $28 million. The sale price was

nonetheless the fourth-highest price

ever paid for a Gris.

All in all, the auctions exceeded expec-

tations. Buyers came from at least

twenty-one countries on four continents,

and world auction records were set for

five artists. The art had been fresh – only

one in five pieces had been on the market

in the past ten years.

Success is not a coincidence

After the auction, the Christie’s team was

radiant. Sales for the Impressionist and

Modern Art auction were the fourth high-

est ever in London, and the Art of the

Surreal sale was the highest-earning so

far in the city. The market was vibrant.

The teams had worked for six months

to prepare for the event. Actually, the

build-up went back much further than

that. Christie’s has been cultivating rela-

tionships with clients since 1766. The

company has had a relationship with

some families for generations. Employ-

ees invest time to know their clients and

provide a very customized service. They

also work to stay in tune with what is hap-

pening in the art market.

By private jet to the auction

In February 2009, Christie’s auc-

tioned the private collection of Yves

Saint Laurent and Pierre Bergé.

The collection was considered one of

the greatest examples of eclectic,

personalized collecting. The three-

day Paris auction

brought in $490

million dollars, the

most ever received at

auction for a private

collection. During the

auction, Christie’s

employees happened

to hear that there was

no more private-jet parking available

in the area. “We were wondering what

was happening,” says spokeswoman

Alexandra Kindermann. “It wasn’t until

later that we realized the aircraft owners

were sitting in our auction room.”

Employees want to know who owns major

works of art, who is buying, who is sell-

ing, and what might be changing soon.

They take advantage of every opportunity

to gather information and build rela-

tionships. There was a children’s party

two days before the Impressionist and

Modern Evening Sale. It was fun for the

kids and gave them a little exposure to

art. It was also a chance to strike up a

conversation with the parents. Christie’s

recently bought the gallery Haunch of

Venison with showrooms in London and

New York. This provides the opportunity

to chat with collectors who come in to

view exhibits.

01 Juan Gris Le Livre02 The artwork was on display before the auction

01 02

20 outlook 01/2012 21outlook 01/2012

Art | Christie’s

These discussions are not just work for

Christie’s staff. The employees love art.

It is natural for them to encourage others

to enjoy it as well.

The amazing thing about working at

Christie’s is that employees get to see

and even handle art that most people

will never encounter. They know what is

going on in the art world, they research

individual pieces and then, unlike in most

academic situations, the art often actually

comes into the building.

“You see so much art,” says Giovanna

Bertazzoni, head of impressionist and

modern art at Christie’s. “You have a

feast. You talk to collectors. You talk to

buyers. It’s addictive.”

The origins

The first Christie’s auction, in 1766, was

not focused on art. The goods for sale had

been the property of “A Noble Personage,

(Deceas’d),” and they included items

such as a six large breakfast cups, a

feather bed, two flower chamber-pots, an

oval mahogany dining-table and two pair

of imaged china bowls. Founder James

Christie moved to art sales within less

than a year, taking advantage of London’s

emergence as the leader in the interna-

tional art trade following the French revo-

lution. His salesroom became a meeting

place for Georgian society as well as for

collectors and dealers from around the

country. Christie supported the arts and

allowed artists to use his auction house to

show their work.

Christie turned the work of an auctioneer,

which had been considered a dull admini-

strative job, into more of a show. He stood

behind a tall rostrum with a gray wig and a

gavel. He is said to have teased bidders and

charmed ladies into making one more bid.

He began to sell large collections. In

1778 he negotiated the sale of Sir Robert

Walpole’s collection of paintings to Cath-

erine the Great. This collection went on to

form the core of the Hermitage Museum

Collection, in St. Petersburg, Russia.

Christie’s now has 450 sales each year in

over 80 categories. The company has 53

offices in 30 countries and 10 salesrooms in

cities such as London, New York, Geneva,

Paris, Dubai, Hong Kong and Milan.

Valuations

There has been a tradition at Christie’s

that anyone can show up with an item and

have it valued. Today, the King Street office

asks those wanting a valuation to make an

appointment and often requests a photo in

The company sells not only paintings

and sculpture, but also jewelry, watches,

carpets, clocks, porcelain, fossils, pho-

tographs, silver, costumes, books, wine

and much more. There is even an annual

corkscrew sale.

Christie’s has also sold historic aircraft.

In 1981 and 1984 there were sales at the

Imperial War Museum in Duxford, Eng-

land. In November of 2003, Concorde

memorabilia, including a nose cone, was

sold in Paris.

Since 1999, Christie’s has been owned

by PPR, a multinational holding com-

pany founded by the French busi-

nessman François Pinault. The group

also owns the Italian fashion company

Gucci and has a stake in the German

sportswear -maker Puma. Christie’s

had revenue of $5.7 billion in 2011,

just slightly less than its main rival

Sotheby’s.

Easy accessJet Aviation’s Biggin hill business-

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the city center, ideal for

those wanting to attend

a Christie’s auction or

watch an olympic event.

Guests headed for auc-

tions in New York, Singa-

pore, Geneva or Zurich can also

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advance. Christie’s second London location

in South Kensington, which sells a higher

volume and larger variety of articles, does

still have a walk-up valuations counter.

Some of the most interesting items brought

in to Christie’s are paintings by old mas-

ters, artists active between the 13th and

18th centuries. Sometimes there is only the

need to assign an approximate value to the

piece, but other times it is also necessary

to figure out who created the work.

Every Monday morning, about ten people

from the Old Masters team at Christie’s

King Street headquarters gather for “hill-

ing.” This is the process of determining

the value and attribution of paintings. The

term “hilling” is particular to Christies

01 18th century Chinese porcelain vases

02 An early auction03 Founder James Christie 04 The First Auction Catalogue

01 Christie’s remains headquartered in London

02 The King Street head quarters

01

02 03 04

01 02

22 outlook 01/2012

Art | Christie’s

Christie’s to ask whether the company

knows who owns the pieces.

When the group is evaluating a painting,

one of the things they look at its condi-

tion. Buyers have become increasingly

aware of condition. The team uses vari-

ous techniques, such as ultra-violet light,

which will indicate where a work has been

touched up.

In Northern Europe artists often painted

on three separate panels. These panels

tend to move slightly, causing damage.

The Italians, on the other hand, tended

to use one thick piece of wood. These

paintings are spared the damage caused

by moving panels, but if the wood begins

to warp, there is a real problem. The spe-

cialists repeatedly refer to the paintings

as “alive,” because the wood is moves

and changes.

Sometimes someone comes to Christie’s

with a collection. The auction house likes

this because collections are attractive to

buyers. There is often something per-

sonal and special in the way a collection

has been put together, and often most of

the items have not been on the market

recently.

Sometimes the collections are quite

specialized. Down in the King Street

basement, where Christie’s has endless

treasure, a collection of 230 books was

being stored at the beginning of this

Capturing the essenceThere are five photo studios at

Christie’s headquarters on King

Street, where items are photo-

graphed for catalogues. Getting

the perfect shot can be difficult,

as various media present different

challenges. Silver is difficult

because it is highly reflective.

When photographing paintings,

color is a big issue, and for oil

paintings, there is the additional

challenge of texture that will

reflect light.

Senior photographer Phillip

Brakefield considers abstract art

the biggest challenge. “You

have to decide on the height and

the angle, and all of this will

very much change the feel you

get for the piece.” he often tries

to understand what a seller

most appreciates about a piece

and then works to capture this

essence.

and comes from the fact that in the early

days the works would be placed along a

slight incline, on the ground floor of the

building, and employees would walk up

that “hill” as they examined the works.

Each member of the Old Masters Team has

a specialty, such as Italian art or Flemish

art, though all take part in the assessment

of each piece. Sometimes a work can be

traced back to a certain studio, but it then

becomes difficult to discern whether the

master artist did the work, or whether it

was one of his students. Sometimes, as

was the case with a 17th century Belgian

painting that was recently hilled, the land-

scape is by the master and the figures are

by someone else.

The group will look into any seals, stamps,

or other marks on the back of the paint-

ing. It is not uncommon for there to be a

Christie’s stencil on the back, indicating

that the painting has come through the

auction house before. In such a case,

the team can consult old records in the

company’s archives.

When there is a question about attribu-

tion, the group does due diligence by hav-

ing the painting looked at by a leading

expert on the artist believed most likely to

have created the work. The expert is usu-

ally an academic, sometimes a curator. In

return, when a curator is putting together

a show and would like to borrow pieces

from private collections, he may contact

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24 outlook 01/2012 25outlook 01/2012

Art | Christie’s

year. The books had formerly been in

the possession of Russian emperors and

empresses. Many of the books had been

sent abroad in the 1920s and 1930s,

when the Soviet Union needed foreign

currency. Sven Becker, a specialist in the

book department, describes them as “the

last great collection of Russian books in

private hands.” Before the books came to

Christie’s, Becker had been working with

the collector for about ten years, provid-

ing advice and also buying and selling

for him. This spring, Becker arranged the

sale of the collection to a private buyer.

A growing part of Christie’s business is

linking buyers and sellers in private sales.

It is said that people generally sell works

of art because of the three “D”s: death,

divorce and debt. When the reason for

the sale is a need for money, sellers do

not necessarily want everyone to know

also more potential buyers that could

drive up the price.

Auctions are dynamic, and the auction-

eer can significantly influence sale price.

Auctioneer Andreas Rumbler says the

increase can be a matter of ten percent

to twenty-five percent. “It is always worth

asking one more time,” he says. “You

are often surprised how much more you

can get.”

