out— look issue 01/2013

Luxury Event INNOVATION Aerospace Gourmet Jet aviation

Cover Story

Shangri-La

Dear business friends and colleagues, I hope you noticed the new layout of Outlook magazine, which we proudly present to you in this first issue of the year. We have opted for larger images and a more colorful presentation without compromising on content in our feature articles on innovation, aerospace, gourmet, luxury, events and Jet Aviation news. With the main article featuring the Shangri-La hotel chain, our cover image is of their exclusive Villingili resort and spa in the southernmost atoll of the ­Republic of Maldives. The first few months at Jet Aviation this year have proven very busy and eventful. Our ongoing efforts to enhance the customer experience and improve the quality of our services are now firmly entrenched as part of our corporate culture, continually striving to better meet customer ­expectations. Many company initiatives and accomplishments are featured in the in-side section of this magazine, such as the stunning Timeless to ­Visionary design concepts created by

our Jet Aviation Design Studio in Basel for cabin interiors in wide-body aircraft. Launched at this year’s EBACE convention and intended to inspire both new and existing customers, the end-to-end project has been commemorated in a beautiful book for our customers. We also continue to improve our FBO s. We just completed the ­r efurbishment of our first global FBO makeover in Geneva, introducing our fresh new corporate look and feel. Designed for maximum style and comfort, we want you to feel welcome and relaxed at Jet Aviation, knowing you can trust that your business ­aviation requirements will be wellserved. You will also find that we have grown our FBO network, adding new handling facilities at Dubai World Central’s Al Maktoum Inter­ national Airport, at Prince ­Mohammad Airport in Medina, the Kingdom of Saudi Arabia, and we are now operating out of Berlin Schönefeld, Germany, providing FBO services at Berlin’s two international airports in Schönefeld and Tegel. For the benefit of our maintenance customers, we have expanded our service offerings and capabilities. In Singapore, we were just approved as the exclusive Authorized Service Center in Southeast Asia for the ­Nextant 400 XT and we are tripling our capacity with the construction of a new hangar already underway, set to be operational in spring 2014. In the U.S., St. Louis successfully entered the narrow-body market and has recently delivered its first BBJ aircraft. Other good news includes the appointment of Basel as an Authorized ­Service Center for Legacy 600 and 650 aircraft, while Dubai, Geneva and Hong Kong have all been FAA-­ approved to support the Gulfstream G 650.

At customer request in the U.S., we recently introduced three new aircraft management service packages, each providing more personalized services and flexibility based on the client’s flight profile. This year also marks the 30 th year anniversary of our subsidiary Jet ­P rofessionals in the business aviation staffing services industry, which gives good cause to celebrate. With so many developments, including the upgrade of our facilities, the strengthening of our network and our expanded service offerings, we have every reason to feel confident about the well-being of our customers. Jet Aviation looks forward to working with and for you throughout the year, continuing to ensure your safety and security, your comfort and enjoyment.

All the best,

Dan Clare President

Outlook 01/2013 // 3

16

36 30

Contents

Editorial

24

03

06

Cover Story

06 Shangri -La Luxury

16 Les Millionaires Event

24 The Klausen Race Innovation

30 Garaventa Aerospace

42

36 The G650 Gourmet

42 Balik Salmon Jet Aviation Shangri-La Villingili Resort and Spa, Maldives

50 Inside News

An oasis of hospitality A first hotel in Singapore, in 1971, gave rise to 82 hotels around the world. Shangri-La is now expanding rapidly and increasing its presence outside of Asia. The hotels are beautiful, but the company is betting that true hospitality is the key to success.

Entrance of the Shangri-La Hotel in Xian, China

This year, the Shangri-La Hotel chain will expand into Istanbul, Doha, London and Lhasa. In the following three years, new territories will include Sri Lanka, Mongolia, Ghana and Italy. The hotel chain, which was founded in Singapore in 1971 and has gone on to open 36 hotels in China with more opening all the time, is branching out into other corners of the world. And it is betting that Asian hospitality will be just as valued there as it is back home. The chain is backed by a financial powerhouse. The publicly traded Shangri-La Asia is majority owned by the Kuok Group, a conglomerate active in a multitude of businesses including palm oil plantations, commodities trading, newspaper publishing, beverages, logistics and real estate. In 2012, Forbes ranked Robert Kuok as the second richest man in Southeast Asia. This financial base allows the company to buy property, and Shangri-La Asia is therefore in the rare position of owning most of the hotels it operates. This means the company can keep its hotels consistent and that when it wants to change something, it can do so quickly and thoroughly. It also enables the company to think long term. Shangri-La can buy land in a prime location in a developing market and ride out a few years of loss before things pick up. The company also has the resources to keep and support employees even when a region is hit by crisis. To boost its profile outside of Asia, Shangri-La is establishing attentiongrabbing hotels in what it calls “gateway” cities. It has opened a hotel in Paris, in a historic palace that used to belong to Prince Roland Bonaparte, the nephew of Napoleon Bonaparte. The company’s soon-to-open London hotel will be on the 34 th to 52 nd floors of The Shard, the tallest building in the European Union.

8 // Cover Story // Shangri-La

Door lady

Service is given with a smile Left: The entrance of the Shangri-La hotel in Paris, which is a historical palace. It offers a stunning view of the Eiffel Tower Outlook 01/2013 // 9

Room styles at the Villingili Shangri-La resort range from stunning quaint to lavish luxury

Villingili Shangri-La’s Villingili Resort and Spa is south of the equator, in the southernmost atoll of the Republic of Maldives. Unlike many islands in the area, Villingili has dense natural vegetation, including banyan trees and 17,000 coconut palms. The island has more than 4 miles of coastline, about a third of which is sandy white beach. The western shore of the island has calm lagoon beaches, while surfers head to a rougher beach on the eastern side. The resort offers seven styles of accommodation, ranging from ocean retreats to tropical tree-house villas. The top restaurant at the resort, Dr. Ali’s, has three different living rooms, specializing in cuisine from regions on the Indian Ocean, the South China Sea or the Arabian Gulf. The resort also offers a variety of entertainment and relaxation options, including an elaborate spa, a 9 -hole golf course, ideal snorkeling conditions and tours of Villingili and nearby islands. 10 // Cover Story // Shangri-La

The company also has a new resort concept. The Philippine island of ­Boracay is home to one of these new resorts, as is Muscat, Oman. Here the idea is to combine a stunning natural setting with luxury villas and exquisite service, drawing visitors from around the world. At Shangri-La’s Villingili Resort and Spa in the Maldives, the company has added a bonus for private jet travelers. Shangri-La has an executive ter­ minal at the nearby Gan International Airport, which provides a lounge as well as one-stop immigration, customs and baggage screening.

Philippine paradise Boracay is one of the Philippine’s 7,107 islands. It is a small island, about halfway between the country’s northernmost and southernmost extremes. Its most famous feature is the White Beach, which the Lonely Planet ­g uidebook calls “glorious, powdered-­ sugary soft.” The magazine Travel + Leisure named Boracay “Best Island

in the World” last year, a fact often repeated by everyone in the local tourism industry. At present, you have to travel through Manila to get to Boracay. This should change when Caticlan Airport, on the nearby island of Panay, extends its runway. At that point, slightly larger planes from Asian cities such as Singapore or Hong Kong will be able to land. Until then, visitors from abroad must transfer from the international airport to the national airport, check in again and board a small plane. As you approach Caticlan Airport you fly over the cliffs of Patay, looking down on white beaches and rolling hills covered with tropical forests. At that point you are acutely reminded of why the trip is worthwhile. Once in Caticlan, most travelers board a bus that will take them to a ferry, which will take them to Boracay. If you are heading to Shangri-La’s Boracay Resort and Spa, however, the trip is a little different. You are met at Caticlan Airport by resort representatives who drive you to the Shangri-La lounge by the ferry station. Here you are picked

The Shangri-La name comes from the mythical valley in James Hilton’s 1933 book “Lost Horizon.”

up by a speedboat that whisks you up the west coast of the island to the northwestern tip, where you get off at the resort jetty. Staff with golf carts are there waiting to take you to your room. Amit Oberoi, general manager at the resort, is often present to meet guests as they arrive. He is courteous and a little formal at first. If there is any indication that this formality is not demanded by the guest, the reserve ­ dissolves into a smile and he proves to be someone who enthusiastically likes people and enjoys providing them with a relaxing getaway. He explains that his job at the resort involves more personal contact with guests than general managers have when they work at a city hotel. He often has long conversations, drinks or even meals with visitors. “Business travelers are looking for a high level of efficiency and speed,” he says. “Boracay guests are looking for no one telling them, ‘Don’t do this, don’t do that.’ People struggle to spend time with their families, and people are spending their own money. They want everything to be just right.”

Shangri-La does its best to meet this expectation. Employees seem happy to see visitors. The company says it “hires for attitude and trains for skill,” with the philosophy that values such as respect, helpfulness and humility cannot be taught. At the resort, staff members seems to enjoy jetting around in the golf carts and are pleased when a guest wants to hop on board. The beach attendants are eager to find visitors the right snorkel and fins, and they will drag a table over in front of your lounge chair so that you can eat while watching the sunset. The service is given in a natural way, with a smile, and that makes the whole experience fun and relaxing. Shangri-La works hard to create a feeling of belonging among its employees – a sense of family. The company’s theory is that if upper management treats its managers well, they will in turn treat their employees well. Then these employees will pass this respect and hospitality on to the customers. The company focuses not only on training and explaining the company culture, it also tries to promote well-being Outlook 01/2013 // 11

The Makati Shangri-La in Manila, The Phillippines

The Makati Shangri-La creates an oasis in the hectic city of Manila.

