Outlook Magazine 02/2011 Art Art Messe Basel 16 | Luxury Wellendorff 24 | Innovation The Sauber Formula One team 30 | Aviation The Super Constellation 36 | Gourmet Andreas Caminada 42 THE LAS VEGAS SANDS Vegas Sands built The Venetian and The Palazzo, creating the world’s largest resort complex. Now the company is building an entire strip of gambling resorts in Asia, and Europe may be next.
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OutlookMagazine 02/2011
Art Art Messe Basel 16 | Luxury Wellendorff 24 | Innovation The Sauber Formula One team 30 | Aviation The Super Constellation 36 | Gourmet Andreas Caminada 42
The LAs VeGAs sAnds Vegas Sands built The Venetian and The Palazzo, creating the world’s largest resort complex. Now the company is building an entire strip of gambling resorts in Asia, and Europe may be next.
2 Outlook 02/2011 3Outlook 02/2011
editorial
dear business friends and colleagues,
Since my appointment in July, I have had the opportunity to meet with our clients, business partners,
OEMs, our management team and with many Jet Aviation employees around the world, and have
learned a great deal about our company. Having worked for an OEM since 1998, most recently as
chief financial officer, it is a new and exciting aspect of our industry to provide services to aircraft
owners and operators, passengers and OEMs on a global basis – and it is no understatement to say
that my first three months as President of the Jet Aviation Group have truly flown by !
While touring our various Jet Aviation facilities, I felt a deep company-wide enthusiasm for our
business and dedication to our customers despite the challenging times we are currently facing. For
me, a good customer relationship has to be continuously earned, with each interaction and service
delivery effectively renewing the customer’s trust in and loyalty to us. As such, my immediate goal is to determine what customers
like about us, what they expect from Jet Aviation and, most importantly, what we need to improve. To do this, we established two
Customer Advisory Boards, one in the U.S. and one for the EMEA & Asia region, and we recently met with our global customers to
learn directly from them what we can do better. I found the honest customer feedback and open dialogue between our management
teams and our customers both refreshing and very helpful. We now know that we are still highly regarded as a premium service
provider, but that we need to make some improvements to keep our customers happy.
When Jet Aviation became a General Dynamics company in 2008, the OEM community was concerned about our future role and
possible preferential treatment of customers. My predecessor worked hard to ease this perception and I assure you that we will
continue to maintain our “Swiss neutrality” towards all the aircraft manufacturers. In fact, depending on the services and regions,
we serve a majority of Dassault Falcon, Bombardier and Gulfstream business aircraft in some areas, Cessna, Hawker, Boeing and
Airbus products in others, and we are increasingly supporting more Embraer jets as well. And, of course, our ongoing relationships
with the OEMs is also evidenced by their continued advertising in our magazine.
I hope you enjoy my first Outlook edition while reading about the latest additions to our global service network in Van Nuys, California
and in Abu Dhabi at Al Bateen Executive Airport, and I encourage you to provide me with your feedback regarding Jet Aviation:
I certainly look forward to our continued relationship.
Sincerely yours,
Dan Clare
President
editorial
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4 Outlook 02/2011 5Outlook 02/2011
Contents
36 Aviation The Breitling Super Constellation is back up and flying
42 Gourmet Andreas Caminada and the Schauenstein restaurant
50 Jet Aviation Inside News
58 Masthead and Advertisers
03 editorial Dan Clare, President
06 Las Vegas sands Corporation Thinking big with Casinos
16 Art Art Basel: Where the art world meets
24 Luxury Wellendorff – a family with a golden tradition
30 Innovation The Sauber Formula One team
Contents
6 Outlook 02/2011
The Las Vegas Sands CorporationThinking big with casinos
A pproaching Las Vegas by plane, passengers look down
on a vast expanse of desert. Ranges of craggy moun-
tains are separated by broad valleys with sparse vege-
tation and the occasional white shimmer of salt. The landscape
is beautiful, stark and inhospitable.
Then Las Vegas comes into view. It is a city of immense urban
sprawl, and through it runs the clear line of a wide street
bordered by giant buildings. This is the Las Vegas Strip – the
world’s greatest concentration of casinos.
On that strip, across from the pirate ship in front of the Treasure
Island Hotel, is a drive that sweeps past the canal in St. Mark’s
Square as it leads to the front of The Venetian hotel. Stepping
through the hotel doors means leaving heat, sand and the mun-
dane details of a mid-size US city behind. The visitor enters a
simplified, luxurious, and entertaining version of the “City of
Water.”
Straight ahead is a fountain with an armillary sphere, a naviga-
tional tool popular in renaissance Venice. Overhead are replicas
of Venetian paintings, and in front is a very long reception desk.
The hotel has 4,027 suites.
To get to these suites, visitors walk along the hand-fitted
Italian-marble floor of the Grand Colonnade and through part
of the casino. The lowest-priced accommodation at the
Venetian is the 650-square-foot “Luxury Suite.” It has a
king-size bed with three kinds of pillows, a sunken living
room with an L-shaped couch, a dining corner with a table,
three flat-screen high-definition televisions and a marble
bathroom. It also has a nice desk, two phone lines, wireless
Internet access, a fax / copier / printer and a safe large enough
to hold a laptop computer.
The suite provides a kind of mellow luxury that invites the guest
to sink in and just let time pass for a while. Curiosity about the
action below draws the guest out. There is Venice to explore,
with its two canals, Rialto Bridge, Bridge of Sighs, columns
topped with Saint Theodore and the Lion of St. Mark, Campa-
nile and Sansoviniana Library.
One canal is outside, right by St. Mark’s square. The other is
inside, on the second floor. It may seem a bit counterintuitive
to have a replica of a saltwater canal on an upper floor, but this
has the advantage of leaving the much-trafficked ground floor
for the casino.
The inside canal is lined with shops and restaurants, creating
the feel of a little village. Visitors can eat at a café along the
canal while sitting under a painted blue sky. They can also shop
in one of 120 stores.
The sands
8 Outlook 02/2011
Just past the end of the canal is a waterfall. Down below, where
the water enters a pool on the first floor and a steady stream of
visitors photograph their loved-ones, is the lobby of the Palazzo
Hotel. The Palazzo and the Venetian are run as one resort.
Construction of the Venetian began in 1997, at the tail end of
the “themed Vegas” that created New York-New York, Excali-
bur, Paris Las Vegas and other hotels. Construction of the
Palazzo began in 2005, when the trend had shifted towards
producing elegant hotels that were somewhat more under-
stated. The suites at the Palazzo are similar in size and layout
to those at the Venetian, but the colors are more subtle and
decoration is more harmonious. The Palazzo is a slightly smaller
hotel, with just over 3,000 suites. Together, the Palazzo and the
Venetian make up the world’s largest resort complex.
The complex was built by Sheldon Adelson, on the land where
the famous Sands Hotel used to stand. Adelson and his part-
ners had bought the Sands Hotel in 1989 and opened the
Sands Expo and Convention Center across from the hotel in
1990. The 1.2-million-square-foot center is the largest privately
The bosssheldon Adelson, chairman and CeO of Las Vegas
sands, was born 78 years ago in a Boston neighborhood
he calls “a slum.” he undertook many business ven-
tures, beginning at the age of twelve, before making it
big with the COMdeX computer trade show. After
selling COMdeX and later taking his casino-and-resort
business public, he became the third-richest person
in America. his business was hit hard by the financial
crisis, but he has come back. In March 2011,
Forbes listed him as the fifth-richest person in America
and 16th-richest person in the world.
Adelson is an airplane enthusiast. his personal planes,
together with those belonging to Las Vegas sands,
make up a fleet of fifteen aircraft.
02
01 Photo of the classic sands hotel in 1975
02 The Venetian (left) and the Palazzo (right) hotels
01
10 Outlook 02/2011 11Outlook 02/2011
owned convention facility in the world. In 1996, not seeing a
future for the Sands Hotel among the city’s newer resorts, Adel-
son had the hotel imploded to make room for the Venetian.
Adelson had come to Las Vegas in the trade show business.
Recognizing the potential in personal computers, he and his
partners founded the computer trade show COMDEX in
1979, which they then sold in 1995 for more than $800 mil-
lion. In 2004, before building the Palazzo, Adelson took the
Venetian’s parent company public. Las Vegas Sands Inc.
became Las Vegas Sands Corp., and Adelson kept a majority
of the shares.
Having come from the tradeshow business, Adelson believed
Las Vegas hotels should have a focus beyond gambling. The
traditional strategy had been to keep hotel rooms minimal, in
order to encourage guests to spend as much time as possible
in the casino. Adelson put mini-bars in the rooms and created
comfortable work spaces. He counted on business from the
Sands Expo and Convention Center to keep mid-week occu-
pancy strong.
still a big draw
The casinos at the Venetian and the Palazzo only account for
30 percent of resort revenue. That is not to say, however, that
they are not a central element.
Located on the ground floor of the hotels, between the lobbies
and anywhere else a guest might want to go, the casinos form
a kind of hub. There is a lot of energy in these large rooms, with
the bright lights of the slot machines and the lure of the elegant
gaming tables. The Venetian casino is the more traditional of
the two, with narrow walkways and no daylight. The Palazzo
casino has an airier feel. Walkways are wider and light from the
outside world can be seen off to one side.
Next to the main casino floors are salons, where games with higher
stakes are played. There is also a poker room and a sports betting
hall with multiple screens, stadium seating and a restaurant.
Some people spend most of their time in the casinos, but for
most visitors, gaming is just one of many forms of entertain-
ment explored during a stay. There are four theaters on the
property, one of which has been showing Phantom of the Opera since 2006. There
are also seven bars, two nightclubs, ten pools and 33 restaurants. To get away from
all of the commotion, guests can visit the sauna area of the Canyon Ranch Spa, which
has an entrancing variety of temperatures, scents, mists, rains and Jacuzzi jets. The
spa also offers treatments and has a gym with fitness classes and a climbing wall.
A visitor could spend days in the resort, continually sampling new things. There is an
atmosphere of possibility, in which advanced planning is seldom necessary. Deci-
sions can be made on a moment’s notice, and the destinations are never more than
a few minutes away.
Up to 50,000 people visit the resort every day. A few of these guests are interested in
gambling for very high stakes. This group does its gambling at the elite Paiza Club, on
the top floor of the Palazzo. About 70 percent of those who gamble at the Paiza Club
are Chinese, and the club has a distinctly Asian feel.
The club’s entryway leads into the lounge, which has a bar made from a stunning orange
stone with swirls of white and gray. The thin slab of stone, lit from behind, resembles a
powerful storm. The environment in the club is uncluttered and it caters to those accus-
tomed to the exquisite. A few bottles of $1,500 liqueur are displayed behind the bar.
A renown dim sum chef has been brought in from Hong Kong to lead the kitchen.
The food
The Venetian and Palazzo have
star-chef restaurants, fast-food
restaurants and just about every-
thing in between. You can eat
good Mexican food by the canal
at Taqueria Canonita, enjoy
gourmet fish at AquaKnox, or try
a buffalo burger at I Love Burgers.
There is a spirit of bringing
things together and mixing them
up. sushisamba offers a fusion
of Japanese, Brazilian and
Peruvian cuisines, in delicious
combinations of tangy spices
and fresh ingredients. They also
serve a $2,588 bottle of sake.
At the Italian restaurant Lavo,
the meatballs are made of
Kobe beef and the panna cotta
comes as a cheesecake. The
signature desert, worth having
at least once in your life, is
Oreo cookies dipped in doughnut
batter and deep fried.
Tao Asian Bistro, known for its
striking décor and celebrity
sightings, is the highest grossing
restaurant in America. Reser-
vations usually need to be made
a week in advance.
02
03
01 Canal lined with shops at the Las Vegas Venetian
02 The Palazzo casino03 The lobby of the Palazzo
hotel
01 An armillary sphere and the Grand Colonnade at the Venetian Las Vegas
02 Canyon Ranch spa at the Venetian and Palazzo
01
02
01
12 Outlook 02/2011 13Outlook 02/2011
Another hallway leads to six gaming rooms. Guests often play alone
in these rooms. Some guests spend several months at the hotel.
Business in Asia
Las Vegas Sands woos Paiza clients, often flying them in and offer-
ing them luxurious suites. The company uses its own fleet of busi-
ness jets to provide these gamblers with luxury travel. Jet Aviation
St. Louis has provided maintenance services for this fleet.
Las Vegas Sands has also made the move to locate itself nearer
to its Asian clients. Macao, the former Portuguese enclave that
was turned over to China in late 1999, is the only place on
mainland China where casino gambling is legal. Las Vegas
Sands opened the Sands Macao in 2004.