Rumbler says that when he walks out

after an auction, he cannot even remem-

ber his own name. There is a lot of pres-

sure, and the task demands acute con-

centration. “This is what the whole team

has been working toward for six months,”

he says, “You don’t want to disappoint

them, and you definitely don’t want to

disappoint the sellers.”

The art marketDirk Boll, Christie’s managing

director for continental Europe,

sees returning interest in new

artists. “Younger art is back,” he

says. “I had the feeling that in

2010 people were still very

cautious and went to these sort

of canonized artists. We are not

where we were in 2007, but I

sense that more collectors have

gone back to their old curiosity.”

he says there is still a strong

demand for masterworks,

and that all the new

buyers who arrived in the

2000s are still collec-

ting. he also says he is

seeing an increase in

eclec ticism. People

are collecting in various

areas, such as carpets, fur-

nishings and paintings. They are

also combining things from

various parts of the world and

various periods.

This influences the qualities

buyers seek. “It leaves behind

quieter pieces,” he says. “If you

are only going to have one of

each, you want it to be strong,

self-explanatory.”

about the sale. Christie’s private sales are

usually carried out through its Haunch of

Venison gallery. These sales were up 44

percent in 2011.

While private sales are very discreet, the

mystique of Christie’s is found in its auc-

tions, because they are public and they

carry the element of surprise. There are

The Collection of Elizabeth Taylor

Three of the items in the February

Impressionist and Modern Evening

Sale came from the Collection

of Elizabeth Taylor. Most of her

collection had already been auctioned

in New York, with great success.

01 Christie’s experts do extensive research02 Each piece is carefully examined03 Christie’s sells more than just art – here wine

is being auctioned

01 Most of the Collection of Elizabeth Taylor was auctioned at Christie’s New York from December 3-17, 2011

02 The 1,778 lots auctioned in New York included jewelry, fashion, decorative arts and film memorabilia

01 0102 02

03

26 outlook 01/2012 27outlook 01/2012

In 1859, the Swiss businessman Henry

Dunant wanted water rights for a project

in Algeria. He was having trouble negoti-

ating with local authorities, and the area

was under French rule, so he decided

to take his request straight to Emperor

Napoleon III. The emperor was directing

French armies in Italy, so Dunant headed

south to the village of Solferino. When

he arrived, he saw the aftermath of the

Battle of Solferino, one of the bloodiest of

the 19th century. Almost 40,000 soldiers

lay on the battlefield, dead or wounded.

Little was being done to help those who

were still alive, so Dunant, who had been

active in volunteer work for most of his

life, organized the local civilian popula-

tion to provide as much aid as possible.

When he got back to Switzerland, Dunant

wrote the book A Memory of Solferino.

It described what he had seen and pre-

sented a plan to create national relief soci-

eties to care for soldiers wounded dur-

ing battle. It also called for international

treaties to protect wounded soldiers and

the medical personnel treating them. He

published the book with his own money

and sent it to political and military figures.

In 1863, the Geneva Society for Public

Welfare formed a five-person committee to

look into implementing his ideas. Dunant

was included in the group, which was led

by the president of the society, Gustave

Moynier. The committee called a confer-

ence of representatives from European

states, and Dunant’s ideas were discussed.

The following year the Swiss government

organized an international diplomatic

conference at which the first Geneva

Convention, which protects wounded in

the field and guarantees neutrality for

medical personnel, was formulated. The

convention was signed in August of 1864

by twelve states and was later adopted by

almost all states. This convention laid the

foundation for the development of inter-

national humanitarian law. Soon after

the convention was signed, national Red

Cross societies began to form.

The five-person committee went on to

become the International Committee

of the Red Cross (ICRC), but Dunant’s

time with the organization was limited.

From the beginning, he and Moynier had

disagreed on policy. Then Dunant’s busi-

ness in Algeria failed, partially because he

had spent so much of his time promoting

humanitarian ideals. Many friends and

family members in Geneva had invested

in his business and were affected by the

bankruptcy. There were accusations of

deceptive practices, and he lost face in

the city. Dunant was pushed out of the

ICRC and he left Geneva, never to return.

Though he went on to be active in other

humanitarian causes, he spent most of

his later life in isolation and poverty. His

contributions were honored, however, in

1901, when he received the first Nobel

Peace Prize, together with the French

pacifist Frederic Passy.

The ICRC continued until the First World

War as an organization made up of just

a few individuals who funded their own

efforts. It was with the start of World War

I that the ICRC really became an interna-

tional organization.

The number of employees and volun-

teers increased rapidly as the organiza-

tion opened a Central Prisoners of War

Agency in Geneva to restore contact

between prisoners of war and their fami-

lies. The agency was able to identify two

million POWs and connect them with

family members. Delegates visited over

Non-Profit | ICRC

International Committee of the red CrossA long history of humanitarian aid

The Battle of Solferino

01 henry Dunant02 Founders of the ICrC:

Gustave Moynier, General G. h. Dufour, henry Dunant, Dr. Louis Appia, Dr. Th. Maunoir

03 Signing of the First Geneva Convention

04 ICrC headquarters in Geneva, Switzerland

01

03

02

04

28 outlook 01/2012 29outlook 01/2012

500 POW camps. In 1917, the ICRC

received the Nobel Peace Prize for its

efforts.

Following the war, the organization shrank

back down to about fifty people. Though

its activities outside of Europe increased,

the ICRC’s focus was less on activities

in the field and more on working with

governments and promoting additions

to humanitarian law. In 1929, a further

Geneva convention was passed to provide

protection for prisoners of war. Progress

was made on new laws that would protect

civilians, but these were not yet in place

at the outbreak of the Second World War.

The ICRC grew once again during World

War II as it worked to ship relief supplies,

visit POWs and exchange millions of Red

Cross Messages between prisoners and

their families. There were still relatively

few delegates out in the field, and though

several performed heroic acts that ben-

efited thousands, the ICRC recognizes

World War II as its biggest failure. For

a variety of organizational, political and

societal reasons, the organization did not

step in to take action against the Holo-

caust. Nonetheless, in 1944, the ICRC

received a second Nobel Peace Prize.

Since 1945, the ICRC has continued to

lobby for acceptance of stronger human-

itarian law and for the enforcement of

existing laws. In 1949, the three exist-

ing Geneva Conventions, which protect

wounded on the battlefield, soldiers

wounded or shipwrecked at sea, and

prisoners of war, were revised and a

fourth was added to protect civilians living

under enemy control. This 1949 agree-

ment is commonly referred to as “the

Geneva Convention,” and, together with

additional protocols of 1977 and 2005,

it provides the ICRC with a mandate to

protect victims of both international and

internal armed conflicts.

The organization today

Over the past decades, the ICRC has

grown rapidly and greatly increased its

presence in the field. Many other human-

itarian organizations have been formed,

but the ICRC has remained unique

because of its international mandate and

its dedication to independence, impar-

tiality and neutrality.

In areas of conflict, the ICRC seeks to

protect civilians, reunite families, ensure

economic security, provide medical care,

and supply clean water and shelter.

Non-Profit | ICRC

The organization also visits detainees,

monitors compliance with the Geneva

Convention, seeks to build respect for

international humanitarian law and acts

as a neutral intermediary between war-

ring parties.

Impartiality, neutrality and independence

are absolutely key for the organization.

The ICRC does not express its opinions

about a conflict or go public with humani-

tarian violations that it witnesses. The

organization considers access and dia-

logue vital, and it wants access not only

to victims, but also to those with influence

over the victims. The organization must

be accepted in order to get this access.

For this reason, instead of denouncing

actions, it approaches offenders and their

superiors with its findings and pushes for

change.

“We do this because we are in a world

where plenty of other measures are

taken,” says ICRC Director General Yves

Daccord. “We think there are very few

other people who are able to discuss dif-

ficult things in the territory of the people

who are doing these things.”

The ICRC now has more than 12,500

employees. About 1,000 work from the

organization’s Geneva headquarters, while

the other 11,500 are out in the field. Of

those in the field, approximately 1,500

are international staff who work in various

conflict zones, while the other 10,000 are

hired locally to work in a specific country.

The ICRC works closely with national Red

Cross and Red Crescent organizations.

These national organizations are largely

independent of the ICRC, though they are

The money

Eighty-eight percent of ICrC funding

comes from governments. Four percent

comes from private sources and the

remaining eight percent comes from

national red Cross and red Crescent

societies. Thirty percent of the money

given to the ICrC is not earmarked,

which means that if a need arises in

an area, the ICrC can spend the

money the next day. It also means that

the organization can provide help

in regions that may not have a lot of

public attention or sympathy.

Detainee visits

The ICrC is perhaps best known

for its visits to detainees. ICrC

offers authorities confidentiality,

but the organization has a strict set

of rules. Delegates must be

allowed to tour the whole premises,

have access to all detainees, speak

freely and privately with detainees

of their choice, return as often as

they deem necessary and meet with

the detaining authorities.

01 Children returning to Germany in 1948 after hospitalization in Switzerland

02 Marcel Junod, Swiss doctor and well-known ICrC field delegate

03 Delivering supplies to Angola in 1994

01 Evacuation of hospital patients in Sirte, Libya in october 2011 02 ICrC staff03 The patients from Sirte are taken to hospitals in Tripoli for

further medical treatment

01 0102 02

0303

30 outlook 01/2012 31outlook 01/2012

Non-Profit | ICRC

also part of the International Red Cross

and Red Crescent Movement.

The national societies usually provide medi-

cal personnel and infrastructure and have

valuable connections within communities.

In situations involving conflict, the ICRC is

the lead organization. In the case of a cri-

sis such as a natural disaster, the national

association is in charge, and the ICRC will

help if it is already in the region or if it has

expertise that would be particularly useful.

