massimo zanetti

out— LOOK

ISSUE 01/2016

COVER STORY

Massimo Zanetti

TRADITION

LUXURY

AEROSPACE

INNOVATION

ART

JET AVIATION

Outlook 01/2016 // 3

Thanks for taking time to peruse our biannual magazine. We at Jet Aviation are proud to use this forum to high-light innovative products and recent developments from our customers and partners. The magazine also provides us the opportunity to update you, our loyal customers, on activity within the Jet Aviation network – and we have had an exciting start to the year.

Jet Aviation is committed to maintaining the highest industry standards, and aims to continue earning your trust across our network. This includes a focus on expanding our product portfolio to ensure we meet your evolving needs. One prime example is our recent acquisition of the Los-Angeles-based Avjet Corpora-tion, which significantly increases our aircraft management and charter services presence on the U. S. West Coast (page 52). The transaction adds nearly 50 aircraft to our fleet, half of which are available for charter, pushing Jet Aviation’s global fully

managed fleet up to approximately 240 aircraft. In addition, I’m very pleased to announce that we have been selected to develop and operate an FBO facility at Van Nuys Airport, and that we plan to begin offering interim FBO services on the West Coast in the coming months (page 53).

Across the Atlantic, we have expanded our management service portfolio in EMEA to assist aircraft owners and operators sift through the numerous market options available and select an optimal insurance plan (page 56). You can also rely on our professional expertise in Asia, where our aircraft management and charter operation in Hong Kong was recently distinguished by the Asian Business Aviation Association (AsBAA) as the “Best Management Company” (page 51) in the region.

On the MRO front, our Singapore facility celebrated its 20th anniversary at Singapore Airshow in February and was also recognized by AsBAA as the “Best Maintenance Repair Services” company in Asia. After opening our new hangar in 2014, the facility is quickly establishing its new refurbishment, modification and upgrade (RMU) capabilities. The interior shop is already into its fourth major project and has also performed repairs and rejuvenation work on several China B-registered aircraft since gaining CAAC approval last year. Similarly in Basel, the company’s maintenance operation has just completed its first full refurbishment on a Legacy 650 and is currently developing a universal medical evacuation unit as an option to help increase the value of aging aircraft (page 55). And St. Louis has just signed its 35th 120-month inspection on a Global Express (page 56), nicely emphasizing its expertise with this comprehensive inspection.

DEAR BUSINESS FRIENDS AND COLLEAGUES,

Meanwhile our VIP Completions team in Basel has developed an innovative new JetVision 3-D applica-tion to help customers visually manage their completions projects, from the RFP phase all the way through to after-support (page 54). JetVision not only enables the exchange of files with the Completions Center from anywhere in the world, it lets customers see how their cabins are developing before production begins. I encourage you all to take the time to learn more about JetVision at our EBACE booth (#A050), where we’ll be happy to demonstrate it for you.

At Jet Aviation, we value your business and fully intend to continue earning your trust. Our goal is to offer the full scope of aviation services and to make them available across a network of locations where you need them. If you have any comments or suggestions in this regard, please stop by our booth or drop me a note at the address below. Your input is always most welcome and I look forward to seeing you at our booth or hearing from you soon.

All the best,

Rob [email protected]

Visit our Singapore MRO or FBO locations:

Jet Aviation Singapore Maintenance Center Seletar AirportTel +65 6335 [email protected]/singapore

TWO DECADES OF DEDICATIONCelebrate with us and experience our proud legacy of exceptional client service

Over the past 20 years, we have expanded and upgraded our facilities and services to meet the future needs of our customers by delivering exceptional maintenance and FBO services. Our MRO technicians at Seletar recently earned the Asian Business Aviation Association’s Best Maintenance & Repair Services Industry Award, serving Boeing, Bombardier, Gulfstream and Nextant operators while also offering interior refurbishment, avionics modifications and exterior paint services. Entrust your aircraft to the experts at Jet Aviation and if you are just visiting Singapore, enjoy the personalized FBO service at Seletar and Changi airports.

Jet Aviation Singapore FBOSeletar AirportTel +65 9118 [email protected]/singapore/fbo

EDITORIAL

03 COVER STORY

06 Massimo ZanettiTRADITION

16 VictorinoxLUXURY

24 Grossmann WatchesAEROSPACE

30 The Pilatus PC-24INNOVATION

36 On ShoesART

42 100 years Dada JET AVIATION

50 Inside News

CONTENTS

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6 // Cover Story // Massimo Zanetti Outlook 01/2016 // 7

Massimo Zanetti bought the coffee roasting company Segafredo when he was only 25 years old. This might seem like a bold move forsomeone so young, but Zanetti just shrugs and says, “Oh, by thattime, I had already bought 14 smallercoffee roasters.”

Massimo ZanettiAn Italian coffee family goes global

8 // Cover Story // Massimo Zanetti

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OR IGI N OF A N E W T I M EVilla Zanetti in the past (top), Villa Zanetti today (middle), Venice as a trading port in the 18th century (bottom)

“The world was changing, and I turned out to be right.”

Did his father, a second-generation cof-fee merchant, approve of these activi-ties? “Absolutely not. My father was a coffee merchant, an aristocrat.” Zan-etti leans back in his chair, squares his shoulders and places his arms wide, demonstrating the demeanor of such an aristocrat. “Coffee roasting was,” he gestures downward in disdain, “indus-trial. This was below us.” Then he sits up and adds, “But the world was chang-ing, and I turned out to be right.”

Zanetti says that he was always at-tracted to work. When he was six he grew potatoes in the garden of the fam-ily villa, and then sold them to his mother. His next project, at the age of seven or eight, was to take leftover food from the house and feed it to rabbits that he kept in the backyard. One of the gardeners would then sell the rabbits at a local market and bring him the money.

Massimo’s grandfather had been a trader of goods, including green coffee and parmesan. Green coffee is coffee that has not been roasted. In those days, most people bought this coffee and then roasted it at home.

The family lived in a villa, in Vil-lorba, a hamlet outside the town of Treviso. The surrounding area, in northeastern Italy, near Venice, is said to have 800 grand villas, most of which were built between the 15th and 18th centuries. The buildings are a testa-ment to the region’s agricultural and commercial prosperity at the time.

Massimo’s father took the parme-san business a step further, taking the specialty in as soft cheese, then aging it and selling it through a commodity ex-change that was a precursor to modern stock exchanges. He also continued the coffee business, becoming Italy’s larg-est green-coffee importer. By the end of his life, he had concentrated all of his business activities on coffee.


“I went to the port where these gigantic boats were … All this was an incredible, beautiful game for me.”

A moka pot – used by the majority of Italians to make coffee at home (top). Zanetti Group Chief Operating Officer Pascal Héritier

Zanetti around the world: Segafredo cafe in Hong Kong (far left), La Mia Cucina da Massimo Italian restaurant in Timisoara, Romania (near left)

Segafredo cafe in Tokyo

The coffee that Massimo’s father traded arrived at the port of Venice. This was the first European city in which coffee was traded, and the first European café is thought to have opened there in the mid-17th century.

Zanetti remembers accompanying his father to Venice as a child. “I went to the port where these gigantic boats were,” he says. “There I watched how they unloaded the coffee from the boats and stored it in the warehouses. All this was an incredible, beautiful game for me.” This was before cargo was stored in containers, so bags of coffee were stacked in a ship’s hold, and men would carry them out. The sailors were from all over the world, which fascinated the young boy.

“I remember one day a ship named ‘Africa’ arrived,” he continues. “The captain saw me and sent me up to the boat, where he showed me everything.”

Back in Villorba, the family chauf-feurs taught him to drive, and he says he would sit in the car, on the property and watch the cars go by on the street. He dreamt of the day he would be able to go out and travel.

Today he travels – a lot. He does his private travel in his Dassault Falcon 2000LX, which has been managed by Jet Aviation since 2012.There is also no lack of travel for work. The Massimo Zanetti Beverage Group is active in 100 countries. Through its more than 50 companies, the group not only roasts

and sells coffee, but also makes coffee machines and runs cafes. In some loca-tions, it also sells other goods such as tea, cacao, spices and juice.

After growing his business in Italy in the 1970s, Zanetti moved into other western European countries in the ’80s, and then Eastern Europe in the ’90s. In the 2000s, he bought refining and trad-ing firms in Central America, and he moved into the northern European and the US markets. The group recently expanded into Southeast Asia and the Middle East with the acquisition of Bon Café in 2014.

Zanetti wants the growth to con-tinue. In order to acquire the necessary capital and also ensure continuity in the group, he took Massimo Zanetti Beverage Group public in 2015. It is a big change. He has, however, kept a controlling interest of 67 percent and remains the clear, strong leader.

Both of Zanetti’s children, Matteo and Laura, work for the group. He says that he wants to see them both happy and healthy, and that the important thing is not whether they continue the business.

When he speaks of his relationship with his father, he boxes his fists against each other and says there was a lot of conflict – constant conflict. He also says that, after his father passed away and he continued on with the business, he realized that everything he was doing he had learned from his father.

DIFFERENT COUNTRIES, DIFFERENT COFFEES

Massimo Zanetti is Italian and he drinks a lot of espresso – “moltissimo, moltissimo.” He realizes, however, that the key to a global coffee business is not just to sell espresso internationally, but also to serve countries the coffee that is already part of their culture

At Villa Zanetti in Villorba, Chief Operating Officer Pascal Héritier sets coffee packages from various group brands on the bar in the company cafe-teria. Just behind this bar area is the room in which employees can have lunch. This is the room where Zanetti was born in 1948.

About ten years ago, he inherited the villa from his parents, and a few years later, he moved the group head-quarters to this spot. He had restored the house and turned a former ware-house into modern offices and an as-sembly hall.

In front of each coffee package on the bar is a bowl containing the ground coffee. The shades vary, as do the grinds.

Zanetti Group companies use color to evaluate the level of roasting. They brew the coffee and use a spectrometer to measure color. The levels, from lighter to darker, have names such as cinnamon, city, full-city and French.

During roasting, the Maillard reac-tion occurs, at between 140 degrees

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Coffee fields in Kauai and the coffee beans ready to ship

COFFEE IN THE WHITE HOUSE

In 2011, the Massimo Zanetti Beverage Group acquired the Kauai coffee brand, produced in Hawaii. This makes the group the coffee supplier to the US president. Hawaii-born Barack Obama drinks Kauai coffee.

The first coffee placed on the bar is Choc full o’Nuts. The name comes from nut shops founded in New York in 1926, which were converted to lunch coun-ters that served coffee during the 1930s. In the 1950s, the coffee brand made its way into supermarkets. Zanetti bought the company in 2005.

The company describes the coffee as “a medium roast with a smooth, full- bodied taste.” It is meant to be prepared as a filter coffee, and as such, even as a medium roast, the effect is lighter than coffees prepared with pressurization.

The next coffee is a single-origin coffee, from Brazil. Under the Sega-fredo brand, the group produces three single-origin coffees: Brazil, Peru and Costa Rica. Brazil is the mildest of them. It has an earthy, balanced taste. The company says the other two cof-fees are more intense: Peru with “pres-tigious chocolate nuances enriched with caramel features” and Costa Rica with a taste that is “fruity and persis-tent, round on the palate with elegant liqueur-like sensations.” Coffee de-scriptions can bring to mind the much-quoted line, “Writing about music is like dancing about architecture.”