The Shangri-La Hotel on Boracay offers stunning views across the ocean

and a feeling of belonging through ­concrete measures such as providing employees with a good cafeteria and high-quality housing that has a gym and event spaces. Managers repeatedly speak of the way the company has stood behind employees during crisis times – not laying off workers, providing off, paying bonuses. Managers cite the avian flu, the tsunami in Japan, and the 2008 earthquake in the Szechuan province as challenges that elicited a generous response. This affects the atmosphere at the hotels and resorts. There is a certain quality of interaction that can only ­happen if people are content. On Boracay, the Shangri-La resort hosted its first Gourmet Food and Wine Festival this past February. For the opening evening, staff set up tables on the beach and also dug lounge benches into the sand. Guests ate foie gras wrapped in Spanish cured ham, smoked duck breast with wild forest mushrooms and beef tenderloin with black truffle sauce. They 12 // Cover Story // Shangri-La

also sampled Bordeaux wines from Chateau Gruaud-Larose and Chateau Durfort-Vivens. During the evening, many guests chatted with Oberoi. They also talked to Reto Klauser, general manager of the Makati Shangri-La in Manila. Many of the guests had known Klauser for years. The Makati hotel occupies a special ­position in Manila. It is located in the financial and diplomatic center of the city, and it was established as a grand hotel in 1993, at a time when Manila did not have many grand hotels. It is an ­i nstitution. As the festival continued, with a champagne Saturday brunch followed by an evening of Italian food and wines, Oberoi entertained, listened and helped. When guests left the island at the end of the festival, Oberoi went to the dock to bid them farewell. He even went out of his way to help a behindschedule guest pack a breakfast – offering to get items from the buffet.

The city While the Boracay resort is set in paradise, at the Makati Shangri-La it is up to the hotel to create an oasis within a hectic city. As you start up the driveway to the hotel, you briefly catch a glimpse of security personnel with German Shepherds. As you pull up to the elegant entryway, you are met by crisply uniformed doormen, and a sniff-beagle – either Laurence or Scooby. The ­beagles obviously receive quite a bit of attention, because the guard carries hand sanitizer that he offers to all who pet the dogs. Employees are considering a Flickr competition for pictures of Scooby, the friendlier beagle. The doormen greet you warmly and usher you into the hotel, where you pass under the trademark lobby chandelier. Beyond the entryway, the space opens into a grand room with a towering ceiling and a glass front that looks out onto a garden with running water. This is the classic Shangri-La lobby design.

The room contains the lobby lounge, which is a central point in all ShangriLa hotels. It is place of civilized relaxation and business meetings, as well as a place to see and be seen. An orchestra plays from 3 pm to 5 pm every afternoon, and high tea is served from 3 pm to 6 pm. The hotel has a ballroom, other event spaces and fine restaurants that serve the local community, as well as a business center and gym for business travelers. Guests have the option of booking an elite room with Horizon Club access, which provides easy checkin, personalized attention and a special lounge for relaxation or meetings. Shangri-La has a second hotel in Manila, in the Edsa neighborhood, and it is building a third, in the Bonafacio Global City district. This area was once an American fort before being turned over to the Filipino military. Today, shopping malls and financial institutions are popping up, and the Philippine Stock Exchange will move into the building just next door to the ShangriLa Hotel. Outlook 01/2013 // 13

The Hong Kong Island Shangri-La’s Lobby and Petrus restaurant

Shangri-La stands behind employees in times of crisis.

The other brands Shangri-La Asia has two brands in addition to Shangri-La hotels. Traders Hotels, established in 1989, provide mid-range accommodation for business and leisure travelers. Kerry Hotels, introduced in 2011, are five-star hotels on a luxury level equal to that of the Shangri-La Hotels, but with a more informal feel. Instead of sumptuous design and elaborate service, these hotels are aimed at those who want a convenient, hassle-free experience with more technology and social interaction.

Your business is going places. We can help get you there. When Shangri-La at the Fort is completed, there will be five ShangriLa-brand properties in the Philippines – three hotels and two resorts. “We have established ourselves,” says Klauser. “People believe we are here for the long run. We don’t do things for a quick buck.” One of the benefits of being an early mover into many countries is that the hotel plays an important role in the development of an area and becomes an established part of a community. Brand loyalty is strong in China because Shangri-La came in early and planned for the long-term. Shangri-La was also the first luxury-hotel chain to begin building in Sri-Lanka after the civil war, and the company has been present in Myanmar for years. A long-term approach is in keeping with local goals.

Hong Kong In some areas, Shangri-La hotels find themselves among a crowd of other exquisite hotels. Hong Kong, the city of densely-packed skyscrapers crowding the flat land at the base of island hills, is one of those places. The two ShangriLa hotels face fierce competition.

The hotels are both beautiful – the Island Shangri-La with its 250 -silkpanel Chinese painting, a chandelier in every room, and a 130 -year-old Banyan tree just outside the lobby lounge, and the Kowloon Shangri-La with its indoor fountain, nine-dragon mural and view of the Hong Kong Harbor. Here as everywhere else, however, the focus is on service. “Sooner or later hotel rooms will become more and more of a commodity,” says Greg Dogan, president and CEO of Shangri-La International Hotel Management Ltd. “The way we think we can differentiate Shangri-La is through our people.” The goals the company gives for its service – respect, helpfulness and humility – take on more meaning when employees at the company’s Hong Kong headquarters prove to be overwhelmingly smart, kind and soft- spoken. Shangri-La seems to follow the values it espouses by hiring people who naturally fit into this culture. The result, in Hong Kong, Manila or on the shores of Boracay, is that for the guest, everything feels “just right.”

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14 // Cover Story // Shangri-La © UBS 2013. All rights reserved.

In the heart of Zurich’s most exclusive shopping district lives a jewelry company interested in more than just beautiful things. Three partners are turning their love of life and its stories into unique watches and jewelry pieces.

Craftsmanship with a fantastical flair 16 // Luxury // Les Millionaires

The showroom has crown-shaped lampshades, gold plating and furniture with whimsical curves. There is an element of fantasy in the air, though the effect is subtle. Les Millionnaires is a high-end store nestled among fashion boutiques, banks and other jewelry stores on Zurich’s prime shopping street, the Bahnhofstrasse. The store retains an elegance that highlights the quality of its products. And yet, there is just enough playfulness in the rooms and in the jewelry that stories are conjured – the kind of stories that drifted into our lives as children and that are still all around, if we stop to listen. These tales evoke a sense of wonder and a feeling of potential. For the owners of Les Millionnaires, they are both an inspiration to create new designs and a reason to believe that their jewelry is more than just an attractive accessory. There is also a rough quality to the showroom. This is meant to elevate craftsmanship and art over the shiny polish of conformity and mass production. The gold leaf in display cases and on furniture has gaps and scratches.

The drawers in the back room, which house hundreds of sparkling jewels, are made of thick metal that has been roughly cut and welded. “We wanted to get away from polished things,” says Ernst Baumann, one of the three Les Millionaire partners. “We wanted to work with organic structures and not be so technical.” Both Baumann, who has a strong background in goldsmithing and a multitude of other jewelry-making crafts, and Francine Böhler, the partner who leads the company’s design efforts, speak of childhood interests leading them to their current vocations. Baumann says when he was a boy, he used to take everything apart, from the toaster to the television, and then try to put it back together. Francine remembers melting plastic yogurt cups in the oven to form pendants and making Martians from empty pharmaceutical capsules. After realizing, at that young age, how much there is to create and explore in this world, neither of them was willing to settle for less in their professional lives. Outlook 01/2013 // 17

The character that radiates from gargoyles inspired several pieces of jewelry The three partners from left to right: Ernst Baumann, Francine Böhler, Urs Böhler

TO BREAK THE RULES, YOU MUST FIRST MASTER THEM. THE VALLÉE DE JOUX, THE JURA. FOR MILLENIA, A HARSH, UNYIELDING ENVIRONMENT – A PLACE OF RAW NATURE AND UNFORGIVING CLIMATE. FIRST SETTLED IN THE SIXTH CENTURY BY MONKS WHO SAW IN THIS AUSTERE EXISTENCE A SERENITY AND SPIRITUALITY; MORE RECENTLY, SINCE 1875, THE HOME OF AUDEMARS PIGUET, IN THE VILLAGE OF LE BRASSUS. THE EARLY WATCHMAKERS OF LE BRASSUS WORKED THE IMPOVERISHED LAND IN SUMMER – AT ONE WITH NATURE AND COMPELLED BY ITS ELEMENTAL POWER. THROUGH WINTER THEY WORKED AT THEIR BENCH, BY THE EVEN,

Art and craftsmanship were chosen over polished conformity.

18 // Luxury // Les Millionaires

NORTHERN LIGHT, STRIVING TO MASTER, THROUGH THE COMPLEX MECHANICS OF THE WATCHMAKER’S CRAFT, THE ETERNAL MOVEMENT OF THE COSMOS. TODAY WE ARE PROUD TO FOLLOW THIS TRADITION, EXPRESSING THE DYNAMIC COMPLEXITY OF THE UNIVERSE THROUGH THE ART OF FINE WATCHMAKING.

Francine’s husband Urs, the third Les Millionnaires partner, shares the others’ willingness to trust and follow their own ideas, and also to pursue what is fun. Urs manages the strategic and administrative sides of the business, and he does this in a way that both suits his own style and benefits the business. If the only way he could run the business were in a dry, impersonal manner, he would probably stop the work and spend more time on his sailboat in the Caribbean. The similarities of the three partners have allowed them to work together for 28 years. It is probably the differences in their strengths that have made the company a success.