Then Adelson had a bigger idea. There are about 1 billion
people within a three-hour flight of Macao and approximately 3
billion people are estimated to live within a five-hour flight. He
realized that the future lay not in building one hotel, but rather
in creating an entire strip. He wanted a Las Vegas-like area with
many hotels offering various styles and price categories.
There was one big obstacle to his plan. The total area of the
small peninsula and two islands that make up Macao is less
than 12 square miles. This area is densely populated, and there
was no land for a large strip. So he created land. Las Vegas
Sands filled the bay between the Coloane and Taipa islands and
christened the area The Cotai Strip.
He then began construction of the largest inhabited building in
the world – the Venetian Macao. In order to be sure the struc-
ture would be stable, 13,500 steel piles had to be driven into
the bedrock below. At peak times, 15,000 people were working
on the construction site. To keep track of that many people,
turnstiles with biometric hand readers were installed.
Adelson set a three-year time limit for construction, which
meant building need to take place at a record pace. Not only
did the structure need to be completed, but it was also neces-
sary to create another Venice. Asian artists hired to replicate
Venetian artworks were given crash courses in Western art.
The building was finished on time, and the hotel officially
opened at 7:18 p.m. on August 28, 2007 – a time that was
believed to have good feng shui. The resort is twice the size of
its Las Vegas counterpart, making it large enough to hold ninety
Boeing 747 jumbo jets. The facility has an arena that will seat
15,000 people and one of the largest exhibition centers in Asia.
The resort receives between 70,000 and 100,000 visitors each
day and has a staff of approximately 12,000 on site.
The 550,000-square-foot casino is the largest in the world.
The Paiza Club at this Venetian has fifty private gaming
suites and lounges. Las Vegas Sands knew gaming would
grow at its Macao casinos, but it did not know just how
much.
“The biggest surprise for us in Macao,” says Michael Leven,
president and chief operating officer of Las Vegas Sands, “is
the amount of money that is played at the tables.”
Since 2006, Macao has been the gambling capital of the world.
A growing Asian middle class, as well as the development of a
significant number of very high-net-worth individuals, has
fueled what Leven calls “a gaming explosion.” The gaming mar-
ket has grown to over $30 billion dollars, which is more than
five times the Las Vegas gaming market.
“I should add,” says Leven, “that this is a surprise for everyone
but Mr. Adelson.”
In 2008, Las Vegas Sands opened a Four Seasons hotel
next to the Venetian Macao, as well as Paiza Mansions,
which are “for invited guests only.” Two more resorts will
open next year, and an additional resort will be built in the
years to come.
The Chairman Suite
Venetian/Palazzo nightclubs
The most luxurious accommodations at the Venetian and
Palazzo are the Chairman suites. Those at the Palazzo
come with four bedrooms, a fitness / dry sauna / steam room,
a massage room, a barber area, a media room with
video games and karaoke, a secluded butler pantry, and
numerous marble bathrooms with luxurious shower-
combinations and toilets with lids that open automatically
as a guest approaches. There are both european and
Asian design schemes, which can include elements such
as Murano chandeliers, Tibetan tapestries and grand
pianos. Outside, the guests have their own Jacuzzi,
plunge pool, small putting green, lounges and rain shower.
There are also 25 flat-screen televisions distributed
throughout the suite. The nightly rate is “From $15,000
if available.”
The resort has two extremely popular
nightclubs, Tao and Lavo. Both
spaces are complex and interesting.
Tao, the larger of the two, has three
levels, several dance floors and a
wide array of statues and performers.
It also has a fascinating system of
men with wires in their ears, directing
traffic, removing problem guests
and generally keeping the action at
a level that is safe and fun.
01 The Venetian Macao02 The sands Macao casino03 The Venetian Macao
is the largest casino in the world
04 Red dragon noodles square in the Venetian Macao casino
05 The sands Macao Resort
01
02
05
03
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Outlook210x280JA_26380OR 17/08/11 14:34 Page 1
14 Outlook 02/2011
Taking more risk
Despite its successes, Las Vegas Sands hit hard times in 2008
during the financial crisis. There was a point when the company
was losing $1,000 per second. The stock price fell 97 percent
within a 52-week period.
Adelson, who often speaks of staying true to your convictions
and taking risks, made two bold moves. One was to loan the
company $1 billion of his own money. The second was to con-
tinue with plans to build a $5.6 billion resort in Singapore.
There was skepticism about the decision to build this hotel, the
Marina Bay Sands, but after it opened at the end of April, 2010,
it posted a $600 million operating profit in the first eight months
of business.
The Marina Bay Sands has three 55-story sloping towers with
approximately 2,600 rooms and suites. The most striking
feature of the hotel is the Sands SkyPark, a park that is set on
top of the three towers. Along with lush vegetation, the park has
an observation deck, several restaurants and an infinity swim-
ming pool that seems to flow right over onto the heart of the
Singapore business district.
The resort’s prime location right next to the city center allows it
to serve as an entertainment site for the local population and also
a destination for business travelers and MICE (meetings, incen-
tives, conventions, exhibitions) events. Like Macao, it is well
positioned to serve a large segment of the world’s population.
As gaming booms in Asia, Las Vegas Sands is keeping an eye
on expansion opportunities in countries such as Japan, Korea,
Vietnam, Taiwan and Thailand. The company is convinced that
gaming will increasingly take place within integrated resorts. In
the US, the company recently opened a small-scale resort in
Bethlehem, Pennsylvania, to compete with Atlantic City for
some of the New York-area market. Las Vegas Sands has also
talked about the possibility of a Florida resort.
In Europe, Adelson and his management team have been in
discussions with governments in Madrid and Barcelona.
Adelson thinks the time is right for a gambling strip in Europe.
“We call it a European project located in Spain,” says Leven. “It
would be less gaming than Asia, more MICE and tourism
business. It would look more like Las Vegas.”
01 Marina Bay sands, with sky Park in singapore
02 Marina Bay sands with Rafiki, from the Lion King Musical
01
02
16 Outlook 02/2011 17Outlook 02/2011
Art | Art Basel
Every year, for about a week, the Swiss
city of Basel is taken over by art. This is
the time of Art Basel, the world’s most
renowned art show. In 2011, more than
300 galleries from 35 countries showed
works by over 2,500 artists.
Art Basel is held at the convention cen-
ter, in the heart of the city. This year,
on the morning of the June 14th special
preview, crowds began to gather outside
the doors of the exhibition hall at about
10:30 am. At 11 am, these VIPs, many
of whom have are top clients of at least
one gallery at the show, jostled their way
inside to begin the search for great art.
There was high energy and excitement
as collectors scanned the booths, hoping
to find a gem.
There was also a lot of greeting taking
place. This is a meeting place for the
world’s art-savvy. There were hello-kisses
and handshakes, and some people
stopped to chat, while others hurried on
their way, not wanting a great work to be
sold right before they got to it.
The artwork at the show is from the 20th
and 21st centuries, and it ranges from
Where the art world meets
little-known artists to established mas-
ters. The show is known for having a
larger selection of classic-modern works
than is typical at other art fairs. Prices
range from several thousand dollars for
the work of relatively unknown artists,
to $50 million and more for the most
sought-after pieces.
The galleries at the show come from
six continents. The 300 present this
year were chosen from over 1,000
applicants. Art Basel says the selection
committee is made up of “renowned
galleries” and declines to comment on
the selection criteria.
On the morning of the preview, Art Basel
has one of the greatest concentrations of
active buyers found anywhere in the world.
Ola Gustafsson of the Elastic Gallery in
Stockholm reported selling out the gallery
booth in the first hour of the preview. Gal-
leries generally sell more work on this day
than on any other during the fair, but inter-
est and sales do continue for the next four
days as the fair is opened to the public.
Artists who came to the show this year
include the American John Baldessari,
French-born Pierre Bismuth, Italy’s
Maurizio Cattelan, Germany’s Vera Lutter,
Mai-Thu Perret of Switzerland, the Ameri-
can Allen Ruppersberg and Britain’s Yinka
Shonibare. The show reported visits from
over fifty museum groups, representing
almost all the world’s major museums.
Collectors from around the world were also
present. Altogether, over 65,000 people
attended the show, which is a new record.
Business-jet traffic into the EuroAirport
Basel-Mulhouse-Freiburg Airport boomed
during this time. The airport reported the
arrival of 330 business jets.
More than just sales
Looking for the heart of Art Basel is dif-
ficult. The show is huge, it is important,
and it is diverse. It creates a place where
Art Basel
01 Art Parcours night 2011 – Ai Weiwei – Old City Wall
02 Art Unlimited 2011 – Vera Lutter, Gagosian Gallery, new York
03 The Basel Convention Center
Art Unlimited 2011 – Jason Rhoades
01
02
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18 Outlook 02/2011
Art | Art Basel
experts can look for trends in the art
world, and it gives some transparency
to market prices. Influential people from
different disciplines come together here.
It is a complex representation of the
complex phenomenon of art.
This year, the 300 gallery booths were
spread over two floors in Hall 2 at the
convention center. To see such a large
number of works in a fairly small space
is overwhelming. Styles vary dramati-
cally, as do media and formats. There are
paintings, drawings, photographs, light
installations, sculptures, collages and
many works incorporating more than one
medium. Some works are small, some
take up an entire booth wall.
There are people who walk through the
halls with a map in hand, systematically
visiting the spaces assigned to galleries of
high interest to them. Others let chance
guide them as they drift down the cor-
ridors, glancing at hundreds of examples
of the work that has shaped recent art
history.
The show had many exhibitions and
events beyond these three hundred gal-
lery stands. Art Unlimited, for example,
showed installations too large for other
settings. These pieces included sculp-
tures, video installations, wall paintings
and performances. Art Unlimited was
established in 2000 and has become
extremely popular.
The Art Statements section allows upcom-
ing galleries to show one-person exhibits
of new artists. It gives young artists a
chance to be seen by an international
audience of curators, collectors and crit-
ics. This can have a profound affect on
their careers. For collectors, it is a good
place to discover emerging artists.
Basel
Basel is in the German-speaking
north of switzerland, on the Rhine
River. The city borders on France and
Germany, and has suburbs in both
countries. The city itself is the third
largest in switzerland, with a popula-
tion of about 166,000, while the
tri-national urban agglomeration has
a population of over 800,000.
Along with the important role the
city plays in the chemical and
pharmaceutical industries, it has a
long history in arts and culture.
The Museum of Fine Arts, created in
1661, is the oldest art collection
in the world that has been in continu-
ous existence and open to the
public. There are more than three
dozen museums in Basel, many with
a concentration on fine arts.
several museums have grown out
of a close connection between private
and public collecting activities.
01
02
01 Art Galleries 2010 – Galeria Luisa strina, são Paulo
02 Art Galleries 2010 – Perrotin, Paris
20 Outlook 02/2011 21Outlook 02/2011
Art | Art Basel
The Art Feature section was added just
last year. This section enables galleries to
show projects such as artistic dialogues,
solo shows and collections of art histori-
cal material. Unlike those in the Art State-
ments section, the works shown are not
exclusively by young artists.
Art was also placed out in the city of Basel,
as part of the Art Parcours project. This
program was begun last year, after the
Art Basel co-directors saw strong artist
interest in doing site-specific work.
The directors hope the program will act
as a gateway to art for the wider pub-
lic. “As the sector is very much in the
public domain and free to enter,” says
Art Basel co-director Annette Schoen-
holzer, “it is accessible to very differ-
ent audiences. It gives some people a
chance to experience art on their own
terms, which might make them excited
about art in general.”
The roots
When the first Art Basel was held in 1970,
the show was simply a market for art.
Some Basel gallerists had gotten together
at the end of the 1960s and talked about
their concern that Basel was losing ground
as an art center. The two large auction
houses, Christie’s and Sotheby’s, were in
Zurich, and Zurich galleries were dominat-
ing trade in modern art in Switzerland.
These gallerists were interested in creat-
ing a counterweight to the Cologne Kunst-
markt (today’s Art Cologne). The German
art show, which had been founded in
1967, was very selective. It admitted
almost no foreign galleries. The Basel
gallerists wanted to create an art show
that all galleries could attend.
There was a discussion about where to
hold the show. The convention center
was suggested, but some found it too
ordinary, since it was often used for
the sale of common household appli-
ances. The fair in Cologne was held in
a gothic ballroom. In the end, despite
concerns about a mundane backdrop,
the convenient location and practical
infrastructure of the convention center
won out.