Celsius and 165 degrees Celsius. Here the starches break down into simple sugars, which turn brown and change their flavor.

A light roast will usually give the coffee more complexity. A darker roast will have more caramelization, which increases sweetness and gives the cof-fee more body. Light roasts are usually brewed through steeping, such as when made in a French press or as filter cof-fee. Dark roasts are usually used for pressurized methods, such as an es-presso machine or a moka pot. In a moka pot, water in the bottom half boils, rising up through the coffee grinds to settle as coffee in the upper chamber. Héritier says that 70 percent of Italian coffee consumed at home is made in such a pot.


Massimo Zanetti (left) with McLaren

chairman Ron Dennis. Below:

Stoffel Vandoorne driving for the

McLaren Formula 1 team

The Zanetti Group’s Kulta Katiina from Finland; Maxxi Segafreda from Italy; and Chock full o’Nuts from the US

The Finnish Kulta Katriina is pre-pared as a drip coffee and placed on the bar. Though Finland is not the country that comes to most people’s mind when they think of coffee, the Finns consume more coffee, per capita, than any other people on earth. It is a kind of national drink. Finnish coffee is very light, and the company says that Finland has soft water, which is ideal for bringing out the flavors in a coffee.

The Zanetti barista then mixes an instant coffee. Héritier says that over 50 percent of coffee consumed in the world is instant. Zanetti sells high-end instant coffees under various brands. This one is Boncafé, sold in Southeast Asia and the Middle East.

Napoleon coffee is then prepared. It comes from Corsica, the birthplace of the emperor. The company quotes Napoleon as having said, “A good strong coffee, in great quantities, awak-ens my mind, gives me ardor, strength and willingness to undertake.”

This coffee is described as “very smooth with a chocolate flavor.” The company says that French taste in coffee is changing and “the flavor is getting smoother with higher use of Arabica or-igins and less Robusta in the blend.” The Imperial Mix Napoleon coffee is 100% Arabica, made from beans from Hondu-ras, Nicaragua, Mexico and Peru.

Arabica is said to give a coffee more flavor and acidity, while Robusta gives the coffee more body. Robusta is easier to grow and is therefore less expensive.

Coffee beans are also influenced by where they are grown – by factors such as soil, altitude and climate. These are variations familiar to those who look at wines.

Zanetti has a blending team that cre-ates new blends and sometimes modifies existing ones, working with bean type and origin. The group also has selection experts who evaluate the quality of batches of beans. The group says it rejects about 50% of the beans that it is offered.

The final coffee placed on the bar is an espresso made from Segafredo Maxxi beans. The drink is dark, rich and full-bodied. Héritier, who has been explaining the value and popularity of all of the group coffees, smiles and calls it “the essence!” He drinks it with gusto.

SERVING THE COFFEE

Segafredo plays an important role in the Zanetti group. It was Zanetti’s first major brand. And it is Italian.

Like many Italians, Massimo Zan-etti has strong feelings when it comes to his culture. “The entire world looks up to Italy for its elegance, dolce vita and the excellent food,” he says. “Exporting the coffee culture means sharing with the world our ‘Italianità’ and giving a taste of Italy.”

Coffee does play a special role in Italy. “For Italians coffee is like water – an essential staple,” he says. “The ritual of drinking coffee is a moment of socializing and encounter when you go to the ‘bar’ with a friend or a group of friends for a little chat and an espresso.” On a video of Zanetti ad-dressing employees, he talks about drinking coffee over a lifetime, start-ing when “we are kids with the first milk and coffee.”

When Segafredo opened its first café abroad – a test café in Rouen, France, before opening the first official café in Paris – it also opened an acad-emy to train the French to make “an espresso all’italiana.” The cafes work on a franchising system. They can now be found in 50 countries.

The group also has Puccino’s cafes in the UK, and Choc full o’Nuts cafes in the US northeast. A Choc full o’Nuts café also recently opened close to home – at the Mestre train station, where many tourists board the train to Venice.

Zanetti is not pleased that Starbucks is credited with bringing the coffee bar idea to the world. He says Starbucks co-founder Howard Schultz discovered the first Segafredo café, had Zanetti give him a tour of the roasting plant in Bolo-gna and then copied the idea.

Zanetti does credit Americans for the popularity of coffee around the world. The British had spread a love of tea. As the Americans had increasing conflict with the British colonists, and then threw tea off of a British ship in protest during the Boston Tea Party, they saw tea as unpatriotic and began drinking less tea and more coffee.

“Americans always had a function as role model, and their customs have been adapted by the entire world,” says Zan-etti. “You can compare the rise of drink-ing coffee with Rock’n’Roll and jeans.” He says that in the US, the coffee bar and take-out coffee have become a symbol of a “hip” lifestyle, and that this has been delivered to other countries by movies, videos and commercials.

Zanetti describes coffee as a drink of privilege. He says coffee drinking in Italy increased after the Second World War, as wealth increased. He sees the same thing happening rapidly in Asia today, and he expects Africa to be next.

Over the past fifteen years, the group has expanded greatly oversees, and Zanetti says it would not make sense for a group with this scope to be fully under the control of just one per-son. He now has responsibilities to shareholders, and he works closely with an extensive team of managers.

It is a fair guess that he will be leading the group for quite a while longer. Zan-etti loves talking about trade, business ventures and work. He is not very inter-ested in talking about retirement. “My whole life I have worked and seized opportunities to do business,” he says. “I was born an entrepreneur and this part of my character will not stop existing just because I have reached a certain age.”

“For Italians, coffee is like water – an essential staple.”

BEYOND COFFEE

Massimo Zanetti has used his initiative and prosperity in areas beyond his business. From 1994 to 1996, he was an Italian senator. He loves sports, and through the Segafredo brand, he has sponsored many soccer and basketball teams, as well as Formula 1 and Offshore Powerboats. The Zanetti Group has a partnership with the Italian National Olympic Committee. The group also supports Fonda zione Zanetti Onlus, headquartered at Villa Zanetti, which works to feed children in need.

16 // Tradition // Victorinox Outlook 01/2016 // 17

The Swiss Army knife of … Swiss Army knives

On television, MacGyver could handle just aboutanything with a Swiss Army knife and a roll of duct tape.In the real world, hundreds of companies calltheir product “the Swiss Army knife of ‘X’”, hopingto draw on the knife’s reputation for versatilityand reliability. Even the US military sometimes callscertain aircraft carriers “our Swiss Army knife.”

Victorinox Victorinox CEO Carl Elsener picks up astronaut Chris Hadfield’s 2013 book and begins to read from page 191. “We couldn’t get the hatch open … The Russian engineers had taped, strapped and sealed our docking module’s hatch just a little too enthusiastically, with multiple layers. So we did the true space-age thing: we broke into Mir using a Swiss Army knife. Never leave the planet without one.”

Elsener glows as he repeats the last line. “Never leave the planet without one.” Swiss Army knives are now being recommended for space travel.

Elsener is the great grandson of the Karl Elsener who, in 1891, answered the Swiss Army’s call for a single gadget to provide its soldiers with a cutting blade, a screw driver, a can opener and a leather awl. Like many people at Victorinox, Elsener is extremely enthu-siastic about knives.

He has brought three small crates filled with examples. There is an origi-nal, heavy Swiss Soldier’s knife, with wood casing, and a sleeker version that Karl Elsener had thought might be appropriate for officers. There is a knife with mammoth-tooth casing and one with a blade of elegantly patterned Damascus steel. He shows a Cybertool, which has a bit wrench and various bits representing “the new screws of today.” He also holds up an MP3-player knife, which he says never caught on.

Elsener picks up a SwissChamp, which he describes as the company’s flagship knife. “It has 33 different func-tions, but it is still manageable, and every tool can be used easily,” he says. Along with conventional versions, the company makes a SwissChamp with mother-of-pearl casing, and one with buckhorn. “Sixty-four individual parts,” he explains, “and it takes 450 manufacturing steps to produce it.”

All Victorinox Swiss Army knives are produced in Switzerland, with most made in Ibach, in central Switzerland,


just a short walk from where Karl Elsener had his first workshop. This relatively small factory, in a town sur-rounded by agriculture, sends pocket knives around the world.

Elsener tells the story of when former US President George H. W. Bush and his wife Barbara stopped by Ibach between a visit to the Spanish king and a trip to Berlin to celebrate the ten-year anniver-sary of the fall of the Berlin wall. After welcoming the couple with trumpet fan-fare, Elsener led them to two assembly tables, where each of them could put together their own Swiss Army knife.

“George finished first,” says Elsener, “and he turned to Barbara and said ‘Hey, I’m faster than you.’ She looked at him and replied, ‘But – look at the quality.’”

Several US presidents commis-sioned presidential Swiss army knives, with the presidential seal on the front and an inlaid, gold-coated signature on the back. About 25 percent of the com-pany’s Swiss Army knife business is making knives that will be given away as promotional gifts.

All together, the company makes 13 million Swiss Army knives each year. There are 360 models, though five of these models, the “best-sellers,” account for 40 percent of Swiss Army knife revenue.

US President George H. W. Bush stopped by Ibach after a visit to the Spanish king.

About 900 people work in Ibach. Over the past 80 years, not one person has been laid off for financial reasons. When the company hit hard times, the head of HR went looking for nearby manufacturing companies that had received large orders, and arranged to loan Victorinox workers to them. The workers got their Victorinox salary, and Victorinox sent a bill to the other companies.

The current CEO, Carl Elsener IV, calls his father, Carl Elsener III, a per-fectionist. Carl III was always trying to improve the knives, and when doing so, he would lose track of time and the out-side world. His wife would sometimes call at 3 am and insist that he come home.

In 2000, Carl III and his eleven chil-dren put 90 percent of their shares into a company trust and the other 10 per-cent into a charity trust. The family gave up its shares, worth a total of hun-dreds of millions of Swiss francs, with-out any compensation. “It’s thanks to our parents that this was possible,” says Carl Elsener IV. “I don’t know whether this would be possible in future genera-tions. Our parents taught us that one is not only here for himself, but that one must also look out for society. They told us the business is not here to make us

richer, but that we are here to make sure that the company can develop success-fully in the long term.”

The family kept operational control of the company. Family members only benefit from the company if they work for it, and nine of the eleven siblings do just that. There are also already five grandchildren at the company.

Elsener has a son, Carl Elsener V. “I do not put pressure on me or on him,” says the CEO. “But I can say it would make me happy if some day he would also work at Victorinox.” He also has two daughters, and he could see them in managing roles as well.

He says women have always played an important role in the business, and talks about Karl’s mother, Victoria. When Karl started out, he had a work-shop, but no sales floor to sell his goods. Victoria had a store that sold hats, clothes and wool. She gave him space to sell his knives.

When his mother died, Karl named the company Victoria. When stainless steel, also known as inox, came onto the scene and was used for the knives, he changed this name to Victorinox.

BUILDING HIS BUSINESS

At the time that Karl approached the Swiss military about making their pocket knives, he was a one-man busi-ness. After having trained as a knife-maker in the Swiss canton of Zug, he did his journeyman’s travels, spending sev-eral months working in Germany and France. Then he started out on his own.