Design Francine is a ball of energy. A watchmaker told me it is great to talk to Francine about ideas, because she just explodes with creative energy and goes off in all directions with the idea. Another employee briefly mentioned that it can be difficult to pin her down for a solitary task. These are two facets of a highly creative mind. Together with Baumann, Francine is responsible for the design work for Les Millionnaires. Though ideas come from different places, she says that most of the company’s designs are based on elements of nature. “There are endless things you can look at in nature for

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Francine Böhler begins the process with a pencil and paper. Ernst Baumann is intensely focused in the studio. Precision supports the company’s creativity

20 // Luxury // Les Millionaires

ideas,” she notes. “You can even use a microscope and see a whole range of new things.” When Francine was young, her mother often told her stories, and she remains a big fan of fairy tales. This combination – her fondness for forms that occur in nature and her love of magical children’s stories – can be seen in several of her pieces. Francine follows her ideas to see where they may take her. She recently became very interested in the anatomy of flies. Les Millionnaires now makes several rings whose individual gems are held in place by claw prongs shaped like fly legs. Several of these rings also have a fly perched on top of the stone. When creating a custom design for a client, she tries to start by exploring “crazy” possibilities, and then adjusts them towards the conventional in accordance with the customer’s wishes. She follows her instincts and says, “it is important that doing this entertains you and makes you happy.” Once designs have been sketched on paper, a model is created. Silver is usually used for this prototype, because it is easier to work with than cheaper metals or plastic, and it is not quite as costly as gold. Many of the pieces Les Millionnaires creates originate with an element that they designed, modeled and then cast. The casting gives them a base, and then craftsmen shape, cut, engrave, polish, add stones or additional metal and do whatever else is necessary to create the final piece. Baumann is in charge of the company’s workshop, which feels like a magical place. When you enter, it immediately takes you back in time. Many tools are identical to those that were used for jewelry-making hundreds of years ago. Others appear traditional, but have newer incarnations, such as being attached to a motorized base. The workshop is filled with hundreds and hundreds of these tools, in a multiplic-

Designers draw inspiration from magical ­children’s stories and the wonders of nature.

ity of sizes and variations. There is a row of pliers, of the same design but in fifteen different sizes. There are also multiple brushes and polishers and measuring cones and drills and files, as well as intriguing small pieces of metal whose function is not entirely clear. As Baumann works, he grabs drills and grinding tips from a wooden board covered with over a hundred of these tools. He does so quickly, almost without looking. On the countertops, here and there among the many simpler tools, stand a few high-tech machines. The microscopes are modern, some of the drill machines latest generation, and in one corner there is a special box inside which very small metal parts can be joined by a laser. Across the room from Baumann, Vasken Karaca sits silently and patiently at a work station, putting tiny cognac diamonds into the housing of the company’s Seahorse watch. Before a stone goes in, he sharpens a very small tip and creates an indentation in the gold of the housing, into which the stone can be placed. He then chooses an individual diamond, and after checking it under the microscope in front of him, places it in the hole. As a last step, he must scrape a bit of the gold up over the edges of the stone, to hold it in place. This is not simple, because to cover too much of the already tiny stone would take away its sparkle. Karaca explains it will take him two days to set the stones for this watch.

Lucky Dragon Les Millionnaires’ most exclusive timepiece is the gold-and-diamond version of its Lucky Dragon watch. The housing has dragon reliefs on the sides, with eyes that glitter with gem stones. The watch face is made of enamel and features a fully grown golden dragon, which appears to be battling with the hour, minute and second hands. An intricate armband has been created to recreate snakeskin with its scale-like appearance. The watch takes about 8 .5 months to make and costs about $ 300,000.

Outlook 01/2013 // 21

From a luxurious seat on board, to a meeting with the board.

“Poseidon” (left), “Wilhelm Tell” (above)

New directions Les Millionnaires began making watches in 2010. Their first series, “Fairy Fauna”, includes seven animalthemed watches – Horse, Crocodile, Turtle, Dragon, Lizard, Seahorse and Chameleon – as well as special-edition watches including one that commemorates Swiss folk hero Wilhelm Tell and another with a Poseidon nautical theme. At this year’s Baselworld watch and jewelry fair, the company will present two new watches: a Gagarin watch with a Russian space program theme, and a watch with a gambling theme. Urs Böhler is now looking to establish franchise stores around the world. He expects three to open in Russia this year, and he is in discussions with potential partners interested in opening franchises in other countries. 22 // Luxury // Les Millionaires

When asked what his ultimate goal is for the business, he says, without hesitation, “To conquer the world.” He grins and adds, “Like those mice in ‘Pinky and the Brain’.” This is his standard answer for journalists. His eyes light up and he laughs as he talks about the mice. He comments that heart and backbone have been responsible for much of Les Millionnaires’ success. “We have always done what we wanted and not conformed to the market.” When Baumann elaborates on the reasons for the company’s success, he says that though the ideas and art at Les Millionnaire are a lot of fun, it is a solid foundation in traditional craftsmanship that has made it possible to bring these ideas to life. He holds up what looks like a princess ring. He explains that it is a typical “frog-prince ring” – a gold band

with crown-like prongs that will hold a stone. This one, he notes, has been made to appear carved, with a kind of raw, natural look. There is also something both dreamy and fantastic about the ring. Baumann then points out that the ring still must be made in a way that will allow the stone to “sit” perfectly. This can be difficult because it is hard to determine reference points in a creatively irregular ring. Achieving the necessary precision within a creative framework has been a focus at Les Millionnaires for almost thirty years. The combination of high- level craftsmanship with fantasy and creativity can take jewelry beyond the niche it usually inhabits. It can move individual pieces, be they jewelry or watches, into realms usually reserved for storytellers and sculptors.

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Beginning in 1922, drivers raced 21.5 kilo­meters from Switzerland’s Glarus Valley to the top of the Klausen Pass. The race was dusty and loud, and it was a celebration of a new mobility. The race was discontinued in 1934, but Klausen Race Memorials have kept the tradition alive.

Caracciola racing up the Vorfrutt in 1932

Poster for the 2006 Klausen Race Memorial

The great hill-climb: 136 curves in the Swiss Alps 24 // Event // Klausen Race

In the 1920 s, a mood of optimism took hold of Europe, and the automobile seemed part of the new, better life. As people acquired cars, they wanted to see how fast these daring new machines could actually go. After trying the vehicle on flat roads, drivers often ­ ­wondered how it would do on a hill. So they drove it up a mountain. Hill-climb races soon began to form. This sport, along with other forms of car racing, had a tough time finding acceptance in Switzerland at first.

Races at that time did not exercise many precautions for the safety of either spectators or drivers, and Swiss authorities were skeptical. When the Paris -Vienna race passed through Switzerland in 1902, authorities refused to sanction racing within their borders, and the cars were required to drive at low speeds on streets that were not blocked off. The push for Swiss racing began in western, French-speaking Switzerland. Over time enthusiasm grew in German-

speaking Switzerland as well, and in 1922, the Zurich branch of the Swiss Automobile Club received permission to run a race up to the Klausen Pass. The pass, at 1,948 meters, is the gateway through the mountains between the cantons of Uri and Glarus. This is traditional, conservative central Switzerland. Uri was one of the three founding members of the Swiss Confederacy, and Glarus was one of the first additional cantons to join that confederacy. The mountains served as a significant barOutlook 01/2013 // 25

rier between the two cantons for hundreds of years. This separation can be heard in the distinct dialects of Swiss German spoken on each side of the pass. There was no road over the pass until 1899. The cantons had been trying to secure federal funding for the project for about 30 years, and the construction took an additional six years. When the dirt road was opened, the first vehicle to officially cross it was a federal postal carriage. Then the government of Uri made a trip over the pass, and soon the road was opened for pedestrians and carriages. Later, for a fee, cars were allowed to use the road. The route for the Klausen Race began in the town of Linthal, deep in the Glarus Valley, and ran all the way to the top of the pass. It was 21.5 kilometers, which made it the longest hill-climb in Europe. The route had 136 curves, 57 of them switchbacks, and gained 1,237 meters in altitude. The Swiss had been interested in military use of the road, so it was constructed 4.8 meters wide, with generous radiuses in the curves, and a grade of not more than 9 percent. This made the route somewhat easier, but it did not change the fact that it was a tough course with many steep, unforgiving drop-offs. The English racer Hugh C. Hamilton has been quoted as saying, “No one should take part in the race without already haven driven the course 100 times.”

The races This first Klausen Race was mostly national but, by the second year, the event had become international. The race became part of the European Hill Climb Championship when the series was initiated in 1930, and it is generally considered to have become the most important of those races. It was the longest, and it was tough. 26 // Event // Klausen Race

The Klausen Race was considered the most important of the European Hill Climb Championship races. The cars that competed in the races got faster and faster. The technology that had been used for fighter planes in World War I was used to give cars compression engines, making them “supercharged” The engines were loud, emitting what is often described as a wail. The cars were also getting lighter and drivers were becoming more skilled. There were two main types of drivers – the factory drivers and the gentleman drivers. The factory drivers were hired by carmakers to show off their cars. Speed was a major selling point for cars in those early automotive days. This was the era of the Blue Train Racers, who would race against the train that ran the length of France from Calais to the French Riviera to prove that the automobile could beat the icon of rapid transportation. The factory drivers went all out when they raced – if their car was damaged, the factory would give them a new one. The gentlemen drivers came from the upper class, and they financed their racing themselves. There were also a number of women from these circles who raced. The most successful female driver during the 1920 s was Elisabeth Junek from Prague. She drove in the Klausen Race in 1926, coming in 11th out of 180 entrants. In 1925 motorcycles joined the race for the first time. Here too there were both factory riders and gentleman riders, but in this discipline there were also tinkerers who did not have much money, but saved like crazy, skipped insurance and braved the brink of financial ruin to follow their passion.