Everywhere it is active, the ICRC tries to

get close to the people affected by con-

flict. When the ICRC is active in a region,

it will usually establish its main base in a

big city and then also send delegates to

small villages. These delegates assess the

needs of the people and develop contacts.

The international delegates do not usu-

ally spend long periods of time in any

one location. If a posting is not consid-

ered too stressful, the delegate might

remain for about two years. If it is an

extremely stressful posting, the delegate

may only be there for nine months. The

ICRC wants to make sure that its del-

egates not only remain in good mental

and physical health, but also that they

are able to keep an emotional distance

from the conflict.

The years ahead

Many governments have a different

attitude towards foreign humanitarian

aid than they did ten years ago. Govern-

ments now tend to want more control over

humanitarian actions in their countries.

The ICRC must find the place for an inde-

pendent, neutral organization within this

new context.

“For me the biggest challenge is to be

able to still maintain our relevance in the

world of today,” says Daccord. He sees

the organization’s ability to gain access as

central to its relevance and believes that

developing very specific responses will be

key to the ICRC’s continued success.

In Mali and Niger, for example, the ICRC

had recently decided that perhaps the

best way it could help nomadic popula-

tions in a situation of conflict and very

limited resources was to vaccinate their

cattle. For security reasons, no other

group would be granted the access to

travel widely and do this. This was far from

the organization’s standard response,

but in this situation, it was where it saw

the largest potential to add value. In the

past few months, however, bad weather

conditions and violence have worsened

conditions in the region, and the ICRC

has adapted to the new situation by

focusing on the immediate distribution of

food, seeds and tools.

The ICRC has said that the current laws

governing humanitarian conduct during

conflict are largely sufficient, with just a

few gaps that the organization is working

to eliminate. The biggest issue today is

enforcement of those laws.

Complicating this issue of enforcement is

the fact that conflict has changed. Most

conflicts are no longer fought between

states, but rather tend to involve at least

one non-state armed group. Conflicts

are often very asymmetric, especially

in regard to technology. More fight-

ing is taking place in urban areas, and

frequently there is a blurring of lines

between civilians and those involved in a

conflict. The potential for cyber war also

raises new questions about the legality of

this new form of attacks on infrastructure.

As the body of international humanitarian

law has become increasingly complex, so

have the situations that challenge it.

The emblemsThree emblems – the red cross,

the red crescent and the

red crystal – are specified in the

Geneva Conventions and Addito-

nal Protocol III to provide protec-

tion for military medical services

and relief workers in armed

conflicts. The emblems are also

used by National Societies of

the red Cross and red Crescent

Movement for identification.

ICRC in 2011

– Delegates visited around 540,000

detainees in 75 countries and in

five international courts.

– Water, sanitation and construction

projects benefited more than

21 million people

– Almost 5 million people received

aid in the form of food and more

than 3 million received essential

household and hygiene items.

– An estimated 6,800,000 people

benefited from ICrC-supported

health-care facilities

01 Delivering relief supplies is one aspect of ICrC assistance02 The supplies must often reach remote areas03 The means of transportation are varied

01 Supplies are distributed in a displaced persons camp in Pakistan, 200902 Staff calls out an upcoming distribution in a camp03 Assistance is given to displaced persons in the Central African republic

02 0301 02 0301

32 outlook 01/2012 33outlook 01/2012

When a rider pushes down the pedal of

an e-bike, the electric motor kicks in and

creates an extra boost. The bike surges

ahead. There is something very satisfy-

ing about this – it is the combination of

personal effort and outside power. It is a

different feeling than simply sitting on a

motorized bike. Pedaling up a hill with

only slight exertion seems miraculous.

Riders can whiz past traffic and do not

have to search for a parking space. They

are active and outside, yet they can

choose not to break a sweat or become

overly tired. Sales of these bikes are

booming. Most makers of conventional

bicycles are adding e-bikes (also known

as electric bicycles) to their product lines.

Originally, the bikes were simply a bicycle

with an electric motor and a battery pack.

Now they are evolving into much more.

Most e-bikes have a small, simple com-

puter console mounted on the handle-

bars. This allows the rider to control how

much support the motor will provide and

gives him information about the battery.

This computer system, together with the

specially designed software and sensors

within the bike, creates the potential to

integrate a wide range of functions.

“It is a lot like the development that came

about in cars,” says Stefan Tschanz, a

developer at Switzerland’s myStromer

e-bike company. “At first you had the

battery and the electronics to ignite the

engine, and today a car is an electronic

marvel that does a lot with software. This

step is coming up for e-bikes.”

In order to maximize the integration of

all components in this increasingly com-

plex system, myStromer has chosen to

design and engineer almost all aspects

of its e-bikes. Most companies make the

bicycle frames and then buy a motor from

an outside supplier. myStromer wants

control of all system parameters.

The myStromer development team is

made up of electrical engineers and soft-

ware engineers, as well as those experi-

enced with the technical and mechanical

aspects of bicycle-frame construction.

“At first we thought the guy that does the

frame will do the frame, and the electri-

cal engineer will handle the electronics,”

says Tschanz, “but we found it involves

more teamwork than we had thought.”

Competition among e-bike manufactur-

ers is strong. The field is continuously

changing, with one manufacturer in the

forefront for a while, before another takes

the lead. As they approach a future in

which the e-bikes will have a multitude

of advanced functions, individual compa-

nies choose the areas in which they see

the most potential and race to develop

technology.

myStromer is hesitant to say too much

about its current development, but

Tschanz does say that future e-bikes will

take advantage of the satellite naviga-

tion system GPS, as well as GSM cellular

networks. Locating a bike after it has

been stolen is one application of these

technologies. E-bikes will also have

intelligent-machine elements, with bike

performance changing in accordance

with rider characteristics.

The company

myStromer founder Thomas Binggeli

opened his first bike shop, Thömus Velo-

shop, on his parent’s farm when he was

seventeen. He sold his parents’ sheep

and set up a workshop in the barn. Two

years later, in 1993, Thömus Racing

Team started up. In 2005, he started

a line of high-end carbon bikes, and in

2009 the first Stromer e-bike was sold.

Since then, the e-bikes have won several

awards.

Stromer e-bikes: Bicycles are getting smarter

Innovation | Stromer e-bikes

01 Stromer e-bikes02 Founder Thomas Binggeli03 Stromer store in Bern,

Switzerland

01

02

03

01 Beginning in June, 2012, batteries will be available with about 30% more capacity

02 The battery fits into the bike frame 03 The e-bikes are assembled in the canton of Bern 04 Each worker assembles about 3 bikes per day

01 Modular design gives customers various options 02 A display keeps the rider informed about battery

life and motor support03 The bike is designed to be a lifestyle accessory

34 outlook 01/2012 35outlook 01/2012

Innovation | Stromer e-bikes

At the end of last year, Binggeli sold

myStromer to ISH (International Sport

Holding AG) which held the brands BMC

and Bergamont. Binggeli became CEO

of BMC, the maker of the bikes Cadel

Evans rode to victory in the 2011 Tour

de France. He also joined the board of

directors of the parent company (which

has changed its name from ISH to

BMC). When talking to Binggeli, it does

not take long to realize that although he

has handed over operational control of

myStromer, his heart is still very much in

the business.

About 110 people now work for my Stromer.

In 2011 the company sold 7,500 e-bikes

and it expects to sell 10,000 in 2012.

Manufacturing is done abroad, mostly

in Asia. The e-bikes are then assembled

in Thöris haus, Bern, about a 10-minute

Stromer ride from the Binggeli family farm.

Each e-bike is assembled to order. Clients

usually use the online “configurator” to

choose various aspects of frame, com-

ponents, power system, shock absorp-

tion, ergonomic settings and accessories.

Production volume depends on the time

of year and is highest in summer. Each

assembly worker puts together about three

e-bikes per day. Quality control includes

riding the bike across the assembly floor

and through the warehouse to make sure

everything is working properly.

Most workers in the assembly hall are avid

bikers, and when there is less Stromer

work in winter, many take jobs connected

to skiing and snowboarding. There is a

collegial, dynamic atmosphere in the

assembly area. The occasional quirky

picture or odd quote can be found taped

to a wall or cabinet. It is a place where

people seem to enjoy what they are doing.

myStromer has several stores in Switzer-

land, as well as distribution centers in

Germany, Austria and the United States.

It is currently making the transition from a

new company to a more mature business

with larger-scale production and a global

outreach. myStromer sends bikes all over

the world and plans to open 30 more

distribution centers this year, including

some in Asia.

The e-bikes

There are three Stromer models: one

for all-around use, one for climbing hills

and one for speed. The general-use

Mountain 25 has an motor output of

250 watts and can reach a top assisted

speed of 25 kilometers per hour. The

climbing-oriented Mountain 33 has

an output of 500 watts and can reach

assisted speeds of 33 kilometers per

hour, while the faster Power 48 can

reach an assisted speed of 48 kilome-

ters per hour also with a 500-watt motor.

The more power-assistance the rider uses,

the faster the battery is drained. Battery life

remains a major issue for e-bike use. The

average range for a Stromer is between thirty

and ninety kilometers. This large variation is

a result of factors such as the amount of

support selected, the weight of the rider,

the terrain, the wind and the rider’s speed.

If riders want to go out for a longer ride,

they can bring a second battery, but it

weighs approximately three kilograms and

costs about a thousand dollars. The race

to find a longer-lasting alternative to the

lithium-ion batteries is intense, and prog-

ress will no doubt be made. In the mean-

time, myStromer does what it can to make

the most of existing battery technology and

uses regeneration to capture energy cre-

ated when the bike goes downhill.