He formed the Swiss Cutlery Union, figuring that this coalition of very small – often one or two-man businesses – would be able to handle the production of the military knives. They received or-ders and set about making the knives. At the beginning, there was also a German company making some of the army knives, and because Germany was fur-ther along with industrialization, the company was driving the price down.

The other Swiss producers began to drop out. Elsener had set the project in motion, and he felt a responsibility to see it through. Also, he knew that according to Swiss law at the time, if he were to declare bankruptcy, he would never again be allowed to have his own business. He would have to spend the rest of his life as an employee.

With the help of friends and rela-tives, and the goodwill of suppliers, Karl Elsener was able to hang in there.

Victorinox headquarters in Ibach, central Switzerland

Generations of Elseners. (top left to right) Current CEO Carl Elsener IV. His father Carl Elsener III. (bottom left to right) Company founder Karl Elsener. His mother Victoria

US President George H. W. Bush at Victorinox headquarters (left). Canadian astronaut Chris Hadfield (right)

20 // Tradition // Victorinox

Production in Ibach. Knife models sold in high volume are assembled by machines, the less common knives are assembled by hand. The individual parts are produced at Victorinox

He further developed his Swiss Officers and Sports knife and began to add knives with special functions, such as a knife for farmers.

After the Second World War, when military orders for knives dropped and the company feared a recession, his son, Carl Elsener II, worked to place pocket knives in US military-post stores. The knives were a hit with the GIs, who brought them back to the US. The name “Swiss Army knife” was es-tablished by these soldiers, who found “Schweizer Offiziers- und Sportmesser” a little difficult to pronounce.

The popularity of the knives spread around the world. The company was conservative, practicing an anti-cycli-cal approach of limiting advertising

and innovation during boom times, while also building financial reserves, and then using reserves to invest in business during the down times. Vic-torinox was a solid company making a quality product.

CHANGES

The knives brought to mind boy scouts and camping trips. The German TV host Thomas Gottschalk said that every Swiss person was born with a Swiss army knife in their diaper.

Then the attacks on September 11, 2001 changed everything. Suddenly, the knives were a potential weapon, and the airlines wanted nothing to do with

US soldiers named them “Swiss Army knives” because they could not pronounce “Offiziers- und Sportmesser.”

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them. On-board duty-free sales had been a significant part of the company’s business, and now this ground to a halt.

Even worse for Victorinox was the drop in the use of the knives as advertis-ing gifts. In the US, the knives had often been given to visitors who flew to meet-ings and trade shows with only carry-on luggage. The knives were now being taken away at the airport. (Ironically, hundreds of thousands of these knives had been handed out by the pharmaceu-tical industry, which had been distrib-uting knives with a tracheotomy blade – an idea born after a doctor was able to perform an emergency tracheotomy on a small girl, in an aircraft over the Pacific, because someone had handed him a Swiss Army knife.)

Revenue from pocket knives dropped by 30 percent almost over-night. Victorinox was heavily reliant on revenue from its Swiss Army knives, and it now saw the danger in this position. The company had already been facing the danger of Asian imitations, which Carl III had feared would increase in quality over the following 20 years.

There had been a Swiss Army watch since 1989, and more recently, Victori-nox had begun to dabble in luggage and clothing. After September 11, the com-pany decided to get more serious about these other products.

Around the same time, Victorinox bought Switzerland’s other maker of Swiss Army knives, Wenger. This com-petitor was in even more trouble than Victorinox after September 11 and was up for acquisition. Foreign companies were interested in Wenger, and Victori-nox feared that cheaper, lower-quality “Swiss Army knives” would flood the market. So the company took over its rival.

With Wenger came a variety of brands – including perfume. “My father and I were a little unsure what to do with this perfume brand,” says CEO Elsener. “We kind of just smiled and looked at our knives …” But his wife stepped in. She was interested in brands, and she began to study the perfume industry. She is now Chairman of the Board for the perfume business, and the scents are developed by a French “nose.”

Elsener has two young women come into the room and present the perfumes. They talk about consistency with the Victorinox brand: the bottles have some of the same rugged practi-cality for which its knives are famous, and the company also makes small containers, shaped like Swiss Army knives, to hold perfume for travel. Some of the bottles are decorated with Swiss wood or slate.

Proving that he too has adopted some brand talk, Elsener says, “Per-fumes add emotion to the business.”

This may be true, but there is also plenty of emotion connected to the knives. There are enthusiastic collec-tors, like Daniel Jacquart from Wiscon-sin, who received a Swiss Army knife from his employer as a ten-year service gift, then purchased over 1,200 more Swiss Army knives and founded the Swiss Army Collectors Society. Elsener himself spends the next half hour pull-ing knives out of the three crates – a little like a marketer and a little like a young boy going through the treasures in his shoe box.

SPECIAL KNIVES

Victorinox makes a variety of Swiss Army knives specialized for various activities. “During the whole golf boom,” says CEO Elsener, “We went onto the course to see what kind of tools they have.” The company then made the GolfTool, which includes a ball marker, a pitch repair tool and a groove cleaner for golf clubs.

At the request of the Swiss Cheese Union, Victorinox created the Swiss Cheese Knife, which includes a blade specifically for cutting soft cheeses. For emergency responders, the company makes the RescueTool, with a disc saw for shatterproof glass, a window breaker and a seat-belt cutter.

A NEW SOLDIER’S KNIFE

In 2008, the Swiss Army put out an-other call for bids to produce a new Swiss Soldiers knife. This was an inter-national call. An official was asked if this meant it was possible that the next generation of Swiss Soldiers knives would be made in China. He said, well, yes, it was possible.

This unleashed a fury. The next morning, a television news crew was on Victorinox’s doorstep. Swiss citizens wrote letters to the army. Others wrote letters to Victorinox.

When the army evaluated compet-ing knives, laboratory tests showed that the hardness, torsion and movement of Victorinox knives was superior. In field tests, soldiers preferred the Victorinox knives. So the Swiss Army once again ordered Swiss Army knives, and a tra-dition continued.

After September 11, the company got more serious about its other products.

Victorinox stores: Flagship Store Zurich, Switzerland (left) and New York (right). (below) Victorinox Head of Marketing Urs Wyss-Elsener hands the new 2008 Swiss Army knife to the Swiss Army’s Head of Armaments Jakob Baumann.Special knives: (top to bottom) The GolfTool. The current Swiss Soldier’s knife. The Swiss Cheese knife

Beyond knives. (clockwise from top right) “Rock” fragrance for men, Travel Gear Spectra 2.0, I.N.O.X watch, the new “Ella” fragrance for women

Outlook 01/2016 // 25

Grossmann WatchesComplexly, mechanically simple

The movement of a Grossmannwatch has between 188 and249 pieces. Most are cut in-house.They are then filed and polishedand sometimes held over a flameto create new color. Watchmakersassemble the watches, twice.This is a slow and detailed process.Over a year, 30 people craft300 watches.

Production at Grossmann begins in a room where rods of metal are fed into a lathe machine that spits out small parts. The tiniest of the parts can hardly be held. Pinions that will be placed through the center of gear wheels are just 0.1 millimeters in diameter.

In order to produce some of the more complex parts, within a minuscule margin of error, the company also uses an electrical erosion machine. Here a charged wire creates sparks that melt the metal along the cut. This is more accurate than cutting with a laser.

Some of the parts will be re-fined relatively quickly. Others will be worked on for days.

This finishing process and the assembly process that follows involve incredibly detailed work. Almost everything is done by hand. The watchmakers use mag-nifying monocles and lean for-ward, their faces within centime-ters of their work. When not in use, the monocle often rests on their forehead, creating a bit of a unicorn or Cyclops look.

One of watchmakers in the assembly room is a cave climber in his free time. Another, Toni Stephan, races motocross. He says he needs the release after doing this kind of precise, de-tailed work all day. When choos-ing a profession, he had consi-dered becoming a car mechanic, but he grew up in an area domi-nated by the watch industry, so becoming a watchmaker was a logical choice. Also, he adds, “car mechanics is too dirty.”

He has come to the right place. Even the more industrial parts of Grossmann’s manufacturing area look almost clean enough to host surgical procedures. Most of these areas also have artwork on the

26 // Luxury // Grossmann Uhren Outlook 01/2016 // 27

Design engineer Jens Schneider (top left, then continuing across the top) riveting, assembly and assembly control.(bottom left to right) The electrical erosion machine, a watch hand held over a flame, more assembly and the back of a Grossmann watch, with wide ribbing

near Dresden, that produces its own watch hands. When the hands first come out of the electrical discharge ma-chine, they are flat and steel gray. One of the company’s two specialists then attaches each part to a holder and begins to file it by hand. The filing modifies the shape and also adds a curve to the piece.

When the hands have been filed and polished, they are placed, one by one, in a small brass pan and held over a flame from a little green bottle that looks like it could be rubbed to evoke a genie. The steel will go from gray to gold, then be-come brown, then brown-violet. Gross-mann sometimes uses the brown color, and sometimes the brown-violet.

For the company’s Benu Power Re-serve watch, a small bit of ceramic com-posite is added to the hands. One of the hand-makers is a dental technician, the

Polish and shine are taken very seriously at Grossmann Watches.

walls next to the machines – signed litho graphs put there by a Grossmann investor who collects art.

The eight-year-old company is named after the German watchmaker Moritz Grossmann. The title of a book written by Grossmann in the mid-19th century – On the Construction of a Simple but Mechanically Perfect Watch – helps anchor the company phi-losophy. Grossmann Watches uses top materials and craftsmanship to make classic watches designed to run per-fectly, for generations.

The company continues some of Moritz Grossmann’s traditions. He was known for the elegant hands on his pocket watches and the precision hands on his measuring instruments. Today, Grossmann Watches is the only of the nine watchmakers in Glashütte, a town of 7,000 in Germany’s Ore Mountains,

other is trained as both a dental techni-cian and a watchmaker. The pair is ide-ally suited to the task.

Sometimes the company takes tra-ditional design as a starting point, then adds a variation. The company uses Glashütte ribbing on the back plate, but it makes these stripes wider, which con-tributes to the calm and classic look it gives its watches. It also uses white sap-phires instead of the red rubies typical of high-end watches in Germany and Switzerland.

Some of the tools used in produc-tion are quite similar to those used over a hundred years ago. One example is the stand, with two ruby edges on top, that is used to adjust the balance wheel. This is the wheel that rotates back and forth, regulating the advance of the gear train, which moves the watch hands forward.

In order for a movement to perform accurately, the balance must live up to its name – it must be balanced. During the construction of each watch, this balance will be checked three times.

For the first test, a small steel pin is placed through the center of the wheel. This pin rests on the ruby surfaces of the stand. When metal and ruby come in contact, friction is extremely low, al-lowing the wheel to spin freely. If the wheel tends to stop in a certain posi-tion, the watchmaker knows that the part of the wheel that gravitates to the bottom is too heavy.

If there is an imbalance, the watch-maker will use a small milling stick to remove a tiny bit of metal from one of 22 dimples around the edge of the wheel. He will continue to do this until the wheel is balanced. It takes him about half a day per wheel.

After the wheel has gone through the finishing process, which involves removing small bits of material through grinding and polishing, it will be bal-anced again, in this same way. Once the wheel has been assembled into the movement, it will be balanced one last time, in case interaction with other parts has thrown off its balance. This final time, the complete movement is attached to a machine that uses sounds produced by the wheel to assess its balance.