From the beginning, Art Basel had many
first-rate galleries such as Marlborough
(London, Rome, New York), Maeght
(Paris), Faccetti (Paris, Zurich) und Kru-
gier (Geneva). This was partially due to
the connections and persuasive power of
internationally renowned gallery-owner
Ernst Beyeler, one of the Art Basel co-
founders.
Art shows were still new at the time,
and collectors were pleased to have art
from around the world concentrated in
one place. Until this time, art was almost
exclusively sold in galleries or at exhibi-
tions. The shows made art more available
and increased the transparency of the
market.
After its third show, Art Basel had estab-
lished itself and was challenging the
premier position of the Cologne show.
The openness and diversity of Art Basel
worked in its favor.
In the early 1990s, the show had become
so popular with galleries that selection
criteria were developed and many gal-
leries were turned away. Also during this
time, under director Lorenzo A. Rudolf,
events were organized that were not
directly connected to the sale of art.
The next director, Sam Keller, increased
the show’s emphasis on exclusivity and
brought even more events and curated
displays to the show.
Today, in addition to Art Unlimited, Art
Statements, Art Features and Art Par-
cours, the show presents Art Conversa-
tions and Art Salon programs, in which
experts discuss a wide range of timely
topics. Discussion subjects this year
included: “How will museums be able to
collect?”, “Patronage and politics”, “What
is alternative – alternative to what?”, and
“The future of the physical gallery in the
digital and global age.”
Growth
A topic frequently discussed both in offi-
cial forums and privately is the health
of the art market. Sentiments this year
seemed positive, many galleries reported
ArrivalsArt Basel’s 65,000 visitors
profit from switzerland’s
excellent infrastructure, which
makes travel to the event a
breeze. Many collectors come
to switzerland on private air-
craft, such as the 330 business
jets that landed at Basel’s
euroAirport during the 2011
Art Basel. Guests with private
aircraft can also choose
to land in Zurich or Geneva.
01 ernst Beyeler, co-founder of the Art Basel
02 The gallerist Felix Buchmann played an important role in the development of the Art Basel in the 1970s
03 A guided tour of Art Basel in 2011
0302
01
03
02 01
01 Brad Pitt at the 2009 Art Basel02 Art Galleries 2011 – Marlborough
Galerie, Zurich03 Current Art Basel director samuel Keller
dossier : BOM-11120 client : Bombardier date/modif. rédaction relecture D.A. épreuve à
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116/08/11
100%titre : « Global Community »
sc/client infographe production couleur(s)publication : Outlook
4cformat : 210mm x 280mm infographe : AG
3530, boulevard Saint-Laurent, bureau 400, Montréal (Québec) H2X 2V1 t 514 844-2624 tc 514 844-5041
GLOBAL LEADERSHIPValery GerGieV
Leadership knows many stages. For Valery Gergiev, the first as conductor of orchestras. Time and again he stands alone and
leads symphonies and artists of great genius that stir the soul. He took to his second life’s calling with equal dedication. To
contribute to his vision of global harmony, he established the Valery Gergiev Foundation as a channel for international peace.
As a testament to his outstanding leadership, Bombardier is proud to support the Valery Gergiev Foundation.
Bombardier, Global and I AM GLOBAL are trademarks of Bombardier Inc. or its subsidiaries. © 2011 Bombardier Inc. All rights reserved.
I AM GLOBAL www.IAmGlobal.Bombardier.com
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ime
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22 Outlook 02/2011
Art | Art Basel
to Art Basel that they had done good busi-
ness at the show. David Zwirner, of Gal-
lery David Zwirner in New York, said that
collector confidence was definitely back
this year, while Iwan Wirth of Hauser &
Wirth in Zurich, London and New York
said this year’s show might have been the
gallery’s best Art Basel. Lucy Mitchell-
Innes of Mitchell-Innes & Nash in New
York said the attendance for the 2011
Art Basel seemed much broader, and
she reported having sold to buyers from
all over the world. Alex Logsdail of Lon-
don’s Lisson Gallery said what sellers are
anxious to hear, when he reported that,
“People seem to have enormous confi-
dence in the future of both established
and emerging artists.”
Art shows have gained popularity in recent
years, and there are now hundreds com-
peting for the attention of galleries and
collectors. Art Basel is generally consid-
ered the most important show, and it has
a history of increasing its lead over other
shows during times of financial crises.
Art Basel Miami Beach
The 2011 Art Basel Miami Beach
will take place from december 1st
through the 4th in the Art deco
district of Miami Beach. More than
250 leading art galleries from north
America, Latin America, europe,
Asia and Africa will exhibit works by
over 2,000 artists. Along with the
display of works from the 20th and
21st centuries, by both renowned
artists and newcomers, the fair has
special exhibition sections featuring
young galleries, performance art,
public art projects and video art.
There are also crossover events
featuring music, film, architecture
and design.
As is the case in Basel, many other
fairs and shows come to town during
the Art Basel Miami Beach week.
The museums of south Florida
present top-quality exhibitions and
offer special programs for art
collectors and curators. several art
shows, such as Pulse Miami, the
Zoom Art Fair and the scope Art
show also take place.
The show’s organizers also hold a sister
show, Art Basel Miami Beach. The Florida
show will celebrate its tenth anniversary
this year. The organizer’s parent company,
the MCH Group, also recently bought a
majority interest in ART HK – Hong Kong
International Art Fair. The Hong Kong
show was founded in 2008 and is attended
by galleries from more than 35 countries.
As the art market becomes increasingly
global, the MCH Group is making sure it
stays in the center of the action.
01 Art Unlimited 2010 – Ugo Rondinone, Gladstone Gallery, new York
02 Art Unlimited 2011 – Mario Merz, Galerie Tschudi, Glarus
01 02
24 Outlook 02/2011 25Outlook 02/2011
He then continued to travel to Russia,
England and various courts of European
aristocracy with his jewelry.
Ernst Alexander’s son Alex later took over
the business and faced the tough task of
rebuilding it after the Second World War.
Pforzheim had been so heavily bombed
that it was impossible to even identify the
site of the former Wellendorff factory.
In the 1960s Alex’s son Hanspeter
learned the goldsmith trade and took
over from his father. Today Hanspeter’s
sons Georg and Christoph take care
of the main aspects of the business.
Christoph trained as a goldsmith,
while Georg trained in lithography and
went on to study business and mar-
keting. As fate would have it, when
Christoph entered the business, there
was an opening in sales, so he filled
the position and found that he loved
traveling around the world representing
the company’s products. When Georg
joined the company, the opening was in
manufacturing. He too enjoyed what he
was doing, so the brothers decided to
stay in their departments. Georg points
out that this switching of fields means
that each brother understands the daily
concerns of the other.
Their parents had always been enthusi-
astic about the company, and Georg says
that at the age of about twelve, the broth-
ers already knew they wanted to go into
the business.
“Our parents always took us to the jewelry
fair in Basel, and it was fun for us,” he
says. “When they brought home clients,
my brother and I would serve them, and
we liked that too.”
Georg’s wife Claudia handles communi-
cations for the company and his mother Eva
organizes events and names the Wellen-
dorff rings. Hanspeter shares expertise,
is involved in decision-making, and other-
wise “does what he enjoys”, which at the
moment is overseeing the modernization
of some company facilities.
Wellendorff is completely family owned.
The company has eight boutiques and
works with 150 partner jewelers around
the world. Everything is made to order,
Wellendorff – A family with a golden tradition
Luxury | Wellendorff
Production of jewelry came to Pforzheim,
Germany, in the late 18th century, when
the Margrave of Baden brought manufac-
turing to the city orphanage. The industry
grew and developed as young people left
the orphanage and continued to work
with gold and precious stones. By the
start of the 19th century, the “Golden City”
on the northern edge of the Black Forest
was exporting jewelry to centers such as
London, Paris and Constantinople.
In the second half of the 19th century,
a market for less-expensive jewelry
developed among the European middle
class. Pforzheim became a leader in this
segment, and by 1873 it was home to
over 400 jewelry businesses, with almost
8,000 employees.
Ernst Alexander Wellendorff, an inde-
pendent goldsmith and designer,
decided that serving this new market
was not the path for him. He wanted to
create high-quality, exclusive jewelry.
To reach the appropriate clientele, he
took samples of his work to the nearby
resort of Baden-Baden, where celebri-
ties and aristocrats gathered to visit the
hot springs, casino and luxury hotels.
He was able to show his samples to
the family of the Russian czar, and
they liked his work. He then went back
home, developed a collection and made
the eight-week trip by post coach and
boat to St. Petersburg. The hazards of
the journey proved to be worth his while,
because the family was pleased with the
collection. Ernst Alexander returned to
Pforzheim with the money to pay his
goldsmiths and make more jewelry.
Art Basel
0103
01 ernst Alexander Wellendorff
02 design by ernst Alexander, 1893
03 Gold has been used for jewelry since before recorded history
02
26 Outlook 02/2011 27Outlook 02/2011
in-house. The company buys metal and
gems, and then does the rest itself. Of
the 80 company employees, 55 work in
manufacturing, and each day only about
twenty-five pieces of jewelry leave the
Wellendorff production facility.
The jewelry
The current generation has chosen to fol-
low a clear line in jewelry design. It is an
understated style, says Georg, not one of
loud glamour. The company mostly works
with gold and diamonds. There is an
emphasis on comfort, which means that
rings are softly curved on the inside and
careful attention is given to the weight
and balance of all pieces.
“Really, we make jewelry for our women –
my wife, my sister-in-law, my mother,”
says Georg. “We spend almost no money
on marketing research. This is done by
our women. They wear the prototypes
and tell us what they like.”
“But we also speak to our clients!” Clau-
dia is quick to add.
The company worked to develop a gold
alloy that would look good on all skin
types. The alloy is an 18-karat mix of
gold, silver and copper. It is slightly more
reddish than most yellow gold.
One of the central elements of Wellendorff
jewelry is the gold rope. This rope is a
smooth, soft cord made from fine strands
of gold. Georg’s mother Eva asked her
husband to make her a necklace as soft
and silky as the cords that hang on the
side of fancy curtains. The biggest chal-
lenge in this was to take the tension out of
a metal chain and create something soft
and flowing. It took Hanspeter two years,
but he managed to do it in 1978.
The process of making the rope begins
with five-kilo bars of 18-karat gold, which
are rolled and pulled until 5,000 meters
of wire 0.2 millimeters thick are created.
This wire is then wound by hand around
a core of 18-karat gold.
Necklaces and bracelets are made from
multiple strands of the rope that are twis -
ted together or braided. A medium-length
necklace requires 160 meters of wire –
about the length of two football fields. The
rope is also knotted to form earrings and
used as a band on the company’s rings.
These rings rotate, which is another main
element of Wellendorff jewelry. The rings
have a mantel ring and two outer-rings.
In between these outer rings is at least
one band that rotates. The movement
is smooth and somehow comforting. In
order for the rotation to have this con-
trolled smoothness, the rings must be
fitted exactly, with an error tolerance of
only four-hundredths of a millimeter. This
fitting is done by hand, by a goldsmith.
The rings are often colorful. The com-
pany uses cold enamel for the colors,
both because it creates vibrant colors and
because it is strong and will not chip or
break if it is dropped. There are up to five
layers of enamel, and engraving is done
on different levels, which gives the rings
an interesting depth.
The final classic feature of Wellendorff
jewelry is a “W” crowned with a diamond.
This symbol both marks the origin of the
piece and serves as a design element.
The craft
When visitors come to the Wellendorff
showroom, Georg begins his tour with a
history that far predates Ernst Alexander
Wellendorff. A display case on the wall
holds an Etruscan sword made about
600 BC, during the Bronze Age. The
handle is gold with intricate wire work,
a gold cord and last bits of what used to
be colorful enamel. The blade is bronze.
Georg explains how the Etruscans would
melt gold over a fire, using glass tubes
to blow air into the fire to increase its
heat. They would then hammer the gold
Luxury | Wellendorff
The precious metal
Gold is the most malleable and
ductile of all metals, which means it
can be shaped into various forms,
or hammered flat, without breaking.
The metal also does not oxidize in
air or water, and it is unaffected by
most corrosive substances. These
qualities have made it sought after
throughout history for jewelry and
other art forms.
01 some goldsmiths specialize in the setting of precious stones
02 It takes skill to preserve the sparkle of the stones
03 All pieces are carefully checked before they leave the premises
01 designers sometimes begin on paper
02 Many traditional skills are used to make the jewelry
03 each stone is set by hand04 The Wellendorff rope
is sometimes woven
01
01
02
03
02
03
04
28 Outlook 02/2011 29Outlook 02/2011
to create thin wire. He says that what
the Etruscans did with primitive means
was almost perfect, and that Wellendorff
measures itself by this level of artistry.