The e-bikes should not only be practi-

cal transportation, says Binggeli, but also

a fashionable part of a certain lifestyle.

Whereas most e-bikes look like a bike

with a battery pack and motor attached,

the battery on a Stromer is fully inte-

grated into one of the frame’s tubes and

the motor is an inconspicuous part of the

rear-wheel hub.

Binggeli wants his e-bikes to be “new

mobility after the car.” He sees the bikes

as an answer to many of the issues of

the new millennium, including urban

congestion, sustainability and health. He

is targeting 30-to-50-year-olds who grew

up with bikes, moved on to a car, and

now want to go back to cycling. “I want

to bring back the joy they had as kids

riding around,” he says. “I want to create

that spirit.”

Leonardo DiCaprio bought eight

Stromer e-bikes and is said to

ride them around New York City.

This made it into the Swiss press

and has become a central ele-

ment of my Stromer marketing.

While the Swiss Touring Club TCS

reports that about one in seven

bicycles sold in Switzerland last

year was an e-bike, other coun-

tries, such as the uS, are less

receptive to bicycles as a means

of transportation and have been

slower to embrace e-bikes. A little

star power might help highlight

the benefits of these increasingly

sophisticated vehicles.

01 02

01

03

03 0204

01 The 2012 festival poster

02 Film stars Isabelle huppert and Gérard Dépardieu

03 Artistic director olivier Père

04 The Piazza with its 8,000 seats

The Piazza Grande

36 outlook 01/2012 37outlook 01/2012

Event | Locarno International Film Festival

Locarno’s Piazza Grande is the central

gathering area in the old part of town.

Some of the buildings surrounding the

square date back to the 14th century,

but nearby Lake Maggiore has flooded

the square often, so other buildings are

newer. The surface of the large piazza is

paved with small stones, and there are

tram tracks from a long defunct line that

cross through the center.

Like much of Switzerland’s Italian-speak-

ing canton of Ticino, Locarno has a strong

tourism industry. The city is on the south

side of the Alps, where the weather is sun-

nier than in northern, German-speaking

Switzerland. Visitors come to relax out-

side with a cup of coffee or walk along the

lake that stretches south towards Italy.

Every summer, for ten days, the Piazza

Grande sheds its low-key atmosphere

and takes on the magic of cinema. With

seating for an audience of 8,000, and

one of the largest screens in Europe, it

turns into a romantic spectacle that car-

ries people away.

As part of the Locarno International Film

Festival, movies are shown on the piazza

each evening, on the high-definition

screen that is 14 meters high and 26

meters wide. The films are world, interna-

tional or European premiers, and they are

introduced by the director and members

of the cast.

The films at this festival venue range

from summer blockbusters to lesser-

known pieces. All the movies are enter-

taining and designed to fill the thou-

sands of seats.

In 2011, the festival screened the Euro-

pean premier of Hollywood’s Cowboys &

Aliens. Not only did director Jon Favreau

come to Locarno to introduce the film,

but so did stars Harrison Ford, Daniel

Craig and Olivia Wilde. The group flew in

by helicopter from nearby Lugano, and

before the screening, each of the actors

addressed the crowd. Then, Harrison

Ford was honored with a Golden Leopard

for lifetime achievement.

Although this type of star appearance

is unusual for Locarno, evenings on the

piazza have glitz and glamour – on a suit-

ably down-to-earth Swiss scale. The atmo-

sphere is fun and festive, and many people

return year after year. These evenings are

the best-known aspect of a festival that

shows over 200 very diverse films, in ten

venues, all day long and into the night.

The film festival is often called “indie” or

“art house.” From early in the its history,

there has been an emphasis on new cin-

ema. Work by filmmakers such as Stanley

Kubrick, Milos Forman, Raul Ruiz, Alain

Tanner, Mike Leigh, Chen Kaige, Edward

Yang, Aleksander Sokurov, Atom Egoyan,

Jim Jarmusch, Spike Lee, Gus Van Sant,

Fatih Akin and Kim Ki-Duk were shown

here at the very beginning of the direc-

tors’ careers.

Some of the films shown at the festival are

experimental, and many deal with tough,

The Festival del film Locarno – A festival of beauty, depth and diversity

02 0301

04

01 Cowboys & Aliens actors Daniel Craig, harrison Ford and olivia Wilde, with director John Favreau

02 Isabelle huppert speaking to the press

01 Katharine hepburn, 194602 1946 screening outside the Grand hotel 03 Gina Lollobrigida, 1949

38 outlook 01/2012 39outlook 01/2012

gritty topics. Others are beautiful, touch-

ing and inspiring. Marco Müller, the artis-

tic director from 1992 to 2000, called the

festival a preferred place for films that pro-

vide “a way of thinking about the world”.

A city filled with film

Locarno has a population of only about

15,000. During the festival, almost the

whole city becomes a place of film. The

festival organizers are given use of the

electric company building and the Pala-

zzo Marcacci municipal building right on

the piazza. Press conferences take place

in the garden behind the town library.

Lunch events are held at a school, and

there is a cocktail party in the Visconteo

castle. For screenings, the festival takes

over movie theaters, a gym and other

suitable spaces around town. For con-

versations with the public, the organizers

put up a tent.

In big cities such as Berlin, Toronto and

New York, festivalgoers and filmmak-

ers spread out in the city after hours. In

Locarno, the town becomes an extension

of the festival. This allows for chance

encounters. The festival designates

certain bars and restaurants as festival

hangouts in the hope that this will bring

cinephiles together.

Film industry professionals are said to

enjoy the low-key atmosphere in Locarno.

There are scheduled events to bring them

Event | Locarno International Film Festival

in contact with one another and also just

informal opportunities for discussion. The

festival tries to help new filmmakers find

distribution for their work and support for

future projects. The diversity of film at the

festival can be helpful for this. “The big

films bring in the press and the industry,”

says artistic director Olivier Père. “All of

the films benefit from this.”

The festival also wants filmmakers to

have contact with the public. Last year,

there were 93 events at which produc-

ers, directors and actors spoke to the

audience. Not only does the public get

insight into the process and intent of the

filmmakers, but the filmmakers get a feel

for how their work is perceived.

The early years

The first Locarno Film Festival was in

1946, the same summer as the first

festival in Cannes and the relaunch of

the Venice film festival. Giacomo Genti-

luomo’s O sole mio was the first film to be

shown, on the lawn of the Grand Hotel.

Many of the films were in Italian, while

French and American films were also

present from the start. In the 1950s, the

festival began showing Eastern European

films, and in 1955, Locarno was the first

European festival to show a film from

the People’s Republic of China – Che

Houei’s Jumao Xin. In the age of the

Cold War, these screenings were fairly

controversial.

The festival has continued to show a very

international selection of films. At the

same time, it has also been important in

highlighting the work of Swiss directors

such as Michel Soutter, Claude Gore-

tta, Daniel Schmid, Francis Reusser,

Thomas Koerfer, Markus Imhoof and

Fredi Murer.

Throughout its history, the festival has

had to find a balance between film that is

experimental, uncomfortable or challeng-

ing, and screenings that bring in a crowd.

It was in 1971, when the festival was in

need of a bigger budget, that the Piazza

Grande was first used as a venue. This

was a turning point for the festival. It was

bringing films “to the masses.”

Back to Stay

In 2011, the Golden Leopard

went to Milagros Mumenthaler,

for the film Back to Stay.

Mumenthaler was born in

Argentina, but moved to Swit-

zerland as a baby. She then

returned to Argentina to study

film. Back to Stay, her first

feature, tells the story of three

sisters who are left alone to

create a new life for themselves

in an old Buenos Aires mansion

after their grandmother dies.

It is a lingering, atmospheric

piece that explores issues

of transition, mourning, family

dynamics and coming of age.

01

02

01 02

03

Posters throughout the decades

40 outlook 01/2012 41outlook 01/2012

A jury of seven well-known members of

the film world choose the winner from

approximately twenty fiction features.

The films are made by both established

directors and new talents.

There is a second competition which is

only open to new filmmakers. In order to

qualify for Filmmakers of the Present, a

film must be either the first or second fea-

ture by a director. Both fiction films and

documentaries qualify for this category.

For short films there is another competi-

tion: Leopards of Tomorrow. These films

can be no more than forty minutes in

length, and they must be by a director

who has never made a feature-length

film. There are two sections in this com-

petition: one is international and the other

is for Swiss filmmakers.

The festival chooses one region each year

in which film production is still developing

and highlights films and filmmakers from

the area. This Open Doors program is

supported by the Swiss Foreign Ministry’s

Agency for Development and Coopera-

tion. A dozen projects from the region are

chosen, and the directors and producers

are invited to Locarno, where they go to

workshops meant to help them find pro-

duction partners. During the festival, key

films from the chosen region are shown.

In 2010, Open Doors focused on Cen-

tral Asia, and projects were selected

from Kazakhstan, Kyrgyzstan, Tajikistan,

Turkmenistan and Uzbekistan. Last year,

India was featured, with the intention of

giving support to films not funded by

Bollywood. The twelve projects selected

were chosen from among 200 projects

in 18 languages. This year’s focus will

be French-speaking sub-Saharan Africa.

Each year, the festival shows a retrospec-

tive. Père sees this as an important part of

educating the new generation. He orga-

nized retrospectives for several organiza-

tions before becoming artistic director of

Director’s Fortnight independent section

at the Cannes Film Festival in 2004, and

then joining the Locarno festival in 2009.

The retrospective this year will feature

Otto Preminger. The festival will also show

work by those honored with this year’s

achievement awards, as well as films

made by members of the main juries.