The company assembles its watches twice. This way, the final finishing of some parts can be postponed until after the possibly damaging work of adjust-ment has taken place during the first assembly. Polish and shine are taken very seriously at Grossmann Watches.

28 // Luxury // Grossmann Uhren Outlook 01/2016 // 29

WOMAN IN CHARGE

Christine Hutter says she knows of no other woman who has built up a complete watch manufactory. She says people do not expect a female to understand the technical details. “I could always feel that in sales,” she says. “But when the client senses that solid expertise is present, then a woman is accepted.” As she leads Grossmann Watches, her technical knowledge pays off.

Moritz Grossmann (top left). A Moritz Grossmann pocket watch (top right). A watchmaking workshop during Glasshüttte’s first heyday (bottom left). Glasshütte’s German Watchmaking School, 1881 (bottom right)

Grossmann Watches headquarters and factory. The Benu Tourbillon (top right). The Benu Power Reserve (bottom right). The Benu Tourbillon movement (bottom left)

PART OF A LONG HISTORY

Christine Hutter founded Grossmann Watches in 2008. She started the com-pany right at the beginning of the finan-cial crisis. This sounds like bad timing, but she says it was not. It was a good time to negotiate with suppliers, and there were highly qualified people looking for work.

Hutter had trained as a watch-maker and then gone on to work in sales and marketing. This path took her to Glashütte, where she became familiar with the history of German watch making and the four early pil-lars: Ferdinand Adolf Lange, Moritz Grossmann, Julius Assmann and Adolf Schneider.

These men lived in an age when pro-ducing more accurate clocks was a part of scientific exploration and discovery. In Dresden, precision clocks were de-veloped to allow for astronomical re-search. The region had long been pro-ducing other measuring instruments, which were used in the mining activi-ties so important to the nearby Ore Mountains.

In the late 18th century, mining be-came unprofitable in the Ore Mountains, and poverty spread. In order to bring a new industry to the depressed area, in the mid-19th century, the government agreed to give Lange a loan to build a watchmaking business and train others. He was joined by Grossmann, Assmann and Schneider. Grossmann not only made watches and wrote books, but also served as a city councilor and helped found the fire department, the gymnas-tics club and the watchmaking school.

Watchmaking in Glashütte re-mained strong until the two world wars, when it was required to use its machin-ery and skilled labor to make fuses for bombs. After the Second World War, Russians dismantled all production fa-cilities that had been used for the war effort, and they took the watchmaking equipment to Russia. “You could say that right after the Second World War, the Glashütte watches came from Mos-cow,” says Lutz Roscher of the German Watch Museum Glashütte.

Locals had hidden some equip-ment, and after the Russians left, they brought it back out and built up some small production units. The few busi-

house on the main street of Glashütte. Then she built a large, fancy building, and a new era began for the company.

“The expectations changed,” she says. “We are perceived differently.”

People now assume the company will have “very big inventions.” They expect Grossmann Watches to present several new pieces a year, with great complexity.

There is pressure that comes with this, but Hutter is up for the challenge. “We have a production unit. We have a small collection. We have a super team,” she says.

In 2013, the company put out the 168,000 euro Benu Tourbillon. The watch will have a limited production of 50 pieces. Tourbillon watches are often used by watchmakers to demonstrate their virtuosity.

“We realized that our tourbillon should come earlier and not later in the planning,” says Hutter, “because we needed a highlight in the collection quite soon to show the level of our skill.”

In a tourbillon watch, time-keeping parts are placed in a rotating cage, which cancels out the effect of gravity. This rotation must be stopped gently to set the time with accuracy to the second.

Grossmann’s design engineer Jens Schneider wanted to use a brush to do this. He tried various types of hair. Cat hair was not strong enough. Artificial hair did not return to its original shape.

As a joke, Christine Hutter said, “I have a hairdresser appointment tomor-row. You can have some of my hair.” The next day, still in jest, she brought some to the office.

The team gave it a try, and it worked. So far, there have been ten tourbillon watches made, and they all contain Hutter’s hair. The company now boasts, “The first watch with a human hair in-side.” Customers can also choose to have a watch made with their own hair, if it is strong and straight enough.

Hutter wants to see Grossmann Watches grow. It must, in order to be-come profitable. The company currently has forty employees, makes six differ-ent watch movements and has six lines of watches. Production will increase slowly, and she aims to eventually pro-duce between 1,000 to 1,200 watches each year. “This limit is not fixed in stone,” she says, “but we do not want to go into mass production. If you grow too big, you can lose your identity.”

nesses that remained were then nation-alized in the German Democratic Re-public and joined into one company. This company produced inexpensive watch movements.

When the wall came down and Ger-many was reunified, production costs rose, and Glashütte could not compete with the inexpensive Asian watches flooding the market. The number of watch employees in the town dropped from 2,500 to 72.

It was clear that only high-end watches would be competitive in the world markets, and Glashütte returned to its tradition of making upscale time-pieces. Today the town’s nine compa-nies employ 1,800 people.

NEW KID ON THE BLOCK

The youngest of these companies is Hutter’s Grossmann Watches. She ac-quired rights to the Grossmann name in 2004. Since Grossmann did not have heirs, no Grossmann watches had been made since his death in 1885.

Hutter found investors and began the company at her kitchen table. A few months later, she moved into a small

30 // Aerospace // The Pilatus PC-24 Outlook 01/2016 // 31

“First you have to make sure you can build a plane that is as fast at 45,000 feet as every other twin jet,” says Pilatus Chairman Oscar Schwenk. “And for that it needs a wing that is slim and aerody-namically designed for high speed. And then when the plane comes down and is supposed to land on a short runway, then it should have a,” he outlines a fuller, rounder wing with his hands, “so that you can approach slowly. And these two things basically exclude each other.”

About eight years ago, when Pilatus began to plan its next aircraft, it spoke to its customers. They said they wanted to use short runways. They wanted to land in places with no pavement. They wanted the cargo doors Pilatus had put on the PC-6 and PC-12. And they wanted more speed. They wanted an aircraft that would fly at least 100 knots faster.

“So we said, ‘Here is a niche’,” re-members Schwenk. “But then we real-ized, ‘That’s not actually doable’.”

The company went to work, and the PC-24 is their answer to the challenge. The aerodynamic shape of the wing is a compromise. To be able to fly fast enough with the wing, engineers had to design an aircraft so aerodynamic in other aspects that it would compensate for the wing shape. Then, to make it possible for the plane to use very short runways, Pilatus had to work exten-sively with flaps, spoilers.

The company expects the PC-24 to be able to land on just 2,525 feet of dry paved runway at sea level, and take off on 2,690 feet of the same. The distances

on the wide variety of substrates that the jet will be able to handle will of course vary.

Pilatus says there are about 10,650 runways in the world accessible to air-craft able to land on paved runways with a length of 3,130 feet. If an aircraft needs only 2,690 feet, it can use an additional 1,300 airports. If that aircraft can also land on unpaved surfaces such as grass, gravel, sand, or snow, the number of air-strips accessible jumps to at least 21,000.

According to the company, this means the aircraft’s special capabilities make it able to land on about twice as many runways in North America and South America, and three times as many in Africa.

THE SWISS COMPANY

Pilatus Aircraft is based in central Swit-zerland, quite close to both the geo-graphic middle of Switzerland and the alp on which the mythical founding of the country took place. The manufacturing and administrative headquarters form a cluster of buildings, in a long valley, backed up against the Burgenberg moun-tain. Straight ahead of this cluster is a barn with cows, to the left is agriculture, and to the right is the Buochs airfield, which appears to be a huge grassy field crisscrossed by a few strips of tarmac. Farmers cut the grass and gather hay.

The location is no coincidence. The company was formed in 1939 to build the military’s SB-2 Pelican airplanes

The Pilatus PC-24Going where others cannot

Pilatus civilian aircraft have become known as planesthat can land anywhere. The single-propeller PilatusPorter PC-6, first built in 1959, has such good landingcapabilities that the company takes it to helicopter trade shows. The PC-12 turboprop aircraft can also landon short and rough runways. Now, with the PC-24 jet,the company is entering the business jet market, target-ing those who not only want flexibility, but also speed.


and to maintain other military aircraft. For protection in wartime, it was lo-cated well away from Switzerland’s borders. Or, as far from the borders as you can get in a country that is only 137 miles north-south and 216 miles east-west at its most extreme points. There was also another plan. Should the fighting of World War II get too close, they would move the production facility inside the mountain. This never happened, but the events of history cre-ated a company located in this impres-sively scenic location.

After experimenting with various prototypes following the war, the com-pany found international success with the PC-6, introduced in 1959. This air-craft, usually known as the Pilatus Por-ter, has become something of a legend. It can land just about anywhere, and the large sliding door on each side of the cabin makes cargo transport easy.

The Porters were mostly used by militaries and many kinds of govern-ment organizations, though various other organizations have made good use of them. Pilatus Porters have been

fitted with skis to land on Swiss gla-ciers, or more frequently for use in the mountains of New Zealand. Porters with floats have been popular in Alaska. Many a salmon in the north of North America, for example, has been moved to a new home in a Ministry of Fisheries Porter. The aircraft also became a clas-sic among sky divers.

Pilatus says it makes sense to take the PC-6 to helicopter trade shows. The plane, which needs a strip of less than 350 feet to take off or land, can touch down many places that are classically the domain of helicopters. And a Pila-tus Porter is much cheaper to run than a helicopter.

The company still builds five to ten Porters each year. They are mostly pur-chased for jungle areas, often in Indo-nesia or South America. The plane is a workhorse. And it is very slow.

Taking a leap in speed, Pilatus began to build several models of turbo-prop military training aircraft and be-came the leader in such aircraft. The company not only sells the planes, but also entire training programs that in-

The Pilatus SB-2 Pelican (top left). The Pilatus Porter PC-6 (top right). A Pilatus PC-12 NG in use for Australia’s Royal Flying Doctor Service (bottom)

FIRST FLEETS

PlaneSense, a fractional aircraft share program run out of Ports-mouth, New Hampshire, ordered six PC-24s as soon as Pilatus opened its order book in 2014, making it the lead launch customer. The company currently has 34 PC-12s, the largest civilian fleet of the aircraft.

President and CEO George Antoniadis says the company’s twenty years of experience with Pilatus made it comfortable with the large order of PC-24s. The company says it looks forward to offering an aircraft which, like the PC-12, has a “large cabin, exceptional performance, and trademark large cargo door.” Beyond that, Antoniadis adds, “The PC-24 will let us fly to places that no other jet of that size could ever go.”

PlaneSense operates from Jet Aviation FBOs across the US. The company says these business-jet terminals, “meet the Swiss standards to which our planes are built.”

The company wanted to build a single- engine, single-pilot turboprop aircraft. “Everyone told us. ‘You are crazy. You are building a plane that in the end you can’t certify for commercial use’,” says Schwenk. “And we said, ‘It makes so much sense’.”

The company designed an aircraft with a low stall speed, so that if the one engine were to fail, the plane would fly like a glider. At normal flight altitude, the pilot would have half an hour to land. If the plane were far from an air-port, and had to land in the middle of nowhere, it had the rough-landing ca-pabilities to pull it off. Authorities were impressed by it, and the aircraft re-ceived commercial certification.

