out— LOOK ISSUE 02/2014

PORTRAIT RESORT ART AEROSPACE INNOVATION GOURMET JET AVIATION

Chedi Andermatt

DEAR BUSINESS FRIENDS AND COLLEAGUES, It is my pleasure to report to you that the Jet Aviation Group is having a productive year in terms of making steady improvements throughout the organization. Our leadership initiative in Safety has thus far demonstrated an almost 10 % reduction in our global recordable injury rate. We have also implemented several Continuous Improvement initiatives producing demonstrable results in gaining efficiencies, reducing aircraft downtime and ultimately improving the customer experience at Jet Aviation. You may have heard that we expanded our global MRO and FBO network last month with the addition of Jet Aviation Vienna (page 55 ). Vienna International Airport is an important destination for business aviation traffic and our customers, and represents a key strategic expansion for the company in both lines of business. At Dubai International Airport, both our MRO and FBO facilities are fully operational again and we continue to provide FBO services from Dubai International and Dubai World Central ( DWC ).

While the runway was closed at Dubai International for resurfacing this summer, we took the opportunity to refurbish our FBO and introduce customer-requested airside duty free shopping (page 56 ). In partnership with C-Fly Aviation in Brazil, we also supported business aviation traffic during the World Cup (page 54 ), receiving pointed praise for our handling services from visiting clients. In addition to the Vienna announcement, there have been a number of developments throughout our MRO network. From new service capabilities in Basel, St. Louis and Saudi Arabia (page 57 ), to refurbishing our hangar in Geneva (page 55 ) and being awarded for service excellence in Dubai (page 57 ), our commitment to the highest standards continues to be recognized by OEMs, aviation authorities and our business ­partners. More importantly, our clients appreciate our continual efforts to deliver them the most benefit, as with our combined service packages that have been advanced to further improve aircraft utilization (page 51). We were also able to fulfill maintenance requests and other service requirements despite runway closures and construction in several of our facilities including Singapore, Dallas, Dubai and Geneva. And finally, we celebrated the formal opening of our expanded maintenance and FBO facility at Seletar Aerospace Park (page 56 ), where John Riggir was appointed last month to succeed Gary Dolski, who will be taking up new assignments within the company. In Completions both at Basel and in St. Louis, our constant vigilance regarding continuous improvement of systems and processes is also showing great benefits. St. Louis – which has just reached its 220 completions milestone (page 52 ) – was awarded a 3 -year completions contract with

Bombardier, demonstrating our continued support to all OEMs. The Basel Completions Center is currently working on several proposals in response to customer requests for VIP interiors for narrow- and widebody aircraft. And we were delighted to have a cabin interior that was designed and completed at Jet Aviation Basel showcased on the static display at JetExpo 2014 (page 53 ). Maintaining open communication and transparency with our clients is an essential part of our business philosophy, but listening to our clients is equally important if we are to improve our services. We held two customer advisory board meetings in the U.S. this year and just held a 3rd meeting in Munich with our EMEA and Asia clients last month. While we are all pleased with the progress made thus far, I encourage all of you to provide feedback on our services to help us ensure the highest standards we all know and expect at Jet Aviation. For those of you in Orlando for NBAA, please take the time to visit me at our booth (#1200 ) – and again at MEBA in Dubai this December!

All the best,

Rob Smith President

Outlook 02/2014 // 3

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EDITORIAL

03 PORTRAIT

CONTENTS

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06 Jetcraft RESORT

16 The Chedi in Andermatt ART

24 Dieter Meier AEROSPACE

32 The Bombardier Global 7000 INNOVATION

38 Roboy GOURMET

44 Ecole Hotelière de Lausanne JET AVIATION

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50 Inside News

Jetcraft helps clients buy and sell aircraft. Its network is international, so that its attention can be local. In a business where each deal is different, and complications are inevitable, the company prides itself in doing what it takes to close a deal. Strong management personalities backed by an enthusiastic team make this aim more than hot air.

International, personal and always ready to deal 6 // Portrait // Jetcraft

From left to right: Anne Behrend – Chief Financial Officer. Charles “Bucky” Oliver – Owner, Founder and Treasurer. Chad Anderson – President. Peter A. Antonenko – Chief Operating Officer. Jahid Fazal-Karim – Co-owner and Board Member

Jetcraft brought two aircraft to the 2014 Istanbul Air Show. The 2007 Challenger 300 and 2009 Global 5000 were placed on the general aviation runway, across from Dassault’s Falcon 7X and Falcon 2000LXS and Bombardier’s Challenger 604. Next door was a Gulfstream G280. The show was more of an aviation trade show than a conventional air show, with a huge white tent filled with components and technologies next to two rows of aircraft on the runway. There was no aerial element to the show, but before the event officially opened, the small red-and-white Hürkus zipped back and forth over the runway. It is an experimental aircraft intended to become Turkey’s first civilaviation training aircraft. The two planes in front of the Jetcraft “chalet” – more reminiscent of a Miami Beach condo than a rustic alpine house – are for sale. They attract people who wait in line to look at the interiors. Usually, the visitors just want to see the inside of a private jet. Occasionally, they are looking to purchase one.

Turkey is an appealing market for Jetcraft. There has been strong growth in business aviation in the past seven to eight years. It is also a regional hub, often pulling in clients from Eastern Europe and Eurasian countries such as Uzbekistan and Kazakhstan. Yildirim Demir, Jetcraft’s representative in Turkey, was on hand to talk to potential clients. He had sent out air show invitations on behalf of Jetcraft and then followed up with phone calls three weeks before the show. Then he called again the week of the show. Demir worked for Bombardier in Turkey for over 15 years before joining Jetcraft. People know him. As they walk up to greet him at the show, it is hard to tell whether they are friends or clients. They are probably a bit of both. Together with Demir, they view the aircraft, have coffee and talk. Jetcraft’s business is based on personal relationships and trust. Company president Chad Anderson says a lot of what they do involves “expectation management.” Anderson says people tend to think the aircraft sale and purOutlook 02/2014 // 7

Jetcraft President Chad Anderson (left). Headquarters in Raleigh, North Carolina. Jetcraft’s Turkish representative Yildirim Demir (bottom right)

People tend to think the aircraft sale-and-purchase process will be easier than it is.

8 // Portrait // Jetcraft

chase process will be easier than it is. Sometimes expectations are not realistic in terms of how quickly the process should happen, and sometimes they can be thwarted by unforeseen circumstances. “We help them deal with surprises,” Anderson says. “This could come from a crew misbehaving on a demo flight, where you need to replace the crew at the last moment, or a rogue mechanic making bad statements about an aircraft that are not necessarily fact.” As a firm that offers general transaction guidance, as well as legal, tax and technical assistance, Jetcraft itself is always confronted with new situations. Sometime these situations make good stories. “You find a bush in the engine or funny powder underneath a sidewall,” says Anderson. “We got lucky once – we found some cash in a safe under the floor. But we returned the money.” If it is necessary in order to make a deal happen, Jetcraft will also buy an aircraft. This usually becomes the equivalent of taking someone’s current aircraft as a trade-in. The company has also stepped in to secure the new aircraft. Jetcraft represented the buyer of a Global 6000 who owned a Classic Global Express and needed to sell that aircraft in

order to buy the Global 6000. When it looked like technical issues would delay the sale of the Global Express to the point that it would be too late to buy the 6000, Jetcraft bought the 6000 and held it until the client could fix the problems with his current aircraft. Because Jetcraft does buy aircraft, the company must have access to significant capital. “You always need more money,” says Anderson. He says Jetcraft has strong relationships with lending institutions, and that he is very grateful for the ones that have stuck with the company through thick and thin. At any given time, Jetcraft tries to have at least $100 million of investment capacity. Having money gives the company, and its clients, options. Along with taking trades or jumping in when the new aircraft has to be purchased before the buyer is ready, the company can choose to pay for improvements to a client’s aircraft, if the margins make it worthwhile. It can also buy the occasional new aircraft, have it completed at Jet Aviation, and then sell it. It can choose to pay for a demo flight. Jetcraft puts high value on flexibility and doing what it takes to get a deal done.

ABU DHABI

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BAL HARBOUR

MOSCOW

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NEW YORK

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COURCHEVEL

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PA R I S

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DUBAI

PORTO CERVO

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G E N E VA ROME

www• degrisogono• com

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G S TA A D

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K U WA I T

ST BARTHELEMY

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LONDON

ST MORITZ

Charles “Bucky” Oliver in the 1970s. His early businesses included the sale, rental and charter of aircraft, as well as a flight academy

AVIATION ROOTS Charles “Bucky” Oliver is the founder and chairman of Jetcraft. He is a storyteller and aims for effect. As he recounts, the founding of Jetcraft was an accident. He had started learning to fly in 1961, taking lessons in Jackson, Wyoming, where his grandparents had land. “Because I wanted to and I could,” he says. “And my parents didn’t want me to, therefore I did.” When he moved to Chapel Hill, he continued with the lessons. “Somewhere in that time period,” he says, “about ’62, I made a mistake of lending a guy in the airplane business $ 5,000 and ended up as a freshman at Chapel Hill owning a business at the Raleigh-Durham airport.” The borrower could not pay Oliver back, and the only way to collect the debt was to take over the business. “Knowing more now, I would have written off the $ 5,000 and let the whole thing be,” he says. Asked later if he really wishes he 10 // Portrait // Jetcraft

had done this, he says, “No. I was absolutely happy about it. It was fun.” Oliver quit his studies in economics and dedicated himself to expanding his business at the airport. “I graduated in airplanes but did not graduate in college,” he says. He bought a Learjet 25, then more Learjets, and began a charter operation. In those days, Oliver did just about everything for the business, including a lot of the flying. Jetcraft flew rock groups, flew an envelope to upstate New York so that a company could make payroll, flew to Atlanta to pick up a quart of paint that could not be transported on commercial airlines and flew to New York to pick up food missing from a graduation ceremony at Duke, where a member of a royal family had finished his studies. These were the days before FedEx. In fact, Oliver had been told that FedEx founder Fred Smith was going to start a business delivering small packages in Falcon aircraft, and he had said it would never work.