The races brought enthusiastic, often slightly rowdy crowds to the usually quiet mountain valley. Since safety regulations were not what they are now, spectators watched from almost anywhere along the route. Sunday was the big race day, so Saturday night a steady stream of people made the journey up the mountain on foot. Many spectators also came by car, which created parking issues and road damage. The dirt roads of the time deteriorated rapidly with use, and the race organizers tried to use parking fees to cancel out the costs of road repair. This worked for Uri and Glarus, but the canton of Schwyz, which experienced heavy traffic as cars passed through it to get to Uri, had road damage costs but no parking income. Needless to say, the residents of the canton were not pleased with the situation. For the farmers who took their cows up to the Alps surrounding the mountain pass in the summers, it was strange to have the whirlwind chaos of the race

Friday On the Friday before the races, competitors bring their cars to the main square in the city of Glarus for vehicle inspection and approval. This serves an administrative purpose, but it is also a very popular event, because it allows visitors to get a look at the cars and talk to the drivers.

Above, Dr Cranz driving an Alfa Romeo RL Super Sport in 1925. On the left, Adolf Rosenberger racing in 1927. Elisabeth Junek, the most successful female driver of the late 1920s

Outlook 01/2013 // 27

The races brought enthusiastic, rowdy crowds to the quiet mountain valley. appear for a weekend, and then disappear again for another year. Locals were not happy when visitors left garbage and trampled their fields. Nonetheless, many found the cars and their drivers fascinating, and young boys sometimes looked at the drivers as “gods of the alp.”

The conclusion

Posters from 1925 and 1930

The 1934 race is considered to have been the pinnacle of all the Klausen Races. The best hill-climbers in Europe were present, as were many GrandPrix drivers. It was at the 1934 race that the all-time speed record was set by German Rudolf Caracciola, who finished the course in 15: 22: 20 minutes in a Mercedes W25. He had averaged 83.9 kilometers per hour as he covered the course. Caracciola beat fellow countryman Hans Stuck, who was driving a 16 -cylinder Auto-Union, by only three seconds. It is no coincidence that these two Germans had dominated the race. Germany’s National Socialists wanted to use motorsports as a demonstration of the county’s superiority, and they made sure their automakers were well funded. By 1934, no one could beat the German cars. The 1934 event proved to be the final Klausen Pass race. The economic crisis, continued financial difficulties for the Zurich branch of the Swiss Automobile Club, the bad condition of the pass road and problems getting permits led to its discontinuation.

Bringing it back Bernhard Brägger grew up in Uri, hearing the mythology of the Klausen Race. He says many people used to talk about it, but no one really seemed to know the details. 28 // Event // Klausen Race

In the 1980 s he started researching the race and wrote a short book. At the time, a racer himself with experience in rallies and historic racing, he revived the race by creating the Klausen Race Memorial. The first memorial took place in 1993. It attracted about 400 cars, but the winner, the Englishman Rodney Felton in an Alfa Romeo P 3, did not beat the original Klausen Race record. Wet weather kept drivers from making it up the hill faster than their counterparts in the 1930 s, despite the fact that the road had been paved in the meantime. By the time the second memorial race was run in 1998, the memorial was well known and had gained prestige. Many members of the vintage-racing elite joined the race, some arriving a week early to check out the course. Among these racers were about 32 Englishmen with top-class cars. Brägger says they were daredevils who provided a lively atmosphere filled with spectacle. Using a Swiss expression, he says, “They put salt in the soup.” At this race, drivers were able to beat the best times of the original race, with the Englishman Julian Majzub completing the course in 13 : 49 : 08, in a Bugatti 35 B. There are two categories in the memorial races, a standard class and a speed class. Brägger says participants have been good judges of which class is best for them and have not tried to compete beyond their skill level. “The Klausen demands respect,” he says. “Dumb mistakes or overestimating yourself has dramatic consequences. People see this.” The fifth Klausen Race Memorial will take place September 27 –  29, 2013. In addition to cars built before 1939, it is open to prototypes and sports cars that have alternative drive trains, such as those that run with hybrid motors, electric motors or fuel cells.

Bikes Britain’s Tom Bullus set the speed record for motorcycles in 1930, covering the route in 16 : 41: 00, while riding for the German motorcycle maker NSU. There was a bicycle competition in 1930 and 1932 . It was discontinued, however, after general agreement that the ride looked almost inhumane, and that it attracted a particularly rowdy type of spectator.

Weather In 1923 the course was slippery after a heavy thunderstorm. In 1926 , the finish line was covered with snow and shrouded in fog. Mountain weather changes quickly, and racers never knew what might await them.

Missed years The Klausen Race was held ten times between 1922 and 1934. There were no races in 1928 , 1931 and 1933 because of financial and permitting problems. Outlook 01/2013 // 29

Creating cableways to conquer rough terrain In a country where steep slopes can make transportation tough, Switzerland’s Garaventa company has been using cableways to move goods and people for 85 years. Now its systems are becoming bigger, stronger and increasingly stylish.

30 // Innovation // Garaventa

From the top of Mt. Titlis, you can see an endless array of peaks disappear into the distance. The mountain is on the northern edge of the Swiss Alps, the jagged expanse that covers 65 percent of the country. Mt. Titlis is one of the many peaks that have made Swiss terrain both tough to navigate and stunningly beautiful. For over two hundred years after the first ascent of Mt. Titlis in 1744, the view from its summit was the privilege of a small group of alpinists. Starting in the first half of the 20 th century, the general public gained easy access to the lower reaches of the mountain, after a funicular was completed in 1913, from the town of Engelberg to a lake at about 5,700 feet. Plans were soon made to extend the system to the top of the mountain, at over 10,000 feet, but it took more than 50 years for such a cableway to become a reality. When organizational, financial and political factors had fallen into line and construction of a cableway to the top could be undertaken, there were considerable engineering challenges. In 1963, three men spent a summer sleeping on the nearby Joch Pass and walking up the mountain every day. At the top, they used chainsaws and pickaxes to cut through the glacier ice, searching for stable rock on which they could build. They had to deal with strong winds and ever-changing weather. One of these men, Sepp Mathis, remembers afternoon thunderstorms and says “I always thought, ‘If you get hit, you are gone.’”

The plan was to build the top station for a cableway on the Klein Titlis, a lower summit 577 feet below the peak of the mountain. When the three men finally found rock at this spot, it was 82 feet beneath the ice, making it impossible to build a station. Glaciers are always slowly moving, and this motion would have broken the pilings. Mountain environments are beautiful, and they are also extreme. Gravity continually molds the terrain, as glaciers flow, water drops, rocks fall and soil erodes. Weather changes quickly, and winds can be powerful. Low temperatures freeze water, which can break things apart, and intense sunshine can be tough on man-made materials. Cableways are frequently installed in this environment, and engineers must find ways to deal with these challenges. Once installed, cableways provide a brilliant way to traverse the rugged ­t errain. Aside from the base station and the top station, the only necessary contact with the ground is a few masts. People can then travel over ravines, rivers, glaciers, steep drop-offs, and other natural impediments that had previously been impassable. On Mt. Titlis, the three men did eventually find a suitable spot for a top station. It was a bit down from the peak, at about 9,934 feet, and had only about 16 feet of glacier ice covering the rock. In 1965 a cableway section was completed to Stand, about halfway to the top, and in 1967, the final section was

The Rotair cableway, with a revolving floor within the gondola, was first designed for Mt. Titlis. The popular system can now also be found in other places, including Table Mountain in Capetown, South Africa Outlook 01/2013 // 31

When the Titlis cableway was finished, it gave the public access to views that had been the province of an elite group of alpinists.

The open deck “CabriO” on the Stanserhorn near the lake of Lucerne, Switzerland

finished. Visitors were then granted a view and experience that had largely been inaccessible to humans. About 25 years later, when it came time to think about updating or replacing this cableway, access to mountains was almost taken for granted. Tourists were used to being whisked up to lofty peaks in just minutes. Tourism offices 32 // Innovation // Garaventa

and cableway companies no longer just focused on providing access to a mountain, but rather sought to create reasons for tourists to go up “their” mountain instead of other nearby peaks. Eugenio Rüegger, the head of the company that ran cableways on Mt. Titlis, had a very specific idea. He had seen the revolving restaurant in the Swiss mountain resort town of Saas Fe, and he decided he wanted his guests to experience this kind of 360 -degree panorama as they journeyed to the top of Mt. Titlis. Rüegger approached Garaventa with this idea. The cableway-maker had a strong reputation and was renowned for having built a pioneering cableway in Squaw Valley, USA , with a gondola that carried 125 passengers and the first four-person chairlift with detachable bench units. For the Titlis cableway, Garaventa designed a cylindrical cabin with a floor that rotated a full 360 degrees. This Rotair system went into service in 1992, drawing droves of tourists. It r eceived international acclaim, and ­ similar systems have been installed in Cape­town, South Africa; Palm Springs, USA; Malcesine, Italy; and, just recently, on Mont Blanc, the highest mountain in Europe.