The company had a roll-out event for the PC-12 in Stans, and Moritz Suter, founder of the regional airline Crossair and an important figure in Swiss aviation, came to see it. Schwenk remembers Suter telling him, “ Listen, I know you can build planes. The whole world knows that. But this, what you did here, you just can’t sell it. You can forget it. If you sell more than 30 PC-12s, I’ll buy you a large beer.”

Since then, Pilatus has sold over 1,300 PC-12s. The company is still mak-ing them. It made 75 last year and is planning for 90 this year.

THE JET

When it came time to design the PC-24, Pilatus asked its customers whether they would want a single-engine jet, and the answer was no. So the company designed the aircraft with two Williams International FJ44-4A jet engines.

The airplane is expected to have a maximum cruise speed of at least 425 knots, or 489 miles per hour, at 30,000 feet. The range is expected to be 1,950 nautical miles with four passen-gers, or 1,800 nautical miles with six passengers. This will allow for travel such as Zurich to Cairo, or New York to Denver.

The cabin is 23 feet in length and 5 feet, 7 inches at its widest point. At the aisle center, it is 5 feet, 1 inch high. The company has designed passenger seats that can be added or removed within minutes, to allow for a multipurpose cabin. A moveable partition at the back allows users to choose between addi-tional seats or a larger baggage com-partment.

The 4-foot-1-inch by 4-foot-3-inch cargo door is a vital part of the aircraft’s versatility. It allows for easier loading of gear for special missions as well as any kind of large cargo.

Australia’s Royal Flying Doctor Service, for example, has ordered six PC-24s, and it will fit them with hy-draulic lifts to bring stretchers into the

clude simulators and mission plans. The planes are used by the Swiss Air Force and many others around the world.

Obtaining military contracts is a special business. “It takes a budget, and an approval and a planning process,” Schwenk says. “For the military train-ing aircraft, it takes almost five years from the time we do the first demo until our first delivery.” He adds that some-times in the last minute, the budget is not there, and delivery is pushed back even further, leaving Pilatus with a hole in its books.

About 25 years ago, the company decided it wanted to balance this out with civil aviation aircraft. Pilatus knew it would have to find a niche to be successful. It would have to do something no one else could. It took a look at its strengths. It had experience with single-engine aircraft, and it had experience with short, rough runways. So it set out to make a civil-ian aircraft that was faster than the PC-6, and that maintained these capabilities.

The Williams International FJ44-4A jet engine (left). A PlaneSense Pilatus PC-12 in front of the company’s hangar (right)


FLYING THEIR OWN

The Swiss government has ordered a PC-24 for the country’s highest executive power, the seven-member Federal Council. This will be the first time that Swiss politicians can undertake international visits in a jet made at home.

plane. The service already has over 30 PC-12s. The additional speed of the PC-24s will allow the service to get critical patients to intensive care more quickly.

Pilatus is still working out the last details of the landing gear. Not only must this equipment be able to handle short-field landings, but also, together with other aspects of the aircraft, it must be able to withstand the jolts of rough-field landings and the impact of rocks and other material that may be thrown up by the wheels.

Each leg of the sturdy landing gear will have dual, low-pressure tires. The aircraft will also have steel brakes and an anti-skid system. The company is working with protective covers as well

takes off anyway. When you look at it, you think that plane is never going to make it into the air like that.” A glimpse of the emotions attached to the aircraft comes through when he adds: “We spent so long working on those aerody-namics, and then he puts a block like that on there!”

The flights were successful, and the team moved on to Scotland, Iceland and northern Scandinavia, to spend March and part of April searching for real ice. “They listen to the air traffic on the radio,” says Schwenk, “and as soon as an airliner says, ‘Heavy icing condi-tions, I have to fly around. I can’t go through,’ they take off and go in.” Here too, the PC-24 did well.

As the company goes through this intense certification period, it already has evidence that it is building an aircraft people want to use. In 2014, when Pilatus presented the mock-up at EBACE, the company also decided to open its order book for a maximum of three days. It said it would accept up to 80 orders. This was before any poten-tial buyers had seen an actual aircraft.

Within one-and-a-half days, the company had 84 confirmed orders, backed by deposits. This covers the ex-pected PC-24 production through the end of 2019.

“We took a big risk with that. We believed Pilatus had such a good repu-tation that people would believe the air-craft will fly as fast as we say it will,” says Schwenk. “And they did.”

as the positioning and angle of flaps and other elements to limit the impact of foreign objects. It has also positioned the engines higher from the ground and further to the rear than in other light jets to protect them.

THE ROAD TO DELIVERY

The PC-24 was announced at the Euro-pean Business Aviation Convention and Exhibition (EBACE) in 2013. At the following EBACE, a full-scale mock-up of the cabin and cockpit was presented, and later that year, on Swit-zerland’s August 1 national holiday, the first prototype was rolled out. Then al-most a year later, in May of 2015, the PC-24 took its first flight

Schwenk expects the first deliveries of the PC-24 to take place near the end of 2017. The aircraft is currently in an intensive certification process that will test a wide range of capabilities, under all kinds of conditions.

“We are now testing de-icing,” says Schwenk. “It is difficult. When the wings are covered with ice, the wing shape is totally different than how we designed it.”

A team recently spent eight weeks in Granada, Spain, testing what vari-ous ice accumulations would mean for the aircraft.

“It’s unbelievable when you see it,” says Schwenk. “You do it with rigid foam. You put it on there, and the plane

“They listen to the air traffic … and as soon as an airliner says, ‘Heavy icing conditions, I have to fly around,’ they take off and go in.”

Views of the PC-24 cabin and cockpit, with Pilatus at EBACE 2014 (top right) and a PC-24 at Napperby Cattle Station in Australia (bottom)

Oscar Schwenk, Chairman of Pilatus with Swiss Federal Council member, Ueli Maurer at the PC-24 roll-out on August 1, 2014

Outlook 01/2016 // 37

running

shoes

The clouds collapse when you land,cushioning your impact. They stay flat as you take off, giving you a hardsurface to push against. And theywobble just a little bit, triggering awide variety of muscles to keep yourbody in healthy motion.

Small clouds,

big difference

38 // Innovation // On-Shoes Outlook 01/2016 // 39

Olivier Bernhard is a runner. As a pro-fessional athlete, he won the long-dis-tance World Duathlon Championships three times, and he is a multiple Iron-man triathlon winner.

With all those hours training and competing, the Swiss athlete put a lot of thought into what he was wearing on his feet. He ran in eight brands of shoes over the course of his fifteen-year pro-fessional career, and for at least three of the brands, he had clear ideas about changes that could be made. The com-panies were large, and they had their established input channels. His voice was not heard.

Then in 2008, he got his chance to have a voice when an engineer ap-proached him and said he had a new idea for shoes. Bernhard tested the new system and was immediately enthusias-tic. He ran in various prototypes and gave the engineer suggestions for changes. The two worked on the shoes together.

“We started very naïvely, with rub-ber parts that looked like an Omega sign,” says Bernhard. At first they worked with parts that were all the same size, then they ordered various

The story of On is often the story of people hearing his idea and being very skeptical, then trying the shoes and saying, “Oh!”

“After about an hour and a half, I wandered out, disappointed,” says Bernhard. “I had brought his shoe size, so I said, ‘Try these anyway, be-cause I’m just interested in your feed-back.’ He called me that evening and said, ‘I went jogging for 40 minutes, and it’s really different’.” Two weeks later, Coppetti told Bernhard he had business ideas.

Copetti immediately went to David Allemann, who he knew from their days at the consulting firm McKinsey and then the marketing and communi-cations company Young & Rubicam. When Coppetti told Allemann about the idea, he too thought a new running shoe was a questionable proposition. Then he went through a similar con-version and joined forces with the other two. Together, they founded the business.

The simple rubber rings of the pro-totype phase have become a patented CloudTec system. On is a new com-pany populated by young people, with

headquarters in West Zurich, a trendy industrial-turned-cool-lofts kind of place. The marketing machine is hip.

It is easy to assume that the innova-tion in the shoes might be just as full of air as the clouds. Until you try the shoes.

This is why the company has jour-nalists try on the shoes before they do interviews. They take distributors and employees of sporting-goods stores out for runs. They want people to put the shoes on their feet and feel what they are all about.

The main idea behind the clouds is that you land on cushioning, but take off from firm ground. This works be-cause as you land, the clouds compress, cushioning your landing, and when compressed, they provide a hard sur-face from which to take off.

The company points out: “You want to land on sand, but you don’t want to take off from it.” They say they have found a way to provide a training shoe and a racing flat in the same shoe.

IN HOLLYWOOD

On a coffee table, in front of a row of sofas in On’s open-plan, loft-like office, lies a copy of the March 3 issue of Variety, a magazine that covers the Hollywood film industry. On the cover is the three-time Oscar- winning cinematographer Emmanuel Lubezki. He is wearing On’s Cloud shoe. This lightweight shoe, with the “speed laces” that you do not have to tie, has become a casual shoe for some. Much to the delight of the team at On, Lubezki “just walked into a store and bought the shoes on his own.” Apparently he was not permit-ted to wear them on the red carpet, but he changed back into them right after the official Academy Awards events.

sizes. “I went and jogged many hun-dreds of kilometers,” he says, “and we moved parts and checked where it made sense for them to be thinner or smaller.”

Bernhard says he then wanted to take the business “to the next level.” He took over the idea and looked for busi-ness partners.

The story of On is often the story of people hearing his idea, and being very skeptical – “does the world really need another running shoe?” – then trying the shoes and saying, “Oh!”

This happened when Bernhard ap-proached Caspar Coppetti, who had done communications for the Zurich Ironman competition and been Bern-hard’s manager for several years. Bern-hard met with him, brought the shoes and asked Coppetti what he thought should be done with the project. “He looked at the shoe for a minute,” says Bernhard, “always kind of at me, at the shoe, at me – then he said, ‘Oli, you didn’t invest time and money in this, did you’?” Bernhard admitted he had, and Coppetti told him to forget it. He said there are thousands of shoes out there, and there is nothing really new.

On headquarters in Zurich (above). The

three On founders (left to right): David

Allemann, Caspar Coppetti and Olivier

Bernhard

40 // Innovation // On-Shoes Outlook 01/2016 // 41

ACTIVE

Not only does the cloud system allow for a cushioned landing and a hard take-off, but it also may promote good running form. In On shoes, you are running on multiple clouds. Each of them, to a certain extent, acts as a little gymnastics ball – it has a certain range of motion. The bottom of the shoe is therefore very active and introduces a certain amount of instability. “The body reacts immediately and you fall into step with an upright posture,” says Bernhard. “Through a slight instabil-ity, the shoe promotes core stability.”

On your feet, the shoes feel light and bouncy. Walking in them makes you want to run. There is something about the combination of the bounciness and slight instability that makes your body feel a little more alive.

The company talks about wanting to create joy and fun in running. Bern-hard sometimes mentions wanting to give the feel that you had as a kid run-ning across fields. This sounds, well, kind of like marketing. And the thing is, there is something to it.

Many customers contact On and re-port improvements in aches and pains after running in Ons. Through the slight instability, the shoes activate muscles that are often not used when running in traditional shoes. Between this and the shoes’ tendency to promote core stabil-ity and a strong, upright running pos-ture, they seem to help some people’s bodies find healthier ways to move.