New short films, film essays and docu-

mentaries by well-established filmmakers

will be screened during the eleven festival

days, alongside important films from the

history of cinema and Swiss films from

the past year.

The variety continues with exhibitions

and presentations of film in unusual for-

mats. Locarno accepts films in all for-

mats. Changes in technology have made

experiments with moving images more

diverse and more accessible.

“There has been a kind of democratiza-

tion,” says Père. “You see young people

getting together with friends and making

a great film.”

The artistic director says there is an inter-

national community of young filmmakers

who meet at events such as film festivals

and share notes on making films. The

festival encourages this kind of interac-

tion and helps the films find an audience.

The new technologies are leading to an

increased popularity of some styles of

filmmaking. One of these styles, says

Père, is an approach to fiction that is

similar to documentary. “It is very close

to reality,” he says, “but with an artistic

point of view.”

Père likes filmmakers with a strong vision

that comes across in a powerful, personal

way. The films for the 2012 Locarno Inter-

national Film Festival, which will be held

Event | Locarno International Film Festival

from August 1st through August 11th, have

not yet been announced, but there is no

doubt they will be interesting examples of

this auteur style.

“I want works that are smart, brave and

daring,” says Père. “I want to be moved.

I want to be surprised.”

There are two prizes awarded to films

screened on the piazza: one is an audi-

ence prize and the other is determined

by judges from America’s Variety maga-

zine. The main competition, however, is

the International Competition, where the

(hallmark) Golden Leopard is awarded.

Locarno

The city is located at the northern

end of Lake Maggiore, in the canton

of Ticino. The canton makes up about

seven percent of the area of Switzer-

land and has about 350,000 resi-

dents. It is the only canton in which

Italian is the main language.

Though the population of Locarno is

only about 15,000, the urban area,

which includes the ritzier town of

Ascona, has approximately 60,000

inhabitants. The area’s history as a

tourist destination dates back to the

Imperial roman period. In 1925 the

city received international attention

when it hosted negotiations for the

Locarno Treaties, to settle territorial

issues and smooth relations with

Germany following the First World War.

otto Preminger Preminger

is one of

hollywood’s

many Euro-

pean-born

success

stories. he

began life in Austro- hungarian

Wiznitz in 1905 and later moved

to Vienna, where he learned the

art of directing from Max rein-

hardt. In 1934 he moved to the

uS and worked in theater in New

York, before heading to holly-

wood to direct films. his first big

hit was the film noir Laura.

over the course of his career,

Preminger made 38 movies.

he was known for getting out of

the way, for not employing

distracting stylistics but rather

providing realism and creating a

flow that carried viewers through

the story.

42 outlook 01/2012 43outlook 01/2012

Frutigen is a town in the Kandertal, a

valley that leads from the Bernese Alps

towards the flatter expanses of north-

eastern Switzerland. The area has craggy

mountain crests, temperate forests and

rich grass for cows and sheep.

The story of how caviar production came to

Frutigen begins with the construction of a

railway tunnel. The 34.6 kilometer Loetsch-

berg Base Tunnel, which runs beneath the

Alps from Frutigen to the southern canton

of Valais, was built between 1999 and

2007. The tunnel is part of the Swiss Alp

Transit initiative, designed to reduce pol-

lution and boost transit speed by putting

trucks and cars passing through Switzer-

land onto railway wagons.

The tunnel has about 2,000 meters

of rock towering above it. This rock

is warmed by heat radiating from the

earth’s core, and as rain and snow-

melt trickle down through porous lay-

ers within the mountains, the water is

warmed. By the time the water comes

flowing out of the tunnel, it is about 20

degrees Celsius. One hundred liters of

this warm water pour out of the Loetsch-

berg Base Tunnel every second.

If the water were to flow directly into the

valley’s Kander River, it would raise the

temperature of the river and disturb the fish

population. The Swiss government there-

fore requires that any warmed water des-

tined for the river be cooled to within 0.5

degrees Celsius of the river’s natural tem-

perature. Peter Hufschmied, chief engineer

and head of construction management for

the northern part of the Loetschberg Base

Tunnel, was assigned the responsibility of

figuring out how to cool the water.

At first the plan was to use the warm water

to heat local houses. When it became clear

that this would be too expensive, a cooling

tower to release the extra heat into the air

was considered. “I said to myself, ‘This is

ridiculous – to spend money and energy

to destroy energy. There must be a better

idea,’” says Hufschmied. He began to think

it would be good to use the heat energy for

some form of production. “There was not

only heat but also water,” he says, “and this

led to the idea of a warm-water fish farm.”

It just so happened that several years

before, while he was working on a bridge

restoration project in Russia, a Russian

engineer (who was to become his wife)

took him to Moscow’s Bolshoi Theater.

During a break, the couple was served a

snack with smoked sturgeon and caviar.

Hufschmied was impressed by the fish

meat and caviar, and he made a men-

tal note that a sturgeon farm might be

an interesting project. When warm water

appeared and needed to be used, the

sturgeon farm went from a vague notion

to a concrete idea.

Since not all the heat energy would be

consumed raising the fish, Hufschmied

decided to use the remaining heat for

a greenhouse. “We could have grown

tomatoes there, but everyone does

that,” he says. So instead, he got in

contact with a new project in the can-

ton of Lucerne, where waste heat from a

Gourmet | Swiss Caviar

oona – Caviar from the Swiss Alps

The world’s longest tunnels

With a length of 34.6 kilometers, the

Loetschberg Base Tunnel is the

third-longest functioning tunnel in the

world, following Japan’s Seikan Tunnel

and the British-French Eurotunnel. The

Loetschberg Base Tunnel will be moved

back a position when the 57-kilometer

Gotthard Base Tunnel opens in 2016 to

become the world’s longest tunnel.

Like the Loetschberg Base Tunnel, the

Gotthard Base Tunnel is part of the

Swiss Alp Transit initiative.

01 Siberian sturgeon are raised in pools behind the Tropenhaus

02 Water quality affects the taste of caviar

Project initiator Peter hufschmied

0201

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44 outlook 01/2012

Gourmet | Swiss Caviar

gas-compression plant was being used

to grow tropical fruit. He decided these

fruit would be suited for Frutigen as well.

In 2002 Hufschmied and colleagues

began to develop the idea of a Tropen-

haus Frutigen, which would combine fish

farming and a tropical-plant greenhouse.

In 2005 the first fish were purchased,

and in late 2009, the Tropenhaus opened

to an overwhelmingly positive response.

Whereas local residents had originally

thought a project involving caviar and

tropical fruit in their snowy mountain val-

ley was a little crazy, they became proud

of the Tropenhaus as interest developed

throughout Switzerland and abroad. In

November of 2011, the organization was

able to sell the first-ever Swiss caviar.

A new home for an ancient fish

Sturgeon caviar was originally eaten near

the Caspian Sea and the Volga River. It

was considered a food of the poor, usu-

ally of fishermen, since the eggs spoiled

quickly and therefore could not be sold

easily. The fact that caviar was so dif-

ficult to transport also gave it exclusiv-

ity, however, and Czars and aristocrats

began to serve the fish eggs at special

occasions. Over time, caviar’s popularity

spread from Russia to Europe.

The traditional producers of Caviar

have been four countries bordering on

the Caspian Sea: Russia, Iran, Azerbai-

jan and Kazakhstan. The most famous

caviar came from beluga, a huge

sturgeon species that often lives to be

more than 100 years old. The females

take 18 years to mature and their eggs

are prized for their 3 millimeter to 4

millimeter size. Many other species of

sturgeon are also valued for their eggs,

and caviar production spread beyond

Central Asia.

Sturgeon have been around since before

dinosaurs walked the earth. They are

over 200 million years old. The fish are

primarily cartilaginous and are partially

covered with bony plates. They do not

have scales. Just looking at this fish, one

senses something primordial.

There are over twenty species of sturgeon.

Most feed in river deltas and estuaries,

and then travel upriver to spawn. Almost

all sturgeon species are now endangered,

due to overfishing, habitat destruction and

pollution. As wild sturgeon populations

decrease, sturgeon farming has increased.

Hufschmied and his team chose the

Siberian sturgeon for Frutigen. This stur-

geon is very adaptable and can handle a

wide range of climates. In the wild the fish

can live to be sixty, at which point they

can weight up to 200 kilograms and have

a length of two meters. In their natural

01 The Caspian Sea is the traditional source of caviar

02 Tropical plants grow against a mountain backdrop

03 Fruit grown in the Tropenhaus is served in its restaurants

03

01

02

46 outlook 01/2012 47outlook 01/2012

The caviar is sold in packages ranging

from 30 grams all the way up to 1 kilo-

gram. The smaller sizes are packaged in a

1.4 kilogram glass cube from Switzerland’s

renowned glass-makers Glasi Hergiswil.

Guests at the Tropenhaus

Visitors can watch the sturgeon in viewing

pools behind the main buildings. They

can also visit the Tropenhaus museum,

walk through the greenhouse and eat in

one of the two Tropenhaus restaurants.

The museum has a display showing

the characteristics of various sturgeon

species. It also presents the benefits

and challenges of world fisheries and

fish farming. Other displays cover the

Loetschberg Base Tunnel, sustainable

energy and the workings of the Tropen-

haus. In order to keep things interesting

for returning visitors, the Tropenhaus also

presents temporary exhibits.

Visitors can walk through the greenhouse,

where it is warm and balmy. Through the

glass panels, they can see surrounding

mountains, which is particularly striking

when those mountains are covered with

snow. Inside, there is a strong scent of

plants and soil.