New designs There are many kinds of cableways. One of the fundamental divisions is between an aerial cableway, in which vehicles hang from one or more cables, and a funicular, in which vehicles run on a track and are pulled by one or more cables. Among aerial cableways, there

is an additional major division between those that run in a continuous, circular motion, as most ski lifts do, and those that have one or two cabins that move back and forth along the same path. After years of development that have made cableways safer, more practical and more comfortable, there is currently an emphasis on style. “Clients are now utilizing cableways as a marketing tool,” says Michael Mathis, head of engineering at Garaventa. Along with stations that he describes as often being “architectural works of art”, this often means a gondola or wagon with extra flair. A recent request came from Jürg Balsiger, tourism director for central Switzerland’s Stanserhorn mountain. Balsiger wanted a gondola that was open on top, where visitors could ride with the wind in their hair and no cables overhead. Garaventa designed a two-story gondola with a closed lower portion and a spiral staircase leading to an open upper deck. In order to avoid overhead cables, the company ran the cables along the sides of the gondola. This meant that the new Stanserhorn system could no longer use the classic structure in which a gondola hangs from a cable. When a gondola comes to a stop in the conventional system, a swinging motion diffuses energy. When this swinging is made impossible by a new positioning of the cabin, forces remain that would cause jarring movements, which would be unpleasant for passengers. Garaventa solved this problem by installing sensors that continually measure motion, and a hydraulics system to smooth the rough movements. Outlook 01/2013 // 33

Doppelmayr Garaventa has systems running in 86 counties – including Squaw Valley (above) and Papua New Guinea (below)

The Doppelmayr Garaventa Group is the largest cableway-maker in the world

The company In 1928 , Karl Garaventa saw that the techniques used to transport wood down the Rigi mountain in central Switzerland were both dangerous and damaging. He built a cableway to transport the wood more safely and efficiently, and this led to additional cableways for material transport, and then also systems to transport passengers. In 1957, his two sons took over his business. In 2002 , during a time of consolidation in the cableway industry, Garaventa merged with the Austrian company Doppelmayr to form the Doppelmayr Garaventa Group. This group is the largest cableway-maker in the world. It has over 2 , 600 employees, and approximately 14, 200 cableways produced by the group’s businesses have been installed in 86 countries. 34 // Innovation // Garaventa

The resulting gondola was a big hit. It delighted visitors, won innovation prizes and was even the subject of a Swiss special-edition postage stamp. Mathis says part of the trick to being innovative is to not throw out elements that have functioned well in the past. “I don’t have to reinvent,” he says. “We will reuse things so that I can concentrate on the actual innovation.” His team is now taking the hydraulics technology developed for the Stanserhornbahn and applying it to a funicular for the Swiss mountain community of Stoos. The route of the new funicular in Stoos will be extremely steep, with a slope of over 45 degrees. At the beginning of its course, however, the route will be almost flat as it crosses a river. This variance in gradient makes it difficult to keep people and goods on a flat floor. If the floor is flat crossing the river, it will be slanted going up the mountain. If it is angled for comfort on the mountain, it will be slanted crossing the river. To solve this challenge, Garaventa is creating a funicular with four compartments that rotate according to the terrain, keeping the floor more-or-less perpendicular to the force of gravity. This will be done through the use of sensors and hydraulics like those used for the Stanserhornbahn.

Transportation power Not all of Garaventa’s impressive systems are focused on design. The company recently built a cableway made for sheer power. The system is being used to bring cargo up a mountain in the Swiss canton of Glarus, in order to expand the Linth-Limmern hydroelectric plant. This cargo includes trucks, bulldozers, shipping containers and large amounts of cement. While most Garaventa systems use cables between 1.3 inches and 2.8 inches in diameter, this

system uses cables 3.5 inches in diameter. The cableway can transport as much as 44 tons at a time, making it the highest capacity cableway in the world. Garaventa is now part of the Doppelmayr Garaventa Group, which is the largest cableway-maker in the world. The group makes various material transport systems, including one designed not for large, extremely heavy objects, but rather for a continuous flow of lighter materials. The RopeCon system is essentially a conveyor belt that can be up to 12.4 miles long and can have stretches of up to 1.2 miles without a mast support. One such system has been sold to a mining company in Papua New Guinea. Photos of the system in action – a conveyor-belt stretching out as far as the eye can see over thick jungle – almost look surreal. While most cableway systems are built to provide transportation in a natural environment, steep slopes, ravines, water, rocks and forests are not the only obstacles to movement. As the world’s cities grow explosively, congested roads and densely packed buildings can stand in the way of mobility. Urban jungles may be the next great frontier for cableways. The Doppelmayr Garaventa Group has installed urban systems in places such as Britain, Singapore and Venezuela. The group also has a contract to build the first urban cableways in ­Bolivia. This system will join the highaltitude cities of La Paz and El Alto, running at an altitude of 3,600 to 4,000 meters, over a length of 11 kilometers, with stops at 11 stations. The system will be able to transport as many as 9,000 people per hour in each direction. The company says the trip will take between 10 and 16.5 minutes, whereas in a car it can take over an hour. The project, which is expected to be completed in late 2014, will be the world’s largest urban cableway network.

Outlook 01/2013 // 35

Creating the G650 : Design for speed, range and comfort In 2004, Gulfstream set out to upgrade its top business jet, the G550. Customers had requested more cabin space, higher speed and longer range. After a nine-year development process, the company produced the fastest civilian aircraft in the world, with the largest cabin in its class. It is not a better version of the G550 – it is an entirely new aircraft. 36 // Aerospace // The Gulfstream G650

Gulfstream has a mighty research-anddevelopment campus with about 1,600 engineers, state-of- the -art computer modeling tools and advanced lab facilities. The company is full of employees who love aircraft and cannot wait to see what they can make next. And yet, despite the resident brain-power, when Gulfstream sets out to develop an aircraft, the company talks to its customers. Twice a year, Gulfstream flies the 100 members of its Customer Advisory Board to its headquarters in Savannah, Georgia. Most of these members are ­pilots, mechanics and flight crew who work on Gulfstream aircraft. On the advisory board, they are divided into various subcommittees, such as flight operations, reliability, product support, cabin operations and advanced technologies. In 2004, when the company felt it was time to start thinking about another aircraft, it gathered the advanced technologies group and asked members what they would like to see in a new jet. At the same time, sales people talked about the reasons cited by potential customers for not buying a Gulfstream, and the company had a third party carry out a survey of aircraft owners. Business-jet users wanted higher speed, greater range and a cabin that was larger and more pressurized. Brian Durrence, chief engineer for the project, went to work with about 20 engineers. They designed basic elements of the aircraft such as wing span, wing sweep, the size of the tail, the target engine and preliminary systems architecture. Once this design was approved, the engineering team began to grow. At the height of the design phase, there were about 500 engineers working on the project. There were so many teams and specialties that cross-functional engineers, whose job it was to liaise between the various engineering groups, were involved.

For quite a while, Gulfstream kept the project secret. “We worked for three years cloak and dagger,” says Kurt Erbacher, vice-president in charge of the G 650 program. “Everyone wondered about that building going up,” he adds, with a laugh, referring to the structure created to house G 650 production. “We said we were expanding – which was true.” Gulfsteam gives its Savannah buildings alphanumeric designations, and, as coincidence would have it, the ­building was designated “X”. Much of the design work was done with computer tools, but sometimes the hands-on approach was chosen. To evaluate cabin size, the engineering team took a full-scale mock-up of a G550 cabin and cut it in half. They put it on the back of a tractor trailer and moved it apart to simulate various cabin-width increases. To try out a favored size, they invited fourteen people on board for a grape juice cocktail ­followed by a baked-chicken dinner. Gulfstream decided on a cabin 98 inches across, which is 14 inches wider than the G550 and 2 inches wider than the competition. The company chose an oval shape for the fuselage, as opposed to the circular shape found in the other Gulfstream aircraft, because the shape reduced drag. Aerodynamics were critical if the aircraft was to achieve ultra-high speeds. Drag increases sharply as speed approaches the sound barrier. G 650 Chief Engineer Brian Durrence says the plane was the company’s “most wind-tunneled aircraft.” Engineers used 9 different wind tunnels, in several different countries. Durrence will not will give details about the tunnels or the tests, but he will say that this was the first time the team did cryogenic testing in which the element being tested could be brought down to the temperatures it would experience at altitude. He says the tests showed that Outlook 01/2013 // 37

The G650 manufacturing hall at Gulfstream headquarters in Savannah, USA 38 // Aerospace // The Gulfstream G650

the team’s aircraft design, which included highly swept wings and pronounced fairings where the wings met the body, was very effective. The G 650 is made largely of aluminum, with a few carbon composite parts. Aluminum aircraft are much easier to repair than composite aircraft, especially in the field. This, together with the lower cost of building with aluminum, was more important to customers than the advantages provided by composites, such as fatigue resistance and weight reduction. The engineers did make sure to keep the aircraft under 100,000 pounds, because this is a weight limit at some airports. Along with a larger cabin, customers wanted a quieter one. Gulfstream has a group of engineers focused on acoustics, led by John Maxon, whose previous job was to make submarines quiet. The team looks at the insulating functions of various materials as well as the noise output of systems found on the aircraft. To make such measurements, the team has both a reverberation chamber and a hemi-anechoic chamber. In the reverberation chamber, all surfaces are hard. Sound bounces around and echoes discordantly. In the hemi-anechoic chamber the walls and ceiling are covered with melamine foam, which absorbs ambient sound, allowing for clear measurement of sound emitted from a single source. The foam is cut into wedge shapes and attached to square panels. The panels alternate horizontal wedges with vertical ones. It gives the room kind of a surreal 1970 s look. The room also looks a bit like the secret chamber in which a Bond villain might plan world domination. When Maxon grabs a handle and uses a sweeping motion to pull out a large square of these panels, revealing a passageway into the other chamber, the image is complete.

“We worked for three years cloak and dagger.”