Bernhard had this experience as he was developing the shoes. After tearing an Achilles tendon in competition, he had suffered from tendon problems for the final three years that he competed. “I ran in prototypes for six weeks – and I had really gone from post to pillar, gone to physical therapy and doctors and everything possible, and it didn’t help – and after just continuing to train for six weeks in these shoes it was gone. And it never came back.”

The company is quick to point out that all runners are different, which means the shoes will affect them in different ways. On is listening to feedback, and this feedback has been encouraging.

Because On shoes activate muscles that most shoes do not, runners often become aware of these other muscles after the first few runs. The runner may have slight muscle fatigue or sore mus-cles, or the unaccustomed muscle use may trigger a bit of pain or discomfort somewhere else in his body. As the runner continues using the shoes, these muscles become more developed, and the discomfort usually goes away.

Spokeswoman Vesna Stimac says that after her first run in On shoes, her shins hurt and she walked straight into the founders’ office to report this. They told her to wait and see what happened after the next few runs. The shin pain disappeared, as did the knee pain that had kept her from running for years, and she joined the ranks of the converted.

The clouds provide a kind of tool kit that allows the company to create shoes to fit various goals. Changing one cloud

will change the way a runner feels in the shoes. Olivier and his team decide how many clouds to put on the shoe, and how to arrange them. They can also ad-just the width of a cloud, the total area of the cavity and the characteristics of the cloud walls – all of which will influ-ence the compression characteristics of the cloud.

Once On has decided the way it wants a certain shoe to affect the run-ner, it will use previous experience with the clouds to develop a prototype. Bernhard is then usually the first person to run in the shoes. “Olivier is amazing in terms of having a direct connection between his feet and his brain,” says co-founder David Alle-mann. “Based on a lot of experience tuning these clouds, he can step into a shoe and say whether you have to add another cloud, where you have to make it a little smaller and where you have to change the cavity in order to create a certain ride.”

If the shoes make it past Bernhard, they will go on to other people in the five-person development team, and then out to athletes for testing. The

company is very serious about this feed-back. Bernhard says they are testing about twenty aspects of their shoes at any given time. On also listens to its customers.

The company sponsors more than 50 professional athletes, including the Kenyan marathon legend Tegla Loroupe , the Swiss Olympic gold medalist in triathlon Nicola Spirig and the Belgian Ironman World Champion Frederik Van Lierde. For many of the athletes, being listened to intently and giving input that is sometimes directly translated into changes are an impor-tant part of their relationship with their sponsor.

VARIATIONS

On uses two different materials for its soles – rubber and EVA foam. Rubber is extremely responsive and the return of forces is very fast. This makes the shoes very responsive. The rubber itself has almost no cushioning capabilities, so it is the form of the clouds that pro-vides the cushioning.

The company had to find a rubber that is very abrasion resistant and does not break, but still flexible and respon-sive. On will not reveal the composition of its rubber. It has compared it to the secret formula of rubber in Formula 1 racing tires.

The company makes four different shoes with rubber soles, ranging from the Cloudster – the bounciest, cushiest of the shoes – to the harder, faster Cloudracer. It makes two shoes with foam soles, and says that the Cloud shoe is the lightest fully cushioned running shoe on the market.

On is growing rapidly, moving into new regions and adding shoes to its as-sortment. Now in its seventh year of busi-ness, the company sells its shoes through more than 2,500 running-shoe retailers, in over fifty countries. In June, it will present a line of trail-running shoes.

This is just the beginning. Col-leagues say that Bernhard has a thou-sand ideas for shoes – enough to cover the next decade. After years of noticing what could be better about running shoes, he has now been unleashed to create them.

STABILITY

For those who want a little more stability built into the shoe, On does make two shoes, one with a rubber sole and one with a foam sole, designed to offer more support.

“Olivier is amazing in terms of having a direct connection between his feet and his brain.”

Kenyan distance runner Joseph Lokwang Lore (left). Swiss Olympic gold medalist Nicola Spirig (top right). The Cloudsurfer shoe (bottom right) provides active cushioning and allows strong forward motion

42 // Art // 100 Years Dada

As visitors to the Swiss National Muse-um’s Dada exhibition enter the small en-trance hall, they encounter a large photo of Hugo Ball in his cardboard magi-cal-bishop costume. A voice recites his “Gadji beri bimba” sound poem.

“… gadjama bimbalo glandridi glas-sala zingtata pimpalo ögrögöööö …” Bam. A shot rings out. The poem con-tinues, and artillery can be heard in the background.

The Dada movement developed dur-ing the First World War, and it was in large part a reaction to the madness that was happening on the battlefield. This entryway unites spectacle, nonsense, aesthetics, philosophy and political statement. It is an introduction to Dada.

A group of women pass through the entryway, many of them carrying small black folding chairs. Once inside the main exhibit, they gather around their tour guide. They are an art-appreciation club from the nearby town of Meilen.

The guide faces them and says, “One thing I have to say before we start is that it may be that at the end of this tour, you still won’t know what Dada is.”

The exhibit is impressive. It is cool. The large rectangular room has black walls and a black ceiling. There are 18 tall square glass cases displaying art and other objects related to Dada. The commentary to the display is written on the ground. The text is in a different language on each side of the cube – the

It was energetic, alive, chaotic. Dada was rebellionagainst a world that seemed to have gone crazy in theFirst World War, and it was a drive to transcend this by finding what is deeply human. It was art, poetry,prose, dance, theater and graphic design. And it wasborn 100 years ago, in the center of Zurich.

Art, nonsense and rebellionZurich celebrates 100 years of

44 // Art // 100 Years Dada Outlook 01/2016 // 45

Cabaret Voltaire in central Zurich (top). Marcel Duchamp’s “Fountain,” 1917 (bottom left). Jean Arp, Gala, Sophie Taeuber and Paul Euard (left to right, middle photo). Poster announcing the first evening at Cabaret Voltaire, designed by Marcel Slodki (far right)

Hugo Ball in his Cubist magical- bishop costume, June 1916 (left). “Venus at the Game of the Kings,” by Johannes Theodor Baargeld, 1920 (right)

“BY SAYING DADA.

WITH A NOBLE GESTURE AND DELICATE

PROPRIETY. TILL ONE GOES CRAZY.

TILL ONE LOSES CONSCIOUSNESS,” HUGO BALL

three main Swiss national languages, German, French and Italian, and then also English.

Above each glass cube, a large square of light hangs from the ceiling. Over most displays this square is blank. Occasionally it carries an image, such as a portrait of the philosopher Frie-drich Nietzsche.

Several screens hang on the walls, showing videos. The walls are other-wise covered with white writing. All visitors can grab a pen and make their mark. Curator Juri Steiner says that this writing began as a way to include visitor participation. He and co-curator Ste-fan Zweifel originally placed some Dada slogans on the wall and desig-nated a small space for visitor writing. He thought maybe children and teenag-ers would respond. At the opening event, the curators realized this would be a bigger thing than expected. “It started to have its own energy,” says Steiner. “We quickly realized that this is part of the game.”

Dada is difficult to define. It was influenced by the avant-garde move-ments of the time, such as Expression-ism, Futurism and Cubism. Dadaism is often referred to as “anti-art,” a rebel-lion against the way art was made and thought of at the time.

Dada sought to overturn estab-lished structures. There was an anar-chic quality to it. Dada is often known for nonsense. Rational thought had cre-ated the war machine as well as social and economic structures that the Da-daists saw as holding people prisoner, keeping them from moving freely within society. They did not have much regard for this rational thought. They thought there was more. These young emigrants from war-torn countries wanted to explore what it meant to be human and find ways to bring this out so strongly that it could eclipse the hor-rors being played out at home.

As the 100-year anniversary of Dada approached, Zurich’s cultural institutions wanted to honor it. They

masks created by Marcel Janco, which were often used for dance, or costumes made for these dances.

One case displayed Louis Aragon’s poem “Suicide,” which depicts the death of literature through a simple listing of the alphabet, in lines mimicking the shape of a traditional poem. There were displays that showed work of those who have gone insane. Lunatics, as those who listened to their own voice and cre-ated works from their deepest selves, were very interesting to the Dadaists.

Near the middle of the room was a prized piece – the “Mona Lisa” of Dada-ism – Marcel Duchamp’s “Fountain.” This urinal, presented in 1917 in New York as readymade art, caused one of the biggest scandals in the history of art.

This National Museum exhibit was “Dada Universal.” This name is partly a tribute to the wide range of the move-ment. The museum describes Dada as “the first global art movement, with branches in – among other places – Berlin, Paris, New York and even

Japan.” It is also a tribute to the idea that Dada speaks to universal aspects of humanity, that it always has been present and always will be. This is ex-pressed in the catchy phrase: “Dada was there before there was Dada.”

LOCAL

Dada was born in 1916 at Cabaret Vol-taire, in Zurich’s central Niederdorf neighborhood. Here Hugo Ball and Emmy Hennings opened the cabaret and, together with Tristan Tzara, Marcel Janco, Richard Huelsenbeck, Hans Arp and Sophie Taeuber, founded Dada. All were young, and all but Sophie Taeuber were emigrants, gathered in the Switzerland that Ball famously de-scribed as “a birdcage surrounded by roaring lions.”

Hennings sang. In her repertoire was a traditional German song with the words changed to criticize the war. Ball played the piano. Huelsenbeck liked

created a collective network in which the large institutions such as muse-ums, theaters and the opera house took part alongside a wide variety of smaller groups and venues. The “Da-da100zürich2016” coordinating asso-ciation, led by Steiner, even promoted the crowd funding of small projects through its website.

“This has created a kaleidoscopic effect of Dada,” he says. “Not just one block, but a lot of small pieces put to-gether. And a lot of surprises.”

Steiner says knowing that many aspects of Dada would be covered in other exhibits made it possible for him and Zweifel to design an exhibit that would, “liberate Dada from time and space.” He says they tried to show its existential aspects and “make it playful so that you can go through the exhibition guided by your own associ-ations.”

Some displays dealt with the Dada relationship to mysticism, sexuality or the subconscious. Other cases showed

THAT NAME

About two months after the activities began in Zurich’s Cabaret Voltaire, the name Dada appeared. No one knows where it came from, though there are several theories. The Dadaists took pleasure not only in concealing the origin, but also in circulating conflicting stories.


Cabaret Voltaire director Adrian Notz (above). A pack of creative

energy: Man Ray, Jean Arp, Yves Tanguy and André Breton in the back, with Tristan Tzara,

Salvador Dalí, Paul Éluard, Max Ernst and Rene Crevel in

the front (right). Erwin Blumen-feld’s “Marquis de Sade,” 1921

(facing page)

“WE ALL KNOW THE PROFOUND IMPORTANCE OF THOSE QUESTIONS WHICH HAVE NO ANSWER,”

GERMAN DADAIST HANS RICHTER

African drums. Cowbells and banging on tables and boxes were also part of the evenings.

Poetry was read. In these sound poems, the language that served as a foundation for western culture disinte-grated. Or it was torn to shreds.

The evenings were loud and rowdy, filled with laugher and emotion, some-times described as a high. Outside of the cabaret, the Dadaists worked on painting, collages, poetry, masks, dance and others forms of expression. The core group accumulated a circle of like-minded artists around them.