Oliver turned the flight school he had acquired into an aviation academy, provided the first 24 -hour maintenance center on the East Coast, was the first to provide avionics installations in corporate aircraft, was one of the first Citation service stations and began to lease aircraft. He also established a relationship with Learjet and began to sell new Learjets, as well as doing occasional demonstration flights for the manufacturer. In the 1980 s, when it became clear that consolidation would mean an end to many operations the size of Oliver’s, he sold most of his businesses and focused on aircraft sales. In 2000, Oliver brought in John Ames as president. Ames had been with Falcon and TAG Aviation, and he added years of industry experience to the Jetcraft team. Among other changes, Ames started the Jetcoast program. It all began when Jetcraft bought a damaged Dassault Falcon 900B from an insurance company and began to rebuild it in concert

with Midcoast Aviation in St. Louis and Dassault. It took two years, but it was a success and the aircraft was sold. One night, while Ames, Oliver and Midcoast president Kurt Sutterer were sitting around a fire at Oliver’s ranch in Wyoming, they came up with the idea of buying new Challenger 604s from Bombardier, completing them at Midcoast, and then selling them. It was a good way for Midcoast to get the attention of manufacturers, and for Jetcraft to add a few new aircraft to its inventory. The first completion at Midcoast went well, and the aircraft was sold. Jetcraft then exercised the options it had on a few more 604s. Jetcraft went on to sell thirty Challenger 604s through Jetcoast and almost twenty Challenger 605s. Midcoast is now Jet Aviation St. Louis, and the program has leapt forward. Jetcraft brought a Global 5000 to Jet Aviation for completion, and the aircraft has been sold to a U.S. company. The company was investing in what it

Jet Aviation’s St. Louis facility. Through its Jetcoast program, Jetcraft brings green Bombardier aircraft to Jet Aviation St. Louis for completion

Outlook 02/2014 // 11

Bombardier Challenger aircraft completed at Jet Aviation St. Louis

knew – it had done previous completions with Jet Aviation and had also bought a 604 through the Jetcoast program. Jet Aviation will deliver the first Global 6000 to Jetcraft in May of next year. Jetcraft hopes to secure a buyer for the aircraft by the end of this year. There are two more Global 6000 s currently in St. Louis for completions, as the program continues. Jetcraft is also in the process of acquiring future 7000 deliveries.

LEADERSHIP CHANGE On December 31, 2007, Ames was killed in a snowmobile accident. Executive responsibilities went back to Oliver, until he passed them on to Anderson in 2010. Anderson had been hired in 2005, coming from the corporate aircraft finance division of Bank of America. 12 // Portrait // Jetcraft

As the advantages of a global business were becoming increasingly clear, Oliver learned that Jahid Fazal-Karim had just left Bombardier, where he had been senior vice-president of worldwide business-jet sales. Fazal-Karim has a degree in aerospace engineering from the French National Civil Aviation School in Toulouse and had been at Airbus before Bombardier. When Fazal-Karim left Bombardier, he had planned to take six months off, both to relax and care for his parents. During this time, several people asked him to find planes for them. In fact, so many people came to him with the request that he developed a vision for a brokerage business. Oliver contacted him and said he was looking for a president and CEO to run Jetcraft. “I said I didn’t just leave Bombardier to be an employee somewhere else,” says Fazal-

Jetcraft was nonetheless well represented at the air show. Yildirim Demir was accompanied by Laetitia Roch of Switzerland and John Schwartz from the U.S., as well as Luisa Martins, who is originally from Italy and currently lives in Switzerland, after spending many years in South Africa. Sari Sawaya arrived from Dubai to join the group on the second day. Jetcraft now has almost forty employees, as well as a variety of partnerships and cooperations. When FazalKarim joined the company, there were between 12 and 15 staff members. The company wants to be able to give clients local support. “If we are selling a Chinese plane in the U.S.,” says Fazal-Karim, “you have a Chinese team and then also people in the U.S. The clients feel like they are doing a local deal. They are talking to counterparts in their time zones that have their culture.”

Multicultural deals are challenging. Fazal-Karim says a classic example is when sellers are Asian and buyers are North American. The expectations tend to be very different. He says that because Asia is a young market, a majority of Asian sellers are selling airplanes for the first time. They do not know what to expect. They move slowly. American buyers are more likely to be more familiar with the process, and they may want a decision within 24 hours. There are many small differences in aircraft and aviation that Jetcraft has grown to recognize over the years. Europeans are forbidden to fly with a log book on the airplane, so log books must be sent over separately. European planes often have higher levels of corrosion, because of the chemicals used on runways for snow removal. In China and Moscow, where there are not enough hangars to meet demand, aircraft exteriors are often a little more weathered.

THE WORLD OF AIRCRAFT BROKERAGE

Karim. “I did want to be an entrepreneur. I come from a line of entrepreneurs.” So the two agreed on a partner­ ship with a shareholding structure.

Co-owner and board member Jahid Fazal-Karim points to certain Wild West elements that still exist in the aircraft brokerage business. “I’m still actually very surprised how unstructured and how kind of a free-for-all it is,” he says. “If you look at the real-estate business, it is a much more structured business for agents and brokers. The yacht industry is also much more structured.” He says there are people who will post a photo of an aircraft for sale, even if they have no right to represent the plane.

FLEXIBLE Anderson and Fazal-Karim were scheduled to be at the Istanbul Air Show, but neither could attend. Anderson had to stay in the U.S. to manage deals and Fazal-Karim was delayed in Hong Kong, where he too was working on pending transactions. Their business is dynamic and contact-based. Jetcraft employees all know that if a client or potential client contacts them, Anderson, Fazal-Karim and Oliver will give the person their full, immediate attention. Other things fall by the wayside. This includes lunch, sleep and other expendable details.

“The clients feel like they are doing a local deal. They are talking to counterparts in their time zones that have their ­culture.”

Jahid Fazal-Karim, Jetcraft Co-owner and Board Member Outlook 02/2014 // 13

“They are more willing to invest in a deal’s successful outcome than anyone I have ever met.”

In 2011, Jetcraft turned 50 and celebrated with an anniversary cake at the NBAA trade show. Jetcraft brought a 2013 Learjet 60XR to Jet Aviation Palm Beach for the 2014 La Bella Macchina (bottom left). Jetcraft regularly takes aircraft to air shows and trade shows (right)

14 // Portrait // Jetcraft

There are also differences in how cultures view pre-owned aircraft. Fazal-Karim says that in Turkey clients are open to the value advantages of preowned planes. In China, people tend to want new planes. Clients from African countries also tend to prefer new aircraft. In North America, Latin America and Europe, pre-owned aircraft are welcome options. Even in countries where buyers favor new aircraft, some residents do buy preowned planes, which was a saving grace for Jetcraft during the recent years of crisis in the business-jet industry. When owners in the Americas and Europe were more likely to sell than to buy, ­Jetcraft could use its global presence to match their aircraft with buyers abroad. Fazal-Karim is optimistic about the business-jet market. He sees substantial growth left in emerging markets. “China can be as big as the U.S. in terms of business airplanes,” he says. “All the ingredients are there. The challenge is now more in infrastructure and how easy it is for people to fly private.” He also sees economies in mature markets recovering and expects a correlation between economic growth and business-jet purchase.

Jetcraft has reached what he considers the right size, and he now wants to optimize its structures. The challenge is to merge cultures and operating procedures in a way that allows it to operate as a unified company, while also leaving salespeople enough flexibility to do business in keeping with local culture. Jetcraft did 60 deals last year. FazalKarim hopes to soon increase this to 80 per year and, at some point, reach 100 transactions annually. Fazal-Karim and Oliver are known to be incredible deal makers. Anderson says, “They are more willing to invest in a deal’s successful outcome than anyone I have ever met. They couldn’t be more opposite individually, but if you put them at the same table, their deal thinking is very in synch.” The two men seem to be in their natural element. It is fun for them. Fazal-Karim says, “I love deals. It’s always been something I’ve loved to do. I like to find solutions. I will never say ‘No’ to anything until I have explored every possible way to say ‘Yes.’”

Outlook 02/2014 // 15

Chedi Andermatt sets the tone A luxury hotel signals the transformation of a mountain village Andermatt, a village of about 1,500 near the top of Switzerland’s Gotthard Massif, was facing a change. The military was closing facilities and ­something was needed to fill the void. For advice, the community turned to Samih Sawiris, a man known for creating towns out of nothing. He came, advised, and decided to take on the task himself. Andermatt now boasts the luxury Chedi hotel and is set to become Switzerland’s next big alpine ­resort.

The Chedi is designed to be elegant yet homey, with 201 fireplaces and several peaceful corners. In The Restaurant, Michelin-starred chef Mansour Memarian creates international and Asian cuisine

The Grand Hotel Bellevue was once the jewel of Andermatt. Today, the Chedi stands in its former location. The ski areas of Andermatt and Sedrun are being connected to create over 120 kilometers of slopes

When the Egyptian billionaire and developer Samih Sawiris is asked for his thoughts, now that his 5 -star deluxe hotel in Andermatt has been open for more than six months, he says he is relieved. He no longer has to carry on endless conversations about the feasibility of turning Andermatt into a luxury resort on par with Swiss classics such as St. Moritz and Zermatt. He has built the Chedi Andermatt, as promised, with 105 hotel rooms, various residences, 201 fireplaces, wine and cigar libraries, an elaborate spa, and a ski butler who will deliver heated ski boots to the ski lift. “With the Chedi we put up the best hotel and, surprise, everybody now accepts the notion that Andermatt can become one of the best destinations in Switzerland,” he says. “This releases me from the burden of having to claim and prove and argue for hours and hours.” 18 // Resort // Chedi Andermatt

When asked whether this one hotel really proves his whole concept, given that the village itself still carries vestiges of its less-than-glamorous ­ past, he points out that this is exactly the kind of conversation he is no longer having. The opening of the Chedi hotel has created a large shift, he says. While before people were asking whether Andermatt could be turned into a prime resort town, this is no longer the question. “Now the only question I accept is when will it happen,” he says. Andermatt sits at over 4,700 feet, in the Ursenen valley, very close to the exact geographic center of Switzerland. To the north, the valley leads to the Schoellenen Gorge, which drops down into lower regions of the canton of Uri. In the other directions, three mountain passes stand between the valley and other cantons.

In the twelfth and thirteenth centuries, farmers put their cattle to pasture at this spot. When the first permanent bridge was built across the Schoellenen Gorge to the north – an endeavor so difficult that legend says a deal had to be made with the devil – it became possible to inhabit the area year-round. Once this route over the Gotthard Massif was open, it became the shortest and fastest path between the major trade cities of Stuttgart and Milan. Tradesman passed through town, often spending the night, and one of Switzerland’s first department stores was opened in the village. By 1831, a wider road across the Gotthard Pass had been constructed, making it easier for carriages to use the route, and the well-to-do began visiting to get a glimpse of life on top of this f amous mountain massif. Adventure ­

tourism was on the rise and mountain climbing gained popularity. In the midto-late 19 th century, several Grande ­Hotels were built in Andermatt. The ­v illage marketed itself as a health r­ esort. Queen Victoria visited. Andermatt ­became a destination in its own right. Then, in 1882, the Gotthard Railway opened, and the importance of the road across the Gotthard Pass plummeted. Though few traveled through the town on their way elsewhere, Andermatt was able to retain its position as a destination. Then the First World War hit, and the European elite stopped traveling. During the Second World War, Switzerland adopted the strategy of focusing its defense on the transit routes through its mountains, and Andermatt became an important military base. Decades later, after the end of the Cold War, Switzerland slowly began reducing its military facilities. Two-thirds

of those working in Andermatt had jobs directly or indirectly connected to the military, and things did not look good for the village. In this area of striking alpine beauty, tourism was a logical alternative. A plan was hatched that included building another hotel on the site of the first great Andermatt hotel, the Grande Hotel Bellevue. In 2005, representatives of the military, the canton of Uri and the local community did something atypical for this conservative region in the Swiss mountains. They sought the advice of an Egyptian developer.