The main products of the greenhouse

are bananas and papayas. Planners had

originally envisioned a kind of monocul-

ture for these fruits, but then realized this

was not practical, because they could

not consistently produce the quantities

a retail store would require. When visitor

interest far exceeded their expectations,

Gourmet | Swiss Caviar

habitat, the females of the type of Sibe-

rian sturgeon raised at the Tropenhaus

bear eggs after about ten to twelve years.

In Frutigen, because the water is kept

at warmer, “summer” temperatures, the

fish mature more quickly, and eggs can

be harvested after six to seven years.

At the Tropenhaus, when the sturgeon

is three years old, ultrasound is used to

determine its gender. At this point, the

males are butchered and their meat is sold

in the Tropenhaus shop and restaurants,

as well as in other Swiss restaurants.

The female fish are kept until just before

they would have laid their eggs. Ultra-

sound is used here again to identify this

stage of development. The fish are then

killed, and the eggs are removed. The

meat is smoked with a mixture of beech

and oak chips, and sold in the shop or to

restaurants.

oona

Caviar from the Tropenhaus is sold under

the Oona brand. The name is derived from

the Celtic word for “the one” or “the extraor-

dinary.” This past caviar season, which ran

from December through February, the Tro-

penhaus produced between 200 kilograms

and 300 kilograms of Oona caviar.

All of the production is done in-house.

When eggs are removed from the stur-

geon, they are immediately salted and

packaged. The Tropenhaus adds about

3 percent salt to most of its caviar, which

makes the caviar “malossol”, from the

Russian for “little salt.” The group also

sells one type, N* 102, which is meant

to be eaten fresh and has less salt. This

caviar must be ordered in advance and

is sent out the same day it is harvested.

Because of its low salt content, it must be

eaten almost immediately.

The malossol caviar, which can be kept

for about three months when left in its

sealed container and cooled to between

–2 degrees Celsius and 2 degrees Celsius,

is divided into three classes. N* 101 is the

highest quality and makes up about 5 per-

cent of the caviar production. These eggs

are hand selected to have a diameter of at

least 2.6 millimeters and to have consistent

coloring. The eggs classified as N* 103 are

smaller, but also have consistent coloring

and a perfectly round shape. Caviar N* 104

is less homogenous in color and shape.

Caviar spoons

Special spoons are made to serve

caviar. Most metals, including silver,

will affect the flavor of caviar,

so these spoons are usually made of

bone, horn or mother of pearl.

the group decided to move away from the

limited-crop idea and plant a wide variety

of other tropical plants. Signs give visitors

information about the background and

uses of the plants.

01 The mature females are taken from the pools

02 They are butchered, and the eggs are removed

03 A female will produce about 10% of her weight in eggs

01 The eggs are salted02 Quality is checked

carefully03 oona caviar comes

in a glass cube from Switzerand’s renowned glass-maker Glasi hergiswil

03 0202

03

0101

48 outlook 01/2012 49outlook 01/2012

Most of the yield from the greenhouse is

used in the two Tropenhaus restaurants.

The gourmet restaurant was recently

remodeled to fit the “Oona” brand,

with a wide variety of caviar and stur-

geon specialties in addition to fruit and

spices from the greenhouse. The sec-

ond restaurant is more family-oriented,

though it also serves several caviar and

sturgeon dishes. In the summer, it has

outdoor seating.

Before they leave, visitors can stop and

buy Tropenhaus products at the shop.

The assortment varies by season and can

include caviar, sturgeon meat, sturgeon

pâté, fruit, jam and spices. The Tropen-

haus sells a range of products, but in

the future, it will clearly be caviar that

provides the group’s primary source of

income.

Developing the business

The project is still working to become

profitable. Since it takes the female Sibe-

rian sturgeon six to seven years to bear

eggs, a project such as this one takes

longer than many other types of busi-

nesses to reach profitability. Hufschmied

emphasizes that the goal of the project is

sustainable production. The Tropenhaus

looks at every decision it makes in the

light of this sustainability.

The project does not to use pesticides in

the greenhouse, and it stays away from

antibiotics and other medicines when

raising the fish. With the aim of discon-

tinuing the use of fish feed that contains

fish meal, the Tropenhaus is in a partner-

ship to develop fish feed made of local

proteins. After butchering the sturgeon,

the Tropenhaus seeks to make use of as

Gourmet | Swiss Caviar

much of the fish as it can. As part of this,

the group is looking for a tanner to make

leather from the sturgeon skin.

The parts of the fish that cannot be used

will be sent to a biogas plant that is currently

under construction in Frutigen. There, the

organic waste will be turned into fuel. The

Tropenhaus also has solar panels on the

roof and uses surplus drinking water to

power a turbine. The project came from the

idea of making good use of the geothermal

energy in warm water, and that spirit has

been preserved throughout the endeavor.

Demand for the first Swiss caviar has

come from all over the world, and the

Tropenhaus has grounds to be optimis-

tic. It hopes to expand caviar production

to 3 metric tons by 2015. The project

currently has 35,000 sturgeon and it will

Defining “caviar”Though “caviar” usually refers

to unfertilized sturgeon eggs, it

is sometimes also used to

describe the eggs of other fish,

such as salmon, trout, white-

fish, steelhead or lumpfish.

Sturgeon caviar is sometimes

called “black caviar.”

increase that number to 60,000. The

amount of sturgeon meat being produced

would then rise to about 18 tonnes.

While sturgeon is well-known as a delicacy

in Eastern Europe, it is not as prevalent in

Western Europe, because the sturgeon

of this region died out many years ago.

In order to reintroduce the fish and boost

its popularity, Peter Hufschmied’s wife

Elena worked with six renowned Swiss

chefs to create a sturgeon cookbook.

For those involved in the project, it is

now the most in the natural thing in the

world to have these prehistoric fish in a

Swiss mountain town. They have brought

together pure alpine water, classic Swiss

quality and an emphasis on the many

details necessary to create overall sus-

tainability. They are betting that this is a

winning combination.

Serving the delicacyCaviar is frequently served with

blini (very small flat pancakes). It

is also sometimes served with

buttered toast, baked potatoes or

small potato pancakes with crème

fraiche. These sides are meant

to be subtle in flavor, so as not to

interfere with the caviar. Beve-

rages said to enhance the flavor

of caviar include champagne, dry

white wine and vodka.

Cute chickens with bountiful fuzzy tufts

walk among these plants. The chickens

are Silkies, originally from Asia. They are

known for their particularly amiable tem-

peraments, and they help keep the soil

loose. An enclosure with tortoises and a

basin with a few sturgeon are also on

hand, much to the delight of the many

children who visit the Tropenhaus.

01 In the museum, a display presents the various species of sturgeon

02 The Siberian sturgeon

01 Both Tropenhaus restaurants serve fish and caviar

02 The Terrasserie restaurant has a relaxed, tropical atmosphere

02 0201 01

50 outlook 01/2012 51outlook 01/2012

Jet Aviation | Inside

Jet Aviation adds houston to its growing list of FBo locations Jeppesen handler of the Year award

Contact:

Jet Aviation Dubai FBO

Tel. +971 4 207 3411

Fax +971 4 299 0701

pah@jetaviation.ae

Contact:

Jet Aviation London Biggin Hill

Tel. +44 1959 579 600

Fax +44 1959 579 601

jbqh@jetaviation.co.uk

Jet Aviation Singapore

Tel. +65 6481 5311

Fax +65 6482 0602

jsin@jetaviation.com.sg

In recognition of its outstanding customer

service, Jet Aviation Dubai received the

Jeppesen Handler of the Year award for ser-

vices provided throughout 2011 in Africa,

the Middle East and India. The award honors

the FBO for fully meeting the service expec-

tations of its discerning customers.

The process of naming Jet Aviation Dubai

handler of choice in the region involved

Jeppesen trip planners located at offices

worldwide voting on several criteria,

including response time, problem solving

skills, facility, safety and customer service.

Jet Aviation acquired the Enterprise Jet

Center FBO at Hobby Airport in Houston,

Texas, adding the 14th FBO to its global

network of premium aircraft service and

support facilities.

The facility is one of the largest and most

modern FBOs providing fuel, catering,

aircraft cleaning, maintenance, repair

and overhaul (MRO) services to private

aircraft. It becomes the sixth Jet Aviation

FBO in the U.S., including Boston/Bed-

ford, Mass.; Dallas, Texas; Palm Beach,

Fla.; St. Louis, Mo.; and Teterboro, N.J.

The FBO features include a 10,000-square

foot drive-through canopy for aircraft, an

85,000-square foot clear-span hangar,

a 30,000-square foot maintenance-only

facility that is open 24 hours per day,

and a 28,500-square foot terminal/office

building.

The onsite professionals in this certified

FAA Repair Station (J89R218Y) specialize

in Falcons, Citations, King Airs, Hawkers,

Learjets and Beechjets. Certified techni-

cians perform routine aircraft servicing

and major inspections and repairs.

Contact:

Jet Aviation Houston

Tel. +1 713 358 9100

Fax +1 713 358 9090

jhou@jetaviation.com

Jet Aviation is pleased to announce the

appointments of Judtih Moreton and

Gary Dolski, who will each serve as vice

president and general manager of Jet

Aviation London Biggin Hill and Jet Avia-

tion Singapore, respectively.

Dolski launched his career at Bristol

Aerospace in 1981 managing projects in

support of commercial and military pro-

grams. A 30-year veteran of the aerospace

industry, he joins Jet Aviation from Mesa,

Arizona-based MD Helicopters where he

served as vice president of customer

support. Previously, Dolski spent nearly

20 years with Bombardier Aerospace in

various senior management roles includ-

ing business development and strategy,

aftermarket sales and customer support,

supply chain and contract management,

and finance.Moreton most recently served as found-

ing director of business consultancy firm

Little Blue Private Jets Ltd. Prior to that

she was managing director of Bombar-

dier Skyjet International, expanding the

company into the Middle East and Asia

Pacific, and leading the business until it

was sold in 2008. She was honored with

the European Business Aviation (EBACE)

award for her outstanding contribution to

business aviation in May 2007.