Cabaret Voltaire ran for less than six months in this space, before Dadaists moved the soirees to the halls of various guild houses, and then to their own gal-lery space. The building served a variety of purposes over the years, and then in 2001 it was sold and headed toward ren-ovation to create modern apartments and a ground-floor retail space.

In 2002, a group of artists occupied the building. They hosted events such as readings, open mics, Swiss hip hop and “acoustic Feng Shui.” They also de-manded the history of the building be recognized and that it be used for cul-

tural activities related to Dada. A “Pro Dada Haus” committee was formed and over 2000 people involved in arts and culture expressed their support. A large Swiss company stepped in and said it would fund the cultural program if the city of Zurich would pay the rent. After a heated debate in parliament, the city agreed.

In celebration of Dada’s 100th anni-versary, Cabaret Voltaire director Adrian Notz stands upstairs every morning at 6:30 am, in the room that hosted the original Dada activities, and presents a Divine Office for a Dada per-sonality. He talks about the person and then, if applicable, reads from their work or shows their art.

He also reads what Dada co-founder Hugo Ball wrote in his journal on that day in 1916. And he usually reads a manifesto. The Dadaists were big on manifestos, so there are many to choose from. Notz says that if it is a particularly good manifesto, he feels the power all day long.

He will do this for 165 days, one for each of the 165 Dadaists the Cabaret Voltaire has named. Actually, they have named 150 Dadaists and fifteen

Uber-Dadaists, who are people like Carl Jung and Sigmund Freud, Albert Einstein and Vladimir Lenin. Notz says these Uber-Dadaists followed new and revolutionary thoughts. They influ-enced the Dadaists and shared a cer-tain spirit with them.

On the 60th day of the Divine Of-fices, Notz says that he has only been completely alone in the morning six times. He has three regulars at the mo-ment: an artist from Boston, a pediat-ric surgeon and a social worker. He also has two neighbors who stop by sometimes.

He says that at the beginning, his audience was mostly older women. Now it seems to be middle-aged men.

For these 165 days, Cabaret Voltaire also hosts evening performances and talks. A sampling includes Blago Bung X Performance Action Sound Poetry, a university talk on the role of history for a nation, and an event to “interfere and destabilize the organizations that are governing us, by telepathy.”

Cabaret Voltaire is “ Dada Local.” It gives people a place to associate with Dada – a birthplace.

GLOBAL

“Dada Global,” the third element of the Dada “Local, Global, Universal” tril-ogy, is an exhibit at the Kunsthaus Zürich, Zurich’s Museum of Fine Arts. Here visitors carefully move from item to item, talking in whispers.

This is the exhibit that brings home what it meant to be a dissident in the years following the First World War. In 1921, Tristan Tzara intended to publish an anthology of Dadaist works. About 200 works, in ten countries, were cre-ated specifically for this “Dadaglobe” publication. Getting these works to Tzara in Paris was not always a simple thing. Texts and maps briefly explain the politics of the time, and talk about the risks some of the artists had to take to send their work across borders.

Financial and organizational diffi-culties prevented Tzara from ever pub-lishing the book. Together with MoMA (the New York Museum of Modern Art), the Kunsthaus Zürich has not only created an exhibit of items related to the book, but has also published the book that Tristan Tzara had set out to create.

THIS SUMMER

The Zurich Festspiele, a series of events in several venues and cultural institutions throughout Zurich in June, will have a Dada theme. In connection with this, the Kunsthaus Zürich will present an exhibition of work by the French Dadaist Francis Picabia. The private Gmurynska gallery will show work by Kurt Schwitters.

DADA HEAD

Sophie Taeuber was the only Swiss among the founders of Dada in Cabaret Voltaire. She is currently on the Swiss 50 franc note. The note is being phased out, but her Dada Head sculpture has just made it onto a Swiss stamp.


The Cabaret Voltaire: exhibits, performances and a cafe/bar in the room where it all began

Raoul Hausmann’s “Section de merde … allemande,” 1921 (left). “André Breton” by Man Ray, 1930 (right)

OUT IN THE CITY

Beyond the museums, Cabaret Voltaire organized tours and printed maps to take the public out into Dada’s Zurich. The tour began with a look at the Cab-aret Voltaire. It then headed down the street, to Spiegelgasse 14. This is where the “Uber-Dada” Vladimir Lenin lived for about a year, beginning in February 2016. An ironic aspect of the Zurich Dada era is that police would periodi-cally search the apartments of the Da-daists, concerned they might be Bol-sheviks, while Lenin was undisturbed down the road, planning his revolu-tion.

The tour then visited Zunfthaus zur Waag, the guild house where the first large Dada soiree took place, with around 400 people. Alongside dance,

poetry and music presentations, Hugo Ball presented his manifesto, which in-cluded the lines:

“How does one achieve eternal bliss? By saying Dada. How does one become famous? By saying Dada. With a noble gesture and delicate propriety. Till one goes crazy. Till one loses con-sciousness.”

The tour ended in front of the build-ing that housed the Dada Gallery, which was the center of Dada activity between January 1917 and the end of May 1917. The building is on Zurich’s glitzy Bahnhofstrasse shopping street, at Paradeplatz, the heart of the finan-cial center. The room is just above the Sprüngli café, where businesspeople hold quick semi-formal discussions, and the retired generation has coffee and cakes.

The Cabaret Voltaire also created a Dada map of Zurich that lists 163 Zu-rich locations of relevance for Dada. These include places such as former apartments of Dadaists, the cafes where they met, the spaces where they performed and the institutions that helped them. People can go out and ex-plore the geographic roots of Dada with this map. Its origins and its tie to Zurich are brought home as people realize that Dadaists met in the places that they pass every day.

Dada left a significant legacy in the art world. Many future movements were influenced by it, including Surre-alism, Lettrism, the Situationists, the Beat Generation, Fluxus and Punk. Dada was also a main contributor to the development of performance art. The student unrest of the late 1960s

TAKING PART

As Dada events and exhibits fill Zurich this year, there are even psychiatric institutions taking part. They had their share of contact with Dadaists – either because the artists were looking for a dispensation from military service or because they were involved in some form of nervous breakdown.

referred back to the movement, as did the Zurich youth riots in 1980.

And yet, Zurich remained a city not acutely aware of this aspect of its his-tory. Perhaps because Dada and Zurich are somewhat incongruous. The Swiss are not known for liking loud, wild, chaos. Switzerland is not a nonsense kind of country.

This is the year that Zurich has dis-covered its Dada. Events and exhibi-tions made the news and drew in crowds. Dada has suddenly became very present in the minds of the Swiss. “It’s like some-one flipped a switch,” say Notz.

After this year, Cabaret Voltaire will remain Switzerland’s center of Dada. Notz would like to turn the center into a more active contemporary art space. He would like to have artist residencies, an archive, a library and

offices, in addition to the bar, perfor-mance space and exhibition space the building now has. He would like to have one artist creates this space – “make an artwork out of Cabaret Vol-taire” – every year. He is hoping to find a collector who wishes to buy the build-ing and “own” this art.

Notz, Steiner and others working with Dada are quick to say that there are many similarities between the early 20th century and now. They point to at-titudes towards technology and media as well as feelings of uncertainty. And they seem to think that a little Dada would not hurt.

“A lot of questions about national-ity, about society, etc. can be triggered or dealt with very well with art,” says Notz. “We can use Dada as a heritage to ask these questions again today.”

“LET US ACCEPT THE RISKS OF A FREE, INDEPENDENT GESTURE! LET US DISREGARD THE STUPIDITY OF GOOD TASTE!” RICHARD

HUELSENBECK

50 // Jet Aviation // Inside Outlook 01/2016 // 51

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Jet Aviation MacauTel. +852 2215 [email protected]

successful MRO & FBO business that is clearly meeting the needs of our customers.”

Jet Aviation opened a new multi-million dollar hangar facility adjacent to its existing location at Seletar Aerospace Park in May 2014, effectively tripling its size to meet growing regional demand. With the expansion, the company also integrated a large Interior Shop and has been steadily develop-ing its cabin refurbishment business. Last year the shop received full FAA approval, and the company delivered its first full interior refurbishment in conjunction with the first 8C (120-month) inspection performed in Asia on a Bombardier Global Ex-press. The Singapore team also completed the first full exterior strip and repaint on this type of aircraft in the region with this delivery.

In addition to the FAA approval, Jet Aviation Singapore secured mainte-nance approval from the Civil Aviation Administra-tion of China (CAAC) last year, permitting it to support Chinese operators of Bombardier and Gulfstream aircraft. Since receiving these approvals, the com-pany has initiated its fourth major refurbishment, a second Bombardier Global

Express, and already has undertaken repairs and rejuvenation work on several China B-registered aircraft there for maintenance.

This year, Jet Aviation will open a new MRO facility in Macau to support its operations in Singapore and Hong Kong. Jet Aviation Macau will provide mainte-nance, aircraft cleaning and parking services from a brand new, purpose-built hangar for business aircraft in which the company has leased 4,000 square meters (43,170 square feet) from the Macau International Airport authority. Subject to the Macau government’s approval, the company expects Jet Aviation Macau to be operational this August.

Jet Aviation also has a 24/7 aircraft management and charter operation in Hong Kong, and currently manages 31 aircraft in Asia. At the inaugural Asian Business Aviation Asso-ciation (AsBAA) 2015 Gala Awards event held last November, Jet Aviation received awards in two separate categories. The company’s aircraft management and charter business in Hong Kong received the Best Manage-ment Company award. Jet Aviation Singapore was awarded Best Operational Support Services Company.

JET AVIATION

Asia: Building on 20 years of experience

Jet Aviation Singapore marked 20 years of success-ful business in style at Singapore Airshow in February, where the company was officially launched in 1996. The MRO and FBO operation cele-brated its jubilee with approximately 150 guests at a cocktail reception followed by a sit-down dinner in Singapore’s tallest skyscraper, One Raffles Place, at the mouth of the Singapore River.

“Our commitment to our customers in the region has never waned,” said Jet Aviation Group Presi-dent Rob Smith during his welcome speech at the official commemoration. “Our long-term strategy – our commitment to providing the most benefit through continuous focus on quality, service, comfort and high standards – is now really paying off. Jet Aviation Singapore is operating an unquestionably

Left: Jet Aviation’s MRO hangar at Macau International Airport

Below top: Jet Aviation Business Jets, Hong Kong team members, from left, at the ASBAA Gala Awards ceremony: Carol Lam, Sales Manager, Aircraft Management and Charter; Joanne Wong, Corporate Safety Manager; Daniel Helfenstein, Director Key Accounts; Barry Collier, Managing Director /Director Operations; Simon Lo, Operations Manager; and Michael Webber, Training Standards Manager

Below below: The Bombardier Global Express on which Jet Aviation Singapore completed it first full interior refurbishment

Above: Jet Aviation’s new hangar facility at Seletar Aerospace Park

Top left: Celebrating Jet Aviation Singapore’s 20th jubilee at One Raffles Place

Bottom left: Jet Aviation Leadership team members were in good spirits at Jet Aviation Singapore’s 20th jubilee celebration. From left, Heinz Aebi, Senior Vice President, Group Marketing and Communications; Stefan Benz, Senior Vice President and General Manager, MRO and FBO Operations, EMEA and Asia; Ruedi Kraft, founding father of Jet Aviation Singapore and current Vice President of Business Development, Completions; Rob Smith, Jet Aviation Group President; John Riggir, Vice President and General Manager, Jet Aviation Singapore


Jet Aviation has expanded its aircraft management and charter services on the U.S. West Coast. With the acquisition of Los Angeles-based Avjet Corporation, established in 1979, Jet Avia-tion added 45 mid-large cabin aircraft, 25 of which are available for charter services, to its global fleet of now close to 300 aircraft.