Electronics When a newly manufactured G 650 is painted, the transformation is considerable. The paint job not only makes the aircraft look sleek and attractive, but it also turns the plane into a personalized vehicle. Looking at the G 650, it can be hard to understand the incredible design and analysis that went into it. The sweeps and curves of the wings that were calculated so carefully for aero­ dynamics have the effect of making the plane beautiful. The overall shape of the aircraft takes on the kind of smooth simplicity that sometimes comes from great complexity. The cockpit, however, looks intricate. Large LCD displays and smaller displays and knobs and levers and buttons make it clear that there is complexity happening, even if it has been made as convenient and easy to handle as possible. Many avionics systems that were optional in the G550 – such as the infrared imaging technology that provides an image of an airport and the ­surrounding terrain in low visibility conditions and the emergency descent mode that will take the plane down to 15,000 feet in the case of a radical drop in cabin pressure – come standard on the G 650. The aircraft has triple flight management systems, so that if one ­s ystem were to go down, it would still have two flight management systems, making it safe not only to land but also to continue a journey as planned.

Kurt Erbacher

Preston Henne Former Gulfstream Vice President for Programs, Engineering and Test Preston Henne was the driving force behind the G 650. “It has his thumbprints all over it,” says Brian Durrence, chief engineer for the aircraft. Henne retired March 31st after 19 years at Gulfstream. The G 650 was the sixth aircraft developed and certified under his direction.

Outlook 01/2013 // 39

This is the first Gulfstream aircraft to use fly-by-wire, which means the flight controls no longer have a mechanical connection to systems in the aircraft, but rather send electronic signals to a flight computer. The computer will then initiate movement of the flight systems. New aviation regulations require redundancies that would be very difficult to create mechanically, and fly-by-wire was a better way to meet those safety requirements. To test avionics as well as cabin equipment, Gulfstream built a G 650 Integrated Testing Facility. This 75 -by- 50 foot area has a mock-up of the cockpit with all electronics, as well as a partial cabin mock-up. Gulfstream has one of these labs for each of its aircraft. Engineers can bring in parts of the system and see how they work with everything else. In addition to being convenient, this is also a way to run tests that would be too hazardous in the air or too difficult in a real airplane. To test additional flight controls, such as those that involve hydraulics, engineers use a giant metal structure called “the Iron Bird” that resides in a nearby hangar. When aspects of the aircraft have been modeled and then tested under laboratory conditions, it is time to see how they will do in real conditions. In addition to about 27,000 hours of laboratory testing, Gulfstream did almost

The G650 cockpit has advanced safety systems and triple flight management systems. In the cabin, Gulfstream put emphasis on creating highly reliable comfort and entertainment systems

40 // Aerospace // The Gulfstream G650

The G650 is the fastest civilian aircraft, with a top cruising speed of Mach 0.925

1,200 test flights with the G 650. Not only did pilots and flight engineers monitor the aircraft during these flights, but members of teams such as acoustics and completions went up to see how their products held up in flight. Although the project started out as an upgrade of the G550, the result was a completely new aircraft. On the outside, the only things that remained the same were the two center windshields and the nose cone. The G 650 is the fastest civilian aircraft in the world, with a top cruising speed of Mach 0.925. It has a range of 6,000 nautical miles, such as Los Angeles to Moscow, at Mach 0.9 and 7,000 nautical miles, such as New York to Beijing, at Mach 0.85. It has the widest cabin in its class as well as the lowest cabin altitude and the largest windows. And it is quiet inside. Gulfstream announced the aircraft in 2008, when it was “significantly far along” in the development process. Orders flooded in. It was the company’s most successful product launch. The first six aircraft were delivered at the end of 2012, and manufacturing has been ramped up. The 375 -by-700 foot production hall, filled with these large, sleek aircraft in various phases of production, is quite a sight. It radiates a sense of potential. There are still almost 200 engineers assigned to the G 650, and development continues, especially in software. With 1,600 engineers eager to move aviation forward, progress does not stop when the first planes roll out.

Outlook 01/2013 // 41

The world’s most exclusive smoked salmon, handcrafted in a Swiss mountain ­farmhouse In a small farmhouse in the Swiss mountains, one of the world’s most exclusive smoked salmons is produced. How smoking with techniques once used to serve the Russian czars came to this picturesque corner of a landlocked country is a story of character, serendipity and a dedication to fine foods.

42 // Gourmet // Balik

In 1975, the German actor Hans Gerd Kübel bought a 300 -hundred-year-old farmhouse outside the small village of Ebersol in Switzerland’s Toggenburg region. This is an area known for skiing and yodeling choirs. He did not buy the house with the intention of smoking a fish that had died out in Switzerland almost forty years before, but rather just wanted a nice weekend getaway while working at the Municipal Theater in Zurich. He had a few Angus cows, some chickens, several dogs and a vague plan to sell hand-cut grass to farmers and the Zurich Zoo. Three years later, while in Berlin to perform in the play, “Nathan the Wise,” he went to a dinner at which he met Israel Kaplan. The two men had a few drinks and Kaplan began to boast that his grandfather had been the last supplier of smoked fish to the Russian czars. Kaplan said he still knew the ­secrets to a form of smoking that had died out after the fall of the czars. Kübel, who was crazy about food, explained that he had just bought a house, and asked Kaplan to come and build him an oven. Kaplan agreed to do so. The ovens he knew from his childhood were large, so instead of a personal-size smoker, Kübel ended up with an oven that could be used commercially. This led to the idea of selling smoked salmon.

Kübel began to write letters to friends, asking them to buy the salmon. In these letters, he included quotes from literary giants as well as poems he had written himself. “He was a man of philosophy,” says Balik CEO Peter G. Rebeiz, “a guy with a really different attitude about things.” The combination of fine food and the arts was important to the actor. It is how he lived, and it is how he wanted to do business. At the same time that Kübel was building a smoked salmon business, ­Rebeiz was getting ready to replace his father as head of the Caviar House, a chain of stores in airports that sold caviar and smoked fish. He had been born in Denmark, to a Lebanese father and a Swedish mother, and had begun work at his father’s business in Switzerland when he was twenty-one. One day a customer introduced him to Balik smoked salmon. Rebeiz was impressed by the fish and arranged to meet Kübel. “The first time we met it went badly,” says the CEO, “because we started talking about price, and I was maybe 24 or 25 and I must have come across as an arrogant bastard. I said the price was too high, and he said, ‘If you aren’t interested you can go to hell.’” That evening, Rebeiz, who had spent much of his childhood intent on becoming a musician rather than a Outlook 01/2013 // 43

In 1978, the grandson of the final purveyor of smoked fish to the Russian czars came to the Swiss mountains and built an oven. businessman, learned that Kübel was an actor, and he decided to contact him a second time. “We met again and spent the whole day talking about music and art and didn’t talk one word about business. At the end of the day, Kübel said, ‘We are going to work together.’” In 1992 Kübel had a high offer from a large Swiss company interested in buying his business. It was an offer that Rebeiz and Caviar House could not match. Rebeiz had assumed Balik would be sold to the large company. “Then Kübel showed up at my parent’s house in Denmark,” he says. “My mother offered him a cup of coffee. He looked down at the Royal Copenhagen coffee cup and said to me, ‘I just spent three days in underground meeting rooms being given coffee in plastic cups. People like that can’t sell Balik ! Your price will be my price.’” And Rebeiz bought the company.

Production Balik salmon is still smoked using the traditional techniques Kübel learned from Kaplan. Production takes place in a series of small rooms spread out over two floors in the farmhouse. On a gray Tuesday in February, things are fairly quiet at the Balik farmhouse. The company has to push production to its absolute limit before Christmas, when it makes about 30 percent of its annual sales to private clients. By February, the facility is back to a more routine schedule. 44 // Gourmet // Balik

In the first room of the production area, large gray tubs are filled with frozen fish. These four-year-old salmon come from Norway, where they are raised on farms that give fish organic feed and plenty of room to swim. They are of similar size, and they look strong. Balik says that buying farmed fish allows them to provide consistent quality, most importantly, meat that is neither too fatty nor too tough. Employees run local spring water through the tubs. The fish must be thawed carefully, because otherwise the meat will be damaged. This process takes about 24 hours. In the next room, two employees remove the heads and tails from the thawed fish, cut it in half, and pull out the backbone. A third employee covers the fish with rock salt. This is the second step in the four-day production process. These fish will be stored in the salt until the next day, when all but about 3 percent of the salt will be washed off. The salt is not meant to preserve the fish, but rather to add flavor. The next room houses the ovens that are the heart of Balik’s production. When an oven door is opened, a delicious smell of smoke wafts out. For one not expert at wood and wood smoke, it is impossible to tell what type of wood is burning, which is too bad because the choice of the particular wood burned in the ovens is one of the Balik secrets, handed down from Kaplan. The company will only reveal that it is a local Swiss wood that was also available in Russia.

The Balik farmhouse, in Switzerland’s Toggenburg valley

Balik founder Hans Gerd Kübel (left) and Balik CEO Peter G. Rebeiz (below)

A special place Balik attributes much its success to the special conditions in Ebersol, including the spring water and the location at almost 3,000 feet. Outlook 01/2013 // 45

The fish are salted and then rinsed before being smoked. The smoke comes from a wood fire started every morning by the smoke-master

Each morning, Manuel Vilas, the smoke-master, lights a log fire two floors below the ovens. From there, the smoke flows up one floor, into a room with low ceilings. Here the smoke cools and becomes denser. The salmon are cold smoked in temperatures that never exceed 30 degrees. The smoke enters at the bottom of the oven and exits through a pipe at the top. Together, the four ovens can hold 240 fish. The smoking process takes about twelve hours, though the exact amount of time depends on the day’s air pressure and humidity. Vilas has been working at Balik for 29 years. A quick check of the fish will let him know exactly when it is time to take them out. Balik refers to the fourth step in the production process as “parrying.” The word is commonly used in fencing, and 46 // Gourmet // Balik

here refers to cutting away the outermost layer of the meat, which will have become a little dry, salty and smoky, and also removing the bones. The company refers to the process of parrying as an art, and employees must have been with the company for at least three years before they are permitted to work in this crucial phase of production.