As he leads the way into the manufactur-
ing space upstairs, the traditional aspects
of the craft immediately become visible.
The halls are filled with tools – brushes,
files, sanding blocks, calipers, pliers,
hammers, saws – and almost each tool
is present in a wide array of sizes. The
goldsmiths use small magnifying glasses
and work over large pieces of leather
spanned across their work benches. The
gold shavings fall onto the leather and
can be collected and remelted.
There is also a microscope at almost
every work station, and goldsmiths can
use lasers to help position elements
precisely. The company has advanced
furnaces to smelt or homogenize metals,
and computer-aided design (CAD) is
used to model new pieces.
Advanced technology is used when it
increases quality, but most of the work in
the production facility is still done manu-
ally. Each stone, for example, is set by
hand. After having created a hole for the
stone on the ring, the goldsmith places
the gem in the hole, and then scrapes
metal over the stone’s edges to hold it in
place. The stone must be covered with
enough metal to guarantee it will stay in
place, but not so much as to dull the
sparkle of the stone.
Before a piece of jewelry leaves the build-
ing, it goes to the workbench of a trained
polisher who learned the skill during a
three-and-a-half year apprenticeship.
She sits surrounded by a wide range of
tools, from metal brushes to super-soft
buffs. It is after she has finished a piece
that it can truly be appreciated.
The family element
This summer, a Wellendorff employee
celebrated 48 years of work at the com-
Luxury | Wellendorff
pany. Many employees have been with
the jeweler for over twenty years and
some were already following in a parent’s
footsteps when they went to work for
Wellendorff.
The Wellendorffs strongly emphasize
family and continuity. It permeates their
business approach, as well as their
marketing. Georg says that if you have
a family that functions well, nothing can
beat it. His wife Claudia points out that
you do need to work at family – that it
takes effort. It is never possible to assess
family dynamics from the outside, but the
atmosphere at the company headquarters
suggests that they are doing something
right. Georg and Claudia work together
smoothly and employees seem comfort-
able and relaxed around their bosses.
When Georg and Christoph are both in
town, they often walk to work together.
The family appreciates its indepen-
dence from other institutions. “The
independence creates the joy and fun,”
says Georg.
He says it truly makes a difference when
there is a family behind every piece of
jewelry. Business is not anonymous.
If a client has a problem with a piece,
he knows exactly where to turn. And in
this case, the family has been standing
behind its jewelry for over 100 years.
During the recent years of economic
crisis, clients have become increas-
ingly attuned to this kind of stabil-
ity. They have also become increas-
ingly interested in gold. Wellendorff
intends to expand in its core regions
of German-speaking Europe, Asia and
the US. The company opened its sec-
ond Chinese boutique this past May,
in Beijing, and has just opened a bou-
tique in Duesseldorf.
“Business is good,” says Georg. “Very,
very good.”
An Angel
Wellendorff has created a limited-
edition ring every year since 1997,
when the company produced a
ring to commemorate the return of
hong Kong to China. The design
for this year’s ring, the Golden
Angel, was inspired by a letter the
company received from a woman
in Latvia. Inga Lasmane had been
given Wellendorff jewelry as a
gift, and she had added an angel to
a necklace. In 2010, her house
burned down, and she lost almost
everything. she and her partner
escaped uninjured, however, and
her Wellendorff jewelry pieces
also survived the fire. The symbol-
ism she saw in her necklace
led Wellendorff to create a ring
representing the idea of a guardian
angel.
Pforzheim museumsThe importance of jewelry and
watch-making in Pforzheim led
to the creation of two museums.
At the Jewelry Museum, visitors
can view pieces spanning the
history of jewelry. At the Techni-
cal Museum of the Pforzheim
Jewelry and Watch Industry,
visitors learn about the tools and
processes involved in the
making of jewelry.
01 Wellendorff rings 02 The show room in Pforzheim03 The Wellendorff family
(from left to right): hanspeter with his son Georg, his daughter-in-law Claudia, his wife eva and his son Christoph
01 02 03
30 Outlook 02/2011 31Outlook 02/2011
Innovation | The Sauber Formula One Team
The sauber Formula One team:Constant change in the pursuit of speedAfter most Formula One races, the Sauber
team brings its two cars back to head-
quarters in Hinwil, just outside of Zurich,
Switzerland. In the atrium – a modern,
shiny two-story room lined with windows
– the cars are stripped down to their
carbon-composite chassis. Some compo-
nents are discarded after being removed,
others are tested and then reused.
When mechanics begin to create new
cars from the chassis, the components
they use will depend on the character-
istics of the next race course. If it has
a lot of tight corners, the cars will be
built to create as much downforce as
possible, in order to increase traction in
those corners. If the course has many fast
straights, the team will want to minimize
drag to give the drivers maximum speed
on those stretches.
The choice of components will also be
influenced by weather expectations, new
developments from designers, and pos-
sible changes in regulations. Formula One
drivers use the same chassis throughout a
season, but there is enough variation in the
components that the team considers the
drivers to be in a different car for each race.
The rate of change this involves
requires an environment of constant
innovation, and everything about the
Sauber team is set up to make this
possible. There are a wide variety of
engineers, there is state -of - the-art
infrastructure and there is an attempt
to keep decision making efficient.
Every factor that could conceivably
influence speed is taken into account,
and the team will spend large sums of
money to improve such a factor even
a very small amount.
During the racing season, headquarters
is abuzz with hundreds of specialists
all concentrating their efforts on two
cars. Engineers receive data from the
over 200 sensors found on the cars.
They make aerodynamics calculations
using Albert3, a supercomputer with
4,224 processor cores. They use rapid
prototyping machines to form com-
plex parts within 24 hours, and then
they test these parts in the team’s 480
metric-ton wind tunnel. The tunnel has
its own cooling unit, because engineers
are testing for differences so small that
temperature must be constant in order
for the results to be comparable.
Several workshops on the premises are
involved in the manufacture of carbon
parts. In the quality control center, parts
are analyzed with calipers, robots, lasers
and ultrasound. And in a room down-
stairs, the team even has a “seven-post
rig” that can be programmed to replicate
every bump on a given race course. A car
is then put on the rig and run through this
pounding in order to test various shock
absorber settings.
early building
Before all of this, when Peter Sauber was
starting out, he built his first race car in
his parents’ basement. It was 1970, and
later that year he founded PP Sauber AG
on the premises of his fathers electric-sys-
tems company in Hinwil. Money was tight,
and he worked long hours. He and a few
employees built cars that were driven in
races such as the World Sports Car Cham-
pionships and the Le Mans 24-hour race.
Sometimes their cars won. In 1989, he
had fifty employees. In 1993, with a staff
of seventy, Sauber entered Formula One.
Peter Sauber is Swiss, both in nationality
and temperament. He is down-to-earth,
sauber
01 The sauber wind tunnel 02 swiss driver Marc surer in the sauber C5 at the Le Mans
24-hour race prior to his Formula One racing carreer03 In the late 1980s, sauber had a junior team with
Michael schumacher, Karl Wendlinger and heinz harald Frentzen; schumacher later became seven time Formula One World Champion for Benetton and Ferrari and is considered one of the best drivers of all time
01
02
03
32 Outlook 02/2011 33Outlook 02/2011
Innovation | The Sauber Formula One Team
reliable and hardworking. He is also calm
under pressure. Sponsors and employ-
ees have come to know and appreciate
these qualities. Sauber is now the fourth-
oldest Formula One team.
In 2005, BMW offered to buy the team.
Peter Sauber was in his early sixties,
approaching retirement age, and the offer
seemed like a good solution. He sold the
company, keeping a 20 percent stake.
Under BMW, the team had access to
more resources, putting it in the realm
of the big teams. The employee count
grew from 280 to 430, and a building
was added to the Hinwil facility. The third
year of the BMW Sauber team, the 2008
season, was the highpoint of the group’s
performance. The team won a Grand Prix
for the first time and went on to end the
season in third place.
In 2009, BMW surprised everyone by
announcing it would withdraw from For-
mula One. The company tried to find a
buyer for the team, but was unsuccess-
ful. Faced with the possible demise of the
team he had spent most of his life building,
Peter Sauber reluctantly bought the team
back, taking large personal financial risk.
The development continues
The team is now back to approximately
the same number of employees it had
before BMW, and it still has the expanded
infrastructure. The bulk of its develop-
ment efforts are still focused where they
have always been: on aerodynamics.
“Probably seventy or eighty percent of
performance depends on aerodynam-
ics,” says Sauber. “Downforce is defi-
nitely the most important and then you
immediately try to do this with as little
drag as possible.”
One of the main ways a team creates
downforce is through the use of wings,
and the Sauber team is constantly refin-
ing the wings on its cars. These wings
work on principles similar to those that
apply to airplane wings, but instead of
creating forces to lift a vehicle, they are
designed to press it into the ground. The
downforce created by a Sauber car is so
strong that at 180 kilometers per hour,
the cars could theoretically drive on the
ceiling.
When designing car elements, engineers
not only have to contend with the laws of
physics, but also the rules of the Federa-
tion Internationale de l’Automobile (FIA),
Formula One’s governing body. Many
regulations are put in place in the inter-
est of safety. Some of these regulations
deal with materials or protective aspects
of car structure. Many rules, however, are
aimed at slowing the cars down.
Almost every time a regulation changes,
designers have to go back to the drawing
board and try to find ways to become
faster despite the regulation. The design-
ers are successful, and the cars get faster
every year. This, of course, motivates the
FIA to create new regulations to slow
them down.
There are additional regulations aimed
at lowering costs, in order to even the
playing field a bit for small teams. These
regulations have required a reduction
in the number of engines and trans-
01 The start of the 1989 Le Mans 24-hour race, with the sauber-Mercedes C9 out in front
02 JJ Lehto finished fifth in the sauber team’s first ever F1 race, in 1993
03 Canada 2008: The BMW-sauber team won its first Grand Prix with a one-two finish – Robert Kubica followed by nick heidfeld
01 sergio Pérez in the sauber C30-Ferrari at the spanish Grand Prix
02 The team travels with about 60 people and 30 metric-tons of material
03 sauber driver Kamui Kobayashi during a pit stop
0202 03
01
01
03
34 Outlook 02/2011 35Outlook 02/2011
Innovation | The Sauber Formula One Team
Team principal Peter sauber, 68,
on innovation, accelerated
development and his unexpected
return to Formula One
Sauber is a mid-sized Formula One team,
which means there are other teams with
more money to spend on car design. How
do you counteract this dis ad vantage?
You have to try to be more efficient than
the others. We are better than teams
that are bigger than us, but by and large
levels are similar.
Red Bull technical director Adrian Newey
is renowned for innovation. What is so
special about him?
He really is brilliant at aerodynamics –
having ideas and then being able to
implement them. He has a feeling for air.
Usually his ideas reside in the gray zone
of the regulations. His last idea survived
for a year and then was forbidden. If
you are within the regulations, it becomes
very, very difficult to be innovative.
Are there non-technical aspects of your
business that have been inno vative?
We can’t get the top, top drivers. They
can’t win on our team, so they don’t want
to come. And we also couldn’t afford
them. So we have to take young drivers,
and that isn’t easy. That is always risky.
It is then important to give them an
environment in which they can develop.
Peter sauber
How do people on the team deal with
the fast pace of Formula One?
It’s no problem. There are people who
look for that kind of pace. During the time
with BMW, (BMW motorsports director)
Mario Theissen said Formula One is like a
development accelerator for a manu-
facturer. You can learn from a Formula
One team how fast you can develop.
Was decision making slower when a large
company like BMW was involved?
Yes. But we had more funding, and
funding is important. We had more
success in those four years. In two of
those years the team was really
successful, but there was also really
money flowing. We went from 280
to 430 employees. You could feel that.
You could do more development.
How much of what is developed for Formula
One is later used in the auto mobile industry?
I say the automobile industry profits about
as much from Formula One as a housewife
profits from space travel. The benefits are in
the materials field. Manufacturer production
methods and light materials – the whole
field of composites. They would like to use
them in passenger cars. They do that today
to a certain extent, it’s just expensive.
Most things developed for Formula One are
just too expensive for passenger cars.
How did you feel about buying the team
back from BMW in 2009?