THE NEW PERSPECTIVE Sawiris was born and raised in Egypt. His father was a highly successful businessman who believed that his sons should learn the value of money and

hard work. Samih and his two brothers undertook ventures such as buying a crate of Coca-Cola and selling the bottles at a slight profit to neighbors, in order to augment what Samih describes as a small amount of pocket money. After studies abroad – Samih in ­Berlin, his older brother in Zurich and his younger brother in Chicago – the brothers started businesses in Egypt. Samih’s father gave him $  2 5,000 to start a ship-building business. This was not a huge financial infusion, but the Sawiris name went a long way in Egypt. All three brothers have become extremely successful. Samih Sawiris identified an attractive strip of land on the Red Sea, just north of Hurghada, that he thought would be a good spot for a marina and some villas. Friends agreed to purchase villas if he built them. The government insisted on a hotel portion of the develOutlook 02/2014 // 19

The pool and wellness areas at the Chedi create a still, relaxing atmosphere. On the Red Sea, Samih Sawiris created an entire town, El Gouna, out of nothing

A former Swiss ambassador to Egypt knew of El Gouna and ­suggested Sawiris as an advisor to Andermatt.

opment, so he planned a sixty-room hotel. It soon became clear that because of the infrastructure needed for this settlement, which was over twenty kilometers from the nearest town, the small size was not practical. So Sawiris enlarged the settlement. Then he enlarged it again. Today, El Gouna is a town with 25,000 permanent residents, a hospital, a university and a soccer stadium. “If I knew back then that it had to become a town to be really successful, I would have never started,” he says. “I wouldn’t have had the guts. Imagine this 30 -something-year-old guy who has never built a house before – this was not my career, I was a boat builder – and 20 // Resort // Chedi Andermatt

The design of the Chedi is in keeping with this idea. The hotel and its residences are not just one huge building, but rather nine smaller ones. They have the same roof angle as other buildings in the village and use the same roofing materials. The highest building does not rise above the church steeple. Chedi rooms have floor-to-ceiling windows, maximizing views of the village and mountains, but a wooden lattice has been added to the outside of the building, creating the look of a traditional wooden façade, rather than a cold glass block. Sawaris chose General Hotel Management ( GHM ) to run his first Andermatt hotel. The group has four other

Chedi hotels and a few hotels that it runs under other brands. The group philosophy is to build hotels in keeping with the history and traditions of the region they’re located in, using local materials. The group then adds elements of contemporary Asian design. Sawiris had a business reason for his decision, which was that the group had the experience and resources to manage top hotels, but it was not so large that Andermatt would become just another one of many projects. On a more personal level, Sawiris had spent time at the Chedi Muscat, in Oman, and considered it close to perfection. He wanted a hotel like this. Deluxe suites at the Chedi Andermatt

then I go into the middle of nowhere to build a town. No, no. I thought I could just get away with a few nice houses and a marina.” The development became central to his career, his “calling card.” Over the years, various people, including national ministers and the King of Jordan, have approached him to suggest he ­create a similar project in their country. In addition to four resorts in Egypt, Orascom Development, the company that grew out of Sawaris’ projects, has created resorts in Oman, Jordan, and the United Arab Emirates. It is also in the planning and building stages for resorts in Montenegro, Morocco, Rumania and England. A former Swiss ambassador to Egypt knew of El Gouna and suggested Sawiris as an advisor to Andermatt. Sawiris looked at the site and gave some advice. This included suggesting something much, much bigger than a single new hotel. He added that he himself would not be interested in the hotel project. He did not do hotels. He did whole towns. And to do that, he would need 1.5 million square meters. After he left, the Swiss group talked things over. There was other land in the valley, much of which would need to be

cleaned up to remove traces of its military use, such as cartridges and diesel. They contacted Sawiris and offered him 1.4 million square meters. Sawiris has now become part of the community, and villagers are excited about the upcoming changes. Ninetysix percent of the community voted in favor of Sawiris’ plans. Andermatt will be back on the map. It will once again become a destination.

A NEW LOOK The mountains around Andermatt, and the avalanche danger often found along their base, limit the amount of land available for development. Sawiris says this kept the risk of the project to an acceptable level and that this was a vital factor in his decision to go ahead with the resort. “The fact is that we have more or less most of the land here, and whatever we build will dictate, eventually, the character of this village.” He wants this character to be of an elegant-yet-congruous nature. He hopes that in twenty years it will be impossible to differentiate between the parts of the village created by his company and those that developed organically. Outlook 02/2014 // 21

Samih Sawiris is ­controversial, yet wellliked and respected. Ninety-six percent of the local community voted in favor of his plans. The full project (left) will be completed in stages. An internationalchampionship-­ standard course, with alpine charm, has already been opened

The architect of the Chedi Muscat, Jean-Michel Gathy of Denniston International Architects, designed the Chedi Andermatt. Gathy made the decision to give the whole hotel an “at home” feeling. There are carpets and sofas alongside the pool, and the spa treatment rooms are designed to look similar to guest rooms. There are also almost no signs in the ­hotel identifying areas or guiding the way to other parts of the hotel. The architect points out that we do not have signs telling us where to go in our homes. Ceilings in the Chedi Andermatt are high and most elements, from the reception desk to the rooms, are large. A variety of small niches, however, together with rich, warm furnishings, give the hotel a cozy feel. The natural world surrounding the hotel is emphasized in the overall design, with a view from every bathtub and a pool in the courtyard that reflects the mountains and sky.

AN EXPANDED VILLAGE The new buildings are elegant and sophisticated, yet they continue the architectural traditions of the town

22 // Resort // Chedi Andermatt

In addition to the Chedi and its residences, Sawiris will build 42 apartment buildings housing 490 luxury apartments. He will also build 5 more hotels. The first will be a Radisson Blu, and

the plan is to then add one hotel focused on wellness, one geared to ­ families, one for golfers and one that operates on the club concept of providing guests with a wide variety of ­activities. Along the banks of the river that flows through the valley, 25 villas will p ­ rovide the most luxurious of ­accommodations. Most mountain resorts have downtime in fall and spring, but Sawiris is intent on making Andermatt attractive year-round. He will build a sports center, with a large indoor swimming pool. The many spas in town will provide luxurious relaxation throughout the year and a concert hall will host performances and conferences. To the south of the hotels and residences is the golf course, which was completed last year. It is not a typical quaint alpine course, but rather an ­i nternational-championship-standard one. It is spread out down the valley, wrapped around a few small farms and nature reserve areas. Wildflowers bloom in unmown patches and small streams can be heard g­ urgling down the adjacent mountain. Balls are said to travel further in the thin mountain air, but frequent wind provides players with an extra challenge.

In the mountains to the west of Andermatt is the SkiArena AndermattSedrun. Here Sawiris has combined the former ski areas of Andermatt and Sedrun. When the project is completed, in about three years, there will be 24 lifts providing access to over 120 kilometers of slopes. Because of the limited overnight accommodation in the region, the slopes should be much less crowded than at most Swiss ski resorts. Sawiris says to give him five years, then see whether there is any question about the success of the resort. He expects Andermatt’s appeal to come not only from the new luxury being created and the beautiful surroundings, but also the history of this village perched on a legendary barrier between northern and southern Europe. The few unattractive buildings that have accumulated over the years should disappear, leaving the charm of past times. “Take a walk through the main street of the village, all the way, crossing the little bridge in the center of the village,” he says. “As you get into the heart of the village, which is like 500 years old, you start seeing what it used to look like, and then you are in awe.”

THE MAN Samih Sawiris has become a wellknown figure in Switzerland. He is controversial, but with his initiative, charisma and willingness to talk to even the smallest farmer, he has captured the respect and affection of many Swiss. He says his affinity for personal contact is part of a “chaotic Arab style of management,” and that this style does not only have advantages: “I was too successful when I was young to have ever noticed that I need to upgrade myself … I can totally tell you it would have worked much better for the company if I were more disciplined, if I were more structured, if I were more able to depend on paper and reports and not only these one-on-one meetings and the discussions and the dialogues …

It worked amazingly well when the company was only in Egypt and let’s say Jordan. But when you’re in ten countries this style of management is no longer superior but rather inferior.” He has, of course, been quite successful, so there has to be another side to this coin: “To be fair to myself, since I have been so negative: knowing my weakness, I always chose sectors where I am alone, so that I can have the privilege of being slower, and yet more successful than others. By the time they come to start imitating me, or copying, it is so much later that I can still continue at my pace, which is my favorite pace, and be ahead of them and be successful.” He says that for him a successful life is not only about work : “I don’t like stress and I don’t like hectic. I like to enjoy everything. I like to enjoy my food, my drinks, my friends, my family, my time, and that does not go well with dedicating maximum efficiency and maximum time for a task at hand.” He is currently looking for someone to take over the executive aspect of his business. He would then have time for the final item on his bucket list – a boat trip around the world. Sawiris is 57 and has five children. In an average month, he spends one week in Egypt, one in London, one in Andermatt and one “traveling.”

Outlook 02/2014 // 23

Dieter Meier is the charismatic, vocal half of Yello – the seminal Swiss band that rose with the first wave of electronic music. Born the son of a private banker and knowing that work would not be necessary for survival, his youth was a struggle with the question of what was worth doing in this world. His exploration through selfexpression has led to distinctive experiments in music, art, and business.

Dieter Meier 24 // Art // Dieter Meier

Dieter Meier says that when he was a young man, his parents were often asked how he was doing. “It was a very cynical question,” he adds, “because they wanted to express, ‘Is he already in a loony home or is he in prison or …?’” Meier’s father was a very wealthy self-made man, a private banker, and his mother ran a factory outlet for women’s dresses. There was no music or literature in the house. Dieter’s brother went into business. Dieter failed out of school in his mid-teens. He bounced back and passed the difficult national graduation exam a year before his former classmates, but the fact remained that he did not quite fit into the way of life he saw around him. He was searching for something deeper, something that felt right to him. Music was one of the first places he found this. “The first statement of freedom I was ever confronted with was jazz,” he says. “It was the big time – a

break-open of bebop and then cool jazz. This was the biggest influence in my life, not as a musician, but as a statement of freedom. A statement of somebody who expressed himself, finding himself in what he was doing in art.” Meier searched for his own path, but it was not an easy task. He enrolled to study law, but he was actually just adopting a cover so that he would have something to say when asked what he was doing. He was not attending classes. “I was an addicted poker player,” he says. “I gave people money to play against me when I had no game. I didn’t know what to do with myself. Poker is like when a boxer is fighting – there is no world behind that. He is busy surviving. It is the same with poker, but you can do it every day for 14 hours.” Meier was good at poker and he was coming out ahead. Then music once again came in and shaped his life. One Outlook 02/2014 // 25

“ ‘You need a guy who has a different approach – who is rhythmic and crazy and is not a real singer.’ ”

Meier has often used himself in his art (upper and lower top left). Carlos Perron, Dieter Meier, Boris Blank (top right, left to right). Perron left the group, and Yello is best known as Meier and Blank (top middle). Album cover (middle right). Meier buys a “yes” or a “no” on the streets of New York (bottom left). Meier and Blank in the studio (bottom right) 26 // Art // Dieter Meier

Sunday, he began talking to the man next to him in a Zurich coffee shop. The man worked the door of Zurich’s Tonhalle orchestra hall and he said he could get Meier into the hall on any night, even if the concert was sold out. Meier went that evening and listened to the orchestra play Beethoven. He then returned almost every evening for the next year. “Suddenly I was getting a little freer every day,” he says. “The most important thing when you’re addicted is that something else comes into your life.” The other thing that had begun to capture his attention was a 16 milli­ meter film camera he borrowed from an uncle. He says it had a therapeutic ­effect on him as he made short experimental films. “You’re not confronted with the result immediately,” he says, “because it takes place within this wonderful box. Whatever I did, as I tried different things, was never good enough – I always felt that I was confronted with my limits and I hated to be confronted with what I had done, because I was very insecure. But with this camera, I could have an idea and try and I didn’t see what I did. And for me it was like Christmas when I picked up these films from the lab and put them in a projector.” The gambling was slowing, and then he played once last big game. He won about 20,000 Swiss francs, and the next morning he went to a music store and bought himself a guitar. He could not play the guitar, but he says “it was a very nice one.” So he took off all the strings but one, and began to play the same note over and over. Then he began to sing.