The Balik farmhouse combines fine food with music and strong personalities.

There is usually no parrying on a Tuesday, because there is no production at Balik over the weekend. An employee comes in on Sunday to thaw fish, so that salting can begin on Monday. This in turn allows the smoking process to begin on Tuesday, but there are not yet any smoked fish to parry. In the parrying room, however, there are some sides of fish that have been parried but not yet cut into the specific Balik fillets, and Vilas brings a few out. Balik salmon is sold in thick fillets that are meant to be cut into medallions rather than thin slices. Kaplan had traveled to Toggenburg a second time in 1984, after Kübel had hit hard financial times with his salmon smoking, and told the actor about this unique form of filleting and serving salmon. Kaplan also revealed that, under the czars, the back

During the “parrying” process, all tough or dark flesh is removed. The remaining filets are the best meat, as beautiful as they are delicious

Balik filets are carefully packaged and then sent around the world Czar Nikolaj, the last Czar of Russia. The secrets that went into the smoked sturgeon he enjoyed have created a special smoked salmon

Balik salmon is sold in thick fillets that are meant to be cut into medallions rather than thin slices. fillet had been the most prized part of smoked sturgeon. This form of filleting had been lost after the fall of the Romanov family, and when Kübel resumed the practice, his business took off. Vilas quickly cuts the skin off the fish, as well as any dark parts of the meat. While his title is smoke master, he is also an expert parrier and has trained most of the production staff. His knife then divides the piece into a rear fillet and a belly fillet. These pieces have a rich color and a beautiful pattern of muscle striations. As he cuts, an orange light above the parrying table begins to flash. This is the alarm connected to sensors in the oven telling him that the temperature has de48 // Gourmet // Balik

viated from the desired values. He heads off to take a look. He will probably have to put a log or two on the fire. On average, employees have worked at Balik for 12 years. The parry master Zoran Stojanovic has been there for 24 years, and his son, Sasa, has worked at the company for 12 years. Zoran’s cousin, also named Zoran, works in the production rooms as well. The Balik housekeeper, Letizia Moser, who is a walking storehouse of knowledge about the company with a fair amount of temperament, has been at the farm since 1976, shortly after Kübel bought the property.

The culture The house is a living and vibrant place. It has a dynamic that has been created, over decades, by a variety of people. The strongest influence on the current culture of the farmhouse is Peter G. Rebeiz himself. The CEO and his family now spend much of their time in Geneva, but for about thirteen years, beginning three years after Kübel passed away, the Ebersol farm was his main residence. With Kübel out of the picture, it was up to Rebeiz to shape the personality of the company. “Kübel died suddenly of a heart attack in ’ 94 and we felt like orphans – fatherless,” he says. Rebeiz wanted to preserve the artistic tradition associated with Balik, but literature and poetry were not his strengths. “I thought my thing is music, why not bring music in?” he remembers. “That’s why I built the recording studio.” The studio is housed in what used to be the upper floor of the farmhouse barn. The wooden walls and ceilings give the rooms a warm feel and a nice smell, and

the lounge, kitchen and bright artwork make it a comfortable space. The relaxed feel does not apply to the sound equipment, however, which is of the same quality as top-rate urban studios. On this Tuesday, the plan was for several musicians to work with wellknown English producer Andy Wright. One of the musicians is ill, however, and cannot play, so Wright heads back to Britain. At noon, Swiss drummer Walter Keiser and the sound engineer Alexandre Bolle sit reminiscing in the studio control room. Keiser, whose long career has included three Grammy awards, talks about how much he enjoys the atmosphere at the studio and how good the acoustics are for drums. He first came to the studio fifteen years ago to play on an album by the German author and songwriter Thommie Bayer. Rebeiz heard Keiser play and asked him to stay for another week to work on some of Rebeiz’ own projects. The two still work together, and when Keiser records with other musicians, he often suggests they do the work at Balik.

A network of friendships and ­er­ p sonal connections has developed around the studio. It seems that once people have worked here, they tend to return again and again. Bolle came to the Balik fourteen years ago from Paris, for two weeks, to work as the sound engineer for the Italian singer Pippo Pollina, he stayed. “ The studio feels a little like a house,” he says. “It is not a typical working situation.” Rebeiz has been able to give music a prominent role in his life. When he was based in Ebersol, he spent time in the studio almost every day. He is a pianist and producer, and his wife is the Swiss singer Yasmine Tamara. The two of them have made four albums together. Balik was founded by a man of strong opinions who was enthusiastic about his interests and strove to do everything well, and Peter G. Rebeiz was a natural to continue this tradition. The result has been a quality product for those who love fine food, as well as a space for the enjoyment of good things in life.

The best piece Balik sells the coveted back pieces of their smoked salmon under the name Balik Fillet Tsar Nikolaj, for about $ 39 per 100 grams. The most elite version of this fillet is Balik Fillet Tsar Nikolaj “No 1”. These limited edition fillets come from slightly larger salmon, from the very north of Norway, which are smoked in the original oven made by Israel Kaplan and Hans G. Kübel. The wood used for the oven is dried for ten years, which creates a denser smoke that flavors the fish more intensely. These pieces sell for about $ 77 per 100 grams.

Outlook 01/2013 // 49

T I M E L E S S TO V I S IONA RY Jet aviation

Breathtaking designs for wide-body aircraft created by the Jet Aviation Design Studio

Renderings by ACA Advanced Computer Art GmbH

Visionary design (above): With open floor plans, lighting is used to dramatize lines and planes Timeless design (below): Bedrooms are personalized, quiet and private havens

50 // Jet Aviation // Inside

At this year’s EBACE convention, the Jet Aviation Design Studio in Basel presented two of its new wide-body interior design creations to de­monstrate their capabilities while providing design inspira-

tion. Aptly called Timeless to Visionary, one interior reflects a beautifully classic and timeless design concept, to show what they can currently do with contemporary interior aviation design, juxtaposed with a

more futuristic cabin interior, a visionary design that illustrates where they are willing to go. The result is outstanding and visitors to the Jet Aviation booth were able to experience both designs vis-à-vis a virtual reality walk through the cabins with the aid of a 2D video or by watching a 3D presen­ tation in the design room. In addition, the Design Studio created an elegant coffee table book depicting renderings of the two designs created by ACA

Advanced Computer Art GmbH. The Basel Design Studio truly showcased their full range of artisan skills with this design initiative, clearly demonstrating how the Studio can make every customer’s dream for their cabin interior come true.

Contact: Jet Aviation Design Studio Tel. +41 58 158 4111 Fax: +41 58 158 4004 [email protected]

The Design Studio team

Outlook 01/2013 // 51

Opening of newly refurbished FBO in Geneva Completed in time for this year’s EBACE convention, Jet Aviation celebrated the opening of its newly refurbished and expanded FBO operation in Geneva on the first evening of the show. Clients were invited to an opening event to view the facility and appreciate the new corporate look. The FBO now extends to a second floor for which a stairway from the lobby was built. The upper floor includes a meeting room for clients and a large crew area featuring a lounge, a meeting room, a crew resting area and an operations center. With the company’s Hirsch-logo embedded in metal grating above the newly designed reception desk, the stunning new FBO lobby entrance is generously spaced and inviting. Adjacent to the lobby area, three new stylishly elegant customer 52 // Jet Aviation // Inside

Jet Aviation Singapore triples maintenance hangar lounges offer customers a place to repose. In other news, Jet Aviation recently opened new FBOs in the EMEA region at Dubai World Central’s ( DWC ) Al Maktoum International Airport, at Berlin Schönefeld and Berlin Tegel International Airports, as well as at the Prince Mohammad Bin Abdulaziz International Airport in Medina, Kingdom of Saudi Arabia.

Jet Aviation Singapore will inaugurate its new 7.500 sq m hangar facility and approximate 9,300 sq m apron at Seletar Aerospace Park in Spring 2014. With the new hangar, the company will triple its maintenance facility to accommodate aircraft such as Boeing Business and Airbus Corporate jets. The new hangar will hold up to five Global Express 7000 or five Gulfstream G 650 aircraft. Construction commen­ ced in April 2013, including an additional 2,500 sq m allocated for new battery, tire, upholstery and wood­ working back shops, as well as two paint spray booths.

Contact:

Contact:

Jet Aviation Geneva Tel. +41 58 158 1811 Fax: +41 58 158 1815 [email protected]

Jet Aviation Singapore Tel. +65 6481 5311 Fax +65 6482 0602 [email protected]

The ground-breaking ceremony in January 2013 was attended by over 150 guests, including (left to right): Dan Clare, Jet Aviation Group president; Lim Kok Kiang, executive director, Singapore Economic Development Board (EDB); Gary Dolski, vice president and general manager, Jet Aviation Singapore; and Leow Thiam Seng, director, Singapore Jurong Town Corporation Outlook 01/2013 // 53

Jet Aviation St. Louis to support BBJ aircraft In May, Jet Aviation St. Louis delivered its first BBJ aircraft after a 12-year inspection and gear overhaul. The scope of work included refinishing some interior surfaces of the BBJ 700 and recovering headliner panels, while an enhanced vision system was installed per a series of Boeing service bulletins. This was the first time the bulletins have been applied to an aircraft in private service. Over recent years, the company has prepared

Jet Aviation offers 3 new aircraft management packages in the U. S. As a result of customer requests and based on the owner’s flight activity, aircraft type and travel needs, Jet Aviation Flight Services introduced three new customized aircraft management packages – silver, gold and platinum. These service packs are now available to customers in North America. “The packages offer flexible options with expanded features and each package level provides a core group of management services that can be tailored to match the client’s flight profile,” says Don Haloburdo, vice president and general manager of Jet

54 // Jet Aviation // Inside

Aviation Flight Services, The Americas. For more information, contact +1 877 207 6546. In recent months, the company added 35 aircraft to its management fleet worldwide, including 12 in Europe; 2 in the Middle East; 2 in Africa; 7 in Asia; and 12 in the U.S.