It happened very fast. It was surprising
and a huge disappointment for me,
because I was sure that I wouldn’t need
to go back. I enjoyed the time that BMW
was in charge. I didn’t like the re-entry
at all because the economic risk was too
big. That’s a heavy weight. It’s a lot
of pressure. But now I’m back and fully
committed.
What is your role on the team now?
I have nothing to do with the operational
management of the company in Hinwil.
That would be too much. I am chairman
of the board, and important decisions
about personnel are discussed with
me. Strategic decisions and deci sions
about finances are as well. As team
principal, I also lead the team at race
weekends. I will do that next year as
well. After that, we’ll see. I once
said that at seventy I don’t want to be
standing at the pit wall.
What was it like entering Formula One
as the first Swiss team?
If I say they didn’t think we would last
a single day, that is exaggerated,
but they did think we would disappear
again. When I said I wanted to come,
I spoke to (Formula One team owner)
Ken Tyrrell about it, and he said, “Listen,
I think its great that you are coming
into Formula One, but you need to come
to England, or it will never work.”
But at that time we had already existed
for over 20 years, and the change
over to Formula One was no major
problem.
missions a team can use during each
season, and have ended the practice of
bringing an extra competition-ready car
to each race. Testing during the season
has also been eliminated. Teams used
to make changes to a car and then test
the new configuration between races.
Now the team arrives at the track for
the race and has three hours on Fri-
day to see how the car is working, and
then one more hour Saturday morning.
“It makes changes riskier and creates
incredible pressure,” says Sauber. But
it also reduces costs. Sauber used to
have a 25-person test team. Ferrari had
two test teams.
Some of the money that is saved through
these new regulations then has to be
spent reorganizing and redesigning to
implement the required changes. It all
becomes part of the process of innova-
tion. This process continues even after
the team has arrived at the racetrack with
its sixty people and thirty metric tons of
equipment. There are always decisions to
be made, and there is always something
to change.
Most changes are very small. There is,
however, always the dream of discover-
ing a modification significant enough
to change the way things are done in
Formula One.
“For the future, I wish our team would
have an idea that others have not yet
had,” says Peter Sauber. “And the others
would say ‘Ooh!’ and within three races
they would copy it.”
Peter sauber in the early 1970s and today.
The 2011 sauber team with drivers Kamui Kobayashi and sergio Pérez in the center
36 Outlook 02/2011 37Outlook 02/2011
Aviation | Super Constellation
When Transcontinental & Western Air
(TWA) began service from New York to
Paris in 1946, it used Constellations.
The elegant aircraft with the gently
curved body, four powerful propellers
and three tailfins also carried passen-
gers around the world for Pan American
World Airways (Pan Am) beginning in
1947. The Constellation came to repre-
sent a new age in comfortable, afford-
able air travel.
The aircraft gained a certain mystique
through its connection to Howard Hughes.
The billionaire aviator was a major stock-
holder in TWA, and he had asked the
Lockheed Corporation for an aircraft that
could fly nonstop from one US coast to
the other, above the clouds. He would
later set an unofficial speed record from
Burbank, California, to Washington, D.C.,
in a Constellation, and then stop on his
way home to take aviation pioneer Orville
Wright on his last flight.
Lockheed began producing Constella-
tions to fill airline orders, but these orders
were taken over by the US military during
World War II. Then, immediately following
the war, Constellations became the flag-
ship aircraft of many national airlines. The
plane was later redesigned as the larger,
more powerful Super Constellation, and,
in 1956, the range and performance were
improved yet again to create the Starliner.
Not many of this ultimate Constellation
were produced, because shortly after its
creation, jets began to replace propeller
aircraft as the stars of the airlines’ fleets.
First the Constellations were relegated to
carrying passengers on shorter routes,
then they faded into the background,
carrying cargo or spraying crops.
In 2000, Francisco Agullo saw Super
Constellations on the ground in the
Dominican Republic. He had piloted
cargo flights in Super Constellations, and
the aircraft was special to him. He wanted
to make sure at least one Super Constel-
lation continued to fly.
Agullo went back to Switzerland and
found about thirty people in Basel who
said they would support him and form
an association. This group, the Super
Constellation Flyers Association (SCFA),
planned to buy one of the planes in the
Dominican Republic, restore it in the US,
and then bring it to Switzerland.
“Everyone told Francisco he was crazy,”
says Ernst Frei, SCFA operations man-
ager and pilot. “People said it was like
buying the Queen Mary and bringing it to
Lake Constance for tours.”
This did not stop Agullo and the SCFA. The
group embarked on the adventure of own-
ing a Super Constellation, but unfortunately
problems popped up almost immediately.
“We were told the plane was airworthy,”
says Frei, “But if you put in fuel, it leaked
out underneath as fast as you put it in.”
Volunteers worked on the plane for three
months in the Dominican Republic, then
flew it to Florida. During the flight, one of
the motors stopped working. The SCFA
collected money again, fixed the motor
and flew from Florida to Arizona, where
the motors, propellers and pumps were
overhauled. The association had grown to
700 people, and many members traveled
from Europe to Arizona to help.
After the group had spent $500,000 and
had put in a year of work, the US Federal
Aviation Administration said it would give
the Super Constellation an experimental
registration, but would not license the
“star of switzerland” – The Breitling super Constellation is back up and flying
The only super Constellation in the world licensed to carry passengers
super Connie
01 The super Constellation’s curved fuselage and three-tail fins are a one-of-a kind design
02 A Lockheed L-1649 Constellation flown by TWA
01 02
38 Outlook 02/2011 39Outlook 02/2011
aircraft to carry passengers. Without
passengers, the association would not
be able to cover flight costs.
“We were devastated” says Frei. “The
money was gone, and we could not fly.”
About that time, the group heard about a
Super Constellation stationed in Cama-
rillo, California, which had been owned
by an association and had a license to
carry passengers. Having already spent
its money, the association had to settle
for a lease purchase agreement for the
new aircraft. It was supported by a spon-
soring contract with the watch-maker
Breitling.
The newly christened “Star of Switzer-
land” was repaired and then flown to
Switzerland, in six legs, over the course
of fourteen days. “The first leg was seven
hours and forty-five minutes,” says Frei,
“and then we spent two days fixing all
the parts that were leaking.”
About three dozen people were in the air-
craft for the trip. Usually the group would
fly one day and then stay on the ground
the next day, while the mechanics worked
and the others went sight-seeing. When
the aircraft landed in Basel on May 8,
2004, it was welcomed by a crowd of
3,000 people.
The flagship
Many consider Constellations to be the
most elegant airliners ever built. The
unique design was, in fact, the result of
functional considerations. In order to travel
long distances at high altitudes and speeds,
the plane needed a lot of power. The four
engines had large propellers, which meant
the aircraft needed to be high off the
ground. This distance would have required
nose landing gear that was impractically
long, so the nose was lowered. The dis-
tance between the propellers also had to be
large, and to compensate for this, the tail
unit would have had to be very high. This
would have made the aircraft too high to fit
into many existing hangars, so in order to
allow the tail to be somewhat lower, the unit
was designed with three fins.
The plane’s elliptical wings were an adap-
tation of the wings found on Lockheed’s
P-38 Lightning. When the Constellation
was first built, it was faster than any con-
temporary four-engine bomber.
The first Constellations were built for TWA
and Pan Am, but before the airlines could
take delivery, the US entered World War II.
All civilian contracts were frozen, and the
US Army Air Forces placed 180 orders.
The Constellations it received were flown
on transport missions between the US
and Europe.
Aviation | Super Constellation
When the war ended, only fifteen Con-
stellations had been delivered, and the
military reduced its order to 73 aircraft.
This was a positive turn of fate for Lock-
heed. The company was able to offer
modified versions of the military aircraft
while working on a civilian version, which
meant it was able to supply civilian cus-
tomers before the competition could. The
company received over 100 orders from
eight airlines as soon as the war ended.
These Constellations led the way in the
new era of passenger aviation.
Today, there are only two Super Constel-
lations still flying. In addition to the “Star
of Switzerland,” there is an aircraft in
Australia that appears in air shows but is
not licensed to carry passengers.
establishing systems
Two days after “the Star of Switzerland”
arrived in Basel, Frei took the plane to
The aircraft’s past
The “star of switzerland” was built
for the Us Air Force at Lockheed’s
Burbank factory in 1955. The aircraft
was used to transport passengers
and cargo, as well as for medical
evacuation, mainly in the Us,
the Caribbean, south America and
europe. In 1972, after super
Constellations had been replaced by
turbo-prop or jet aircraft, the plane
was taken to a military aircraft
storage and disposition center in the
Arizona desert.
As luck would have it, the smithsonian
Institute chose this aircraft to trade for
the last airworthy Boeing 307 strato-
liner, which it wanted for its museum.
The stratoliner had been used by an
aerial spraying company, so the super
Constellation became a crop sprayer.
In 1982, the spraying company sold
the aircraft to two California residents.
After the owners abandoned several
business ideas involving the plane,
enthusiasts formed the Constellation
historical society and had the aircraft
flying by 1994. After several years,
however, the group was struggling
financially and it put the aircraft up
for sale. In december of 2003, the
super Constellation Flyers Association
(sCFA) stepped in and signed a
lease-purchase agreement.
02
01 One of the aircraft’s four powerful engines
02 extensive repair was necessary to make the aircraft airworthy
01 In late April 2011, the Breitling super Constellation was taken in for a new paint job
02 About 5,000 hours of maintenance are done on the aircraft every year
02
01
01
40 Outlook 02/2011 41Outlook 02/2011
the ILA Berlin Air Show. “We were not
organized at all for this,” says Frei. “All
our energy went into being able to get that
plane over to Europe.”
There was goodwill and enthusiasm
all around, and people consistently
stepped in to help the SCFA. On the
way to Germany, for example, air traffic
controllers did everything they could to
support the pilots. For many people, a
Super Constellation has special mean-
ing. Some have memories of flying in
the aircraft or of going to the observation
deck at the airport on a Sunday to see
them take off. Others are fascinated by
the shape.
“If I go to give a talk,” says Frei, “and I
say something about a DC-4 or DC-6,
people ask whether it has two engines or
four. If you say something about a Super
Constellation, they do this. (Frei moves
his hand in the dolphin-like shape of the
fuselage.) Everyone knows what it is.”
At the time, maintenance was made pos-
sible by a wide range of people willing
to help out. Sometimes the SCFA had
to take the plane to a professional shop,
where the association might or might not
be charged for the service. The SCFA did
not have a full set of tools or a mainte-
nance plan.
Aware that this had to change, Frei asked
Arnold Freund to be head of mainte-
nance. Freund had been a maintenance
engineer and inspector at TWA and had
then switched to Jet Aviation Basel,
where he worked for thirty years. “The
goal was to set up a system and maintain
the aircraft the way one would for an air-
line,” says Freund.
He began to gather a group of aircraft
mechanics. These volunteers came from
both civilian companies in Switzerland
and the Swiss military, with a few Super
Constellation experts coming from much
further away. Jet Aviation Basel estab-
lished a continuing relationship with the
project, providing tools, workspace and
special prices.
The association had six happy years in
Switzerland, taking enthusiastic members
on sight-seeing flights and to air shows.
Then, in 2010, a major challenge surfaced.
The lease-purchase agreement had
ended in 2007, and the association
had taken possession of the plane.
After giving up its US registration and
registering the aircraft in Switzerland,
the group had begun to set up main-
tenance and inspection plans with the
Swiss Civil Air Authority. One of the
inspections involved corrosion detec-
tion. When mechanics opened a wing
to begin the inspection, they found
extensive corrosion.
saving the star
After initial concern about whether the
aircraft would ever fly again, the SCFA,
which had about 2,400 members by this
time, got busy raising money. Frei even
took defective parts home and brought
in 8,500 Swiss francs by selling them as
souvenirs. The association raised a total
of 340,000 Swiss francs. Breitling, the
title sponsor, made the largest single
contribution to the restoration.
The work took about 5,000 man-hours.
It involved replacing 32,000 rivets and
remaking several hundred structural ele-
ments. Over 60 square meters of sheet
metal were used. Though the SCFA had
hired a sheet-metal expert, volunteers
also helped throughout the process.
Wing repairs were finished in December
of 2010, and then smaller repairs were
made to the tail unit. In April of 2011, the
aircraft received its first full paint job in
25 years and emerged looking like new.
On April 30, jazz from the 1950s played
over the loudspeakers as the newly
renovated “Star of Switzerland” was pre-
sented to an enthusiastic crowd at south-
ern Germany’s Black Forest Airport. The
hangar was filled with smoke to increase
the effect as members of the team that
had repaired the aircraft pulled long rib-
bons to roll it out.