GAINING AN AUDIENCE “It is indeed a privilege that I always had, that I did not need to sell my time to other people,” says Meier. “My parents were wealthy, this is a fact, and to just go and work somewhere to make money made no sense.” Along with music, he experimented with conceptual expression. He spent a week on the square in front of Zurich’s main art museum, the Kunsthaus, sorting a large pile of metal pieces into bags of 1,000 pieces. He went to New York and paid passersby $1 for “selling” him a “yes” or a “no,” and then gave them each a document confirming the sale. “Basically I didn’t know what to do with myself,” he says, “and this not finding a reason why to do anything was leading to these very existential expressions of being that had nothing to do with proving anything to the world. It was nonsense in a utilitarian way. It was not even trying to be art.” And yet, the art world responded. The new curator of the Lucerne Art Museum, who had seen him sorting metal, offered him an exhibition. At age 30, he already had a one-man show at the Kunsthaus in Zurich. For the 1972 documenta art exhibit in Kassel, Germany, he installed a plaque in the ground that said: “On March 23 rd, 1994, from 3pm to 4pm, Dieter Meier will stand on this plaque.” And 22 years later, he was there, standing on the plaque. Around him were hundreds of people who had come to see the moment announced by the plaque they had been passing for years. He was glad that these forms of recognition gave him something to show his mother and father. “For my parents

the things I did were not really comprehensible,” he says. “We were very close, always. But these things made them maybe a little nervous. It was nice for my parents to see that obviously it was respected by some big museums and important exhibitions.” He entered some of his experimental films in festivals, and he also showed live screenings. He began to use his one-string guitar, along with a drum and some vocals, to accompany screenings of the films. A local record producer heard him and told him he should sing with punk bands. He did this, which he says involved a lot of yelling and screaming, and they made a couple of singles. Boris Blank got his hands on one of these singles. Blank had been fascinated by sounds all his life. He was working as a truck driver and he had created a small studio in his apartment, where he was working with Carlos Peron to create loops of sounds and then make songs from them. Meier says Blank thought the single was “a piece of crap” and told the record producer that if he was giving Meier a chance, the producer should listen to Blank’s music, which was much better. The producer liked Blank’s music, and agreed to record it, under one condition. “He said, ‘I like your music, and you need a voice, and you don’t need a normal pop singer. You need a guy who has a different approach – who is rhythmic and crazy and is not a real singer,’” says Meier. “So he merged us, and for Boris it was a double disaster. First of all he didn’t want a singer at all. He wanted to do everything himself. And second I was a bad singer.” Outlook 02/2014 // 27

Yello only performed live twice, but they were one of the first bands to make videos

TWO WAYS TO CONQUER THE WORLD.

OUT OF CHAOS Dieter Meier’s first solo album came out in April, and the singer has performed over 30 concerts so far. The Out of Chaos website describes the sound as “electro-chanson,” and Meier calls it “a singer-songwriter avant-garde sound concept.”

28 // Art // Dieter Meier

Meier says that for the first 20 years, the collaboration was very difficult. ­Actually, he calls it “a total disaster,” despite the fact that the band was very successful. For the past 15 years, however, he and Blanc have been very good friends. They only fight in the studio. When Yello began, there were no sampling machines, and Blank was creating loops of sounds on tape. He made tens of thousands of them and then put them on various tracks of a mixing ­m achine, first together with Peron, and then alone after Peron left the group. Blank would finish a song, and then Meier would add the vocals. For Meier, the pieces were like soundtracks to films that had not yet been made. Meier would picture the images in his mind and then write the text. While Blank was incredibly meticulous about his work and would go over and over things until they matched his high expectations, Meier believed in “lucky takes.” “I cannot sing a take twice the same,” says Meier. “It is an expression of a moment.” Blank would point out mistakes in the take, and Meier would say, “But it has feeling Boris. I’m in this song.” Meier often sang in what was ­a lmost a monotone speaking voice, which he says was less a stylistic choice than a reflection of his singing skill. One of the group’s first songs, “Bostich,” became a big hit in the U.S., where it was often taken for a form of rap. Another big hit was “Oh Yeah,” which showcased ­Meier’s rumbling deep voice. The song is famous for being included in “Ferris Bueller’s Day Off.” “The Rhythm Divine,” which featured Shirley Bassey, “The Race” and “Vicious Love” were among the group’s other big hits. The group has sold over 12 million recordings. Meier became a multi-millionaire through his own work.

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IN BUSINESS

SOLO ALBUM

Meier’s organic vineyard in Argentina. And his Ojo de Agua cattle ranch (bottom)

30 // Art // Dieter Meier

Yello only performed live twice. Meier would have enjoyed performing, but Blank did not approve of two men standing on a stage, pretending to mix music that obviously could not all be made on the spot. The pair would have had to use some prerecordings, and Blank did not think audiences would accept this. What Yello did do is make videos. Meier could once again merge his love for film and music. He directed the videos and did most of the camera work. This was before the birth of the U.S. cable-television station Music Television ( MTV ), so the videos were only shown at certain events and meetings. Then, when MTV started up 1981, Yello had the videos ready to go and two or three were shown in regular rotation, increasing the group’s prominence. In 2009, Meier and Blanc decided to make a virtual concert video. The producer asked Meier to tour with the idea that they would show the 45 -minute video, Meier would talk a bit, and they

would charge about 35 Euros. Meier thought this would not provide enough for the money, so he gathered a couple of musicians, wrote a few songs, and performed at the events. Fans were enthusiastic, and the producer asked Meier whether he would like to tour with a band. Meier said it sounded like fun. Meier then went to his ranch in Argentina for a couple of months, as he does each year, and he received a call from the producer, who said he had booked Meier in concert halls. “I said, ‘Are you crazy?’” says Meier. “‘I don’t have the songs and I have no band.’ But I couldn’t let this guy down.” Meier then sat down to write the songs, and it did not go well. For ten days, he struggled. Then, suddenly, the songs began to come. Within just a few days, he wrote ten songs. “I think I’m just kind of a channel of some kind, to whom things are happening,” he says of his work in general. “I never feel I have done it.”

Meier has about sixteen businesses, some which are very small, other a little larger. He started his first business in his mid-twenties. It was beer brewed from water off the Matterhorn mountain, and it did not work out. He has had many successes, and several failures. His newest venture is chocolate production using cacao extracted with a newly developed process that he expects to be revolutionary. Two of his main businesses are beef and wine from organic production in Argentina. Meier had known the country since traveling there with his father in 1973. When he became interested in organic farming, he knew Argentina would be just the place. “The country is huge and it has every climate zone, all the different soils,” he says. “You can go where your product grows like a weed, where it is the strongest product.” He says this is the key to successful organic farming. He has about 8,000 cattle as part of the Ojo de Agua beef business. His Ojo de Vino vineyards are in a very dry ­r egion of Mendoza, where water comes from snowmelt off nearby mountains. This means that the roots of the vines have the water they need, but the other parts of the plants are not exposed to moisture, which can lead to fungus and other problems. He sees business, like art and music, as a way of being creative and launching an idea out into the world. Art and music, however, “have a lot to do with your identity as an artist,” he says. “If it is successful – fine. But either way, it was what you had to do.” In business, on the other hand, “before you start ­doing it, you have to have an analysis of what this will do in the world.”

Meier has about 8,000 cattle being raised organically in Argentina. His wine is made in the country’s Mendoza province. He opened the fashionable Restaurant Bärengasse in the center of Zurich, largely to bring his products to the public

Meier describes himself as a perfectionist when it comes to this market analysis. In his art and music, he says he likes the expression of the moment. He likes spontaneous things. “I play the guitar every day,” he says, “sometimes for ten minutes, sometimes half an hour. I sing and it sounds like English, but it’s just sounds, it’s nonsense. And eventually out of this nonsense, suddenly, a line appears, and this one line leads to a whole song.”

DIETER MEIER Born in Zurich in 1945, he now spends his time in Los Angeles, Argentina, Zurich and wherever else there is a project in the works. Meier is married and has four grown children. Outlook 02/2014 // 31

The Global 7000 will be Bombardier’s largest and most luxurious business jet. It was built for range and speed, with so much emphasis on comfort that the cabin team influenced aircraft design from the start. They were given the length they needed to create a cabin with four zones, making it possible to add a dedicated bedroom to the work, dining and enter­tainment sections found on the Global 6000.

A fourth zone of luxury 32 // Aerospace // The Bombardier Global 7000

The Global 7000 cabin is on tour. Ahead of the 2016 first delivery of its new flagship business jet, Bombardier had a full-scale model of the fuselage built in California and shipped to London, where the cabin interior was completed. This mock-up was then sent to Geneva for the European Business Aviation Convention, before being brought back to the London area for the Farnborough AirShow. The 111-foot structure was then put on a boat and brought to the New York City area, where it was placed on a black carpet, in a large hangar, at Teterboro airport. Sean Johnson, director of completions for the Global 7000, and Timothy Fagan, the industrial-design manager for the aircraft, were on hand to present the mock-up at Teterboro. It was a special time for them as they stood next to the interior that has been their focus for years. With influence from the very beginning, cabin designers for the new aircraft had a rare, privileged position. In addition to requesting enough length to accommodate a four-zone interior, they had horizontal structural supports moved up two inches to put the windows where they wanted them and had the depth of the fuselage frames reduced to increase cabin height.