Contact: Jet Aviation Flight Services Aircraft Management & Charter The Americas Tel. +1 201 462 4100 Tel. +1 800 736 8538 Fax. +1 201 462 4033 [email protected] [email protected]

Silver package Jet Aviation’s silver package is a variable rate program based on flight activity. It delivers primary management services, including asset management, 24 / 7 scheduling and flight crew management. These services are supported by our safety management system (SMS) and highly recognized flight standards. Our silver package client benefits from Jet Aviation’s worldwide buying power, saving on fuel, crew training expenses and insurance agreements, as well as other operating expenses. The silver package is designed for clients who either operate a small- to mid-sized business jet or fly a limited amount of hours annually and may have an interest in chartering their aircraft.

Gold package Our most popular choice amongst aircraft owners, the gold package includes the same primary management services as the silver package as well as financial budgeting and reporting management. A dedicated Jet Aviation vice president of client services will oversee your

operation on a daily and longterm basis. Oversight of scheduled maintenance events is also included. The gold package is suitable for large-cabin aircraft customers who operate domestically and internationally.

Platinum package Jet Aviation’s platinum package is a premier aircraft management program that is unmatched in private aviation. Jet Aviation provides all the core management services required to manage and maintain your aircraft. In-depth financial reporting / budgeting, maintenance and flight standards training, as well as specialized programs and training are yours, along with complimentary aircraft conformity, aircraft crewing, DCA program access and many other premium services. Our five-star concierge services are also included. Our platinum package covers every aspect of your operation, down to the finest detail and is most suitable for international travelers and high usage aircraft owners.

extensively to accommodate narrow body aircraft, sending technicians to Boeing’s training classes and to Jet Aviation’s sister facility in Basel, which is a factory approved Boeing service center. “We have been preparing to support BBJ aircraft for a long time,” notes Chuck Krugh, senior vice president and general manager, Jet Aviation St. Louis. “We soon expect the second BBJ arriving and it is exciting to see narrow-body aircraft at our facilitiy.”

Contact: Jet Aviation St. Louis Tel. +1 618 646 8000 Tel. +1 800 222 0422 Fax +1 618 646 8877 [email protected]

Embraer appoints Basel as Authorized Service Center Jet Aviation Basel has been appointed by Embraer as an Authorized Service Center for Embraer Legacy 600 and 650 aircraft. The agreement was ratified at the Jet Aviation booth during the annual EBACE convention in Geneva. With this designation, the company is authorized to provide line and base maintenance, exterior painting and IFE upgrades, as well as warranty & AOG support for Embraer Legacy 600 and 650 aircraft. “We are very pleased to join Embraer’s network of global

service centers and look forward to a long and productive working partnership with Embraer,” says Johannes Turzer, vice president and general manager of the Maintenance Center at Jet Aviation Basel. The facility is currently performing its first 96 -month inspection on an Embraer Legacy 600.

Contact: Jet Aviation Basel Tel. +41 58 158 4111 Fax: +41 58 158 4004 [email protected] Outlook 01/2013 // 55

Jet Aviation Singapore appointed Nextant 400XT Service Center In a public signing ceremony at ABACE convention in Shanghai in April 2013, Nextant Aerospace appointed Jet Aviation Singapore as its exclusive authorized service center for Nextant’s growing fleet of 400XTs in Southeast Asia. The Nextant 400XT is proving very popular in the region for its unique combination of performance, comfort and value. With a range of 2,003 nautical miles ( 3,709 km), the Nextant 400XT can fly

Jet Aviation FBOs join the Paragon network in the U. S. west from Singapore to Mumbai, India, or north to Shanghai, China without refueling.

Contact: Jet Aviation Singapore Tel. +65 6481 5311 Fax +65 6482 0602 [email protected]

Left to right: Stefan Benz, Jet Aviation’s vice president of MRO and FBO Services, EMEA and Asia; Gary Dolski, vice president and general manager of Jet Aviation Singapore; Dan Clare, Jet Aviation Group president; Sean McGeough, Nextant Aerospace president; Jay Heublein, executive vice president, Global Sales and Marketing, Nextant Aerospace; Marc O’Donnell, executive vice president, Operations, Nextant Aerospace

56 // Jet Aviation // Inside

belonging to a network of highly rated independent FBO s nationwide. With the network’s state-of-the-art flight tracking software, the Paragon locations are in constant communication with one another to confirm that customer needs and service items are carefully met. All clients are also eligible for the Paragon preferred status, which includes access to custom fuel pricing. In addition to the new partnership with Paragon, Jet Aviation is also a member of the AirElite network of FBOs in the U.S.

Jet Aviation Teterboro

Contact: www.paragonaviationgroup.com

Jet Professionals earns a pearl! Celebrating 30 years in the industry

FAA approval for the new Gulfstream G650 Jet Aviation Hong Kong received FAA approval for the new Gulfstream G 650. The company joined the growing roster of Jet Aviation facilities, in­cluding most recently Dubai and Geneva, authorized to provide maintenance, alterations and repair services to the new ultralong-range, ultralarge-cabin Gulfstream G 650.

Jet Aviation and the Paragon Aviation Group recently joined forces, adding six Jet Aviation FBO s in the U.S. to the Group. Paragon – a relationship-based network connecting some of the most reputable FBOs – now has 23 locations in North America, including Jet Aviation’s FBOs in Boston/ Bedford, Mass.; Dallas and Houston, Texas; St. Louis, Missouri; Palm Beach, Fla.; and Teterboro, N.J. The partnership with Paragon provides added value to Jet Aviation customers in the U.S. through all the benefits of

Contact: Jet Aviation Hong Kong Tel. +852 2215 3533 Tel. +852 9107 4368 (AOG) Fax: +852 2215 3733 [email protected] Jet Aviation Dubai Tel. +971 4 299 4464 Fax +971 4 299 4484 [email protected] Jet Aviation Geneva Tel. +41 58 158 1111 Fax +41 58 158 1115 [email protected]

Contact: Jet Professionals The Americas: Tel. +1 800 441 6016 [email protected] www.jet-professionals.com

The Jet Professionals team in the Americas

Europe: Tel. + 41 58 158 8877

Middle East: Tel. +971 2 491 7100

This year marks the 30 th anniversary of Jet Professionals operating as a business aviation staffing solutions provider. From its origins as a two-person company in Shelton, Conn., created by a pilot and his colleague who saw the need for crew member staffing in 1983, the company has since expanded and currently enjoys its status as the only global aviation staffing company offering an extensive scope of services for direct, contract and temporary placements. With seven worldwide offices providing customers

human capital solutions in an ever-changing landscape, Jet Professionals has cultivated solid partnerships within the business aviation community over the past 30 years and is recognized as an outstanding provider of global staffing solutions. The company plans to further expand its international presence with offices opening in Germany and Singapore in 2013.

Outlook 01/2013 // 57

Outlook Magazine 01/ 2013 Publisher: Heinz R. Aebi Project management: Caroline Kooijmans-Schwarz Author: Stephanie Schwartz Jet Aviation Inside: Mary-Lou Murphy, Jelyne Surat Photography: Shangri-La; Les Millionaires: Filippa Peixeiro, Frank Nader; OK Klausenrennen; Garaventa: Engelberg Tourismus, Titlis Bahnen, Stanserhorn Bahnen; Gulfstream; Balik Lachsräucherei Ricardo Jimenez ; Frank Nader Concept and design: RED LION Zurich I Switzerland Printed by: Elanders GmbH & Co. KG Waiblingen I Germany Contact: Jet Aviation Management AG P.O. Box 229 CH- 8058 Zurich Airport I Switzerland Tel. + 41 58 158 8888 I Fax + 41 58 158 8885 jmgt @ jetaviation.com 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 Caroline Kooijmans-Schwarz at + 41 58 158 8867 or e-mail [email protected] © Copyright 2013 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 ­c raftsmanship. 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.

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, highspeed Gulfstream G150 ® ; the large-cabin, mid-range Gulfstream G200 ® ; the new large-cabin, mid-range Gulfstream G280 ® ; the large-cabin, mid-range Gulfstream G 450 ® ; the large-cabin, ultra-long-range Gulfstream G500 ® ; the large-cabin, ultra-long-range Gulfstream G550 ® and the ultra-large-cabin, ultra-long-range G 650 ®. Gulfstream also offers aircraft ownership services via Gulfstream Financial Services Division and Gulfstream Pre-Owned Aircraft Sales®.

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 SME s 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

T HE WORLD STANDARD

Extensive range, record-setting speed, advanced technology, opulent comforts, and a top-rated worldwide product support network. The World Standard® isn’t just a company tagline, it’s a benchmark by which all others must be measured.

To contact a Gulfstream sales representative in your area, visit GULFSTREAM.com/contacts.

GULFSTREAM.com

Gulfstream Aerospace Corporation is a wholly owned subsidiary of General Dynamics.

58 // Masthead and advertisers

W O R L D C L A S S T R AV E L E R S

David Beckham. A global icon who insists on perfection. Precision and style. A legend forged by accomplishments. On his wrist is the Breitling Transocean Chronograph Unitime, the ultimate traveler’s watch. Manufacture Breitling Caliber B05, officially chronometer-certified by the COSC, endorsed by a 5-year Breitling warranty. High-performance selfwinding chronograph. Universal time function enabling permanent readings of the time in all 24 timezones thanks to a patented mechanism and an ultra-user-friendly crown-operated correction system. Comfort and elegance for first-class travelers. Signed Breitling.

B R E IT L IN G . C O M