New GMs at Jet Aviation London Biggin hill and Singapore

01 Wynand Meyer (left), vendor relations manager, Africa, Middle East & India, Jeppesen Trip Planning Services, and Philippe Gerard (right), director FBo, Jet Aviation Dubai

02 Customer lounge

01 02

52 outlook 01/2012 53outlook 01/2012

Jet Aviation | Inside

Jet Aviation Basel recently installed a Tail

and Wing Dock platform in its wide-body

maintenance hangar to help reduce air-

craft downtime during major inspections.

Fitted with air and electricity, the docking

station is certified for BBJ and Airbus 320

series aircraft and enables ready access

to all four levels of the tail, as well as full

structural inspection of the wings.

The imposing four-level Tail and Wing

Dock is equipped with hoist equipment,

fuel-fume evacuation hoses, special

explosion-proof floor lights and an addi-

tional platform to permit maintenance on

the auxiliary power unit (APU).

Jet Aviation Hong Kong has opened a

new 5,200 sq. ft. interior shop, adding

comprehensive interior refurbishment

capabilities to the company’s mainte-

nance facility.

With state-of-the-art equipment for four

different work bays, the respective work

bays support upholstery, carpeting, wood

and veneer finishing and eco-friendly

spray-painting and buffing.

Featuring a cyclone dust collection sys-

tem, a rotary screw air compressor, a

clean room and a brightly lit buffing area,

Basel adds Tail & Wing Dock

hong Kong expands service offerings with new interior shop

Contact:

Jet Aviation Basel

Tel. +41 58 158 4111

Fax: +41 58 158 4004

jbsl@jetaviation.ch

Contact:

Jet Aviation Hong Kong

Tel. +852 2492 7334

Fax +852 2492 0334

duty.engineerhk@jetaviation.com.hk

Jet Aviation Dusseldorf recently refur-

bished its third hangar to convert the

former tenant-only hangar to a 2,450 sq.

m. (26,372 sq. ft.) maintenance and ten-

ant hangar. The hangar has been outfit-

ted with state-of-the-art equipment and

now supports maintenance activities on

Dusseldorf expands its maintenance capabilities

Contact:

Jet Aviation Dusseldorf

Tel. +49 211 454 970

Fax +49 211 454 3423

jdus@jetaviation.de

up to 9 mid-sized aircraft, such as the

Cessna Citation Sovereign. Designed to

speed up the maintenance cycle for a

faster return to service, the refurbishment

included installation of heating, lighting

and electrical systems, along with a new

electrostatic dissipative flooring system.

With a view to ensuring that parts are

readily available for mutual custom-

ers when needed, Jet Aviation recently

received support from Bombardier and

Dassault Falcon through two separate

spare parts agreements.

Jet Aviation Moscow Vnukovo has signed

an agreement with Bombardier to store a

continuous varied selection of 300 critical

spare parts. Similarly, Jet Aviation Hong

Kong recently received a vast assortment

of aircraft spares on consignment from

Dassault Falcon.

Jet Aviation gains support from oEMs in Moscow and hong Kong

Contacts:

Jet Aviation Moscow Vnukovo

Tel. +7 495 662 1350

Tel. +7 963 644 8969 (AOG)

Fax +7 495 662 1351

jvko@jetaviation.ru

Jet Aviation Hong Kong

Tel. +852 2215 3533

Fax +852 2215 3733

duty.engineerhk@jetaviation.com.hk

The agreements help reduce aircraft

downtime, particularly in AOG circum-

stances, and thereby serve to improve

customer maintenance support for

respective aircraft owners and operators

flying in the regions.

Ian Ludlow (left), general director of Jet Aviation Moscow Vnukovo, and Eric Martel (right), president, customer services & specialized amphibious aircraft at Bombardier

the shop further offers a wide range of

interior support offerings.

54 outlook 01/2012 55outlook 01/2012

Jet Aviation | Inside

Growing global charter and aircraft management fleet

Contact:

Jet Aviation Business Jets

Aircraft Management & Charter

EMEA & Asia

Tel. +41 58 158 8787

Fax +41 58 158 8785

am.emea@jetaviation.ch

charter.europe@jetaviation.ch

Jet Aviation Flight Services

Aircraft Management & Charter

The Americas

Tel. +1 201 462 4100

Tel. +1 800 736 8538

Fax +1 201 462 4033

management_usa@jetaviation.com

charter_usa@jetaviation.com

Jet Aviation has added six new aircraft to

its global charter fleet: a Falcon 900C and

2000, a Challenger 601, a Global Express,

a Gulfstream V and a Legacy 600. All six

aircraft are luxuriously appointed and

have new or recently refurbished interiors

and exterior paint.

Based in Hartford, Conn., the Falcon

900C seats 12 passengers, has a 10-hour

range and features a full galley, Inmarsat

system and a complete cabin entertain-

ment suite.

The Challenger 601 is based in Boston/

Bedford, Mass., seats eight passengers

and sleeps three comfortably. Cabin

amenities include a Flitephone, an Air-

show system and cabin entertainment

equipment including a DVD player.

The Philadelphia, Pa.-based Global

Express can carry 14 passengers and

is perfect for ultra long-range trips. Five

monitors are placed throughout the cabin

to support the entertainment system. The

cabin seating berths to sleep four to five

in comfort.

With its 13-hour range, the Van Nuys,

California-based Gulfstream V seats 16

and is perfect for a productive and com-

fortable long-range flight. The aircraft

has domestic WiFi capability, in-flight

communications systems and a fully

equipped galley. The aircraft sleeps

seven.

Also based in Van Nuys, the Legacy 600

has an endurance of more than seven

hours and can accommodate 13 passen-

gers and is suitable for sleeping seven.

This aircraft also has domestic WiFi

capability plus a complete cabin enter-

tainment system.

From Geneva, Switzerland, Jet Aviation

now operates a Dassault Falcon 2000

under its Air Operator’s Certificate (AOC).

Known for its large cabin, high speed and

transcontinental range, the aircraft has a

non-stop range of 6.5 hours.

Gary Dempsey elected to NATA board of directors

Contact:

Jet Aviation

U.S. Aircraft Services

Tel. +1 201 288 8400

Fax +1 201 462 4136

jhdg@jetaviation.com

At its annual membership meeting in

March, the National Air Transportation

Association (NATA) named Jet Aviation’s

Gary Dempsey to its board of direc-

tors. Based in Teterboro, New Jersey,

Dempsey joined Jet Aviation in 2003 and

was appointed president of Jet Aviation

U.S. Aircraft Services in July 2006.

Dempsey has led some of the top-rated

FBOs and service centers in the U.S. and

is dedicated to serving the general aviation

transportation industry. As the voice of busi-

ness aviation industry in the United States,

NATA is the public policy group represent-

ing the interests of aviation businesses

before Congress and the federal agencies.

Global Expansion at Jet Professionals

Contacts

Jet Professionals, The Americas

Teterboro l NJ, USA

Tel. +1 201 393 6900

Tel. +1 800 441 6016

Jet Professionals, EMEA & Asia

Basel-Airport l Switzerland

Tel. +41 58 158 8877

Al Bateen Executive Airport

Abu Dhabi l United Arab Emirates

Tel. + 971 2 491 7100

jobs@jet-professionals.com

In light of its expanding portfolio of

services and steady business growth,

Jet Professionals has restructured its

management worldwide, making three

new appointments to ensure dedicated

regional leadership.

George Kythreotis has been promoted to

vice president and general manager of

Jet Professionals in the Americas. Based

in Teterboro, Kythreotis has managed Jet

Professionals for the past three years in

addition to his duties as vice president of

human resources for Jet Aviation.

Based in Abu Dhabi, Hani Farag joined

Jet Aviation in March 2008 as a senior

human resources advisor and was

recently appointed managing director of

Jet Professionals EMEA & Asia.

Joanne Goodall began working for Jet

Professionals in 2008 as a senior account

manager in Zurich and was appointed

head of operations in Basel effective

January 9 this year.

(left to right): George Kythreotis, vice president, Jet Professionals, The Americas; hani Farag, managing director, Jet Professionals, EMEA & Asia; Joanne Goodall, head of operations, Jet Professionals, EMEA & Asia

Legacy 600 Global ExpressFalcon 2000

56 outlook 01/2012 57outlook 01/2012

Jet Aviation | Inside

WEF attendees prefer Jet Aviation Zurich FBo

Ideally situated to provide premium VIP

ground handling services for fast, safe

and easy transit, the FBO at Jet Aviation

Zurich proved to be a clear favorite of

those attending the annual World Eco-

nomic Forum in Davos, Switzerland in

January this year.

In the 6 days leading up to, including and

following WEF 2012, the FBO managed

over 3,500 email requests and sched-

ule changes, while handling 1,600 pas-

sengers and 335 aircraft, including 91

large business jets, 17 narrow-body and

3 wide-body aircraft.

Contact:

Jet Aviation Zurich FBO

Tel. +41 58 158 8466

Fax +41 58 158 8475

vip.zrh@jetaviation.chJet Aviation St. Louis adds and enhances manu-facturer approvals; Jet Aviation Teterboro appointed as an authorized rockwell Collins Dealership

General Electric has renewed the Jet

Aviation St. Louis service center authori-

zation for the CF34 engine which powers

the Bombardier Challenger series. Jet

Aviation St. Louis serviced more than 110

Bombardier Challenger aircraft in 2011.