When the design team built its first model, it was not a sleek version to show the public, but rather a rough foam-and-plywood structure. They had already rendered their plans on a computer, but some things become much clearer to the designers when they sit on a chair in a mock-up. These factors include determining exactly where an overhead light should be located, where to place speakers, and how high a monitor should be. “You don’t want to feel like you’re in the front row of a movie theater,” says Fagan. The group even held the “Debbie dinner.” This is when Debra Franz, currently senior customer care coordinator for Bombardier Business Aircraft, and formerly senior in-flight service coordinator, prepared a chicken dinner for ten members of the team. She put the dinner together in the mock-up galley the same way it would be done in flight. During the process, it became clear that certain things should be changed. Some of these changes were made immediately. “Things like, ‘Here it would be good to have a shelf.’ So a guy runs off to cut a sheet of plywood and attach it.” says Fagan “I call it a 3D sketch session with a meal included.” He says it was a landmark moment in the design of the kitchen. Outlook 02/2014 // 33

A Global 6000 owner could fit the three zones of his aircraft into the Global 7000, and there would still be room left for the bedroom. The designers envision their ideal, then they talk to engineers and think about certification. As they gather ideas, they go to yacht shows, look at contemporary home interiors, visit boutique hotels and take cues from the way car designers layer many levels of detail into a small space. They also speak with people who will be using the aircraft. They met with flight attendants three times over the course of 18 months to determine galley preferences. They also talked to maintenance personnel, pilots and owners. The designers never get as much time as they would like with aircraft owners, but, when owners are in sales meetings with Bombardier, design team members have been known to slip in carrying an iPad loaded with renderings and other visuals.

ZONES OF COMFORT

Dining or conference space (top) Home-entertainment space or private office (upper right) Bedroom (bottom left) Galley (bottom right)

34 // Aerospace // The Bombardier Global 7000

Bassam Sabbagh, general manager for the Global 7000 program, describes the level of luxury in the cabin of the 7000 as similar to that in the shorter-range 6000, with the addition of space. “There will be lot more time spent in the aircraft,” he says, “and there is more room for food and other amenities. More space for the crew rest. A lot more space in the baggage bay.” Bombardier calls the first zone of the cabin “an ideal environment for small conversation groups.” The suggested configuration includes a pair of facing seats on each side of the aisle. This is just an option. As with all zones, owners can chose from various configurations.

In order to preserve a sense of open space, the second zone is just behind the first, without a dividing door. It is thought of as a dining or conference space. One option is to put tables on both sides of the aisle, each surrounded by three seats. A leaf can then be added between the two tables, and one seat from each side can be run out into the aisle on a rail, creating one large table comfortably surrounded by six seats. The next zone, separated by a door on both ends, is a home-entertainment space or a private office. Behind it comes the final zone, which can be used as a dedicated bedroom, and beyond this is a bathroom. The Global 7000 also has about three feet more galley space than the Global 6000 and a crew rest space that allows for a flat-lying bed. A 6000 owner could fit his three 6000 zones into the aircraft and still have room for the bedroom.

Sean Johnson, Director of Completions for the Global 7000

Tim Fagan, Industrial-Design Manager Global 7000

NEW CAPABILITIES The Global 7000 will not only be Bombardier’s most luxurious aircraft, but will also have a range of 7,300 nautical miles at Mach 0.85, which is 1,300 nautical miles more than the Global 6000. It will be Bombardier’s fastest business aircraft, with a top speed of Mach 0.9. It can carry a maximum of 19 passengers and was designed to not only be efficient for long flights, but also to have the capabilities to master steep approaches and short runways, such as those found at London’s City Airport. The aircraft has new aluminum-­ alloy wings that are thin but large, with an area of over 1,200 square feet. To Outlook 02/2014 // 35

The Global 7000 will be the most luxurious Bombardier business jet. The first aircraft will delivered in 2016. Bassam Sabbagh is the general manager of the Global 7000 program

BOMBARDIER Bombardier got its start in 1937, when Joseph-Armand Bombardier began building multi-passenger snowmobiles for the long winter months in his native Quebec. His company went on to produce Ski-Doo snowmobiles and, after a 1970 acquisition, began to build trains. In 1986 , the Montreal-based company bought Canadair, laying the base for Bombardier Aerospace. The company later purchased de Havilland Canada, Short Brothers and Learjet. Bombardier now produces the Global, Challenger and Learjet business-jet lines, as well as commercial jets and turboprop aircraft. 36 // Aerospace // The Bombardier Global 7000

accommodate the aircraft’s speed of up to Mach 0.90, they are transonic – designed to minimize the drag created at speeds approaching Mach 1, when some of the air flowing over the wing is supersonic and some is still subsonic. The GE Passport engine that will be on the aircraft has been designed specifically for business aviation. While traditional jet engines have a fan disk and blades, the new engine combines these elements into one piece, a “blisk.” The one-piece construction simplifies maintenance and allows more airflow within the engine, increasing efficiency. It also reduces vibrations, which improves the passenger experience. These engines come from GE military applications, where the technology has been put through millions of hours of use. The flight control system on the Global 7000 will be fly-by-wire ( FBW ), which means flight controls will be connected to aircraft systems with electric wiring rather than mechanical links. It will be the first time Bombardier puts FBW in a business jet, but the system will have the same architecture as that in the company’s CSeries commercial aircraft, which are currently in flight testing.

A FIRST VIEW The aircraft exterior will have a typical Bombardier look, which includes a round fuselage and the somewhat-rectangular windows. Significantly larger windows than those on past Global aircraft will alter the appearance a little, as will a stronger slant to the winglets that sweep up from the tips of the wings. The exterior of the shiny white mock-up includes the fin, but not the wings or horizontal stabilizers. It runs from the nose back through the new, larger luggage compartment. Designers chose contrasting light and dark shades for the mock-up cabin, using a contemporary style of what they call “understated luxury.” They tried to give each section a different feel and to remind visitors of familiar spaces, such as a meeting area, a dining room, an entertainment area and a bedroom. Bombardier employees repeatedly marvel at the fact that the mock-up came together. The 7000 design team came down from Bombardier headquarters near Montreal to see the mock-up its first weekend at Teterboro. The members finally got to see a live version of what they had been planning for so long.

Talking to Johnson and Fagan, it becomes clear that there is a strong sense of ownership and dedication when it comes to the Global 7000 cabin. Johnson, who started with Bombardier as an aerodynamics engineer but then found he preferred designing more directly for the human experience, took a Global 5000 seat and used it as his office chair for more than three months. He recorded aspects that could be improved. Fagan spent the night in the foamand-plywood mock-up, which he says is a good way to work out the bugs. “It is

when you notice things like, ‘Where do I put my glasses?’” he says. “And, ‘It would be nice to have a light switch here.’ It’s like in a hotel where you think, ‘I have to get up to turn off the light? Seriously? That’s not good.’” By the time the first Global 7000 comes off the production line, the development process will have taken about six years. Each element of the aircraft has been the intense focus of an expert, enthusiastic group. Beyond its function as efficient business transportation, the aircraft is a flying work of technology and art.

Jean-Christophe Gallagher, Vice President of Marketing and Strategy at Bombardier, says the large business-jet category is expected to have the fastest growth rate of any business-jet category. “Nowadays, demand for business jets is shifting towards emerging markets,” he says, “where it is not uncommon to encounter buyers purchasing a large jet as their first aircraft, especially in markets such as China, Russia and the Middle East.

Completions at Jet Aviation St. Louis

Jet Aviation’s St. Louis completions center has completed 220 Bom­ bardier aircraft. The long relationship with Bombardier began with ­Challenger aircraft and has evolved to cover the company’s Global line. “Jet Aviation is one of our key completions suppliers, responsible for the completions of a number of our Global 6000 aircraft every year,” says Jean-Christophe Gallagher, Vice President of Marketing and Strategy at Bombardier. “This is a great collaborative relationship. Jet Aviation is an important element of the total equation, contributing to our customers’ satisfaction.”

Jet Aviation facilities are also important ­Bombardier maintenance centers, servicing well over 200 Bombardier aircraft each year. Jet Aviation is the largest installer of Rockwell Collins Venue cabin management systems and does more 10 -year inspections on Global aircraft than any company except Bombardier itself. Bombardier maintenance is available in St. Louis, Basel, Geneva and Moscow Vnukovo.

Rob Smith, President Jet Aviation Group and Charles Krugh, Senior Vice President and General Manager Jet Aviation St. Louis (third and second from the left), at a recent meeting in Montreal with the Bombardier executive team Paul Sislian, Vice President and General Manager Global Programs (far left), Eric Martel, President Bombardier Business Aircraft (second from right) and Michael Ouellette, Vice President Aircraft Programs and Customer Services (far right) Outlook 02/2014 // 37

Artificial intelligence on the move Roboy emerged from Rolf Pfeifer’s Artificial Intelligence Lab after 9 months of development. He uses synthetic muscles and tendons to move his body and wields charms such as blushing, winking and shaking hands. This humanoid robot is both a research platform and an ambassador for the robots that will soon be sharing our world.

Factory robots rarely make our hearts flutter. They are efficient, useful and generally powerful. They are also foreign, mechanical and cold. Robots constructed to look like us trigger a deeper response. This can be joy or awe or fear – or even just uneasiness. These humanoid robots touch us on some level. Robots will be playing increasingly large roles in our lives, helping in areas such as housework, education and care for the elderly. If they are going to interact with us and function in the environment we have created for ourselves, there are advantages if their structures resemble ours. Designing such robots is no easy task. Creating the “brain” of the robot is incredibly complex, and the puzzle is being approached from many angles. Building a robot body adapted to our world is also tough. The human body contains over 200 bones and more than 600 muscles joined into a complex structure by a wide variety of tendons and ligaments. There are billions of nerve cells relaying information. Researchers are attempting to develop systems that mimic certain elements of the human body, but that are simpler.

The tendon-driven system may ultimately be smoother and more natural, but it is more difficult to control.