Later in the event, the four engines were
started one by one. Each spat smoke and
flames for a few moments, before settling
into a smooth, powerful rotation accom-
panied by a deep throbbing sound.
The plane made its first flight a few
weeks later and spent the summer tak-
ing members on sight-seeing flights
and to air shows. The plane is based
at the EuroAirport of Basel-Mulhouse-
Freiburg during the summer, and then
moved to the Black Forest Airport for
maintenance during the winter. About
5,000 man-hours of maintenance will
be done this winter, which comes out
to about 100 hours of maintenance for
every hour of flight. Super Constella-
tions have generally been considered
too large to be maintained by an asso-
ciation, and it is evidence of the enthu-
siasm and skill of SCFA members that
the “Star of Switzerland” remains up
and flying.
Aviation | Super Constellation
01 The aircraft would not be flying without the effort of many volunteers
02 sCFA Committee: (from left) Rudolf Messerli, Urs Morgenthaler, Arnold Freund (retired Jet Aviation employee), ski jumper simon Ammann (representing Breitling), Peter Manzoni, ernst Frei and Francisco Agullo
01 The super Constellation in front of Jet Aviation’s Basel hangars
02 A marching band sets the tone at the April 30th, 2011 rollout
03 Many consider the super Constellation to be the most elegant airliner ever built
01
01 02
03
02
42 Outlook 02/2011 43Outlook 02/2011
In 2010, at the age of 33, Andreas
Caminada received a third Michelin star.
There are fewer than 100 chefs in the
world who have this highest rating from
Europe’s oldest and best-known restau-
rant guide. The third star usually increases
international attention and attracts “three-
star tourists” who travel from abroad just
for a meal. Caminada has not had much
opportunity to evaluate whether there has
been a change in clientele, because when
he received the star in November of last
year, the restaurant was already booked
until the middle of this summer.
The Schauenstein restaurant is in a castle
in the Swiss canton of Graubuenden.
The castle is in the small village of Fuer-
stenau, in the Domleschg Valley. At the
southern end of the valley is the famously
narrow Viamala Gorge, which leads up
toward the San Bernadino and Spluegen
passes. To the north, the valley leads
to Chur, Switzerland’s oldest city. From
there, other valleys branch off towards
the renowned ski resorts of St. Moritz,
Davos and Laax.
The restaurant serves about sixteen
people at five tables during lunch, and
at dinner approximately 26 guests dine
at nine tables. There are also six hotel
rooms upstairs. Caminada and his part-
ner at the time, Sieglinde Zottmaier,
renovated the rooms one by one, mak-
ing each unique and luxurious. Two of
the rooms mix antique and modern ele-
ments, while the other four rooms are
purely modern. The hotel has been fully
booked since 2007.
Caminada wants to keep things small
so that every detail can be given care-
ful attention. He maintains an overview
of the restaurant and the hotel, and all
aspects of food, design and service follow
the line of his tastes.
He loves what he is doing, and he admits
to having a chaotic streak. When he talks
about his work, he alternates between an
emphasis on getting every detail right and
an enthusiasm for getting lost in what he
does – having fun with it, keeping it play-
ful and letting it flow. When asked why
other chefs have not been as successful
as he has, he says, “Maybe they are too
grimly ambitious. You should take plea-
sure in it.”
The dining experience
When the weather is nice, a meal at
Schloss Schauenstein begins with a drink
on the terrace. Guests sit on couches and
chairs under the shade of white parasols
and look out over the gardens, toward
the mountains. Three champagnes are
served by the glass and many others are
available by the bottle. The wine list also
offers more than 600 other options.
Cocktail snacks are served with the
drinks, and in early summer these
included a seaweed cracker with charr
and smoked fish; a small glass with goose
liver and elderberry jelly; a churro with a
spicy dip; a parmesan foam over tapioca
with pureed onions; and a small por-
Gourmet | Andreas Caminada
Andreas Caminada and the schauenstein restaurant – spectacular food in a small swiss village
Caminada
01 schauenstein Castle 02 The schauenstein hotel’s
Linden Room 03 The Water Room
01
02
03
2000S Intro_210x280_GB_092011_VEC.indd 1 06/09/11 15:08
44 Outlook 02/2011
Gourmet | Andreas Caminada
01 The schauenstein team02/03 The White Room – one of the
restaurant’s two dining rooms
tion of gazpacho. The parmesan foam is
unbelievably light, and the elderberry jelly
highlights the rich, salty goose liver. All
tastes are distinct, crisp and interesting.
There seems to be a world of flavors in
these five small starters.
When guests are ready, they move into
the elegant wood-paneled dining room.
The room is understated and harmonious,
with a color scheme of black, brown, tan,
silver and white. The style is somewhat
minimalist, but because of the wood and
the architecture, the effect is not cold.
On the tables, the napkins are shaped
into long thin rolls and the arrangement
of the silverware is far from conventional.
The effect is interesting without seeming
forced. Caminada seems to have a good
sense for which touches add style without
detracting from the overall harmony.
The restaurant’s set menu has six courses.
Guests can order as few as three of those
courses, and if they want, they can also
add two surprise courses. There is a wine
pairing for each course, and all of these
wines come from the local Buendner
Herrschaft. The menu changes every two
months. The restaurant keeps a file for
each customer, and if a guest has already
had the current set menu, the chefs will
make him something else.
The restaurant is open Wednesday eve-
ning through Sunday, and on Wednes-
day morning, Caminada goes shopping
for the week. He buys much of his meat
and produce locally and he can usually
name the town or valley in which an item
originated.
Caminada likes to use just a few foods in
each dish. He wants things to taste like
what are. For a single course, he often
prepares a food in three or four different
ways. He serves a goose liver dish, for
example, in which the liver is prepared
as a terrine, an ice cream and a crème
brulee.
01
02
03
46 Outlook 02/2011 47Outlook 02/2011
from 2008 is served with mountain cran-
berries. The very mild Formagella, from
the nearby village of Spluegen, is served
with grape-juice mustard, while the mild
goat cheese comes with a fresh olive
tapenade.
Those who still have room for desert
receive strawberries as a sorbet and in a
meringue, as well as raspberries that are
either marinated or filled. Other flavors on
the plate include hazelnut and chocolate.
Guests usually move back out onto the ter-
race for coffee. If the weather is cold or wet,
they go upstairs to the lounges instead.
The smoking lounge is decorated in rich
red and brown tones and offers a selection
of cigars. The second lounge is lighter and
airier, and it has walls covered with paint-
ings brought to the castle from Paris in
1790 by Major Friedrich von Planta.
When coffee is served, it comes with
enough sweets to cover an entire table.
There are chocolates and pralines in
many variations, including those with
bits of gold on top. There is also a cherry
panna cotta, a small passion-fruit tart, a
row of fruit jellies, a few sliver-thin lolli-
pops and some marshmallows on a stick.
From the time they sit down for the
first drink to the time they slowly tear
themselves away from the terrace or the
lounges, guests have often spent five or
six hours on a meal. As they leave, they
are handed a little book filled with cards
describing what they have eaten. Cami-
nada wants guests to have something by
which to remember the experience.
“A three-star meal is an event,” he says.
“I was 19, or maybe 18, when I went to
my first three-star restaurant. It was in
France. It was great, and to this day I
remember it clearly.”
The ascent
Caminada grew up in Sagogn, Graubuen-
den, and completed an apprenticeship
as a cook at Hotel Signina in the nearby
ski resort of Laax. In 1997 he went to
Canada, where he had a landlord who
had been a chef. The man gave Cami-
nada new insight into what he could do
with his profession.
Gourmet | Andreas Caminada
As the first course of his early-summer
menu, he served tuna accompanied by
avocado and cucumber. The tuna was
presented as a roll of thinly sliced meat,
as a marinated tartar and as a sautéed
mini-filet. The cucumber was served as a
relish and as a salad. The pink of the tuna,
together with green colors ranging from
the spring green of the cucumber through
the avocado to the dark green of some
cress, gave the dish a strong visual appeal.
The set menu included beef with chan-
terelle and potatoes as well as confit
halibut with leek, peas and pak choi.
Lamb was served roasted, confit and
raw tomatoes as well as bell-pepper
rolls and a bit of the Tunisian chili sauce
Harissa. Caminada says he does not
like to talk about “signature dishes”
because Schauenstein Schloss restau-
rant is a set-menu restaurant. The idea
is that guests come because there is a
great new set menu, not because they
want to eat a specific dish. Nonethe-
less, the restaurant is known for its local
Graubuenden lamb.
The final two courses are a cheese plate
and a dessert. The cheeses are served
on black wooden blocks, each with
an accompaniment. The first cheese,
Andeerer Traum, is mild and served with
a piece of smoky dried sausage. The next,
Val Lumnezia Alpkaese from 2010, has its
strong flavor complemented by a sweet,
sticky fig mustard, while the same cheese
schloss schauensteinThe tower of the schauenstein
Castle was built in the Middle
Ages as a fortification, then
restored and incorporated into
a larger building by two
schauenstein cousins around
1670. The castle changed
owners several times and was
used, among other things,
as a school and as a workhouse
for convicts.
In 1998, the castle was pur-
chased by the heinrich-schwen-
dener Foundation. In 2003,
the foundation contacted Andreas
Caminada and asked if he
would be interested in opening a
restaurant in the castle.
The world’s smallest cityFuerstenau, a small village in
switzerland’s southeastern canton
of Graubuenden, calls itself the
world’s smallest city. This status
was attained in the 14th century,
when the village received a
court of law and gallows, as well
as permission to hold a market
twice a year. Fuerstenau’s location
in the domleschg valley was
on important trade routes, and
fruit from the valley was renowned
as far away as Russia.
01 Upstairs lounge with painted panels
02 A variety of apricot dishes03 Chocolate variations
0302
01
48 Outlook 02/2011 49Outlook 02/2011
“At that time he was working in comes-
tibles and he took me along to some
of his clients. Sometimes I was able to
spend a day working in their kitchen. I
got a feeling for all the different things
you can do.”
After he returned to Europe, Caminada
worked under several top chefs before
returning to Graubuenden to open his
own restaurant. “At some point you just
feel that you are ready to do it on your
own,” he says. “ I had always known that
I would have to open something myself if
I wanted to come home.”
He opened the restaurant in 2003,
and just two years later he was named
“Discovery of the Year” by the Gault-
Millau restaurant guide and was awarded
15 points. This was the beginning of his
rapid ascent. The next year he received
16 Gault-Millau points and his first
Michelin star. In 2007, the points went
up to 17 and he was named “Rising Star
of the Year”. The following year brought a
second star and two “Cook of the Year in
Switzerland” awards. Then, in 2009, he
was put on Michelin’s list of those likely
to receive a third star. In 2010, that star
came, as did the 19th Gault-Millau point.
Now that the restaurant is an established
success, and Caminada’s workdays have
decreased from eighteen hours to about
fourteen hours, he is using some of his
free time to plan additional projects. He
enjoys considering various options, and
there will no doubt be some additions
to his business in the near future. He
does not, however, intend to expand on a
grand scale. He is not interested in being
on television and he does not have his
eye on a big-city restaurant. He wants to
remain at home in the mountains, cre-
ating an experience for his guests that
stems from a personal touch.
Gourmet | Andreas Caminada
What kind of food is part of this style?
Things should taste like what they are.
I don’t want too many different tastes on
a plate. It is a cuisine that is close to
the product, light, and playful but not overly
ornate. I don’t seek extreme taste varia-
tions – I don’t need to combine pigeon with
dill. I want food to be harmonious.
How do you develop new food combinations?
It’s about experimentation. You try things
out and discover whether things fit
together.
What has made you successful?
Attention to detail is important. Everything
has to work: the food, the service, the fur-
nishings, the timing. And then there should
also be a creative, chaotic element along-
side this. I don’t think I necessarily cook
better than others. I think there are people
who cook better than I do, but maybe they
don’t get the whole picture right.
What gets in people’s way as they are trying
to succeed?
If you are too grimly ambitious, it doesn’t
work. Same thing if you think, “I have
it all down.” It is really kind of a learning
process.
What was it like when you first opened this
restaurant?
The first four years were crazy. Our location
is out of the way, and when you’re getting
started you don’t want to hire too many
employees, because you don’t know what is
going to happen. The first two years we were
working at least 18 hours a day. Then it
became a bit less, maybe 16. We were open
seven days a week. We were motivated and
we enjoyed it. But it was too much.
What has changed?
I have more of a leadership role. I now
have more employees, and it takes a while
to get them where you want them. I have to
spend a lot of time training and monitoring.