West Coast Expansion

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The company has been renamed Avjet – A Jet Aviation Company, and will be managed by Gary Dolski, Vice President of West Coast Operations, who previously served as Vice President and General Manager of Jet Aviation Singapore. Included in the service portfolio of Avjet is also a line maintenance

operation dedicated to serving the company’s managed aircraft.

The completion of the acquisition was celebrated at an event hosted by Robert Smith, President of Jet Aviation; David Pad-dock, Senior Vice President and General Manager of Jet Aviation U.S. Aircraft Services; and Marc

Jet Aviation to operate FBO at Van Nuys

Jet Aviation has recently been selected by Los Angeles World Airports to operate an FBO facility at Van Nuys Airport. It will start providing FBO services in an interim FBO terminal once opera-tional control, which is expected in the next few months, has been granted by Los Angeles World Airports.

Jet Aviation has also initiated planning for its long-term Van Nuys Airport FBO. The company will build a 10,000-square-foot LEED-Silver-certified FBO terminal and two 40,000-square-foot hangars and associated back shop and office space by the end of 2018. The full-service FBO will offer domestic and international handling, complete line service, executive conference

rooms, a crew lounge, a flight planning room, a business center and 24/7 guarded entry to the airport and ramp.

In addition, Michael McDaniel has been appointed as the FBO director for Jet Aviation

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Jet Aviation’s planned FBO terminal in Van Nuys

From left: Marc Foulkrod, former Chairman and CEO of Avjet; Jet Aviation Group President Rob Smith; Dave Paddock, Senior Vice President and General Manager of Jet Aviation’s U.S. Aircraft Services; and Richard W. Hildenbrand, Avjet President

Foulkrod, former owner of Avjet Corporation. Jet Aviation presented Marc Foulkrod with a framed sketch of an aerial shot of Avjet, including a plaque thanking him for his dedication to Avjet over the past 34 years and wishing him continued success in his future endeavors.

Jet Aviation acquires Avjet Corporation

Van Nuys, reporting to John Langevin, VP of FBO Operations North America. McDaniel brings more than 36 years of experience in the aviation industry to the role and served as general manager in his previous position.


Jet Aviation Basel recently performed a major refur-bishment in conjunction with a scheduled C-Check on an Embraer 135 Legacy 650. The refurbishment included a full carpet replacement, seat and divan re-upholstery, wood repairs, re-covering of the dado panels and a new Non- Textile Flooring (NTF) installation in the galley. In addition, the company painted the exterior in full and gave the aircraft a new fuselage design.

“Planair was extremely happy with the work done on the interior of this Legacy 650 aircraft,” said Adrian Hollenbach, Technical Director & Continued Airworthiness Manager at Planair

Basel delivers first full cabin refurbishment on a Legacy 650

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Converting a modern cabin interior into an on-board medical ambulance is not a common request in business aviation, but medevac conversions can add value

Medevac conversions made simple

to aircraft in the latter half of their lifecycle. To serve this niche market, the Jet Aviation Basel Mainte-nance Center is drawing on its vast knowledge of the

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Enterprises. “The work-manship and quality is some of the best, if not the best out there at the moment. I would recommend Jet Aviation Basel to all, and the Embraer technical team that supported and completed this project in particular.”

Jet Aviation Basel is the only Embraer Service Center in Europe that is authorized for all mainte-nance tasks, including Part 21 Design Organization and interior work.

JetVision App: Ensuring you get what you envision

If you are responsible for a major VVIP completions project that typically spans at least two years, waiting for long periods of time to review the work probably causes you a bit of unease. Just imagine if there was a tool that could provide secure and detailed infor-mation about all aspects of the completions cycle – from the initial RFP to an in-service aircraft. This tool would enable you to interact with the Completions Center and exchange files, wherever you are in the world. It would also provide an interactive display that keeps you up-to-date on how the engineering process is progressing or how the cabin is devel-oping.

Well, you can stop imagining. The Jet Aviation Basel Completions Center has developed and is introducing at this year’s EBACE Convention in Geneva (booth #A050) its own branded and client- customizable JetVision 3-D App, designed to help customers visually manage their completions project long before production even begins.

Used from the start of the RFP process and throughout the completions cycle, JetVision offers clients a secure way to visualize their interior in great detail, particularly during the RFP process, when they want to see a realistic representation of the initial concepts.

CONTACT: Jet Aviation BaselCompletions CenterTel. +41 58 158 4111Fax +41 58 158 [email protected]

A distinct advantage of JetVision is that it combines the Design and Engineering efforts to ensure the most accurate visual at the earliest stage.

During the project build phase, clients can view a rendering of the current engineering status in JetVision – before produc-tion starts – getting a transparent and accurate view of the interior, as well as the progress. And that’s just the beginning. For the entire duration of the aircraft’s downtime, JetVision offers them peace of mind, by making progress reports, action items and any other reports, images, video and other media readily available to them. In this manner,

JetVision facilitates earlier customer authorization and ultimately reduces downtime.

When the aircraft is in service, JetVision continues to meet clients’ after- support requirements, whether for ordering parts, maintenance, modifications and refurbishment, or simply to exchange sensitive documents securely – for the complete life of the aircraft.

With the JetVision App, the possibilities are limitless

most popular aircraft types to develop a universal Medevac unit that can be installed on any aircraft type.

“While every business aircraft has different layouts and requirements, which take time to define, this is where our experience working with the most popular aircraft types is most beneficial,” says Vincent Rongier, Head of Refurbishment at the Jet Aviation Basel Mainte-nance Center. “Our vast knowledge of the various aircraft types enables us to

introduce quick connection systems to help reduce this time significantly.”

Jet Aviation Basel conceives its systems to enable a change of cabin layout within one to four hours, including the seat removal and set-up of the desired medical care unit installation and vice versa.


Extra assurance with Jet Aviation

St. Louis raises the bar with milestone 120-month inspection on a Global Express

In response to numerous requests for clarification regarding the different aircraft insurance schemes available in the market, Jet Aviation has expanded its aircraft management service portfolio in EMEA and Asia to assist aircraft owners and operators in selecting an optimal insurance plan. Specifically aimed at explaining insurance options to help ensure maximum flight operation safety at competi-tive rates, the company’s new Comparative Analysis of Insurance Benefits service helps develop

tailor-made insurance solutions based on specific aircraft flight operation requirements.

Jet Aviation’s in-house team of experienced insurance professionals has been providing insurance coverage for nearly 50 years and has a proven record of lower insurance premiums backed by an exceptional safety record.

CONTACT: Jet Aviation Business Jets Aircraft Management, EMEATel. +41 58 158 8770Fax +41 58 158 [email protected]

CONTACT: Jet Aviation St. LouisTel. +1 618 646 8000Tel. +1 800 222 0422Tel. +1 877 538 4357 (AOG)Fax +1 618 646 [email protected]

comprehensive inspection, overhaul and refurbishment service.

Formerly referred to as 8C, the 120-month inspection is required

Jet Aviation Zurich spent months preparing for the surge of VIP customers that arrived in the city to attend the 46th annual World Economic Forum (WEF) held January 20–23 in Davos, Switzerland. The company served the majority of aircraft and passengers attending WEF,

Jet Aviation Zurich puts best foot forward at WEF 2016

handling 612 movements and 1,830 passengers, including a record number of ultra- large aircraft at Zurich International Airport, while supporting fuel sales of 1.5 million liters.

To help cope with the surge of handling requests during WEF, Jet Aviation

CONTACT:

Jet Aviation ZurichTel. +41 58 158 8466Fax +41 58 158 [email protected]

La Bella Macchina – charity for youth

CONTACT: Jet Aviation Palm BeachTel. +1 561 233 7200Tel. +1 800 538 0724Fax +1 561 233 [email protected]

Jet Aviation’s “La Bella Macchina” this year hosted the 25th anniversary of The Cavallino Classic, one of the world’s most respected Ferrari exhibitions, while showcasing an array of business aircraft from its award-winning Palm Beach FBO and hangar facility. As a celebration of speed and technology, the event also serves to benefit the Boys & Girls Clubs of Palm Beach County. Through a couple of auctions, including a three-day tennis excursion to Sir Richard Branson’s Necker Cup priced at $20,000, the event raised more than $46,000 in

proceeds for the charitable organization.

During the event, Jet Aviation also held an aviation career seminar and tour for more than 60 chil-dren belonging to the Boys & Girls Clubs of Palm Beach County. The work-shop aimed to educate the children about the impor-tance of business aviation and various career opportu-nities within the industry.

With the recent signing of its 35th 120-month inspection for Globals, Jet Aviation St. Louis is a confirmed leading expert at performing this

Zurich brought in team members from its EMEA FBOs in Geneva, Switzerland; Dusseldorf, Berlin and Munich, Germany; and Dubai, UAE. In addition, the company increased its automobile fleet by fifteen cars airside and two landside vehicles.

ten years after initial delivery and mandates the disassembly of most of the aircraft for review of the airframe and structure, including the landing gear. Cabin interiors are removed for refurbishment or replacement. Customers often have their airplanes repainted during the inspection since it must be out of service anyway. That downtime averages a relatively short nine weeks at Jet Aviation St. Louis.

Sales Director Aaron Kreissler said, “When customers’ aircraft are opened up to the extent required for this inspection,

they want it done by someone who has done it many times before. Our customers know that our experience allows us to address the known trouble spots first, and that mini-mizes surprises on the back end. That’s important to customers in a project of this size.”

58 // Masthead and advertisers

Outlook Magazine 01/2016

Publisher:Heinz R. Aebi

Project management:Caroline Kooijmans-Schwarz I Marina Ribi

Author:Stephanie Schwartz

Authors Jet Aviation Inside:Mary-Lou Murphy Charles Bosworth, Patricia McNamee

Photography:Massimo Zanetti Beverage Group, Wikipedia / Canelotto, Victorinox, Jami Lupold Grossmann Uhren GmbH, Stiftung “Deutsches Uhrenmuseum Glashütte” – Nicolas G.Pilatus Aircraft, PlaneSense,On AG, thomasstoeckli.com, Variety / Guido Vitti2016 ProLitteris, Zürich / Kunsthaus Zürich, Cabaret Voltaire, Zurich Tourism / Christian Schnur / Gaetan Bally, 2016 Henry & Yorick Blumenfeld and Yvette Blumenfeld Georges Deeton, Nachlass Nic Aluf, dadart.com, Stiftung Arp e.V., Berlin / Rolandswerth

Concept and design:RED LIONZurich I Switzerland

Printed by:Elanders GmbH & Co. KGWaiblingen I Germany

Contact:Jet Aviation Management AGP.O. Box 229CH-8058 Zurich Airport I SwitzerlandTel. +41 58 158 8888 I Fax +41 58 158 [email protected]

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 Caroline Kooijmans-Schwarz at +41 58 158 8867 or e-mail [email protected]

© Copyright 2016 Jet Aviation. All rights reserved.

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