Already a factory-authorized service

for the Embraer Legacy 600, Embraer

recently extended the St. Louis approv-

als to include the Legacy 650.

Similarly, Jet Aviation Teterboro has been

named an official Rockwell Collins dealer,

ensuring better pricing for customers and

enabling the operation to provide war-

ranty support.

Contact:

Jet Aviation St. Louis

Tel. +1 618 646 8000

Tel. +1 800 222 0422

Fax +1 618 646 8877

jstl@jetaviation.com

Jet Aviation Teterboro

Tel. +1 201 462 4000

Tel. +1 800 538 0832

Fax +1 201 462 4005

jteb@jetaviation.com

Jet Aviation Palm Beach hosts its 12th annual La Bella Macchina

Jet Aviation’s Palm Beach facility was

transformed into a showcase for high-

performance products and charitable

giving in January when it hosted the 12th

Annual La Bella Macchina (“The Beauti-

ful Machine”).

Contact:

Jet Aviation Palm Beach

Tel. +1 561 233 7200

Tel. +1 800 538 0724

Fax +1 561 233 7240

jpbi@jetaviation.com

More than 1,200 invited guests strolled

among stunning displays of business air-

craft and Ferrari automobiles to mingle

and participate in a silent auction which

raised $20,000 for the Boys and Girls

Club of Palm Beach County.

Held each year in conjunction with the

Cavallino Classic, a fanfare of Ferrari

automobiles and their owners, La Bella

Macchina featured displays of business

aircraft from many of the world’s leading

manufacturers, yachts and close to 100

late-model and classic Ferraris.

Jet Aviation St. Louis appointed as Gulfstream Factory- Authorized Service Center

Jet Aviation St. Louis recently added Gulf-

stream to its cadre of factory-authorized

service center designations and now has

OEM authorization to perform scheduled

and unscheduled maintenance on Gulf-

stream G350, G400, G450, G500, G550,

GIV/GIV-SP and GV aircraft.

This designation permits the company to

provide warranty support for Gulfstream

aircraft and facilitates access to parts and

Gulfstream technical support. In addition

to Gulfstream, the St. Louis operation

currently has OEM approvals from Bom-

bardier and Embraer plus a large number

of engine and avionics manufacturers.

The company maintains OEM-dedicated

maintenance teams and hangars for

Bombardier, Dassault Falcon, Embraer,

Hawker and Gulfstream aircraft.

Contact:

Jet Aviation St. Louis

Tel. +1 618 646 8000

Tel. +1 800 222 0422

Fax +1 618 646 8877

jstl@jetaviation.com

To locate your regional Sales Representative, visit gulfSTReam.com/contacts

Intercontinental range, record-setting speed, unrivaled

utility and top-rated worldwide support. The World Standard®

isn’t just a company tag line, it’s a benchmark by which all

others must be measured.

He WORlD STaNDaRDT

Masthead and advertisers

outlook Magazine 01/2012

Published by: Jet Aviation Management AG Daniel G. Clare, President P.O. Box 229 CH-8058 Zurich Airport I Switzerland Tel. +41 58 158 8888 I Fax +41 58 158 8885 jmgt@jetaviation.com

Project management: Heinz R. Aebi, Caroline Kooijmans-Schwarz

Editor-in-chief: Heinz R. Aebi

Authors: Stephanie Schwartz, Mary-Lou Murphy, Ann Hein

Photography: ICRC Phototèque/Dr Dorothée Baumann/Thierry Gassmanny/Dibeh Fakhr/s.n./ Robin Waudo/Jeroen Oerlemans/Christoph Von Toggenburg/HEGER, Boris, wikipedia, wikimedia, Canadian Red Cross, German Red Cross, Christie’s images LTD 2012, google images, antiquesandartireland, John Bluck,The J. Paul Getty Museum, Los Angeles, hktdc.com, Tropenhaus Frutigen AG, OONA Schweiz, flickr chrchr_75, NEAT BLS AG 2007, Stephanie Schwartz, Thomson Reuters / Michael Buholzer, Stromer Media, Thoemus Media, Festival del film Locarno/Tipress - Samuel Golay/ Pedrazzini/Tipress – Golay/Ti-Press – Reguzzi, MaggiorepiX, archivio Ticino Turismo, BMW Group Press Club Global, Press Club France, BMW AG

Concept and design: Publicis Werbeagentur AG Zurich I Switzerland

Printed by: Elanders GmbH & Co. KG Waiblingen I Germany

Print run: 30,000 copies

orders: jmgt@jetaviation.ch

Copyright: Outlook is published semi-annually. The contents may be reproduced with credit to Outlook, the magazine of Jet Aviation.

Advertising inquiries: For all advertising inquiries please call Heinz R. Aebi in EMEA at +41 58 158 88 90 or e-mail: heinz.aebi@jetaviation.ch

© Copyright 2012 Jet Aviation All rights reserved

Founded in 1875 by Jules-Louis Audemars and Edward-Auguste Piguet in the Swiss village of Le Brassus, Audemars Piguet is the oldest manufacture of Haute Horlogerie never to have left the hands of the founding families.

Today, its range encompasses complex mechanical watches, Haute Joaillerie creations as well as a line of jewelry. At each stage in its history, the manufacturer has daringly adopted avant-garde techniques in order to place them in the service of traditional craftsmanship. Worldwide, Audemars Piguet currently employs over 1,000 people.

Instruments for Professionals. More than a slogan, it's a vocation. Or obsession is quality. Our goal is performance. Day after day, we consistently enhance the sturdiness and functionality of our chronographs. And we submit all our movements to the merciless scrutiny of the Swiss Official

Chronometer Testing Institute. One simply does not become an aviation supplier by chance.

Founded in 1955 in La-Chaux-de-Fonds, CORUM is positioned as an exclusive watchmaking brand and offers high-quality watch collections featuring an innovative and distinctive design. Its 150 current references, equipped with sophisticated mechanical movements, enjoy

a legitimacy rooted in the brand’s history. The core collection is spread between two key pillars – Admiral’s Cup and Corum Bridges – completed by two satellite collections – Romvlvs and Artisans. www.corum.ch

Dassault Falcon is part of Dassault Aviation, a leading global aerospace company. Since the rollout of the first Falcon 20 in 1963, over 2000 Falcon jets have been delivered to more than 65 countries worldwide. The family of Falcon jets currently in production includes the tri-jets – Falcon 900DX,

900LX and the 7X – as well as the twin-engine Falcon 2000LX. The company has assembly and production plants in both France and the US and service facilities in Europe and North America. It employs a total workforce of over 12,000.

Embraer Executive Jets is the fastest growing executive jet manufacturer in the world delivering nearly one in every five jets in 2010. Embraer offers a wide range of seven revolutionary aircraft designed with luxury, performance,

high dispatch reliability and cabin sizes capable of fulfilling virtually any mission need. Our award winning aircraft portfolio includes the Phenom 100 entry level jet, the Phenom 300 light jet, the Legacy 450 midlight jet, the Legacy 500 midlight jet, the Legacy 600 super midsize jet, the Legacy 650 large jet and the Lineage 1000 ultra large cabin jet.

Gulfstream Aerospace Corporation, a wholly owned subsidiary of General Dynamics (NYSE: GD), designs, develops, manufactures, markets, services and supports the world’s most technologically advanced business-jet

aircraft. Gulfstream has produced aircraft for customers around the world since 1958. To meet the diverse transportation needs of the future, Gulfstream offers a comprehensive fleet of aircraft, comprising the wide-cabin, high-speed Gulfstream G150®; the large-cabin, mid-range Gulfstream G200®; the new large-cabin, mid-range Gulfstream G280®; the large-cabin, long-range G450®; the large-cabin, ultra-long-range Gulfstream G550® and the ultra-large-cabin, ultra-long-range G650®. Gulfstream also offers aircraft ownership services via Gulfstream Financial Services Division and Gulfstream Pre-Owned Aircraft Sales®.

Julius Baer is the leading Swiss private banking group, with an exclusive focus on servicing and advising private clients. Its total client assets amounted to CHF 258 billion at the end of 2011, with assets under

management accounting for CHF 170 billion. Bank Julius Baer & Co. Ltd., the renowned Swiss private bank with origins dating back to 1890, is the principal operating company of Julius Baer Group Ltd., whose shares are listed on the SIX Swiss Exchange (ticker symbol: BAER) and form part of the Swiss Market Index (SMI) of the 20 largest and most liquid Swiss stocks. Julius Baer employs a staff of over 3,600 in more than 20 countries and over 40 locations, including Zurich (head office), Dubai, Frankfurt, Geneva, Hong Kong, London, Lugano, Milan, Monaco, Montevideo, Moscow and Singapore. For more information visit our website at www.juliusbaer.com

UBS Leasing AG, a UBS AG subsidiary headquartered in Zurich and with branches in Lausanne and Lugano, specializes in finance leasing, refinancing capital goods and financing and leasing of corporate aircraft. Clients of UBS Leasing include SMEs and group companies,

public-sector entities, joint authorities, licensed transport companies and HNWIs. UBS Leasing AG is one of the leading financing companies in Switzerland; its constant growth is a good indication of the company’s proximity to the market and its competitiveness. www.ubs.com

58 outlook 01/2012

W E K N O W W H Y Y O U F L Y

Aerospace

Multifunction titanium chronograph

Exclusive SuperQuartzTM movement

Officially chronometer-certified

Water-resistant to 100 m / 330 ft

CA103734_Aerospace_210x280_OutlookJetAvia.indd 1 18.04.12 11:11