The Artificial Intelligence Lab at the University of Zurich led the development of Roboy. The robot’s system includes artificial bones, muscles and tendons. Researchers also created and assembled “nerves,” (bottom right)

Along with their practical applications, robots are also a valuable way to study how organic structures work in nature. When the Artificial Intelligence Lab (AI Lab) at the University of Zurich wanted to know how an organism functioned, they would build a robot to u nderstand. Among the robots that ­ populated the premises were those that imitated insect eyes, mouse whiskers, a running dog, a jumping kangaroo, a climbing monkey, an octopus arm, a swimming fish, burrowing bivalves, molecules assembling within a cell and various human functions. The group, headed by Professor Rolf Pfeifer, was large, often including almost 40 people. Its rooms were said to look like a toy store, or maybe the workshop in which Gepetto created Pinocchio. There were mechanical creatures flying and hopping and running, alongside others walking, dancing and swimming. In 2012, a little less than a year before the lab’s 25 th anniversary, the group talked about how to commemorate the event and decided on a humanoid robot. There was not a lot of time, and people from all over the world jumped in to help. About 40 people, from seven universities and several commercial companies, took part in the project. The group had about nine months to create the robot, and the significance of that time period for human life made a perfect story. The media jumped on it, and public interest exploded. People are drawn to stories and they seem to be enchanted by human attributes in a machine. It is no coincidence that Roboy is a boy. “With the boy, you know, it’s a kid, it’s sweet,” says Pfeifer. “It doesn’t create fears.” 40 // Innovation // Roboy

Roboy moves in ways that feel f­ amiliar to us. This is because instead of having motors in his joints, as most ­humanoid robots do, Roboy has motors attached to his torso, which drive the contraction and relaxation of 48 synthetic muscles. Together with synthetic tendons and bones, it is these muscles that create movement. This movement may ultimately be smoother and more natural than that produced by classic robot design, but it is more difficult to control. Roboy’s “brain” had to learn how to move his body. In his shoulders, for example, eight muscles control movement, and he needed to know the level of contraction necessary at all stages of a movement. Researchers moved his shoulder into various positions, and his sensors were able to detect the amount of tension necessary in a given position. Roboy was then able to interpolate between those points to determine the tension needed at each point in the full movement. This is an established method for having robots learn movements. Pfeifer calls it “the easy way.” Researchers are planning to move past this method with Roboy. “What I’m more interested in is the self-exploration,” says Pfeifer. “You’ve got a random stimulation originally, and then you sense the effect of the random stimulation, and then you use that information to improve your behavior. The robot could explore the environment on its own, explore its own body dynamics, and learn to perform goaldirected, or rather, seemingly goal-directed, movements.” This would replicate a process in our own development, which is called “motor babbling.” Babies continuously

ROBOT TAKEOVER Could robots begin learning and continue until they surpass humans and take over the world ? In keeping with his embodiment approach, Rolf Pfeifer says that to be capable of that kind of learning, “the robots would need to have a lot of sensors, a level equal to human beings, and they would have to perform a broad spectrum of motions.” Pfeifer does not consider it highly likely that robots would develop a desire for power, but he says that as a scientist he would never say it is impossible. There have been too many times that things were deemed impossible, and then they came to be. He also would not exclude the possibility that machines could develop something “that we might want to call consciousness.” He points out that for many human functions, “there is a machine that can do it better, faster, more precisely, more cheaply and more reliably, and that doesn’t tire.” Humans, however, can do an extremely wide range of things. There is currently no machine that can come close to duplicating all of these functions. Outlook 02/2014 // 41

Roboy can grip objects and shake hands. He can also show emotions. His blush has been a crowd favorite

In order for ­robots to be more flexible in our real world, the human model of learning from ­random movements would be valuable.

stimulate their sensory systems by moving in a large variety of ways, and they learn from the stimulus. There is no single accepted definition of intelligence, and within the fields of psychology, artificial intelligence and cognitive science, there are various perspectives from which it is viewed and researched. Pfeifer has approached intelligence from an embodiment perspective, which means he has considered intelligent behavior to be a result of interplay between the brain, the body, and the environment. Over the years, most researchers have come to embrace this approach. 42 // Innovation // Roboy

Humans, as opposed to computers, continuously act, and every action results in patterns of sensory stimulation. If someone picks up a glass, for example, he feels texture and temperature with his fingertips; his muscles and joints give him information about the weight of the glass; and he receives visual information. When we move, our brain makes predictions about the sensory stimulation that will result from the action. If the prediction that was made does not match the resulting sensory stimulation, we have something to learn. If the glass looks full of water, but when we lift it, it feels too light, we have to adjust our interpretation of the visual information or the way we evaluate weight in our muscles and joints. Most robots do not learn. They are simply programmed to carry out certain actions. This has been effective, because their environment, such as a factory, can be made predictable – there is no or very little uncertainty. “Whereas, in the real world,” says Pfeifer, “you have lots of uncertainty. And we have, through evolution, been endowed with the ability to cope with high levels of uncertainty, and it’s so natural to our behavior that we don’t even realize what’s going on.” In order for robots to adapt more flexibly to our real world, the human model of learning from stimulus that

comes from random movements would be valuable. This is a form of self -organization, a concept Pfeifer says researchers often find problematic. “People don’t like it,” he says. “Why not? Because it is hard to ­c ontrol.”

THE NEXT STEPS The AI Lab at the University of Zurich is now closed. In May, Pfeifer gave his farewell lecture and then retired at age 67. He has moved to Asia, where he will first spend a year at the University of Osaka, then move to Shanghai. His next big project is RoboLounge Asia, a chain of bars in which many functions will be performed by robots. He will be integrating some of the Roboy technology into this cyber-staff. “Now comes the fun stuff,” he says, though given the spirit in which he and his lab have approached their robotic experiments, it seems pretty clear that he has been having fun all along. Roboy has also been traveling, with Rafael Hostettler, who has taken over the Roboy project as his doctoral research at the Technical University in Munich. Roboy visits schools and also appears at trade shows and events on behalf of the companies that helped fund him. He was a big star at Cebit in Hannover this past spring.

Research on Roboy’s technology is continuing. The goal is to create a more advanced Roboy, as well as to further develop elements of his structure that can be combined as modules to make robots ideally suited for various uses. Roboy’s structure will serve as a body for the Human Brain Project. The project seeks to simulate the complete human brain on supercomputers. Elements of this brain will be connected to robot bodies, allowing for “in silico” experiments. Looking back at the Roboy experience, Pfeifer says two of the most ­important lessons were how hard it is to control complex tendon-driven systems and the necessity of including diag­nostics and repair considerations in the design phase. Roboy’s torso is very tightly packed, and it is difficult to get in there to fix things. Pfeifer says another important discovery was the power of making it pleasurable to interact with Roboy. This is a vital point, given the complicated en-

deavor of bringing robots into human society. “Important, though scientifically less interesting, is the fact that Roboy is cute,” says Pfeifer. “The kids just freaked out. You can’t get the kids away from the robot anymore once they have seen it.”

ROBOY Roboy is 1.4 meters tall and weighs 30 kilograms. He is made mostly of a polyamide material similar to nylon, and much of his structure can be produced through 3 -D printing, a process in which a computer controls the deposit of successive layers that combine to create a three-dimensional object. He does not yet have fast and precise control of his skeletal system, and cannot walk, but he can wave, shake hands and make arm movements such as pointing. His face is made of a semitranslucent material, and emotions are projected onto it from behind.

THE PROFESSOR Rolf Pfeifer studied physics in Zurich, and as part of his graduate work, he used the newly arrived, rapidly developing power of computers to model aspects of neutron physics. After he graduated, he was recruited by a psychology professor to do computer simulation of dreams. He then went to Carnegie Mellon University in Pennsylvania and worked on a computational model of emotion. After accepting a position at the University of Zurich, he came to the conclusion that trying to isolate computational brain function was not enough. He wanted to create autonomous systems that included a body interacting with the environment. He began to build robots inspired by biology. The University of Zurich served as a base throughout his career, though he continued to visit universities around the world to research and teach.

Roboy’s creators have been amazed at his popularity Outlook 02/2014 // 43

Cultivating elite hospitality Ecole hôtelière de Lausanne students are groomed to lead fine-dining establishments and deluxe hotels. First, however, with expert instruction and fancy facilities, they get a crash course in the skills and endurance that form the base of the hotel and restaurant businesses.

Le Berceau des Sens, or Cradle of the Senses, is a gourmet restaurant on a hill above the Swiss city of Lausanne. It recently received 15 of 20 Gault Millau points, putting it in an elite class of finedining restaurants. The head chef is Christophe Pacheco, who was a 2011 recipient of a Meilleurs Ouvriers de France award, one of the highest honors for a French chef. The restaurant interior was designed by London’s Wilsdon Design Associates, led by Stuart Wilsdon. The architect had just finished redesigning Anne-Sophie Pic’s restaurant at Lausanne’s famed Hotel Beau-Rivage Palace. He chose a “calm and contemporary” interior for the Berceau des Sens. He was aiming for a sense of free movement, with a central wine room as an anchor. The service in the restaurant is very genuine – and a bit shy, and maybe a little awkward. These servers are students in their first year at the Ecole 44 // Gourmet // EHL

hôtelière de Lausanne ( EHL). Their first semester at the school is a series of rotations through various aspects of the restaurant and hotel business. They spend one week serving at the Berceau des Sens, which is the school’s gourmet training restaurant. The students learn the ropes over the course of a week, and on the second day, they have the basics down, though there are certain glitches. There is the issue of pronouncing French wines – not always an easy task for international students. When the student at the wine cart lists the properties of a wine, her gaze wanders as she searches her memory, and when she sets the bottle down on an elevated rim of the cart, one of the professional sommeliers rushes over to point out the dangers of this act. During the main part of the meal, things run smoothly, as the attentive students bring and remove plates. The cheese course, however, is tricky. Cutting thin slices is not an easy task. Some Outlook 02/2014 // 45

Christoph Laurent, Senior Lecturer of Practical Arts in Service Management (top). Christophe Pacheco, Head Chef of Le Berceau des Sens (middle). A lecture hall at EHL

EHL is frequently classified as the top hotel-management school in the world.

Students learn about wines and how they pair with foods

cheeses crumble, others stick to the knife. Christophe Laurent, Senior Lecturer of Practical Arts in Service Management, comes over, shakes his head and explains the proper use of a knife when cutting cheese. Experts in service and wine accompany the students in the restaurant, keeping a watchful eye on them and jumping in to make sure guests have a quality experience. EHL students, who come from close to 90 countries, have varying levels of experience. Some have worked in restaurants, others have never even set the table at home. The students are training to become managers. The final three years of their education will include a wide variety of management classes, including topics like food-and-beverage cost management , marketing and revenue management, service operations management and hospitality processes. In their first semester, the students focus on the basics of the departments they may go on to manage. They serve at the school’s restaurants, work at the bars, make bread and pastries, learn about working with chocolate, are introduced to the study of wine and gain experience with large-scale laundry, flower ar46 // Gourmet // EHL

ranging, hotel breakfasts, vegetable gardens, and much more. It is clear that they will not become experts in these pursuits, but they will gain an understanding of what is involved. Sara Drake, an EHL student who had restaurant experience before starting the program, says that service at the Berceau des Sens was one of the most challenging weeks of the first semester. The hours were long, and there were some tears, because not everyone had worn the correct shoes, and some students had intense foot pain. “It was difficult,” she says, “but really enjoyable. There was a massive sense of reward at the end.” Students also spent a week working in the Berceau des Sens kitchen, under Chef Pacheco. The 12-person teams in which students spend the first semester were divided into groups, just as cooks are in gourmet restaurants. Drake, whose assignment mostly involved chopping vegetables, had a low-key week, except for the day they were tasked with burning pigeon legs and pulling off the skin. Sara’s teammate, Megan Cederbaum, was part of the cold-kitchen group, which made all of the appetiz-

ers. This group was responsible for sending food out at the right moment, timing everything correctly. When guests had eaten two-thirds of their appetizers, the other teams would begin preparing the main course. “We saw how a restaurant really works,” she says. “I guess I never thought about how a kitchen is set up and how they run their service and preparation time.” Several professional chefs work in the kitchen, demonstrating techniques and using photos of the finished product to keep the goal in front of the students. The food goes out to the customers, and it has to meet the restaurant’s high standards. “The last few days we were able to cook things like meat by ourselves,” says Cederbaum. “They still checked in every two minutes or so, but not like the first few days, when they were glued to us to watch the procedure.” Head chef Pacheco says the least understood aspect of a gourmet kitchen is the organization of the kitchen staff. “It can be compared to a military organization,” he says. “The roles and the missions are clearly defined, and the management plays a key role. There is no room for improvisation.”