It is my responsibility to create a good
atmosphere on the premises. It’s important
for the overall effect – the guests feel it.
At the same time, I do a lot of saying, “Go
over that again,” “Why did that break?”,
“Do it this way.”
Do you still enjoy cooking as much as you did
when you started?
Yes. In fact, probably more.
Is there pressure that comes with becoming a
three-star chef?
Every time there is another point or a star,
you improve something a bit. When we got
the third star, we added a server, just to
make the attention more special. We grew
with it. We didn’t think about it or stress
about it. There wasn’t time.
Is this how you thought things would turn out?
When I started out, I never thought I might
have a three-star restaurant. Well, ok,
of course it crosses your mind. Every chef
thinks it would be nice. But I had no idea
this would happen.
Andreas Caminada on his third
Michelin star, his beginnings
and what gets in the way of success:
What is the Guide Michelin looking
for when deciding whether to award a
third star?
I think they are looking for something
special. You can’t just do things the
way other people do. They are looking
for your own style.
What is your style?
From the start, people have said that I
have a clear line that runs through
things – from the dishes to the food to
the interior decoration.
What is that line?
Mmm … it is what I like, what I think
fits together well. Occasionally, if
I’m unsure, I’ll ask someone’s opinion,
but basically it is what I think is
good. (He laughs.) I’m not sure it is
the best, but …
Andreas Caminada
01 Gault-Millau Guides are some of the most influential restaurant guides
02 Caminada celebrates having received the Michelin Guide’s highest honor
03 Caminada’s dishes are creative and diverse
04 he enjoys exploring various combinations
02
01
04
03
50 Outlook 02/2011 51Outlook 02/2011
Jet Aviation | Inside
Jet Aviation expands global charter and aircraft management fleet
Jet Aviation has added five new aircraft to
its global charter fleet, including a factory-
new Embraer Phenom 300 jet that will be
available for charter services in central
Europe in November. The Zurich-based
twin-engine turbofan Phenom 300 jet
seats six passengers and boasts the larg-
est baggage compartment in its class.
In the Americas, a Falcon 900EX, Gulf-
stream IVSP, Learjet 60 and a Hawker
800 XP have been added under the com-
pany’s Part 135 Air Carrier Certificate.
Both of the new large-cabin aircraft accom-
modate twelve passengers and are based
in Teterboro, NJ. Ideal for long flights, the
Falcon 900 has a ten-hour range, whereas
the Gulfstream IVSP flies up to eight hours.
Based in Nashua, NH, the Learjet 60 trans-
ports seven passengers, while the eight-
seat Hawker is based in Morristown, NJ.
Contact:
Jet Aviation Business Jets
Aircraft Management EMEA & Asia
Tel. +41 58 158 8787
Fax +41 58 158 8785
Jet Aviation restructures its eMeA & Asia and st. Louis management teams
The past few months, Jet Aviation has
made a number of appointments within its
organization:
stephan Krenz was appointed as senior
vice president and general manager
of Jet Aviation Basel. Krenz began his
professional career as a management
consultant before joining Bombardier
Transportation in 1995, where he spent
the past 15 years in numerous vice
presidential positions. In his new role,
he is responsible for leadership of the
Jet Aviation Basel facility and for over-
seeing the entire completions business
in the EMEA & Asia region.
Johannes Turzer was appointed as
Jet Aviation Basel’s new vice president
and accountable manager of mainte-
nance services. Turzer joined the com-
pany in 2000 as vice president and gen-
eral manager of Jet Aviation Dusseldorf
and Hannover, later assuming further
responsibility for the London Biggin Hill
operation. He was also instrumental in
establishing Jet Aviation Moscow Vnu-
kovo in late 2007.
sebastian Groeger was appointed as
vice president and general manager of
Jet Aviation Dusseldorf. Groeger joined
Jet Aviation Singapore in November 2007
as general manager. In less than four
years, Groeger tripled the hangar space
in Singapore and expanded the compa-
ny’s foothold in the region by establish-
ing new maintenance operations in Hong
Kong and Kuala Lumpur in 2008.
Philippe Crevier was appointed as vice
president and general manager of Jet
Aviation Singapore. Crevier is a 30-year
veteran of the aviation industry and joins
Jet Aviation from Bombardier, where he
served as vice president of marketing for
business aircraft in Montreal, Canada.
Prior to that, he was the president and
COO of Canada’s leading business avia-
tion service provider, Skyservice.
Jet Aviation Flight Services
Aircraft Management & Charter
Tel. +1 201 462 4100
Tel. +1 800 736 8538
Fax +1 201 624 7338
david Ricklin was appointed as Jet Avia-
tion Geneva’s new vice president and
general manager. Ricklin joined Jet Avia-
tion Basel’s Supply Chain Management
team in November 1997. In 2006, he
moved to Geneva in the duo role as direc-
tor of purchasing and logistics and deputy
managing director of Jet Aviation Geneva.
Charles F. Krugh was also appointed as
the new senior vice president and gen-
eral manager at Jet Aviation St. Louis.
A 23-year business aviation industry
veteran, Krugh previously worked for
Dassault Falcon Jet Corp and several
independent service centers.
Jet Aviation launches new mobile website & applications
Contact:
m.jetaviation.com
www.jetaviation.com/apps
Jet Aviation’s new mobile website pro-
vides quick and easy access to all of
Jet Aviation’s most important informa-
tion from anywhere at anytime. As a
compressed version of the main website,
Jet Aviation’s mobile website includes
the most regularly accessed features, as
well as our new FBO application (app).
Jet Aviation’s FBO mobile app delivers ready
access to our FBO locations and services at
the touch of a finger. Create a profile and
complete your pre-arrival forms in advance,
or view location maps, airport diagrams,
frequencies and weather updates. Pilots
can also use our pre-arrival form to request
travel assistance beyond the aircraft.
The mobile website is accessible by
all smartphones and latest generation
mobile telephones with internet access
at m.jetaviation.com
Look for Jet Aviation FBO in your mobile
device’s respective app stores and mar-
ketplaces.
Inside
stephan Krenz Johannes Turzer sebastian Groeger Philippe Crevier david Ricklin
Charles F. Krugh
01
02
01 Phenom 30002 Falcon 900 eX interior
52 Outlook 02/2011 53Outlook 02/2011
Jet Aviation | Inside
Jet Aviation Dubai recently completed the
first Embraer Legacy 650 L1 inspection
in the Middle East. Embraer’s Legacy
650 was certified by the FAA in February
2011 and is a longer-range version of the
Legacy 600. Also a first for the entire Jet
Aviation Group, the LI base inspection is
a mandatory 6-month inspection follow-
ing delivery of the aircraft to the operator.
Employing a shift roster, Jet Aviation
Dubai’s Embraer aircraft support team
has an excellent track record for timely
Geneva upgrades customer lounge for maintenance clients
First Legacy 650 L1 base maintenance inspection completed in the Middle east
As part of larger upgrade plans for its maintenance facilities,
Jet Aviation Geneva recently refurbished its Customer Lounge
to enhance client comfort and appeal, while improving available
amenities.
Readying for the London Olympic Games 2012
Jet Aviation Moscow Vnukovo develops On-site store with embraer
Anticipating up to an additional 1,800
flights and 2,500 private aircraft in London
airspace throughout the Olympic Games
commencing July 27, 2012, Jet Aviation
London Biggin Hill recently signed a lease
for a new Executive Terminal at London
Biggin Hill Airport.
To improve customer maintenance sup-
port, Jet Aviation Moscow Vnukovo and
Embraer signed a Memorandum of
Understanding (MoU) at Jet Expo 2011
to develop an On-Site Store.
As part of the agreement, Embraer will
extend its spare-parts consignment such
that Jet Aviation Moscow Vnukovo can
build up an inventory of spare parts for
Embraer Executive Jets. The on-site
store will serve to improve maintenance
services, reduce aircraft downtime and
increase operators’ aircraft utilization.
Contact:
Jet Aviation London Biggin Hill
Tel. +44 1959 579 600
Fax +44 1959 579 601
Contact:
Jet Aviation Moscow Vnukovo
Tel. +7 495 662 1350
Tel. +7 963 444 8969 (24/7 AOG)
Fax +7 495 662 1351
Jet Aviation will offer a comprehensive
and competitive range of FBO services
through a newly refurbished, moder nized
and dedicated FBO facility, featuring
showers, changing and snooze rooms,
flight planning areas, wireless internet
and pilot amenities among others.
Jet Aviation and Embraer aim to have the
enhanced maintenance service imple-
mented by December 2011.
London Biggin Hill Airport is the closest
business aviation airport to the Games’
site and includes extensive aircraft
parking capacity. With a minimum of
14 heads of state expected at the games,
Jet Aviation’s premium location, handling
capabilities and respected global MRO &
FBO network will undoubtedly play a key
role in supporting the successful staging
of the Games.
Contact:
Jet Aviation Geneva
Tel. +41 58 158 1111
Fax +41 58 158 1115
The refurbishments included painting the lounge, refresh-
ing the interior design and furnishings, installing 6 new work
stations and international plugs, providing WIFI connection
and replacing the carpet with a new “Wenge” floor.
Customers can now work or relax in comfort and enjoy the
upgraded lounge and amenities, featuring a new monitor,
coffee machines and provision of snacks and cold beverages.
Contact:
Jet Aviation Dubai
Tel. +971 4 299 4464
Fax +971 4 299 4484
delivery and premium quality mainte-
nance support. The company provides
24/7 maintenance and AOG support to
the company’s entire global network of
Embraer owners and operators, and has
the largest Embraer Legacy customer
base in the Middle East.
From left to right: Antonio Martini, Vice President, Customer support & services, embraer Aviation International; ernest J. edwards, President, embraer executive Jets; dan Clare, President, Jet Aviation Group; Christof späth, senior Vice President Jet Aviation MRO & FBO services, eMeA & Asia; Ian Ludlow, General director, Jet Aviation Moscow Vnukovo
London Olympic Games 2012
54 Outlook 02/2011 55Outlook 02/2011
Jet Aviation | Inside
Jet Aviation Jeddah celebrates grand opening of new FBO
Contact:
Jet Aviation Jeddah
Tel. +966 2 685 0400 / 01 / 02
Fax +966 2 685 0405
Jet Aviation celebrated the Grand Open-
ing of its new FBO facility on May 4, 2011,
at King Abdullah Bin Abdul-Aziz Al-Saud
International Airport’s private aviation
terminal in Jeddah.
As a tribute to the company’s past
and future success, over 80 guests
attended the ribbon cutting ceremony,
including Sheik Fahad bin Moham-
med Al- Nowaiser, CEO SBCC and
Chairman of Jet Aviation Saudi Arabia,
H.E Mr. Abdulaziz A. Al- Angari, Vice
President of the General Authority of
Civil Aviation, Mr.Mohammed A. Abed,
Director King Abdulaziz International
Airport, and Mr. Abdullah Al-Tassan,
Director King Khaled International Air-
port. Following the buffet lunch of both
Swiss and Arabic delicacies, guests
were offered a guided tour of the new
3,000 sq. m. (32,292 sq. ft.) facility.
Jet Aviation has also recently secured
the 25-year right to continue operating
out of King Khaled International Airport
in Riyadh. Hardy Bütschi, vice president
& general manager of Jet Aviation Saudi
Arabia, will oversee significant expan-
sion of the existing Riyadh FBO and line
maintenance facilities to be completed
by 2013.
Between its growing management fleet
and its expanding customer base, Hong
Kong has lots to celebrate these days –
not the least of which is its 10th anniver-
sary in operation on September 17, 2011.
Jet Aviation has added eight new aircraft
to its management fleet in Asia this year,
including a Citation CJ3, three Gulfstream
G550s, a Gulfstream G-IV, a Bombardier
Global 5000 and two Global Express aircraft.
The company is expecting another Gulf-
stream G550 to be added to its fleet
in mid-November, as well as a Falcon
900LXEasy in early January. There are
currently 18 aircraft in Jet Aviation’s
Asian management fleet.
Al Bateen executive Airport newest addition to the global network
10th anniversary in hong Kong
Jet Aviation and Jet Professionals have
opened new branch offices at Al Bateen
Executive Airport in Abu Dhabi to bet-
ter serve local, regional and international
business aircraft owners and operators
flying into the region’s only dedicated
private jet airport.
Jet Aviation Abu Dhabi is licensed as an
affiliate of Jet Aviation Dubai and provides
line maintenance services to Boeing BBJ,
Gulfstream GIV and GV, Dassault Falcon
900 and 2000 series, Hawker Beech-
craft and 800 series, as well as Embraer
Legacy aircraft.