He says a great gourmet manager is one who manages his team with a strong sense of leadership, also paying close attention to human elements of the restaurant. He considers it important that the manager show availability and create strong cohesion within the team, thus reducing tension and conflict. Everyone at EHL mentions teamwork. It is a central part of practice and theory, and it is also a main criteria in the evaluation of students. EHL wants its students to leave the school as outstanding providers of hospitality. This means the students must master a range of “soft skills” in addition to technical skills. When EHL selects students, it looks for those who already embody many of the characteristics that make a good leader and host. The school is frequently classified as the top hotel school in the world, and acceptance is extremely competitive. At the school’s several “selection days,” interviews are held to assess a candidate’s propensity for hospitality. This can be felt in the Berceau des Sens. Even at the moments when service might be a bit clumsy, the students create a friendly, comfortable atmosphere. Outlook 02/2014 // 47

Fabien Fresnel, EHL’s director of education and research (top). Christophe Gulli, the school’s bar and cocktail expert (bottom)

THE CAMPUS In 1975, EHL moved from a villa near the lake in the city of Lausanne up onto a hill overlooking the city. The school wanted the space to create a campus. The buildings are shiny, the facilities are advanced and the students, who are required to wear business dress, complete the highly professional picture.

Jacques Tschumi founded the Ecole hôtelière de Lausanne. The first lessons were held at the Hôtel d’Angleterre

48 // Gourmet // EHL

Students not only serve meals at the Berceau des Sens, but also work at the restaurant bar. This training, which has a focus on cocktails, is one of the students’ favorites. “It’s really fun – and sexy,” says EHL bar and cocktail expert Christophe Gulli. Each day, the students are given an ingredient and tasked with creating two cocktails with this ingredient – one with alcohol and one without. They name the cocktails, come up with decorations for the drinks, and are supposed to sell as many as they can – which often means trying to talk as many of their friends as possible into coming to the bar that night. Students also make the bread and pastries that are served in the restaurant. In the school bakery, Thomas ­Marie, another of the school’s 5 recipients of a Meilleurs Ouvriers de France award, has students kneading, rolling and shaping. As they work at large granite tables, the students are absorbed in their project. Once again, they are a little awkward. Marie says the most difficult task for the students is manipulating the dough. He also says that he has been impressed by what the students can learn in a

short time. “Before we began to train students,” he says, “we bought a machine to shape croissants, because we thought the students couldn’t do it. But the students were good. So we sold the machine.” As student Florian Devaud forms a roll out of dough, he says he had never before thought about how baked goods were made. He is now amazed at how many sheets there are in flaky pastry dough. And like Cederbaum and many other students, his biggest surprise so far has been how organized one needs to be in the kitchen. His goal is to open a chain of Mexican restaurants in Switzerland, so getting that organization just right will be a vital part of his ­f uture.

It is not un­common to be in a luxury hotel or fine dining restaurant on any continent and find that the ­manager trained at EHL.

Swiss education system has evolved, the school has become part of the University of Applied Sciences of Western Switzerland. It now offers a Bachelor of Science in International Hospitality Management and an Executive MBA in Hospitality Administration. Students not only profit from their time at the school, but also from a tremendous alumni network. It is not uncommon to be in a luxury hotel or finedining restaurant on any continent and find that the manager trained at EHL. These alumni abroad are both students who have returned to their home countries and graduates who are eager to work in foreign cultures. There is a strong international feel at the school. About 45 percent of EHL students have more than one nationality themselves. Fabien Fresnel, EHL’s director of education and research, says that part of the school’s approach to education

is, “creating cohorts that are so diverse in terms of nationalities, previous experience, academic background, that they bear in themselves the potential to grow almost by themselves.” The school then adds experienced faculty that work closely with the students and frequent guest speakers. Managing a gourmet restaurant is no easy task. Fresnel says it may be the most difficult venue to run, because margins are thin, business is cyclical, raw materials are very expensive and human ­resource requirements are high. The students at EHL do not seem daunted as they show up each day, impeccably dressed and groomed. They appear to alternate between intense concentration and fun. And they seem certain that regardless of competition and the uncertain ways of the world, there is a place for them in the global realm of hospitality.

The fine dishes at Le Berceau de Sens have earned the restaurant 15 Gault Millau points

AN ESTABLISHED REPUTATION EHL was founded in 1893, during the era of the Grande Hotels, by Jacques Tschumi of the Swiss Hotel Association, who was not satisfied with the skill level of available personnel in Switzerland. It is the oldest hotel management school in the world. As the Outlook 02/2014 // 49

“Honoring a Wounded Warrior” JET AVIATION

Jet Aviation Basel combines major refurbishment with 12 -year check on BBJ1

“Giving the gift of mobility

to those who gave for us”

Deere 2014

Honoring

a Wounded Warrior

Join us for the unveiling 11 a.m. on October 21 st • Booth 1200 • Visit us at NBAA in Orlando, FL October 21-23, 2014

Jet Aviation St. Louis 1 800 222 0422 1 618 646 8000 [email protected] www.jetaviation.com/stlouis

The curtain covering Jet Aviation’s second “Honoring a Wounded Warrior” project, to be unveiled at the company’s booth at NBAA 2014, will be substantially bigger than that over the customized Harley Davidson motorcycle revealed last year. This year’s “Operation Deere” also promises to be significantly more complex. Created by the crew at Jet Aviation St. Louis, Operation Deere will remain a secret until the presentation to this year’s honoree, former Sgt. Nathan Shumaker of Herculaneum, Mo., who lost his left leg when a 50 // Jet Aviation // Inside

Privajet’s BBJ1 following a six-month interior refurbishment coupled with a 12-year service check at Jet Aviation Basel

Locations Worldwide: Basel I Berlin I Boston/Bedford I Chicago I Cologne Dallas I Dubai I Dusseldorf I Geneva I Hong Kong Houston I Jeddah I Los Angeles/Van Nuys I Medina Moscow Vnukovo I Palm Beach I Riyadh I Singapore St. Louis I Teterboro I Vienna I Zurich

Taliban mortar shell struck his howitzer gun crew in Afghanistan in 2010. Chuck Krugh, senior vice president and general manager at Jet Aviation St. Louis, will lead the unveiling and presentation ceremony at Booth 1200 at 11 a.m., Tuesday, October 21, in Orlando. Nathan, who has only the vaguest idea of what to expect when the project is unveiled, was chosen from a number of candidates in a detailed process by Jet Aviation St. Louis in cooperation with Operation Homefront. Moving forward with confidence on a prosthetic leg, the married

father of a young son is completing a college degree with the goal of working for the Veteran’s Administration to assist veterans in getting all of the benefits to which they are entitled – “veterans like me,” he says. Krugh said Operation Deere maintains the company’s new tradition of building something that tells the recipient’s story of service and sacrifice by applying the in-house capabilities of the craftsmen at Jet Aviation. “Operation Deere advances last year’s effort in design and technology, and in the benefit it will provide to our Wounded Warrior,” he said. “Nathan’s

wound restricted his mobility somewhat and Operation Deere is designed to restore some of that mobility. But it is especially designed to serve as a genuine tribute to Nathan, his service, and his sacrifice for his country. Jet Aviation St. Louis is proud to apply our abilities to honor this Wounded Warrior with this unique project.”

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

Jet Aviation Basel has been maximizing its full scope of in-house capabilities and expertise, combining service packages to help reduce aircraft downtime for its clients. The company recently redelivered a 12-year service check together with a major refurbishment on a Boeing BBJ1 aircraft. In addition to installing a new Venue cabin management system ( CMS ) by Rockwell Collins, the company re-upholstered 20 seats, replaced the carpet, re-covered all the ceiling panels, painted the showers and replaced the countertops in both bathrooms. Combined with the thorough 12-year service inspection, which requires

extensive overhauls of all major aircraft systems and structures that also must be removed and reinstalled, the six-month interior refurbishment proved challenging, but very rewarding. To maximize aircraft utilization, Jet Aviation Basel offers maintenance inspections in combination with other maintenance or refurbishment work, such as exterior painting, upholstery and avionic or cabin management system upgrades, to maximize aircraft utilization.

CONTACT: Jet Aviation Basel MRO & Refurbishment Tel. +41 58 158 4111 Fax +41 58 158 4115 [email protected] Outlook 02/2014 // 51

MJet-operated Airbus ACJ319 – cabin interior designed by the Jet Aviation Design Studio and completed at Jet Aviation Basel Forward cabin of a Global 6000 completed at Jet Aviation St. Louis and re-delivered in September 2014

St. Louis reaches impressive completions milestone

CONTACT:

A second Global 6000 re-delivered by the company in August 2014

The rate of green completions at Jet Aviation St. Louis continues to gather steam, with 20 deliveries in less than two years pushing the total to a remarkable 220 as of October 2014. Nearly all of those delivered since Jet Aviation St. Louis marked its 200 th delivery in December 2012 have been 52 // Jet Aviation // Inside

ahead of or on schedule – as well as on budget. Jet Aviation St. Louis started its first completion in 1982 and took in fluctuating numbers of additional projects over the following 15 years. Completions began in earnest in 1997 with its first Challenger 601. The focus on improving Completions since then has

Galley of above Global 6000

enabled the facility to complete 117 aircraft since 2008, despite the global recession that began that year. “Backed by a series of Continuous Improvement initiatives and 5S and Lean technologies that have been applied at every level of the process, the Completions side of our operations

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

continues to show marked progress,” said Chuck Krugh, senior vice president and general manager at Jet Aviation St. Louis. “We continue to deliver aesthetically pleasing interiors and exteriors, completed to the highest standards by our in-house team of highly skilled craftsmen.”

Basel in-house design and completions project showcased at JetExpo in Moscow With the MJet-operated Airbus ACJ319 on display at JetExpo last month, Jet Aviation was given a rare opportunity to showcase its custom VIP interior created by the Jet Aviation Design Studio, completed at Jet Aviation Basel and re-delivered by the company in December 2012. Featuring a private bedroom and en-suite bathroom with shower, a guest lavatory, crew, staff, lounge and dining areas in addition to spacious double “wet” and “dry” galley areas, the interior is beautifully fitted and finished with exquisite veneer and hardwoods accentuated by top-quality upholstery and leathers. The design features an elegant combination of high-gloss American black cherry and Santos Rosewood veneers with fine stitch detailing on leather

seats and upholstered divans. The bathroom is tailored for VVIP use, including real glass mirror and an over-mounted basin of moulded Corian, adding one of many contemporary elements within the aircraft. Intended for both private and commercial operation, the Airbus ACJ319 was built to accommodate up to 23 passengers and six crew. Currently operated under MJet’s Austrian AOC, it is certified for 19 passengers on charter flights.

CONTACT: Jet Aviation Basel Completions Center Tel. +41 58 158 4111 Fax +41 58 158 5447 [email protected] Jet Aviation Basel Design Studio Tel. +41 58 158 4111 Fax +41 58 158 4004 [email protected] Outlook 02/2014 // 53

Jet Aviation opens MRO & FBO operation in Vienna

Jet Aviation and C-Fly support World Cup 2014 traffic

Jet Aviation and Brazilianbased C-Fly Aviation united to offer handling services and parking for business aviation aircraft at Galeão International Airport ( GIG ), the main airport that served the 2014 FIFA World Cup traffic in Rio de Janeiro, Brazil.

54 // Jet Aviation // Inside

Norbert Ehrich, vice president and managing director, South East U.S., Central and South America, lead a team of multilingual international aviation specialists to support C-FLY Aviation's operations on-site at Galeão until the final match. Five of the

Jet Aviation team members lived in Brazil from June 14 to July 15, a total of 32 days, and two joined for the last four days of the tournament, which included a very hectic final. Jet Aviation hosted aircraft from all over the world, mostly longrange aircraft that included Gulfstreams, Global Expresses and a few Falcons. On the day of the final, the team managed 186 movements over a 24 -hour period. In other news, Jet Aviation has appointed Brandon Davis as the new director of FBO services for the company’s Houston, Texas facility. Davis has an extensive background in operations and business aviation, in addition to

nine years of service in the United States Army National Guard.

CONTACT: Jet Aviation Palm Beach Tel. +1 561 233 7200 Tel. +1 800 538 0724 Fax +1 561 233 7240 [email protected] Jet Aviation Houston Tel. +1 713 358 9100 Fax +1 713 358 9090 [email protected]

Brandon Davis, Director of FBO Services, Jet Aviation Houston

Dennis Kohr, Managing Director, Jet Aviation Vienna

Since September 2014, Jet Aviation has been operating an MRO and FBO facility at Vienna International Airport. The ­company provides scheduled and unscheduled main­ tenance, as well as off-site aircraft-on-ground (AOG) services, from a brand new 4,000 square meter hangar facility. Jet Aviation Vienna is a Cessna Authorized Service Center and further

supports Learjet and Bombardier Challenger 300 aircraft with line maintenance and AOG services. The company plans to expand its service capabilities to include other aircraft models such as Bombardier, Dassault Falcon and Gulfstream in the future. In addition, Jet Aviation Vienna offers handling services from the nearby Vienna Business Aviation terminal. Amenities include an operations office, a crew lounge and access to a VIP passenger lounge. Dennis Kohr has been appointed managing director of Jet Aviation Vienna. Kohr joined Jet Aviation Basel in October 2011, most recently serving as director of sales and customer support.

CONTACT: Jet Aviation Vienna MRO Tel. +43 17 0073 2687 Tel. +800 5387 8277 (AOG 24 / 7 ) Tel. +41 58 158 4848 (Outside Europe) [email protected]

IS-BAO Stage 3 Certification in the U.S.

Hangar and office refurbishment completed in Geneva

In recognition of its commitment to safety, quality and con­t inuous improvement, Jet Aviation Flight Services has been awarded Inter­ national Standard – Business Aircraft Operations (ISBAO ) Stage 3 certification, the highest level of IS-BAO standards and practices. The company also continues to grow its management fleet worldwide, adding Bombardier

Jet Aviation Geneva has completed the six-month refurbishment of its hangar facility that commenced in March 2014. Undertaken to improve operational efficiency and ensure compliance with the latest environmental standards, the refurbishment involved installing a new resin floor together with a new drainage system. A new supply station for air,

Challenger 601/850, Global 6000, Gulfstream 450/V/550 and Falcon 2000LXS aircraft.

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]

water, electricity and Internet was also fitted and the hangar walls painted. In order to limit interference with ongoing maintenance projects, the construction was carried out in three phases, closing one-third of the hangar floor during each stage. Throughout the refurbishment, Jet Aviation Geneva continued to service its maintenance clients.

Jet Aviation Vienna FBO Tel. +43 17 0073 5609 [email protected]

CONTACT: Contact: Jet Aviation Geneva Tel. +41 58 158 1111 Fax +41 58 158 1115 [email protected]

Outlook 02/2014 // 55

Jet Aviation Singapore celebrates opening of new hangar facility and appoints new general manager

Jet Aviation Dubai receives Dassault Falcon Authorized Service Center 2014 Award John Riggir, Vice President and General Manager, Jet Aviation Singapore

CONTACT: Ribbon cutting ceremony, left to right: Gary Dolski, former Vice President and General Manager, Jet Aviation Singapore; Tan Kong Hwee, Deputy Director, Transport Engineering, Economic ­Development Board (EDB) of Singapore; Stefan Benz, Vice President of Jet Aviation MRO and FBO Operations, EMEA & Asia; Heah Soon Poh, Assistant Chief Executive Officer of Singapore’s JTC Corporation (JTC); Rob Smith, Jet Aviation President

Jet Aviation Singapore Tel. +65 6481 5311 Fax +65 6481 1480 [email protected]

To celebrate its new state-of-the-art hangar at Seletar Aerospace Park, Jet Aviation Singapore hosted a grand opening on site at its new USD 25 million hangar facility on Saturday, May 31, 2014. With a band, acrobatic performers and lion dancers

A seasoned aviation professional, Riggir joins Jet Aviation from Hawker Pacific Group in Singapore, at which he held various managerial roles over the past 18 years, most recently serving as executive vice president of Corporate Business Development.

on hand to bring luck and prosperity to the new facilities, the official ribbon-cutting ceremony and opening was attended by over 150 people. More recently, the company has appointed John Riggir as new vice president and general

manager of Jet Aviation Singapore. Effective September 1, 2014, Riggir assumed leadership of the expanded maintenance and FBO facility to succeed Gary Dolski, who will be taking up new assignments within the company in the near future.

Jet Aviation Dubai resumes full operations at Dubai International Jet Aviation Dubai resumed full operations from its newly refurbished FBO at Dubai International Airport following completion of runway construction late July 2014. During the closure, the company took the opportunity to integrate the new corporate look-and-feel 56 // Jet Aviation // Inside

launched at the Jet Aviation facilities in Geneva and Zurich last year. An airside duty free shop was also introduced to permit on-site duty free shopping. Jet Aviation Dubai continues to provide FBO services at Dubai World Central’s ( DWC ) Al Maktoum International Airport.

CONTACT: Jet Aviation Dubai MRO Tel. +971 4 299 4464 Fax +971 4 299 4484 [email protected] Jet Aviation Dubai FBO (DXB) Tel. +971 4 207 3411 Fax +971 4 299 0701 [email protected] Jet Aviation Dubai FBO (DWC) Tel. +971 4 887 9670 / 01 Tel. +971 56 1743 146 (Duty Phone) Fax +971 4 887 9473 [email protected]

Jet Aviation Dubai was recently honored with the #1 Top Line Service level, Falcon Authorized Service Center 2014 Award in the “Go Team Response” category. Presented at the July 2014 Dassault Falcon Authorized Service Center meeting in Paris, the award recognizes service excellence of Falcon Authorized Service Centers ( ASCs) within Europe, the Middle East and Africa. Jet Aviation Dubai won the #1 Top Line

Service level award in the “Go Team Response” category for supporting the most aircraft-on-ground ( AOG ) instances in the region and ensuring minimum ground time for Dassault Falcon aircraft.

CONTACT: Jet Aviation Dubai Tel. +971 4 299 4464 Fax +971 4 299 4484 [email protected]

Left to right: Frédéric Doyen, Falcon7X/8X Support Program Manager, Dassault Aviation, and Hardy Bütschi, Vice President & General Manager, Jet Aviation Dubai

Saudi Arabia receives FAA Repair Station approval for Gulfstream

The Jet Aviation facilities in Jeddah and Riyadh hold Saudi Arabian GACA licenses and are authorized to provide line maintenance and aircraft-on-ground ( AOG ) services to private, business and military operators. With Federal Aviation Administration ( FAA ) approval to operate as a Repair Station for Gulfstream aircraft, Jet Aviation Jeddah now also supports its customers with light scheduled maintenance on Gulfstream GII, GIII, GIV and GV aircraft.

CONTACT: Jet Aviation Jeddah Tel. +966 12 272 4555 Fax +966 12 272 4561 [email protected] Outlook 02/2014 // 57

MAX SPEED: MACH 0.85 MAX RANGE: 6,667 KM MAX ALTITUDE: 13,716 M Outlook Magazine 02 / 2014 Publisher: Heinz R. Aebi Project management: Caroline Kooijmans-Schwarz, Leila El Benna Author : Stephanie Schwartz Jet Aviation Inside: Mary-Lou Murphy, Charles Bosworth, Patricia McNamee Photography: Jetcraft, ASA, ASA / Reto Guntli, AndermattUrsenertal Tourismus, Dieter Meier, Jan Riephoff Photography, Bombardier, Adrian Baer, Quo AG, Roboy Project, Jaan Spitz, Ethan Oleman Photography, Erik Tham / Corbis, EHL, Ricardo Beccari 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 caroline.kooijmans @ jetaviation.ch © Copyright 2014 Jet Aviation. All rights reserved.

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 Aviation is a leading aerospace company with a presence in over 80 countries. It produces the Rafale fighter jet as well as the complete line of Falcons. The company employs a workforce of 11,000 and has assembly and production plants in both France and the United States and service facilities around the globe. Dassault Falcon is the recognized global brand for Dassault business jets which are designed, manufactured and supported by Dassault Aviation and Dassault Falcon Jet Corp. Since 1963, over 2,250 Falcon jets have been delivered. The family of Falcon jets currently in production includes the tri-jets – the Falcon 900LX and the 7X – as well as the twin-engine 2000S, the 2000LXS and the new 5 X.

In 2013, Fawaz Gruosi celebrated the 20 th Anniversary of de GRISOGONO. Since the brand's creation, he has raised it to the rank of one of the most famous international luxury brands of its generation with passion, creativity and innovation & has been loyal to its unique elegant, graceful style.

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 more than 2,200 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 Gulfstream G150™; the Gulfstream G280™; the Gulfstream G450™; the Gulfstream G550™ and the Gulfstream G 650™. Gulfstream also offers aircraft ownership services via Gulfstream Pre-Owned Aircraft Sales™. The company employs more than 14,000 people at 12 major locations.

L

EAN MEETS GREEN

As the leader in business aviation, it wasn’t enough for the new Gulfstream G280TM to be fuel-efficient, it had to be the most fuel-efficient super midsize aircraft on the market. Burning up to 12 percent less fuel than its nearest competitors, the G280 is both economically and ecologically friendly.

To contact a Gulfstream sales representative in your area, visit GULFSTREAM.com/contacts. Range shown is based on NBAA IFR theoretical range at Mach 0.80 with four passengers. Actual range will be affected by ATC routing, operating speed, weather, outfitting options and other factors.

58 // Masthead and advertisers

GULFSTREAMG280.com

AN ICON JUST GOT LARGER

THE NEW NAVITIMER 46 mm