Jet Professionals specializes in universal
provision of fully qualified and skilled
personnel to meet all regulatory and
licensing requirements for global avia-
tion assignments. The company’s staffing
services include search and placement
of aviation personnel for the full range
of staffing needs, from maintenance and
operations specialists to flight attendants
and pilots.
Contact:
Jet Aviation Abu Dhabi Al Bateen
Al Bateen Executive Airport
Tel. +971 4 299 4464
Jet Professionals International
Tel. +971 56 174 0888
Contact:
Jet Aviation Business Jets
Aircraft Management & Charter Asia
Tel. +852 2215 3533
Fax +852 2215 3899
01 Jet Aviation Jeddah’s new FBO facility02 Buffet lunch03 sheik Fahad bin Mohammed
Al-nowaiser, CeO sBCC and Chairman of Jet Aviation saudi Arabia
04 Center, left to right: sheik Khaled Al-nowaiser; sheik Fahad bin Mohammed Al- nowaiser; Mr. Abdullah Al-Tassan, director King Khaled International Airport; h.e Mr. Abdulaziz A. Al-Angari, Vice President of Civil Aviation
0302
01
04
56 Outlook 02/2011 57Outlook 02/2011
Jet Aviation | Inside
Jet Aviation sorocaba opens new bonded warehouse and receives AnAC repair station approvals
Jet Aviation Teterboro and Boston / Bedford earn prestigious nATA award
Jet Aviation st. Louis earns WiFi supplemental Type Certificate (sTC) for Gulfstream V, Challenger 605, Learjet 40 and 45 aircraft
Jet Aviation Sorocaba recently completed
a large inspection on a Gulfstream G200
and received repair station approval
for G500, G550, G150 and GIV aircraft
from the Agência Nacional de Aviaçâo
Civil (ANAC), the National Civil Aviation
Authority in Brazil allowing Jet Aviation
to perform line maintenance on these
aircraft.
In support of the maintenance operation,
tools and ground support equipment have
arrived on site and a new van is being
used to provide maintenance support off
site. The facility also has been approved to
establish a bonded warehouse at its main-
tenance and FBO operation in Sorocaba.
The secure, 3,000 sq. ft. (279 sq. m.)
warehouse will allow Jet Aviation to clear
aircraft parts through customs 24/7.
Presented for the first time this year, the
Teterboro and Boston MRO operations
received the NATA Employer Recognition
“Five Star” Award for having at least 90
percent of their eligible aviation mainte-
nance technicians (AMT) complete train-
ing and matching program requirements.
The “Five Star” level is NATA’s highest
level of accreditation.
Jet Aviation’s commitment to quality
also recently was noted by Bermuda’s
CAA, which officially recognized the
Teterboro Safety Management System
(SMS). Bermuda is now requiring its
Authorized Maintenance Operations
(AMOs) to provide SMS programs meet-
ing their requirements as part of their
bi-annual AMO renewal process, which
was recently completed in Teterboro.
Today’s busy professionals have to
squeeze every minute out of their work
day. In the past, travel would eat up
valuable time that would otherwise be
spent conducting business. The good
news is with all the advanced communi-
cations technology choices on the market
today, a corporate aircraft now can be a
fully functioning second office.
Internet in the aircraft functions just
like the internet in a client’s home or
office. The new STC creates a certified
WiFi hotspot in the cabin offering clients
complete internet access in their aircraft
while in flight. Domestic and international
coverage is available, too.
Jet Aviation St. Louis developed the WiFi
STC at the request of a fleet operator of
Learjet 40 and 45 aircraft, and it sub-
sequently expanded the STC to include
Gulfstream V and Challenger 605 models.
A Challenger 300 STC is in work.
Contact:
Jet Aviation Sorocaba
Tel. +55 15 3414 6100
Fax +55 15 3414 6119
Jet Aviation St. Louis
Tel. +1 618 646 8000
Tel. +1 800 222 0422
Fax +1 618 646 8877
Contact:
Jet Aviation Van Nuys
Tel. +1 818 909 3100
Tel. +1 818 909 3131
Jet Aviation Boston / Bedford
Tel. +1 781 274 0030
Tel. +1 800 538 0233
Fax +1 781 274 6573
The Sorocaba team continues to grow as
well. A commercial project coordinator,
production manager, import /export coor-
dinator and highly-skilled technicians
have been added to the employee roster.
Technicians have undergone more than
2,100 hours of technical training since
the Sorocaba operation began.
Jet Aviation opens new charter and aircraft management office in Van nuys, California
With the opening of the new California
operation, Jet Aviation now boasts coast-
to-coast offices in the United States. The
new location opened on June 1 and offers
charter and aircraft management services
for the United States Western region from
its offices in the Castle and Cooke building.
A Gulfstream V operator has signed on as
the facility’s first management client.
Jet Aviation Flight Services group is
responsible for delivering Jet Aviation’s
charter and aircraft management ser-
vices in the Americas. The company pro-
vides services for a fleet of high-quality
managed aircraft in the U. S and was
named the Robb Report’s “Best of the
Best” for charter services for three con-
secutive years.
Contact:
Jet Aviation Teterboro
Tel. +1 201 462 4000
Tel. +1 800 538 0832
Fax +1 201 462 4005
Left to right: Linda spotts-schiffner, senior Flight Management Representative; John Anderson, Regional Maintenance Manager; Jon Winthrop, Vice President & Managing director, Western Region; Lucy hoover, Office Manager, Western Region; Ken Combs, senior Flight Operation Manager; Lori Thomas, senior Charter sales Representative
Outlook Magazine 02/2011
Published by: Jet Aviation Management AG Dan Clare, President P.O. Box 229 CH-8058 Zurich Airport I Switzerland Tel. +41 58 158 8888 I Fax +41 58 158 8885 [email protected]
Project management: Heinz R. Aebi, Caroline Kooijmans-Schwarz
editor-in-chief: Heinz R. Aebi
Authors: Stephanie Schwartz, Mary-Lou Murphy, Ann Hein
Photography: Las Vegas News Bureau, Las Vegas Sands Corporation, The Venetian / The Palazzo Las Vegas, The Venetian Macao Hotel Resort, Sands Macao Photo Gallery, Marina Bay Sands Photo Gallery, Courtesy of Art Basel, flickr / sieghele, Courtesy MCH Swiss Exhibition (Basel) Ltd, Edition Phönix /Jutta Schneider & Michael Will, Kurt Wyss, msnbcnmedia/Keystone, Uwe Paukner / Airservice Basel, Wellendorff Gold Creationen GmbH & Co KG Photo Gallery, Günther Meyer, Valentin Wormbs, Sauber Motorsport AG, f1fanatic.co.uk / Keith Collantine, Sandy Siegenthaler, Karsushiko Tokunaga, Wikipedia / Ames Imaging Library System, Rolf Harlacher, flickr / 560XLS, Willy Stotzer, warrelics.eu / Jelsoft Enterprises Ltd, Super Constellation Flyers Association, Rudolf Messerli, Breitling Media, Media Schauenstein, Véronique Hoegger, flickr / ulterior epicure, Stadt Fuerstenau Photo Gallery, Wikipedia / Adrian Michael, cigarman.ch, Facebook /Schloss Schauenstein Pictures
Concept and design: Publicis Werbeagentur AG Zurich I Switzerland
Printed by: Elanders GmbH & Co. KG Waiblingen I Germany
Print run: 30,000 copies
Orders: [email protected]
Copyright: Outlook is published semi-annually. The contents may be reproduced with credit to Outlook, the magazine of Jet Aviation
Advertising inquiries: For all advertising inquiries please call Heinz R. Aebi at +41 58 158 8890 e-mail [email protected] or Caroline Kooijmans-Schwarz +41 58 158 8867 e-mail [email protected].
© Copyright 2011 Jet Aviation. All rights reserved.
Founded in 1875 by Jules-Louis Audemars and Edward-Auguste Piguet in the Swiss village of Le Brassus, Audemars Piguet is the oldest manufacture of Haute Horlogerie never to have left the hands of the founding families.
Today, its range encompasses complex mechanical watches, Haute Joaillerie creations as well as a line of jewelry. At each stage in its history, the manufacturer has daringly adopted avant-garde techniques in order to place them in the service of traditional craftsmanship. Worldwide, Audemars Piguet currently employs over 1,000 people.
Instruments for Professionals. More than a slogan, it’s a vocation. Or obsession is quality. Our goal is performance. Day after day, we consistently enhance the sturdiness and functionality of our chronographs. And we submit all our movements to the merciless scrutiny of the Swiss Official
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Bombardier builds them. Three families of high-performance business jets – Learjet, Challenger and Global – that consistently outpace, outclass
and outperform the competition. Only Bombardier offers the complete range of business aviation services, from Flexjet* fractional ownership and Skyjet* on-demand charter, to our world-class training and service networks. Responding to your every need, Bombardier provides solutions that constantly meet and exceed the expectations of the world’s most discerning travelers. Bombardier: Generations Ahead, Worlds Above.
Founded in 1955 in La-Chaux-de-Fonds, CORUM is positioned as an exclusive watchmaking brand and offers high-quality watch collections featuring an innovative and distinctive design. Its 150 current references, equipped with sophisticated mechanical movements, enjoy a legitimacy
rooted in the brand’s history. The core collection is spread between two key pillars – Admiral’s Cup and Corum Bridges – completed by two satellite collections – Romvlvs and Artisans. www.corum.ch
Dassault Falcon is part of Dassault Aviation, a leading global aerospace company. Since the rollout of the first Falcon 20 in 1963, over 2000 Falcon jets have been delivered to more than 65 countries worldwide. The family of Falcon jets currently in production includes the tri-jets – Falcon 900DX,
900LX and the 7X – as well as the twin-engine Falcon 2000LX. The company has assembly and production plants in both France and the US and service facilities in Europe and North America. It employs a total workforce of over 12,000.
Embraer Executive Jets is the fastest growing executive jet manufacturer in the world delivering nearly one in every five jets in 2010. Embraer offers a wide range of seven revolutionary aircraft designed with luxury, performance,
high dispatch reliability and cabin sizes capable of fulfilling virtually any mission need. Our award winning aircraft portfolio includes the Phenom 100 entry level jet, the Phenom 300 light jet, the Legacy 450 midlight jet, the Legacy 500 midlight jet, the Legacy 600 super midsize jet, the Legacy 650 large jet and the Lineage 1000 ultra large cabin jet.
Gulfstream Aerospace Corporation, a wholly owned subsidiary of General Dynamics (NYSE: GD), designs, develops, manufactures, markets, services and supports the world’s most technologically advanced business-jet
aircraft. Gulfstream has produced some 1,800 aircraft for customers around the world since 1958. To meet the diverse transportation needs of the future, Gulfstream offers a comprehensive fleet of aircraft, comprising the wide-cabin, high-speed Gulfstream G150®; the large-cabin, mid-range Gulfstream G200®; the new large-cabin, mid-range Gulfstream G250®; the large-cabin, mid-range Gulfstream G350®; the large-cabin, long-range G450®; the large-cabin, ultra-long-range Gulfstream G500®; the large-cabin, ultra-long-range Gulfstream G550® and the ultra-large-cabin, ultra-long-range G650®. Gulfstream also offers aircraft ownership services via Gulfstream Financial Services Division and Gulfstream Pre-Owned Aircraft Sales®.
H. MOSER & Cie, the legendary watch brand was relaunched in 2005 at Schaffhausen, Switzerland. The new watches that have been developed over the last six years with now 75 employees, add a hint of understatement to their traditionally classic /elegant appearance, and, entirely in keeping
with the tradition of the establishment, utilize mechanical movements designed in-house and executed to the highest quality standard. It goes without saying that these movements, which incorporate a cornucopia of technical innovations and offer high customer benefit, can only be found in watches from H. MOSER & Cie
Masthead and advertisers
58 Outlook 02/2011
Mastheas
Time is On YOur side.The GulfsTream G450
The world’s most remote destinations become accessible in the
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TRANSOCEANCHRONOMATNAVITIMER
WWW.BREITLING.COM
With its Manufacture Caliber 01, Breitling has created the most reliable, accurate and top-performance of all selfwinding chronograph movements – entirely produced in its own workshops and chronometer-certifi ed by the COSC. A perfectly logical accomplishment for a brand that has established itself as the absolute benchmark in the fi eld of mechanical chronographs.
One heart Three legends
CA103220-OneHeart_210x280_Outlook_JA.indd 1 08.09.11 08:50
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